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Front End Planning: Break the Rules, Pay the Price

Publication No
RS213-1
Type
Research & Development Product
Publication Date
Nov 01, 2006
Pages
32
Research Team
RT-213
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DOCUMENT DETAILS
Abstract
Key Findings
Filters & Tags
Abstract
Front end planning is often considered the single most important and valuable process in the capital project life cycle. Also known by such terms as pre-project planning and front end loading, it represents the critical underpinning to any capital pro
Key Findings

Organizations should develop and consistently follow a FEP process that includes team chartering, stakeholder identification and partnering, and technical scope identification. 

Ensure adequate scope definition prior to moving forward with design and construction; use front end planning tools. Scope definition tools such as the PDRI are excellent resources for ensuring that scope definition is adequate. (RS213-1, p. 15)

The contracting strategy selected must be appropriate to reflect the risk and uncertainties of the project given the project constraints. (RS213-1, pp. 17, 27)

Align the project team, including stakeholders. Project stakeholders must work toward a common goal and shared objectives. CII’s Alignment Thermometer tool is an excellent resource to help with this process. 

Include involvement from both owners and contractors. Projects are successful when owners and contractors are actively involved in the planning process and remain involved throughout the project. Few owners now have the capabilities to plan all aspects of a project. Contractors should never assume that the project has been adequately defined.

This research indicates that sample projects with better-aligned teams during FEP performed almost 10% better in terms of cost and over 16% better in terms of schedule. (RS213-1, p. 11)

Identify and understand risks of new project types, technologies, or locations, being especially cognizant of those projects that have unique characteristics for the project team or organization. Spend more time and effort planning these projects with experienced personnel. (RS213-1, p. 28)
Provide leadership at all levels for front end planning process, including executive and project, owner and contractor. Leadership is almost always a factor that influences success of front end planning. (IR213-1, p. 28)
Build the project team, including owner stakeholders and consultants. Team building activities include goals definition and developing accountability and responsibility for the project planning activities. When leadership provides a unifying vision to guide the project toward goals and objectives, projects are likely to be more successful. (IR213-1, p. 18)

Staff critical project scoping and design areas with capable and experienced personnel. More experienced teams typically produce more successful projects, particularly in front end planning. The team should include personnel experienced in critical project characteristics such as piping design, equipment design, and construction.

Thoroughly address labor force skill and availability early in planning because this issue can affect project success, including contract clauses and area labor surveys to help minimize the impact of labor issues during project execution. (IR213-1, p. 19)
Filters & Tags
Knowledge Area
Business and Project Processes, Project Planning, Risk Management
Best Practice
Front End Planning
Project Phase
Feasibility, Concept, Detailed Scope
Project Function
Project Business Sponsor, Project Management, Architects & Engineering, Procurement & Contracts, Commissioning & Startup, Risk Management, External Stakeholders
Industry Group
Light Industrial, Heavy Industrial, Buildings, Infrastructure
Research Topic
Support for Pre-Project Planning
Keywords
Front End Planning, Alignment, Project Definition Rating Index, Project Life Cycle, Front End Planning Toolkit, Benchmarking and Metrics, Project Performance, Percent Design Complete, Pre-Project Planning, Front End Loading, PDRI, rt213

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