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d.b.a. Lean Construction Institute, www.leanconstruction.org.
A Guide for New Users of the Last Planner System
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Nine Steps for Success
Notes to Readers
Italicized text is used throughout this document to designate glossary items. You will
find definitions in a Glossary at the end of the book.
This guide complements the coaching-by-email program Your First 30 Days on the Last
Planner System. You will find references to the daily lessons in brackets throughout the
text indicating more information is available in the lesson. [5] is a reference to the Day
Five lesson.
For those projects that are short in duration, limited in scope and complexity, and where
there are only two or three participants, consider using a less formal approach for
planning and managing the project.
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This chapter is organized in 9 steps. The sections are both progressive: do one before the
other, and they are intended to be pervasive: keep doing it throughout the project. Before
jumping into the 9 steps, start by reviewing our best advice: get off to a good start.
2. Don’t pretend that you already do the LPS practices. You’ll only short change the
project, your team, and yourself. You may already do some of the practices, but it
is the set of practices that makes the difference.
4. Don’t be concerned with looking good. You won’t look good if your attention is
on learning. Make it your goal to make your make mistakes early and often.
5. Take care of mood of the team and your mood. We learn best when we are in
moods of openness, wonder, playfulness, and appreciation. Beware of the moods
of resignation, panic, arrogance, and complacency. Check in frequently. Speak
about your own mood and invite team members to do the same.
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Nine Steps for Success
Projects are promises. Usually big promises or, they are a set of promises. Some people
think that once you clarify the customer requirements, then that is it. Experience tells us
otherwise. People change their minds. We learn; the situation changes; and background
concerns and issues change, get resolved, and simply go away.
Agree to a schedule for regular meetings. For projects with more than 4 last planners
consider having a pre-meeting to the weekly work planning meeting to address the
constraints. Make it your job that these meetings occur. Anything might seem more
urgent than a standing meeting, until something has gone wrong on the project. These
meetings will provide the opportunity for you to develop a trusting relationship with your
customer. Don’t short-change yourself.
Building a team starts with selecting people who are well-suited for the project and who
want to be on the project. Nothing beats a team whose members want to perform and are
capable of doing so. Too often teams are established with whoever is available at the
moment without regard to what the people are good at, what they enjoy doing, what else
they are involved in, and the extent to which they care about the mission of the project.
The dirty little secret behind many project failures is the use of full time equivalent
people. When a team is staffed with FTEs you are resigning yourselves to multi-tasking.
Multi-tasking is one of the top three sources of project unreliability. Some might say that
any engineer is better than no engineer. On the other hand, an engineer who is
enthusiastic, competent, and dedicated will make a real difference on your project.
Further, teams develop a working style. Having people coming and going from your
team will be disruptive and is generally ineffective.
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A Guide for New Users of the Last Planner System
Building a team is an on-going process. How team members coordinate with each other
requires continued attention. So does the mood of each individual and the mood or spirit
of the team. People fall (or drift) into bad moods. Those moods show up in the
conversations, “Ain’t it awful…” “It wasn’t our fault…” “We did our best…” “Who
could have known…” and my favorite “There’s nothing we can do about it…” The
leader and team members can take responsibility for producing moods that are
appropriate for the task at hand. When in planning conversations moods of ambition and
prudence may be appropriate. When working on resolving a breakdown you may want
your team in moods of determination and seriousness. Don’t let the project get away
from you; take charge of the mood.
You take charge in the assessments you make. People get lazy with their assessments
often thinking their first reaction is the ‘right’ one. Teams depend on the assessments of
the leader. When we take the time to craft assessments we respect the members of the
team while creating the opportunity for success. Explore your assessments with your
team. Invite them to improve upon your assessment rather than agreeing or disagreeing
with you. The assessments we make open and close possibilities. Use the practice of
crafting your assessments to increase the possibilities for action.1
The production system to complete the work required to complete a milestone is designed
by pull scheduling. The people responsible for the work in the phase prepare the pull
schedule. The resulting plan is detailed to show the hand-offs between trades or groups
of specialists, but not so detailed as to show the work within a group. Pull scheduling
begins by starting from the ending milestone and working backward. The person
responsible for the milestone establishes the milestone completion criteria and explains
how it supports the project promise. The process works best by placing a card
representing the milestone, its completion criteria and its link to the project promise on
cards at the far right side of a blank wall. Then, working back from the ending milestone,
activities are added by the Responsible Individuals (RIs) present (or provisionally by
others if they are not)2. Specific conditions for the release of work between activities
must be described so that upstream participants know what they must do to complete their
work so that the downstream activity can begin. The pull schedule should answer the
following questions;
In what chunks will work be assigned to specialists?
1
Example: The client changes his mind about one of his conditions of satisfaction. You might be inclined
to think the customer is flaky. What action is opened by that? You might decide you have to pin the
customer down on requirements. On the other hand, you might conclude the customer is learning what he
could be getting. Your action in this case is to help the customer learn faster. Crafting assessments with
your team, gives you the chance to choose the more powerful of assessments.
2
Every effort should be made to assure the RI supervising each activity in the phase is present. The Pull
Schedule should not be considered complete until these parties have carefully considered the Pull Schedule,
understood the criteria expected for the release of work to them and from them to the next activity, and
agree that they can do their work within the time allowed.
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3
Safety should be considered here. If one step is to prepare a deck, the conditions for release should
identify that all holes are protected by barricades.
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Were circumstances considered where work might be completed late or early and
tentative plans made to cope with or take advantage of the situation?
Was coordination required during the phase discussed to assure a common
understanding of how action will be coordinated?
Will the way work is done within any one activity require adjustments in the Pull
Schedule?
Have all items required for work in the phase that take longer than the look-ahead
period been identified?
The look-ahead plan (LAP) is central to project reliability. It supports the practice of
making work ready. Work is made-ready through systematically investigating and
addressing each of the constraints for performing an activity. Those constraints fall in
three classes: directives, prerequisites, and resources.
Directives represent declarations, rules and guidance for the project. Directives answer
the questions what, where, how, and how well? Customer conditions of satisfaction,
company policy, laws, regulations, procedure, standards, and specifications are all
directives.
Prerequisites as a class represent action that must be taken prior to the performance of
another activity. A better way to understand this is to define the conditions upon which
work can proceed or is released. Work advances when others’ work is completed, when
material is made available (whether in the course of performing the project or as a supply
to the project), when decisions are made, and authorizations or permission to act are
given.
Resources carry a load or have capacity. There are three resource types: machines, space,
and labor. Some people expect to find material in this class. Material however doesn’t
have capacity. It belongs in the class of prerequisites.
The weekly work plan (WWP) is the basic tool for coordinating action and maintaining
control on your project. The plan is a record of the conversations you have that establish
exactly what will be done by whom and by when. Here is another way of thinking about
this: What are the promises each team member is making for the up-coming week?
When you establish the WWP you are agreeing in detail how you are fulfilling the look-
ahead plan. This takes place in promising conversations. These conversations take the
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following form: last planners make proposals of what it is they see they can and will do
to meet the LAP. Those proposals are negotiated with the project manager in the
presence of other last planners. This public conversation provides the opportunity to
align the performers’ actions with each other. We say this is planning as conversation
bringing about a coherency of commitments to deliver on the promises of the project.
Project coordination and control in the Last Planner System is principally the practice of
eliciting reliable promises and declarations of completion of those activities that release
work to others. This allows the project work to stay in the desired sequence and advance
as quickly as possible. By paying attention to the declarations of completion – performers
say they are done – one task can follow the other with little delay.
Mechanics of weekly work planning fall into three classes: preparation, negotiation, and
commitment. Notice we haven’t said it is about filling out forms or entering data in the
computer, and we do have to do that. However, planning is conversation. We
recommend that last planners prepare for the WWP meeting by reviewing the current
performance and upcoming requirements with the team or crew who will perform the
work. Conversations with ‘doers’ will result in reasonable and reliable promises.
Last planners come together with the project manager to negotiate their proposed work at
the WWP meeting. When people are prepared these conversations are short. Last
planners have the benefit of being in these sessions from one week to the next. That
gives them confidence to make proposals that will satisfy the LAP and fit with the other
work planned for the week. The aim of the conversation is to produce a coherent plan of
action for the up-coming week that keeps the project on schedule.
Finally, a consolidated plan is presented to all last planners as the opportunity to (re)
commit themselves to completing the work for the up-coming week.
You could adopt more rules. We think these suffice for the WWP meeting.
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Review last week’s plan reliability. Simple yes|no responses for each task that
was promised to be complete. Record the reason for variance for each ‘no’
answer that is presented.
Review the look-ahead plan. Consider revisiting the promises of the project and
the up-coming milestones. Pay particular attention to next week’s work. Exercise
prudence by questioning any work from advancing to the WWP when there are
unresolved constraints. Secure promises to address all open constraints. Record
those promises as tasks on the up-coming weekly work plan.4
Review next week’s WWP. Get reliable promises for each task: performer,
estimate of time to perform (not duration), and exactly when the work will be
performed.
Finish the meeting with a plus-delta review.
Throughout the meeting keep everyone’s attention on improving performance rather than
punishing for poor performance. It helps to acknowledge progress as well as behaviors
demonstrated in the meeting that are good for overall team performance. For instance,
look for the opportunity to praise people who offer help, ask for help, invite people to
investigate their opinions, and keep the conversation focused.
The principal way we measure plan reliability is the percent of the plan that is completed
(PPC). The planning horizon is less than 1 week. For planning work weeks that run
Monday through Friday people usually will update next week’s weekly work plan each
Thursday afternoon or Friday morning. To measure whether work is performed reliably
use the question “Did you do the work as you promised when you promised?” There are
only two answers: yes or no. The answers: almost, substantially complete, 90%
complete, and “yes-but…” are not allowed. Performance is calculated as a percentage of
tasks completed on the plan divided by total tasks on the plan. No credit is given for
tasks completed that were not on the plan, nor is the base adjusted downward for work
that was planned that later was found to not be needed. The purpose of this measurement
is to assess the reliability of the planning system.
4
The look-ahead plan is used for making work ready. As you go through the plan with key people consider
what might keep the work from starting and completing as intended. The constraints will fall into the three
categories of directives, prerequisites and resources. Get someone to promise to resolve each open or
ambiguous item.
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Nine Steps for Success
Posting the performance of planning reliability (on the wall) is critical to improving
performance. Good performance is above 80%; poor performance is below 60%. Mature
teams are able to keep performance above 85% on a daily basis.
Here are some other useful ways for measuring the performance of the planning system:
What percent of work performed in the week was planned to be performed? This
is a measurement of how well the team anticipates.
What work was added to the plan inside of the one-week planning horizon? This
is a measurement of surprises.
What is the percent of work that can be done versus what should be done? This
measures the readiness or preparedness of planning.
What is the percent of work that did get done versus should be done? This
measures the original planning.
We have included standard reasons for plan variance. Use these to establish your Pareto
chart. The following chart details the usual reasons found on your WWP.
The Pareto chart is updated as each variance occurs. Reason for the incidence rather
than severity is what is being recorded. Be wary of the first answer to why did the
variance occur. A five why analysis usually reveals a different reason. One of the other
usual findings is that the source of variation is usually in the control of project
participants (failure to request protective covering) rather than out of their control (poor
weather).
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Schedule your first review of the data after accumulating data for three weeks or until you
have more than 10 data points. Address the highest occurring reason first. Do an
analysis with your team to remove the source of the variation. While there are different
methods in use (seven problem-solving (QC) tools, the new seven tools, etc), the most
important question to answer in selecting a variance to act on is “Do we have the
authority and wherewithal to address the situation?” Don’t waste time on items that are
not yours to address. Instead, get the responsible parties involved and get a promise from
them to eliminate the source of planning variation.
Planning performance will not just improve by itself. Tracking, isolating, and eliminating
sources of variation are the chief way you will improve project reliability.
Habits follow practice. Start by establishing practices that you want adopted as habit.
We’ll use the practice of plus-delta reviews to examine what to focus on and how to go
about it. The plus-delta review is a form of in-the-moment peer coaching. The intent is
to provide real-time feedback on what worked to produce value and what could be done
to produce more value. The spirit of the plus-delta review is unconditionally positive.
That’s not to mean sugar-coating. Rather it has attention on progress and what is
working. It also provides the opportunity for each person to express their opinion, which
early on in projects reinforces that you are interested in each others’ opinions.
Eventually, people will not wait until the end of the meeting to provide peer coaching.
You will find people will take responsibility in the midst of a conversation to have it be
successful. That is just what you want.
Be diligent about taking action after each plus-delta review. Failing to act on the plus-
delta review comments is disastrous for the project. Notice we didn’t say ‘can be
disastrous’. It is always disastrous. People will perceive it as going through the motions,
insincere, or a waste of time.
Assess your performance at regular intervals. Do this as a team and then again with your
customer and any sponsor group. We suggest three standard questions for assessing
performance:
The focus of a project assessment is on the future, not the past. Reviewing past
performance is for creating the basis for taking action in the future. Keep your attention
on the promises of the project when doing these assessments and you will come up with
actions that make a difference to the future performance of the project. Let’s go over
these questions one-at-a-time.
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Nine Steps for Success
We ask the first question, “What are we doing well?” with the intention to acknowledge
performance and preserve performance for the future. Use the question to examine team
practices of planning and coordination. For instance, do you start and end weekly work
planning sessions on time? Are you diligent about doing a five why analysis for each plan
variance? Use the question to look for what you are routinely doing well. By starting
with the question you will put yourselves in a positive mood setting the stage for the next
two assessments.
The second question, “What have we learned?” gives the team the opportunity to
appreciate each other and to set a standard for continued learning. Learning is an
assessment. Be clear for yourselves how you know you learned. What is it that you can
now do that you were not able to do previously? When looking at learning, use a ladder
of proficiency to gauge progress. For example, when learning to play soccer you don’t
expect the new player to pass without having the ball intercepted. Getting the ball to a
team mate some of the time is progress. Keep your attention on the progress you and
your team are making.
With the third question, “What needs more attention?” we put our attention on only those
areas that will make a difference to tomorrow’s results. There is no sense beating on
someone for something that won’t matter tomorrow. Here is another way of asking the
question, “What do we need to get good at?” Maybe the answer is something you are
already good at, but more proficiency is needed. We have a tendency to focus on what is
not working. Don’t fall into that trap when you answer this question. Some of the
greatest opportunities for improvement can be found among the people who are already
doing well.
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conversation. Are people making reliable promises? Do they act with free will and
generosity? Do people invite others to offer their opinions? These are the acts for
coordinating.
So what must we do on our projects? We must be open to talking about trust. ‘Trusting’
builds in conversation as well as through the successful completion of work with and for
one another. Give yourself and each other permission to raise issues of trust. Have those
conversations in moods of inquiry, care for each other, and concern for the success of the
project. The conversations needn’t be accusatory. We’ve learned that most of the time
people are just doing their best; no more; no less. Engage in conversations of trust with
that supposition and you can only produce more trust.
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Nine Steps for Success
We prepared the following assessment tool from working with numerous teams. While it
conveniently comes out to 10 points, we couldn’t come up with an 11th nor could we
agree on dropping one. At the same time, being able to satisfy the assessment doesn’t
ensure a successful project, only that you have a good chance of getting off to a good
start.
Use the assessment tool with your team members. Starting off this way will set a good
example for working collaboratively. Use this first opportunity to explore your own style
and to encourage team members to try on new styles for themselves.
Use an agree|disagree approach for this assessment. Fill in the circle if you agree; leave it
blank if you disagree. Do not proceed with your project until you can answer positively
to all ten statements.
Story-telling is part of keeping the promises and context alive for the project team.
The best approach is the one that works for you and your team. Get comfortable with
speaking about what you are delivering and why you are doing it. Make opportunities to
speak at project team meetings, in one-on-one conversations with team members and
other interested parties, and invite your key project team members to do the same.
Consider establishing an email list and/or project klog to support the team.
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project. At the same time the customer is the only one who can say what is to be
provided and to what standards. That is unavoidable. Meet regularly with your customer
to review project performance. Invite the customer to make assessments. Practice
listening during these sessions. You may need to work on being more open and less
defensive.
Fill the circle to the right of the question if you strongly agree with the statement. Fill
one half of the circle if you somewhat agree with the statement. Leave the circle empty if
you disagree with the statement.
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Glossary Items
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i
Assessments
Synonyms: opinion, characterization, view. Assessments are the basis upon which we take action.
Deliberate action results from the assessments we make together about the state or condition of the
project. A best practice on projects is to make assessments collaboratively considering the extent to
which possibilities have been opened for action.
Background Concerns
In the background of someone’s assessments and requests exist a set of concerns – a kind of caring for
something – that the speaker may or may not notice. A concern is not a worry. Rather it exists as what
we care about…why we are asking for something. Example: I care about my relations with my new
neighbors so I ask the contractor to keep the job site clean and safe. Surfacing those concerns can lead
to the opening of alternate paths and requirements for the project.
Buffers
A mechanism for deadening the force of a concussion; e.g., a capacity buffer is created by scheduling
less than all the time available. If production falls behind schedule, there is capacity available for
catching up. (Lean production/construction generally prefers capacity buffers to inventory buffers.)
Customer
The user of one’s output .
Example: John needs the results of our acoustical tests in order to select the best location for his
mechanical equipment. John is our customer because he will use what we produce.
De-coupled
Engaged
Float
Grant Legitimacy
Think about the right of a person to be who he is and to think and do as they choose without anyone’s
approval. Granting legitimacy is critical between project participants. Each has their own view
whether or not that view turns out to be useful in furthering the aims of the project. Accepting that and
finding a way to incorporate the differences of perspective can result in more innovation, learning, and
performance.
Happy talk
Insincere conversations that are positive on the surface but conceal negative assessments and unspoken
complaints.
Hot Groups
The term was coined to refer to groups who demonstrated top performance over extended timeframes.
While people differ on characteristics of hot groups and how to sustain them, members of hot groups
are known by their care and trust for each other, the learning and innovation they produce, and an
everyday attention to results.
Ladder of Proficiency
Competency is not an absolute notion. Beginners are expected to know less and perform below those
who are competent. People who are virtuoso or masterful have higer levels of competencey. The
‘ladder’ refers to the range of competency available and attainable.
LAP
Look-ahead plan.
Last Planner™
The person or group that makes assignments to direct workers. ‘Squad boss’ and ‘discipline lead’ are
common names for last planners in design processes. ‘Superintendent’ (if a job is small) or ‘foreman’
are common names for last planners in construction processes.
Look-ahead plan
The middle level in the planning system hierarchy, below front end planning and above commitment
planning, dedicated to controlling the flow of work through the production system.
Look-ahead Schedule
The output of look-ahead planning, resulting from exploding master schedule activities by means of the
activity definition model, screening the resultant tasks before allowing entry into the look-ahead
window or advancement within the window, and execution of actions needed to make tasks ready for
assignment when scheduled. Look-ahead schedules may be presented in list form or bar charts.
LPS
Last Planner System.
LPS Practices
Make ready
‘To make ready’ is to take actions needed to remove constraints from assignments to make them
sound.
MS Project
Software application “Microsoft Project”.
Pareto Chart
Displayed as a bar chart. Used to portray the leading sources of variability on a project. Pareto is also
known as the 80-20 rule.
Percent Plan Complete (PPC)
Percent plan complete; i.e., the number of planned completions divided into the number of actual
completions, usually referring to activities on a weekly work plan.
Plus-Delta
This is a technique for continuously improving the project (pursuing perfection). Meeting participants
are asked to make positive characterizations of what added particular value for them and what could be
changed so that the meeting would be of more value.
PPC
Percent Plan Complete. Calculated as tasks on the plan that are completed as a percent of all tasks
planned for completion. No credit is given for partial completion of a task. PPC is a measure of the
performance of the planning system.
Project klog
A klog is a special kind of weblog for accumulating and disseminating knowledge among a group.
Think of a weblog as a continuously updated web page. Project teams use klogs to tell the story of the
project, record key assessments, commitments, and events, and they use it for conveying what they
learn for the project and for other projects.
Pull
Initiating the delivery of input based on the readiness of the process into which they will enter for
transformation into outputs.
Example: Request delivery of prerequisite information at or before the time you will be ready to
process that information. Note: what’s different here is that the readiness of the process is known rather
than wished. Either the process is ready prior to requesting delivery or plan reliability is sufficiently
high that work plans can be used to predict readiness.
Pull Scheduling
Release of work
Work is released when it is in a ready state and it is time to perform the work. Ready work has all
constraints resolved. The team can declare work as workable backlog thus making it time to perform
the work even though it is ahead of the orginal schedule.
Reliable promises
A promise is considered reliable at the time it is made when one can assess that the performer has the
wherewithal (materials, tools, skills, etc.) for performing the task, has assessed the time to perform, has
allocated sufficient capacity for performing, is sincere in making the promise, and is ready to be
responsible for the consequences in the likelihood that the promise cannot be fulfilled for whatever
reason.
Responsible Individual
A person who makes promises on the project. These promises usually encompass a domain of action or
responsibility, like structural engineering.
RIs
Responsible individuals.
WWP
Weekly Work Plan.