for the 19,000m.
Combined with the concepts of “Focus and Finish” rather than “Meet the commitments” it provided a better collaborative and coordinated approach.. What we realised though was that there were parts of the schedule which were even more organic than buffers or “Focus and finish” could accommodate.We therefore striated our schedule into four layers:.
Integration of scope and design and delivery process.Key interactions.The critical chain ran through Integration Strategy (1.)
and Design Sprint (2.).The actual tasks for Integrating Strategy were very tricky to tie down.
This included understanding the design space which would bring together modular design coordination between process blocks and utilities, whole plant build sequence, process scale and duplication; and the evolution of the ‘platform’ that would meet the business needs in the future.
The approach we took for this was to plan a time of iteration between process, engineering, systemisation, and business focused expertise, assessing the Last Responsible Moment for drawing this activity to a close.This could ultimately enable such contractors to win more business, forcing other players to adopt these types of beneficial practices in order to keep up..
Improving the future of construction.Speculating about where industry progress may lead us across the next decade, Lamont predicts that the industry will gradually come to the realisation that the technology platform itself is not the solution to construction’s problems.
In fact, he thinks that by simply shifting focus to the question of why we’re doing what we’re doing, we could see substantial growth in the.His hope is that within the next five years we’ll see a much larger portion of the industry engaging with these processes, as we remove technological hurdles such as network connectivity and engagement.