The Organisational Time Management

Published Date: 02 Nov 2017

Introduction

Determining the success of project management is through the evaluation and meeting of the constraints or objectives that define the Scope of the Project thereby delivering the full value and benefits. (Lock, 1998) These constraints or objectives are

Time Cost Quality

Management concepts embedded in construction exist to serve the organisation and its core business with the hope that the approach is systematically structured, coherent and addresses the effectiveness of the strategic and directive management from a corporate level synchronizes with the operational management. The development of auxiliary or sub-systems supports the interaction pivotal to their success.

This report uses data and information collated from Taylor Wimpey East Midlands (TWEM). The information assists in identifying and defining processes, procedures and the management of Time, Cost and Quality with a critical analysis of factors and influences informing suggestions.

An examination of the relationships between project scope and the triangle of Project Management will hope to highlight the experiences, practices and perception of project success. The intention will be to define the TWEM model of Project Performance and Management as opposed to the perceived bias existent and prevalent in the industry; Time and Quality rather than Time and Cost and the implications associated.

The report will also acknowledge the salient attributes prevalent and the current bias in the Project Performance and explore adapted practices within the business. The importance of project delivery will identify the factors that can potentially influence the project such as delivery of materials, planning, programming and involvement in the execution of management theories as critical aspects of challenges faced.

The report will address individual principles and methods used for Time, Cost and Quality Management with an analysis of the cohesion and feasibility as a collective in addressing the scope and improving clients’ objectives.

Project Management

Project Management adheres to a basic model applied throughout the life cycle of a project with various comprehensive management strategies and standards.

CLIENTS PROJECT SCOPE

TIME

COST

QUALITY

&

PERFORMANCE

SPEED

CERTAINITY

PRICE

CERTAINITY

BUILDING LIFE SPAN

QUALITY

DESIGN

FUNCTION

The three elements of Time, Cost and Quality embedded in the Project Scope are considered as the fundamental factors in Project Management influential for achieving the end result ‘at the highest quality, at the lowest cost and in the shortest time.’ (Hackett et al, 2007). Projects are initiated to implement business or organizational goals into action and involve expertise in estimating budget costs and resources; planning and forecasting; procurement of resources and materials; establishing teams and workloads; directing and assigning roles; monitoring and control; status reports; risk assessment, time management and communication at all levels. As shown below, the Clients Project Scope is broken down to a basic hierarchal level, which assists in understanding and implementing the Project Action Plan.

This methodical approach adopted in Project Management is a highly structured process, which involves Initiating, Planning, Execution, Monitoring, Controlling and reviewing. This concept assists in identifying a more defined structure broken down into Strategic and Operational thereby providing qualitative and quantitative clarity required at inception level.

Essential to Project Management is Information Communication Technology with programming methods and software critical for success. Technology assists in creating consistent and acceptable communication between management structures in real-time with programs customized and flexible to meet sophisticated Project Management requirements. This makes it an important tool for a Project Manager to have at their disposal for planning, monitoring and to executing a project within the agreed Time, Cost and Quality criteria.

Project Management Processes

Project Management is a continually evolving process that refers and adopts good practices; the innovation of proactively ushering the change is currently evident in the illustration below Diagram 2, thus demonstrating the ability to tailor suit management models. An overview of the Project Management areas follow the Plan-Do-Check-Act Cycle is derived from areas of expertise needed. (Project Management Institute, 2004)

Diagram 2: Illustrating the life cycle of a project. Diagram 3: Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle (Project Management Institute, pg 40)

Project Management has different functions broken down into Strategic and Operational. Within these functions are sub-processes created to overlap each other to provide and generate reports for the main processes. This provides the ability to manage business and project risk more effectively thereby ensuring benefits to the project internal and external stakeholders. Programming methods first need to determine the scope of work and develop a network through the identification of the jobs. This also ensures that the information gathered can be used for estimation, monitoring, scheduling and controlling of the entire work package. (Morris, 1997)

Within the hierarchy, projects are broken down into task, sub tasks, activities and deliverables. Basic scheduling determines the time and cost schedules taking into account the various stakeholders; Production – Site Management and Commercial – Cost Management; resources, manpower, plant, machinery and materials: The difference between the product and deliverable should be distinguished as the product is what has been achieved and the deliverables as the processes that work towards the end product such as Controlling, Monitoring and Quality. (Burke, 2003) The programming methods adopted ensure that they address following objectives;

Programming that provides a visual representation of a project life cycle.

A project broken down into smaller projects for improved management control.

Allows Project Managers and stakeholders to see entire project and the ability to focus on phases as a flow of activities.

Every phase or activity is deliverable.

Industry common methods lead to the adoption of a preferred method.

Time and Cost serve as the underpinning criteria in their drafting.

These objectives and factors provide a comprehensive definition of the project scope process as it aims to clearly define the whole life-cycle from inception to completion. It is important to highlight that the true performance of a project takes into account all the strategic and operational factors of both Cost and Time to influence the level of Quality.

Organisational Structure

Taylor Wimpey engages core Business Units in its Time Management at varying levels dependant on input required. In December 2012, Taylor Wimpey commissioned a new programme through 1B1S (One Business One Solution) called COINS to monitor and track its project performance. The programme is an integrated accounting and programming package in aligning consistency in information and access throughout the business. This programme allows for communication and integration between Land Purchasing and Acquisition, Technical and Planning, Commercial, Sales and the Production Department and to work from a single customized package.

A challenge faced in the organisation due its entrenched culture was Change Management. The attitude towards the implementation of the new programme, some considered imposed on them without adequate training and consultation resulted in friction within business departments as staff came to terms and understood the processes.

Time

Cost

LPA

Release land for design

Provides a value for the land

Technical and Planning

Designs and prepares tender drawings

Provided with a limit for each plot

Commercial

Prepare tender

Release payment at completed stage

budgets and final accounts

Production

Generate programme and liaise with sales

Sales

Ensure sales and build programme

Organisational Time Management

Time Management is dependent on planning and implementation with motivation integrated into the process. Adequate understanding of the activities involved or a Work Based Structure (WBS) is essential for predicting and accounting for the project time. This process looks at both the Strategic and Operational to determine the full project scope; when design begins including associated factors to when construction begins through to the end of the project.

Project Development

TIME COST QUALITY

DESIGN FINANCE LOCATION

Production

TIME COST QUALITY

MATERIALS MANPOWER PLANT & EQUIP

STRATEGIC

OPERATIONAL

TIME

START

FINISH

RESOURCES

START

FINISH

From a strategic perspective, the Production Department and the Technical Department assume their responsibilities from Land Purchasing and Acquisition after the purchase of land, with a decision on what will be built, and how it will be built. The Commercial Department, which responsible for a budget and cost estimates, is provided with a total number of units for pricing and estimating and setting aside funds for development.

Time Management is crucial for Project Performance and Project Management because of its direct knock on effect on Cost and Quality. Factors of time considered include and are not limited to;

Project Management Activities

Planning Processes

Sequence of Activities

Procurement Routes

Effect of internal and external events

Unforeseen events likely to impact the project; weather; environmental; act of God

Taylor Wimpey acknowledges factors that influence Time Management in its planning, which may include deadlines, client scope, unforeseen weather occurrence, predicting and forecasting. The businesses adoption of industry standards and Best Practice in its Time Management analyses the process and activities such as;

Work Break Down Structures (WBS)

Project Scope and Statement

Historical Information

Constraints

Assumptions

Expert Judgement

Programming Methods

Following on to the planning process and in keeping in line with the Time Management, the Production Department is responsible for creating Programme of Works for eighteen sites in the East Midlands divided between two Production Managers. Using the programming platform on COINS, the following detail is taken into account in creating a Programme of Works for sites whether as at inception or as a continuation of an existing site.

Assumptions

Constraints

Reasoning for identified methodology

Project Specification and Scope

Using a manual and computer driven approach; as the programme does not factor in planned gaps automatically, the process is time consuming as opposed to other programming methods such as Microsoft Projects and ASTA.

SCOPE

TIME

COST

RESOURCES

WORK BREAKDOWN STRUCTURE

Budgets, Estimates for materials, manpower, plant and equipment, activities and tasks

Entire project timeline, activity and task duration inclusive of controlling, monitoring and quality

Total programme for the project broken down into individual activities, tasks and deliverables defined as a work package which has been allocated a time frame, cost and resources

Materials; Manpower, Plant and Equipment

The Programme of Works in the form of a Gantt Chart is issued to the Site Management and Commercial Department. Its planning is based on Historical Data as the stages and processes are predefined from previous projects with new technology accounted for. The programme is based on finish to start with overlapping interdependencies that allow Site Management to create Short-Term (Two Week) Programme of Works extracted from the main Programme of Works.

The Commercial Department uses the Programme Schedule and Progress Tick Sheets and its own platform on 1B1S to determine progress, resources, costs and due payments. From an ICT perspective, these are useful tools and features as the inbuilt alerts inform dependent business units on progress status and eliminating human error.

Production Management

Job specification and variance between House Building and Commercial Construction also means that there are different levels of involvement with varying processes and resources. Production Managers are the keystone between Strategic and Operational Management in House Building. Their role is to create the Programme of Works and supervise the Operational Management; Site Management to ensure the programme and project is on track.

Programmes of Work

Production Managers have to constantly work with factors found on site that may influence the schedule. If a programme is facing time constraint, Production Managers are required to make informed decisions to overcome deficiencies or inadequacies. Predetermined deadlines are usually difficult to overcome as the cause and effect needs to be examined to qualify the schedule changes with actual change effected by the Production Manager.

As a rule, Taylor Wimpey encourages its Site Managers to commence a project at least two weeks ahead of project as in the programme of works, they have accounted for an additional two weeks as a buffer should there be delays on the encouraged best Practice. This effectively means a project has planned delays of up to four weeks if best practice is adhered to as a cushion.

Materials Schedules

A Material Schedule which also features along with the Programme of Works is critical on the Resource Management with time likely to be affected if delays occur that are not directly linked with the production department. One factor used to mitigate these challenges is to follow lead times to account for time.

Project Performance

Analysis of the performance on site is achieved and monitored by using Project Tick Sheets which define the completed and upcoming stages including detailed explanation of any pending delays. The fear and challenges associated with measuring performance is non-existent when the work or stages is completed on time. It becomes a challenge when programme and quality of work is deficient.

To compensate for quality, scheduled inspections potentially have a knock on effect. A variance to accommodate Time and Quality are considered as critical factors for Taylor Wimpey with every effort taken to ensure cost is not impacted as a result of delays.

Commercial Management

With the complexities found in construction and House Building in particular, real-time accurate detail is a factor that Taylor Wimpey views as critical in aligning its Project Performance.

Taylor Wimpey is both the Client and the Main Contractor and also assumes the role of Clerk Of Works on Housing Association developments within their project scope.

The Commercial Department is Taylor Wimpey’s Business Unit responsible for creating budgets and ensuring they are not exceeded in conjunction with other business departments at varying levels dependant on the input. In addition, their role includes certifying valuations for payments to sub-contractors and conducting site visits.

Project Cost Management

Their programming package COINS assists in determining budgets and control. The programme also incorporates features which assist in tracking progress and estimating versus actual as real-time indicators.

As a purpose built package used by all Business Units across the organisation, activities are integrated onto one platform accessible to everyone. The Commercial Department monitors and controls cost by focusing on the build progress, tracking all associated activities on a single development project which is then broken down into individual plots. These associated activities as per Work Breakdown Structure include;

Materials

Labour & Resources: Plant and Equipment Hire

Expenses

COINS ensures that the organisation stays in control and delivers results as a way of improving clients’ objectives. The works are as per the Programme of Works already entered onto the system meaning it will not only monitor and flag up concerns, but also ensure it does not release unscheduled work, resources or payments completed ahead of schedule. As a Cost Management tool, COINS provides a diverse amount of information and indicators for;

Tracking

Estimating

Procurement

Invoicing

Resource Management

Earned Value Analysis

In essence, this form of control and process together with its characteristic are important for monitoring and measuring performance. This goes on further to form part of the Quality Control on the procurement process and covers the actions taken by the different departments to enable the work scheduled or completed by taking into account Time, Cost and Quality otherwise known as Earned Value Analysis.

Cost Management Processes

Taylor Wimpey’s objective is for competitive pricing with an Estimate, Budget and Final Account for as built, broken down into stages, their Cost Management is as described below.

Estimate

Provisional Costs and Budgets are calculated on a potential site with estimate used for feasibility and viability. These figures include associated costs derived from historic data taken from the most recent completed build and include;

Land Purchase and Acquisition – Working on a piece of land that has been identified for development with a feasibility and viability assessment carried out.

Cost of Build – A rudimentary exercise working on the back of the assessment and taking into account Surveys, Environmental Assessments and Civil Engineering Works. At this stage, the proposed number of houses and types are investigated with a balance arrived at.

Site Setup – A pre-determined ball park figure based on activities associated with mobilisation, awareness and information to the local community for the proposed development.

Provisions and contingencies are factored into the estimate to account for any unforeseen activities and events that may arise or have been overlooked during the process.

Budget

The initial budget takes into account actual cost of the land purchased, surveys and environmental assessments. The budget assist in improving prediction further asserting itself as an effective control system through its flexibility to address changing business objectives and characteristics. Tender valuations submitted by materials suppliers and manufacturers; sub-contractors rates and bids; plant and equipment: provide the preliminary cost for as built or completed works which also cater for contingency, variations and revisions factored in and based on bids and quotes.

As Built - Final Account

In conjunction with programming and the schedule, bi-monthly evaluations determine the earned value analysis for built cost management. Achievement of this is through works paid on valuation on completion of stages, with COINS authorising and releasing payment. Site visits and weekly progress monitoring has identified proactive management of time and cost. Taylor Wimpey is therefore aware of construction challenges and through its emphasis on predicting construction outcomes reacts appropriately on schedule and cost variation.

On completion, the production of final accounts as built, are analysed to assess whether the project performance met the project scope with a write off done on profit or loss.

The Cost and Management identifies the direct relation between time and cost. The Bi-monthly reports identify a rise in cost usually indicated or highlighted by a schedule delay not accounted for in the contingency or variations. The intervention from the Commercial Department is usually initiated to counter the schedule effect which influences and impacts on the cost. An assessment of risks informs the feasibility and viability of resource re-allocation, which will have the least effect on cost. This done in conjunction with the Technical and Production Department to ensure records for historical data and that there is agreement on the proposed changes.