Craig Evans explains Chevron’s transition from traditional project management to a production-based approach using Project Production Management (PPM) and Operational Science (OS). He highlights practical examples and lessons learned along the way.
Tony Houlihan explains how Hess Corporation uses leadership principles and operational science to enhance performance and build a collaborative culture in the Bakken region.
Todd Zabelle explains how digital transformation and energy transition are connected, exploring the challenges and opportunities of implementing new technologies at scale while managing economic and environmental concerns.
Gary Fischer, Executive Director of the Project Production Institute, opens the 11th Annual Symposium, reflecting on Stanford’s pivotal role in advancing project production and recognizing exceptional contributions with the Technical Achievement Award.
While many obvious warning signs exist on projects that point to an unhealthy state of being – in jeopardy of not meeting business, cost, schedule, quality and safety objectives, there exist other red flags that are not as obvious and often overlooked by project teams. Among these, five standout: 1) Re-baselining, 2) Asking Superficial Questions to Determine Proj ...
Good hand-offs from one performer to the next have always been an important part of the Last Planner System® (LPS). LPS features a rigorous process for making reliable commitments and the Percent Plan Complete (PPC) metric to measure how many were done as promised. LPS and PPC have helped reduce waste and frustration in countless weekly planning meetings and repr ...
Effective communication and coordination during daily planning meetings are crucial for successful project execution and fostering a robust safety culture in the construction industry. However, conventional project management approaches, rooted in what the Project Production Institute (PPI) identifies as Era 1 and Era 2 thinking, have significant gaps that preven ...
