https://doi.org/10.24928/2023/0252

Integrating a Strategic Milestone and Phase Plan (SMPP) as a New Level of the Last Planner System (LPS): An Investigation on Megaprojects

Annett Schöttle¹ & Andreas Böker²

¹Dr.-Ing., Partner, refine Project AG, [email protected], Founder and Co-Director, CollabDecisions, orcid.org/0000-0001-6001-7320
²Independent Project Management and Lean Expert, [email protected], orcid.org/0009-0009-4535-7381.

Abstract

Megaprojects often struggle with their production planning. One of the reasons is a lack of common understanding of the project scope and goals within the project teams and stakeholders as the basis for reliable project delivery. The Last Planner System (LPS) is a well-known method for production planning and control. Nevertheless, the LPS has its limitations in megaprojects as the gap between the master schedule and the phase plan is vast. On the one hand, the master plan consists of the milestones, the phase durations, and overlaps only. On the other hand, the phase plan (also named milestone and phase plan [MPP]) already consists of specified handoffs and conditions between processes within a phase duration. Thus, the master schedule is too vague, and the phase plan is too detailed. To overcome this limitation, the authors propose integrating another level, on a monthly basis, between the master schedule and MPP in the LPS. Based on two case studies, this paper describes and analyzes how a Strategic Milestone and Phase Plan (SMPP) can be integrated as a new level into the LPS and demonstrates the benefits based on the findings of the two cases. The authors finally conclude that the SMPP should be integrated into the LPS at a new and additional level.

Keywords

Last planner system, strategic milestone and phase plan, megaprojects.

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Reference

Schöttle, A. & Böker, A. 2023. Integrating a Strategic Milestone and Phase Plan (SMPP) as a New Level of the Last Planner System (LPS): An Investigation on Megaprojects, Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31) , 1418-1427. doi.org/10.24928/2023/0252

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