Production planning is not limited to construction scheduling because one of the primary objectives of production planning is to improve the plan for the coming week by better predicting construction workflows, maximizing value, and eliminating waste (Koskela et al. 2014). In traditional practice, there is a gap between planning (developing methods to achieve objectives) and construction scheduling (putting plans into action to achieve objectives). Production planning and control is thought to be the missing piece in the project management toolbox (Ballard and Tommelein 2016).

Despite its many shortcomings and waning applicability at the site production level, CPM remains the dominant planning tool driven by the owners’ demand in the construction industry. While it was intended as a planning tool, it is mainly used in practice to analyze delay and time-extension claims (Huber and Reiser 2003; Kenley 2004). New methods and tools are beginning to be deployed on MPs. One of those methods is the LPS®, which has been successfully implemented in many projects, including those large in scale. 

References

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