Reimagining Project Management

Professional PPM Certificate Program

Program Overview

To improve capital project predictably and competitiveness without compromising quality and safety, owners are looking for better ways to develop and execute projects. This includes moving work offsite, employing “factory models”, harnessing automation, productizing/ standardizing and enabling work through digital technologies. Known as “Modern Construction,” these strategies can deliver significant benefit, but not with the current, outdated project management framework that focuses on administration and ignores production – the very element that creates value, resulting in a significant gap.

Simply put, the stage gate approach coupled with “best practices” such as critical path scheduling, earned value management and advanced work packaging are not delivering sustainable results. Project management must be reimagined.

Modern construction requires a fresh approach grounded in a deep understanding of production and its key elements: product, process design, resource use and variability that are the focus of Operations Science. The ability to effectively deploy the emerging practices of modern construction using the Operations Science framework and Project Production Management methods results in significant cost and schedule reductions, eliminates overruns and reduces risk of EH&S incidents.

To that end, Texas A&M Construction Sciences Department, in partnership with the Project Production Institute, is offering Project Production Management education and certification in Reimagining Project Management. This program will enable participants to understand the benefits of adopting modern construction, its methods and technologies along with the underlying scientific principles.

WHO SHOULD ATTEND: This program will benefit anyone involved in the delivery of industrial capital projects working for owners, contractors or suppliers.


So that owners and contractors can benefit from these emerging practices and technologies, Texas A&M’s Construction Sciences Department, in partnership with the Project Production Institute, is offering education and certification in Project Production Management (PPM) and its enabling digital technologies.


Journey To Certification

The journey to Project Production Management (PPM) certification consists of interactive, hands-on classroom education taught by experts in the field of construction and PPM. 

Introduction To PPM

The program commences with a two-day introduction called “Reimagine Project Management” followed by three specialty courses. Participants can elect to attend the Introduction to PPM course only and receive a certificate of participation or continue with attendance in specialty courses.

Specialty Courses

To develop deeper understanding and capability in PPM, participants can choose one, two or all three areas of specialty, with courses focused on the elements of EPC or Engineering, Procurement and Construction. Participants may receive a certificate of knowledge upon passing an examination at the end of any specialty course. Additional details on the courses can be found below.

Capstone Project

The specialty courses commence with classroom education and will be augmented with a Capstone Project, in which participants implement their chosen area of focus on an actual project within their organization over 6-12 months with mentoring. Successful completion of the capstone project results in the participant achieving a certificate of competency for their chosen area of specialty.

Master Certification

If a participant elects to take all specialty courses and secures the respective competency certificates through capstone project work, they then qualify to receive a PPM Master Certificate. Texas A&M’s Department of Continuing and Professional Education will issue IACET-certified Continuing Education Credits (CEC) for all courses.

“Project Production Management (PPM) is the future of capital project development and execution. PPM methods are adapted from the same science used by manufacturing to drive lower cost, predictability and much improved cash flows. Understanding this underlying science and the methods using project production methods is vital for successful project delivery.”

Gary Fischer, Chevron (ret.), PPI Executive Director

COURSE DESCRIPTIONS


Reimagine Project Management

OVERVIEW

The current, outdated project management framework focuses on what, needs to be done by who, when. Rooted in administrative activities it forms the basis for contracting, contract administration, scheduling, reporting and coordination. While at the same time it ignores how and where work will be done or production – the very element that creates value. This results in a significant gap which can only be closed by understanding how to design and deploy production aspects of a capital project across engineering, procurement, and construction.

Capital projects are unrecognized production systems that can be modeled, optimized and controlled as such, enabling companies to accurately predict outcomes, deliver both cost and schedule reliably and improve competitiveness. Production thinking opens many decisions that project leaders need to make that are not seen through current outdated methods.

This introduction module forms the foundation of reimagining project management helping participants grasp fundamental production management concepts and principles. Participation in this course is required in order to enroll in the other courses.

LEARNING OBJECTIVES

  • Recognize the gap in the current approach and why this gap exists
  • Recognize current industry fads (AWP etc.) and understand why these don’t work
  • Understand the difference between project management and production management
  • Understand project production framework including the Five Levers of Optimization
  • Gain awareness of fundamental Operations Science relationships applied to capital projects
  • Identify and map a production system
  • How to use PPM to evaluate existing execution plans and schedules, i.e., milestone definition
  • Mapping design space and requirements
  • Create awareness of production decisions that must be made
  • Understand the tradeoffs of various contracting strategies on production of the work
  • Understand how to deploy the reimagined project management system using case studies
  • Identify opportunities for application of reimagined project management in participant’s own company

ENROLL

WHEN: September 14 -15, 2021
WHERE: Texas A&M Mays Business School City Centre, Houston, TX 
TIME: 8:00 am – 4:00 pm


Reimagine Engineering

OVERVIEW

Construction-driven engineering.

Engineering creates the basis for all subsequent work. It must be done with technical quality, in sequence and generate deliverables that meet the needs of suppliers, fabricators, constructors and operators.

Engineering frequently fails to deliver on these fundamental objectives. As work unfolds and encounters variability engineering teams fail to rapidly replan and prioritize activities to satisfy the required sequence of work. Frequently teams do not understand their workflows meaning what comes before them and what follows. Priorities are set by working on whatever appears in the in box or to satisfy who is making the most noise.

Understanding the physical progress of engineering with current tools is hopeless and by the time it is recognized that work is falling behind the damage is already done as it ripples through the subsequent activities.

Significant focus is placed on generating a basis of design however little or no focus is placed on generating the companion basis of process meaning defining how the work will be fabricated or constructed. This is a significant gap in current outdated engineering management methods.

LEARNING OBJECTIVES

  • Recognize gaps in the current approach and why these gaps exist
  • Understand productization decisions
  • BOM BOP
  • Plan engineering using a project production system
  • Use the Five Levers of Optimization to improve engineering performance
  • Define and use Computer-Aided Production Engineering (CAPE), Concurrent Design and DfMA/DfLC
  • Use Production Control to align teams on standard workflows, establish priorities and provide real time status of the physical work
  • Create awareness of production decisions that must be made
  • Develop a proposal/plan for a Capstone project

Reimagine Procurement (Supply)

OVERVIEW

The effectiveness of which fabrication and delivery of materials is managed is a major factor in performance of capital projects. If materials are made or delivered too early, unnecessary cost, use of cash and risk increases. If made and delivered too late, labor stands idle, increasing cost and duration.

Often supplier and fabricators are selected on the basis of best price with no consideration of the implications on production of the work. Supplier’s production systems are hidden behind the curtain and rarely exposed to the project decision makers.

Current methods to make decisions on what to fabricate offsite and where are superficial and often suboptimal. In remote locations use of a local content fabricator is often not considered viable because they do not have the ability to plan and control the work. The drive to celebrate “cut steel” is usually premature and sequence of work cannot be sustained effectively with engineering and materials.

During this course, participants will gain understanding of modern supply chain practices and technology along with how effectively deploy them on a capital project.

LEARNING OBJECTIVES

  • Identify and define supply flow
  • Plan procurement using a project production system.
  • Map supply flows including supplier visits when necessary and determine associated characteristics (ETO, MTO, MTS)
  • Identify and select monitoring/control points, associated protocols and policies
  • Select and deploy enabling technology
  • Determine what should be fabricated offsite vs stick build on site
  • Determine when to ‘Cut Steel”
  • Use production control in fabrication and open new local content possibilities
  • Use analytics to maintain optimal control and improve performance
  • Develop a proposal/plan for a Capstone project

Reimagine Construction

OVERVIEW

Construction is where the rubber hits the road living with or compensating for everything that has gone wrong up to that point. Naturally experienced construction teams anticipate trouble and attempt to protect themselves from this variability by providing early required at site dates for materials, demanding engineering deliverables well before they are needed and getting an early start on any construction activity.

Constructability efforts yield little positive impact on the designs as it is typically done by surrogates not the folks who will be doing the work. As the work unfolds requests for information abound when construction methods are a mismatch with the design or needed information to construct is not provided.

Far too often cut steel or start site prep is done prematurely before it can be sustained with engineering and materials. Projects often fail to maintain the sequence of work that is needed to support commissioning and start up. Instead, priorities are set based on what each contractor believes is best for them. Bulk construction, non progressible work are all code words for suboptimal production performance.

Construction must bring modern production methods to the job site and close the gaps seen with the current outdated methods. During this course, participants will gain understanding of modern construction practices and technology along with how effectively use them on a capital project.

LEARNING OBJECTIVES

  • Further explore gaps in the current approach and why these gaps exist
  • Define modern construction
  • Plan construction and commissioning using a project production system
  • Comprehend application of production-based scheduling (DES, LRM, DRS)
  • Understand difference between project controls and production control
  • Use Production Control to align teams on standard workflows, establish priorities and provide real time status of the physical work
  • Use concurrent engineering to generate a bill of process (BOP)
  • Use the Five Levers of Optimization to improve construction performance
  • See how technology coupled with the industrialized construction framework can be used to improve performance
  • Develop a proposal/plan for a capstone project

PROGRAM LOGISTICS

Investment

Two-Day Courses ($1,500 per course)

Capstone Project Work with Mentoring ($6,500)

  • Direct Project Impact
  • Six to Twelve Months
  • Certificate of Competency

Contact

PROJECT PRODUCTION INSTITUTE
Kristin Buettner

TEXAS A&M UNIVERSITY
Department of Construction Science
Anthony Marraro