34th Annual Conference of the International Group for Lean Construction (IGLC 34) - Singapore, Singapore - 2026

https://doi.org/10.24928/2026/0295

EPC pre-execution planning communication: a comparative analysis of four approaches

Gerardus Blesto1, Richardus N. Kasih2, Budi Utomo3 & Gregory F. Saragih4

1Consultant, PQI Consultant, Jakarta, Indonesia, [email protected], orcid.org/0009-0004-8848-2151
2MS Student, Civil and Envir. Eng. Dept. and Project Production System Laboratory (P2SL), University of California, Berkeley, CA, USA, [email protected], orcid.org/0009-0001-9821-0481
3President, Lean Construction Institute Indonesia (LCII), Jakarta, Indonesia, [email protected], orcid.org/0009-0001-0913-2494
4MS Student, Civil and Envir. Eng. Dept. and Project Production System Laboratory (P2SL), University of California, Berkeley, CA, USA, [email protected], orcid.org/0009-0001-4698-3722

Abstract

Communication during the pre-execution planning phase—encompassing scope definition, schedule development, and procurement strategy before field execution—is critical to the performance of engineering, procurement, and construction (EPC) projects, a delivery model in which a single contracting entity assumes integrated responsibility for engineering, procurement, and construction. Conventional EPC pre-execution planning communication is document-centric and contract-driven, providing traceability but limiting timely cross-functional alignment and learning. Three alternative approaches—Lean Construction, Project Production Management (PPM), and Advanced Work Packaging (AWP)—propose distinct mechanisms to improve planning-phase communication. This paper presents a structured comparative analysis of these four approaches using criteria derived from EPC planning challenges, project communication literature, and socio-technical systems theory. The analysis shows that Lean Construction strengthens collaborative commitment, trust, and feedback loops; PPM introduces system-level flow logic and quantitative variability control; and AWP embeds communication within structured work packages aligned to construction needs. While each approach addresses specific limitations, none is sufficient in isolation. The findings are synthesized into an integrated communication architecture positioning Lean, PPM, and AWP as complementary across social, systemic, and procedural dimensions. This study contributes an analytical baseline, a comparison framework, and an integration model to support future research and implementation in EPC projects.

Keywords

Collaboration, commitment, trust, EPC projects, pre-execution planning.

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Reference in APA 7th edition format:

Blesto, G., Kasih, R. N., Utomo, B. & Saragih, G. F.. (2026). EPC pre-execution planning communication: a comparative analysis of four approaches. In Hamzeh, F., Poshdar, M., & Garcia-Lopez,, N. P. (Eds.), Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34) (pp. 1276–1287). https://doi.org/10.24928/2026/0295

Shortened reference for use in IGLC papers:

Blesto, G., Kasih, R. N., Utomo, B. & Saragih, G. F.. (2026). EPC pre-execution planning communication: a comparative analysis of four approaches. IGLC34. https://doi.org/10.24928/2026/0295

 

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