Planning For Modularization

Planning for modularization is the evaluation and determination of offsite construction in the front end planning phase to achieve specific strategic objectives and improve the project outcomes. The process includes developing a business case and execution strategy for large-scale transfer of stick-built construction effort from the job site to fabrication shops or yards.


In order to achieve higher, more successful levels of modularization, industry and project
leaders should be attentive to the five different elements of the solution, as illustrated in the following picture:

  1. Business case process
  2. Execution plan differences
  3. Critical success factors
  4. Standardization strategy
  5. Modularization maximization enablers

The modularization business case process should be applied at the earliest opportunity. Project teams should consider the modular approach the “default” approach in order to
allow the advancement of modularization in the industry

Industry-wide barriers continue to challenge the broad-based achievement of high levels of modularization. There are ten maximization enablers to act as counter-measures to these challenges and to accelerate modularization across the industry.

At PTAG, our industry-specific teams are ready to implement modularization on your project to enhance various aspects of project management, including time, cost, safety, quality, and productivity.

Partnering (part 2)

What makes partnering successful?

Within the construction industry, partnering – an optimal relationship between a customer and supplier – offers many opportunities to improve construction projects’ total quality and cost-effectiveness while developing an atmosphere conducive to innovation, teamwork, trust, and commitment. Partnering can be used to attain total quality management (TQM).

Key Elements of Partnering:

a. Long-Term Relationship

b. Commitment

c. Continuous Improvement

d. Trust

e. Investment

f.  Alignment

g. Synergism

h. Shared Risks

i.  Mutual Rewards

j.  Equity

k. Systemic Relationship

l. Competitive Edge

Benefits of Partnering:

a. Continuous improvement of the quality of services and products
b. More effective utilization of resources
c. Improved profits (value) for all parties
d. Encourages innovation on projects
e. Develops long-term teamwork, trust, and commitment
f.  Allows for continuous planned development of new skills and processes

Major Concerns of Partnering:

a. Protecting proprietary information
b. Evaluation/assurance of value received
c. Fair sharing of risks by all parties
d. Obtaining/maintaining total commitment
e. Creates strong dependency on partner
f.  Limits competitive market strategy
g. Integration of differing company cultures

Results, Process, and Relationship Measures

To assess the true benefits of partnering, track and measure performance in a partnering relationship, then compare those results with the same data from before the adoption of partnering. Research suggests using the following measures:

  1. Results: hard measures based on objective analysis of performance relative to
    quantifiable standards
  2. Process: used to assess the existence and performance of work processes
  3. Relationship: qualitative measures used to assess the health of a partnership or project
    team, or the perception of its performance by key customers

The partnership triangle shows the criticality of the integration or links of the measures with each other and the business drivers.

PTAG helps you to benefit from partnering by:

a. Continuous improvement of the quality of services and products
b. More effective utilization of resources
c. Improved profits (value) for all parties
d. Encourages innovation on projects
e. Develops long-term teamwork, trust, and commitment
f.  Allows for continuous planned development of new skills and processes