Dynamic Planning and Control Methodology

What the DPM is:

-

It is a robust simulation-based project planning and control framework for

large-scale design and construction projects was developed, which
enables understanding of the dynamics of errors and changes and
provides policy guidelines to effectively manage them.

DPM is composed of:

-

an error and change management framework that enables understanding

of the construction processes associated with errors and changes and how
they affect construction performance
a proactive buffering strategy for reducing sensitivity to iterative error and
changes cycles
a System Dynamics-based construction project model which provides
policy guidelines for the planning and control of projects
a System Dynamics-based construction project model which provides
policy guidelines for the planning and control of projects
A web-based error and change management system, which supports
coordination of errors and changes among contractors and design
professionals without hardware and software compatibility issues.

Why it is innovative:
-

DPM takes a holistic approach in analyzing non-value adding iterative

cycles cause by errors and changes (figure 1), which are the major drivers
for uncertainty and complexity in large-scale design and construction
projects.
It has often been hypothesized that a phase in design and construction
projects is not affected by other phase and processes. However, any
deviation usually resulting from errors and changes may impact other
processes even if the deviation does not involve these process.
Furthermore, errors and changes can be hidden and reappear at a later
stage of projects, which adds to project management uncertainty and
complexity.

Objectives/Goal
To address the issues above, DPM aims to:
-

It aims to help create dynamic project plan for design/build fast-track civil
engineering and architectural projects where unforeseen changes can be
absorbed in the project schedule without creating major interruptions.
It aims to understand project reality (e.g. 90% syndrome, cost overruns,
schedule delays), which has not been easily to explained by traditional
project management approaches, and to evaluate the impact of possible
control policies (e.g. overtime, overmanning, proactive buffer) through the
use of novel metrics which can measure errors and changes, as well as
their latency and propagation (e.g. reliability, stability, latency, and
sensitivity)

What it changes or replaced:

-

DPM supplements widely adopted CPM/PERT (Critical Path Method/

Program Evaluation and Review Technique) providing more analysis and
capability. DPM integrates CPM/PERT and simulation methodology thus,
the user can maintain their current CPM/PERT standard while obtaining
richer information from simulation at the strategic and operational
management levels. In particular, DPCM adopts System Dynamics for
simulation capability at the strategic management levels, which focuses
on system structure as a whole for better understanding of the
construction.

Where and when it is originated:

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The initial concept of DPM was realized by the IESL (Intelligent Engineering
Systems Laboratory) at MIT in 1997 using System Dynamics. Then, for
enhanced capability and usability in managing large-scale construction
projects, strengths of other project management approaches such as
network based model, DSM (Design structure matrix) and critical chain
project management have been integrated in a comprehensive framework
(Figure 2).
For its validation, DPCM has been applied to highway bridges,
infrastructure project and complex projects.

Benefits/Conclusion
Applying all research components into a couple of real world case projects, this
research concludes that a concurrently developed project can benefit by:
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adding realism to planning taking into account iterative error and change
cycles
implementing a proactive mechanism to look and act ahead against
uncertainties
making appropriate policies with the help of the system dynamics-based
simulation model
Facilitating coordination from the IT-supported management system; even
if the time frame of a project is shortened. Also, future research
opportunities are discussed extending the findings from this research.
With the rigorous and systematized methodology to help projects
planning, potential problems can be addressed early before construction.
The overall increase productivity and efficient as a result of a better
process can consequently promote competitiveness of construction
industry

http://ascelibrary.org/doi/abs/10.1061/(ASCE)0733-9364(2001)127%3A1(1)

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https://dspace.mit.edu/handle/1721.1/34672