Options for providing the schedule network planning function in a construction project

Until recently, having a dedicated planner in an organization was rare-planning functions were relegated to other management roles. But due to the scale of the projects being implemented (especially when it comes to large infrastructure projects - for example, the construction of oil refining facilities), the development of software product capabilities and the clear division of functional responsibilities in projects (to increase work efficiency and labor productivity), the role or position of a planner already exists in a large number of domestic construction organizations. Indeed, given the budgets of such projects, optimizing the planning and monitoring processes through the professional performance of the duties of the planner can save significant money. The natural expectation of project managers and companies is that the hired planner has excellent command of the software product and at the same time knows the subject area of the project being implemented (in our case, industrial or civil construction). However, as in most cases, among a specialist's competencies, one thing prevails.

So how can you solve the issue of the appearance of a full-fledged planning function on a project, implemented by a specialist in the subject area? There are several answers to this question, tested and successfully demonstrated during the implementation of projects.

"Guru" - attracting a quality planner with knowledge of construction specifics.
Despite their rarity, people who combine both of these competencies can be found on the market.

Advantages for an organization that attracts such a specialist:

the specialist is familiar with the technology of work to implement the project (he does not need a "prompter");
the specialist is able to speak the same language as construction experts;
the specialist is able to advise other employees of the organization on issues related to the planning software product

Cons:

Such employees are rare on the market, so they are often expensive;
the further you go, the longer such employees are hunted in the market - it is not easy to retain them in conditions of favorable offers (it is necessary to constantly monitor the employee's mood, his motivation and respond in a timely manner in case of changes).

"Cooperation" - interaction between a planner and a construction expert.
The approach involves allocating part of the time of functional specialists to regularly work with the scheduler. In fact, once every few days the planner consults with an expert - with the normal organization of the process this does not take much time.

Pros:

there is no need to spend a lot of money on hiring an expensive universal specialist;
the planner gradually grows as an expert in construction.

Cons:

possible dissatisfaction among heads of functional areas that their employees are distracted by planners;
The project manager does not have the opportunity to obtain all the relevant information from one source - it is necessary (especially at first) to communicate with both the planner and the expert.

It is very important that before such collaboration begins, the company has a document that prescribes the procedure for developing and updating schedule network models, as well as requirements for their quality. This will increase the likelihood that, despite possible initial mutual misunderstandings, employees will have something to rely on in terms of the sequence of work.

"Battle Training" - training by the planner for a subject specialist during the course of the project.
The approach is an interaction where a qualified planner, while performing work on existing projects, trains functional specialists to work with planning tools. The goal of the approach is to over time develop from a good functional specialist into the employee described in the "Guru" paragraph.

For this, 2-2.5 months (based on the experience of implementing such an approach), an experienced planner works side by side with him - he helps build schedule network models directly on the spot, corrects errors, gives tasks, ensures getting used to the tool, etc. Of course, in such a short period of time it is impossible to grow a full-fledged "Guru", but the necessary groundwork will be laid, which, by subsequently developing independently (having mastered primary skills), the specialist will ensure the growth of a further level of mastery of planning tools.

As in the previous version, it is extremely important that by the time such training begins, the company has developed requirements for the procedure for developing, updating and quality of models. This document will allow a novice specialist to follow the instructions and simplify the procedure for checking the quality of the product he has developed.

Pros:

based on the results of the work, you develop your own qualified employee, for whom you would have to pay a lot of money if hired directly;
You can keep a single planner on staff (or specifically attract a planning contractor), who will train functional specialists (sequentially or in parallel), from whom it is supposed to raise "Guru".

Cons:

a functional specialist will spend part of his working time (initially about 30-40%) on mastering the tool;
After completing the training, the employee will increase his self-esteem and value in the market, which may require an increase in his salary (to avoid his leaving the company).

There is also a situation typical for small projects - when one person combines the roles of, for example, project manager and planner (the relative simplicity of the project makes it possible to manage both). In such projects, the employee performing the function of the planner only needs minimal knowledge of the software product.

What to choose?

When deciding which of the listed options to choose, you should focus on the specifics of the project - its duration and complexity. The following options are possible:

1) Long-term project

Regardless of the level of complexity, as a rule, at the first stage of a long-term project there is an opportunity to spend part of the time on improving the skills of team members. As a result, it is advisable to apply the "Training in Combat" approach - at the moment of greatest activity (for example, the start of construction work on the site), the project team will receive a planner who has gained experience and knowledge and has an understanding of the subject area. It is possible to engage a third-party specialized organization as a training planner (if the company does not have its own planner capable of training a subject specialist).

2) Mid-term project

Depending on the level of criticality and complexity of the project, in this case there are 2 sub-options:

2.1) The project is not the first priority.
Given that each project is important in its own way, you can always set priorities and define some activities as conditionally secondary (both in importance and in terms of implementation time). For such projects, the "Cooperation" approach is applicable - it saves costs on hiring or attracting an expensive employee from outside and does not aim to develop a universal specialist for the long term. At the same time, through the interaction of the planner and the subject specialist (who has the opportunity to spend part of his time assisting in the development of the plan), the planning function will be ensured.

2.2) Critical complex project.
It is worth hiring (or bringing in from a third-party organization) a "Guru" - the costs of it will be repaid by the subsequent success of the project; At the same time, saving on such an employee will not become an excuse if the project fails.

To summarize, I would like to note that, of course, the recommendations described above are not dogma - related and intermediate options are possible. However, the undeniable fact is that the position of planner is important in the modern construction project management team, which in turn requires that sufficient time be devoted to understanding how exactly to provide the project planning function. High-quality performance of this function will allow the project manager to make effective and timely management decisions, which largely determines the success of the project.