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Construction Project Management, 6th Edition by S. Keoki Sears, Glenn A. Sears, Richard H. Clough, Jerald L. Rounds, Robert O. Segner

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6 Production Planning

6.1 Introduction

This chapter revisits the planning process. Chapter 4. “Project Planning” considered planning from a project point of view. Project planning of the example projects consisted of dividing the project into activities and establishing the logical relationships between them. This process, along with the project scheduling techniques of Chapter 5, “Project Scheduling Concepts,” established what was going to be done on the project and when each activity was to be accomplished.

Production planning, however, is concerned with how these activities are going to be accomplished. If project planning is macroplanning, then production planning is microplanning. Production planning establishes the methods to be used, the assignment of personnel, the movement of material to the workface, and the process of assembling the pieces. Production planning begins well before the project is mobilized in the field and continues throughout the project until all field operations are closed out. The initial effort required to plan for production is equivalent to that required for project planning in Chapter 4, “Project Planning.”

Before addressing the fundamentals of production planning, two additional topics of project planning must be discussed: the planning team and reengineering the project. This is a key point in the project where the project manager interfaces with the field supervisor. Many of the management responsibilities are handed off to the supervisor, who ...

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