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Chapter 16 Project planning and control Key questions ➤ What is a project? ➤ What makes project management successful? ➤ How are projects planned and controlled? ➤ What is project planning and why is it important? ➤ How can the techniques of network planning help project management? Introduction This chapter is concerned with the planning and control of operations that occupy the low-volume–high-variety end of the continuum which we introduced in Chapter 4. These ‘project’ operations are engaged in complex, often large-scale, activities with a defined beginning and end. The pioneers of planning and controlling project operations were the engineers and planners who worked on complex defence and construction projects. Now their methods are used on projects as diverse as new product launches, education projects and movie making. Project planning and control is important because all managers will, at some point, get involved with managing projects. (See Figure 16.1.) Figure 16.1 This chapter covers project planning and control Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www.myomlab.com.
458 Part Three Planning and control Operations in practice The Millau bridge 1 For decades French motorists called the little bridge at Millau ‘the Millau cork’. It held up all the traffic on what should have been one of the busiest north–south routes through France. No longer. In place of the little bridge is one of the most impressive and beautiful civil engineering successes of the last century. Lord Foster, the bridge’s architect, described it as having the ‘delicacy of a butterfly’, with the environment dominating the scene rather than the bridge. And although the bridge appears to float on the clouds, it is also a remarkable technical achievement. At 300 metres it is the highest road bridge in the world, weighing 36,000 tonnes. The central pillar is higher than the Eiffel Tower, and took only three years to complete, notwithstanding the new engineering techniques that were needed. Outline plans for the bridge were produced back in 1987, but construction did not begin until December 2001. It was completed in December 2004, on time and budget, having proved the effectiveness of its new construction technique. The traditional method of building this type of bridge (called a ‘cable stay bridge’) involves building sections of the roadway on the ground and using cranes to put them in position. Because of its height, 300 metres above the valley floor, a new technique had to be developed. First, the towers were built in the usual way, with steel-reinforced concrete. The roadway was built on the high ground at either side of the valley and then pushed forward into space as further sections were added, until it met with precision (to the nearest centimetre) in the centre. This technique had never been tried before and it carried engineering risks, which added to the complexity of the project management task. It all began with a massive recruitment drive. ‘People came from all over France for employment. We knew it would be a long job. We housed them in apartments and houses in and around Millau. Guarantees were given to all the tenants and a unit was set up to help everyone with the paperwork involved in this. It was not unusual for a worker to be recruited in the morning and have his apartment available the same evening with electricity and a telephone available’ (Jean-Pierre Martin, Chief Engineer of Groupe Eiffage and director of building). Over 3,000 workers contributed to the project, with 500 of them on the project site, working in all weathers to complete the project on time. ‘Every day I would ask myself what was the intense force that united these men’, said Jean-Pierre Martin. ‘They had a very strong sense of pride and they belonged to a community that was to build the most beautiful construction in the world. It was never necessary to shout at them to get them to work. Life on a construction site has many ups and downs. Some days we were frozen. Other days we were subjected to a heat wave. But even on days of bad weather, one had to force them to stay indoors. Yet often they would leave their lodgings to return to work.’ Many different businesses were involved in building the bridge. All of them needed coordinating in such a way that they would cooperate towards the common goal, but yet avoid any loss of overall responsibility. Jean-Pierre Martin came up with the idea of 9 autonomous work groups. One group was placed at the foot of each of the 7 piles that would support the bridge and two others at either end. The motto adopted by the teams was ‘rigueur et convivialité’, rigorous quality and friendly cooperation. ‘The difficulty with this type of project is keeping everyone enthusiastic throughout its duration. To make this easier we created these small groups. Each of the 9 teams’ shifts were organized in relays between 7 and 14 hours, and 14 and 21 hours.’ So, to maintain the good atmosphere, no expense was spared to celebrate important events in the construction of the viaduct, for example, a pile or another piece of road completed. Sometimes, to boost the morale of the teams, and to celebrate these important events Jean-Pierre would organize a ‘méchouis’ – a spit roast of lamb, especially popular with the many workers who were of North African origin. Source: Jean-Philippe Arles/Reuters/Corbis
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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140 Part Two Design The supply netw
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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184 Part Two Design Figure 7.5 The
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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200 Part Two Design Working from th
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210 Part Two Design be used where c
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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260 Part Two Design them. This mean
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264 Part Two Design Figure S9.1 Tim
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Part Four IMPROVEMENT Even the best
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Glossary 669 Transformation process
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failures (continued) estimates of o
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inventories (continued) de-coupling
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supply chains (continued) meaning 3
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