Managing Fast Track Projects - APEGA Home：管理快速轨道项目-爱琵加家.ppt

Dr. George Jergeas PEng University of Calgary Project Management Specialization Agenda Introduction Different Project Stages Concept Stage * Development Stage Definition Stage * Design Stage * Procurement Stage Construction Stage * Commissioning Operation Stage Key Issues Introduction Takes place more quickly than normal A difficult and often stressful route to follow There is no boundary between a normal project and a fast track project Projects ranged from 4 - 36 months Schedule reduction 10 - 29% Cost increase 10 - 20% Reasons for Fast Track Urgent requirements by client To maximize profit or limit loss Imposed deadline Start of academic year End of current lease New legislation Minimize disruption of services Objectives To assist who are considering a fast track to make the right decisions To help implement fast track strategy successfully Key Success factors The calibre of individuals and their working relationships The adequacy of the definition of the project Strategy adopted and systems for implementation The passion to succeed on the part of key participants Definitions “A managerial approach to the achievement of early project delivery, involving the application of innovations in the management of construction procurement and recent advances in the process that, bringing into play; The integration of construction and design phases The involvement of the contractor in both the design and construction phases Overlapping of work packages to enable construction of sections of the project to proceed while the design for other sections is being progressed The employment of the expertise of suppliers in design and construction Kwakye, 1991 Definitions “Design and construction are overlapped and different sections of the plant are designed and built in parallel with significant additional risk due to the links between the design of different parts of the plant” Turner, 1996 The reduction of the the schedule to the minimum practicabl