Please wait a minute...
 首页  期刊列表 期刊订阅 开放获取 关于我们
English
在线预览  |  当期目录  |  过刊浏览  |  热点文章  |  下载排行
Frontiers of Engineering Management    2020, Vol. 7 Issue (3) : 359-372     https://doi.org/10.1007/s42524-020-0117-1
RESEARCH ARTICLE
Last Planner System and Scrum: Comparative analysis and suggestions for adjustments
Roshan POUDEL1, Borja GARCIA de SOTO1(), Eder MARTINEZ2
1. Division of Engineering, S.M.A.R.T. Construction Research Group, New York University Abu Dhabi (NYUAD), Saadiyat Island, Abu Dhabi, United Arab Emirates
2. Lean Construction Specialist, Implenia Group, Industriestrasse 24, CH-8305 Dietlikon, Switzerland
全文: PDF(677 KB)   HTML
导出: BibTeX | EndNote | Reference Manager | ProCite | RefWorks
Abstract

This study provides a critical review of the concepts of Agile, Lean, Scrum, and Last Planner® System (LPS). A comparative analysis is conducted between LPS and Scrum to expand LPS by considering Scrum’s best practices. Eight dimensions, namely, 1) origins, 2) main purpose, 3) overall system/framework process, 4) tools or artifacts maintained by the team, 5) team composition and main roles, 6) regular events or team meetings, 7) metrics/dashboards, and 8) approach to learning, are evaluated. After analyzing side by side the eight dimensions, it was found that many aspects from Scrum already exist in LPS in the same or similar form. However, the authors identify four main elements from Scrum that can be leveraged to improve the LPS benchmark, such as considering the Scrum “Increment” concept into LPS, having a clear definition of roles and responsibilities, or adding an equivalent to a Scrum Master to have a designated “rule keeper” in LPS. These opportunities to be considered in new LPS benchmarks need to be tested and validated with real applications. To the best of the authors’ knowledge, this work is the first to comprehensively compare Scrum (Agile) and LPS (Lean) and could be seen as a contribution toward the evolution of the Last Planner System for the academic and industrial environments.

Keywords Lean Construction      Last Planner System      Agile      Scrum      comparative analysis      AEC projects      project teams     
最新录用日期:    在线预览日期:    发布日期: 2020-08-06
服务
推荐给朋友
免费邮件订阅
RSS订阅
作者相关文章
Roshan POUDEL
Borja GARCIA de SOTO
Eder MARTINEZ
引用本文:   
Roshan POUDEL,Borja GARCIA de SOTO,Eder MARTINEZ. Last Planner System and Scrum: Comparative analysis and suggestions for adjustments[J]. Front. Eng, 2020, 7(3): 359-372.
网址:  
https://journal.hep.com.cn/fem/EN/10.1007/s42524-020-0117-1     OR     https://journal.hep.com.cn/fem/EN/Y2020/V7/I3/359
Fig.1  Flowchart for the literature review process.
Fig.2  Number of publications for manuscripts related to the research areas of interest. The left y-axis shows the number of publications for Agile, Lean, and Scrum (thin lines). The right y-axis shows the number of publications for LPS and comparative studies between Agile and Lean (thick lines).
Fig.3  Overview of the LPS planning levels and related process (adapted with permission from Ballard (2000)).
Fig.4  Scrum process and related elements (adapted with permission from Rubin (2012)).
Dimension LPS Scrum
1. Origins • In the construction industry
• Based on Lean production principles
• In the manufacturing and software industry
• Aligned to the Manifesto for Agile Software Development
2. Main purpose • Increase value for the customer while reducing waste • Deliver products of the highest possible value for the customer
3. Overall system/framework process • All activities necessary to complete the project are broken down and refined through the different planning levels
• Proactive identification and removal of activity constraints
• Sequencing and sizing of work based on reliable promising to improve workflow derive in the WWP
• Analysis of plan failures for continuous improvement
• Everything needed to deliver the product (requirements) is managed, refined, and prioritized in the Product Backlog
• Team commits to work on specific Product Backlog items deriving the Sprint plan
• The team works to deliver product increments iteratively
• Analysis of Sprint experiences for continuous improvement
4. Tools or artifacts maintained by the team • Master schedule
• Phase schedule
• Lookahead plan
• Workable backlog
• WWP
• Release plan
• Product Backlog
• Sprint Backlog
• Increment
5. Team composition and main roles • “Last planners” who are knowledgeable team members providing inputs about how to optimally perform the work (e.g., construction specialists, front line supervisors, craftsmen)
• Number not specified
• Product Owner
• Development Team
• Scrum Master
• Recommendation of less than nine team members
6. Regular events or team meetings • Planning meetings (cadence not strictly defined for different planning levels)
• WWP (planning and review)
• Daily huddles
• Envisioning (Product Planning)
• Scrum Release Planning
• Sprint Planning (cadence according to Sprint duration for every Sprint)
• Sprint Review
• Sprint Retrospective
• Daily Scrum
7. Metrics/Dashboards • PPC
• TMR
• TA
• Frequency of plan failures
• Visual controls to consolidate and share project information
• Velocity
• Task Board
• Sprint Burnup Chart
• Sprint Burndown Chart
• Information Radiators to consolidate and share project information
8. Approach to learning • Analysis of Frequency of plan failures
• 5 Whys, Plan–Do–Check–Act, Detect–Correct–Analyze–Prevent
• Sprint Retrospective
Tab.1  Comparison between Scrum and LPS
Dimension Main difference Recommendation for LPS
Origins Not applicable
Main purpose Not applicable
Overall system/framework process No significant difference
Tools or artifacts maintained by the team Scrum Increment concept not addressed in the LPS Explore the use of the concept of Scrum Increment during design
Team composition and main roles Scrum offers a robust description of roles and responsibilities Improve role description
Add a Scrum Master
Regular events or team meetings Scrum teams are arguably self-organized Explore working with decentralized teams and Scaled Agile
Metrics/Dashboards Scrum uses story points based on customer value Explore the use of story points in LPS metrics
Approach to learning No significant difference
Tab.2  Summary of the main recommendation for Scrum elements to be implemented in LPS
1 N Abbas, A M Gravell, G B Wills (2008). Historical roots of Agile methods: Where did “Agile thinking” come from? In: International Conference on Agile Processes and Extreme Programming in Software Engineering. Berlin, Heidelberg: Springer, 94–103
2 AIA (2007). Integrated Project Delivery: A Guide. Version 1. The American Institute of Architects (AIA)
3 G Ballard (2000). The Last Planner System of Production Control. Dissertation for the Doctoral Degree. Birmingham: University of Birmingham
4 G Ballard, J Hammond, R Nickerson (2009). Production control principles. In: Proceedings of the 17th Annual Conference of the International Group for Lean Construction (IGLC). Taipei, 489–500
5 G Ballard, G Howell (1998). Shielding production: Essential step in production control. Journal of Construction Engineering and Management, 124(1): 11–17
https://doi.org/10.1061/(ASCE)0733-9364(1998)124:1(11)
6 G Ballard, G Howell, M Casten (1996). PARC: A case study. In: Proceedings of the 4th Annual Conference of the International Group for Lean Construction (IGLC). Birmingham
7 G Ballard, G A Howell (2003a). Competing construction management paradigms. In: Construction Research Congress: Wind of Change —Integration and Innovation, 1–8
8 G Ballard, G A Howell (2003b). An update on last planner. In: Proceedings of the 11th Annual Conference of the International Group for Lean Construction (IGLC). Blacksburg, VA
9 G Ballard, I D Tommelein (2016). Current process benchmark for the last planner system. Lean Construction Journal, 89: 57–89
10 J Barlow (1998). From craft production to mass customisation? Customer-focused approaches to housebuilding. In: Proceedings of the 6th Annual Conference of the International Group for Lean Construction (IGLC). Sao Paulo
11 K Beck, M Beedle, A van Bennekum, A Cockburn, W Cunningham, M Fowler, J Grenning, J Highsmith, A Hunt, R Jeffries, J Kern, B Marick, R C Martin, S Mellor, K Schwaber, J Sutherland, D Thomas (2001). Manifesto for Agile Software Development
12 H A Boyes (2013). Cyber security of intelligent buildings: A review. In: 8th IET International System Safety Conference incorporating the Cyber Security Conference. Cardiff
13 E Caballero, J A Calvo-Manzano, T San Feliu (2011). Introducing scrum in a very small enterprise: A productivity and quality analysis. In: O‘Connor R V, Pries-Heje J, Messnarz R, eds. European Conference on Software Process Improvement. Systems, Software and Service Process Improvement. Roskilde: Springer, 215–224
14 E S F Cardozo, J B F Araújo Neto, A Barza, A C C França, F Q B da Silva (2010). SCRUM and productivity in software projects: A systematic literature review. In: 14th International Conference on Evaluation and Assessment in Software Engineering (EASE). Keele University, 1–4
15 H F Cervone (2011). Understanding Agile project management methods using Scrum. OCLC Systems & Services: International Digital Library Perspectives, 27(1): 18–22
16 D Ciric, B Lalic, D Gracanin, I Palcic, N Zivlak (2018). Agile project management in new product development and innovation processes: Challenges and benefits beyond software domain. In: 2018 International Symposium on Innovation and Entrepreneurship (TEMS-ISIE). Beijing, 1–9
17 M Cohn (2005). Agile Estimating and Planning. Englewood: Prentice Hall
18 M Cohn (2014). My primary criticism of scrum. Available at: mountaingoatsoftware.com/blog
19 B Dave, S Boddy, L Koskela (2011). VisiLean: Designing a production management system with lean and BIM. In: Proceedings of the 19th Annual Conference of the International Group for Lean Construction (IGLC). Lima, 477–487
20 B Dave, S Boddy, L Koskela (2013). Challenges and opportunities in implementing lean and BIM on an infrastructure project. In: Proceedings of the 21st Annual Conference of the International Group for Lean Construction (IGLC). Fortaleza, 741–750
21 B Dave, J P Hämäläinen, L Koskela (2015). Exploring the recurrent problems in the last planner implementation on construction projects. In: Proceedings of the Indian Lean Construction Conference (ILCC 2015). Institute for Lean Construction Excellence
22 S T Demir, P Theis (2016). Agile design management—The application of Scrum in the design phase of construction projects. In: Proceedings of the 24th Annual Conference of the International Group for Lean Construction. Boston, MA, 13–22
23 G El Samad, F R Hamzeh, S Emdanat (2017). Last planner system—The need for new metrics. In: Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC). Heraklion, 637–644
24 M Fischer, H W Ashcraft, D Reed, A Khanzode (2017). Integrating Project Delivery. Hoboken: John Wiley & Sons
25 D Fisk (2012). Cyber security, building automation, and the intelligent building. Intelligent Buildings International, 4(3): 169–181
https://doi.org/10.1080/17508975.2012.695277
26 B García de Soto, B T Adey, D Fernando (2017). A hybrid methodology to estimate construction material quantities at an early project phase. International Journal of Construction Management, 17(3): 165–196
https://doi.org/10.1080/15623599.2016.1176727
27 B García de Soto, I Agustí-Juan, S Joss, J Hunhevicz (2019). Implications of construction 4.0 to the workforce and organizational structures. International Journal of Construction Management, 1–13
28 V Gonzalez, L F Alarcon, F Mundaca (2008). Investigating the relationship between planning reliability and project performance. Production Planning and Control, 19(5): 461–474
https://doi.org/10.1080/09537280802059023
29 J Grenning (2002). Planning poker or how to avoid analysis paralysis while release planning. Hawthorn Woods: Renaissance Software Consulting, 3: 22–23
30 M Hajdu (2018). Survey of precedence relationships: Classification and algorithms. Automation in Construction, 95: 245–259
https://doi.org/10.1016/j.autcon.2018.08.012
31 M Hajdu, G Lucko, Y Su (2017). Singularity functions for continuous precedence relations and nonlinear activity-time-production functions. Automation in Construction, 79: 31–38
https://doi.org/10.1016/j.autcon.2017.01.012
32 O Hamdi, F Leite (2012). BIM and Lean interactions from the BIM capability maturity model perspective: A case study. In: Proceedings of the 20th Annual Conference of the International Group for Lean Construction (IGLC). San Diego, CA
33 F R Hamzeh, O Z Aridi (2013). Modeling the last planner system metrics: A case study of an AEC company. In: Proceedings of the 21st Annual Conference of the International Group for Lean Construction (IGLC). Fortaleza, 599–608
34 F R Hamzeh, G Ballard, I D Tommelein (2009). Is the Last Planner System applicable to design? A case study. In: Proceedings of the 17th Annual Conference of the International Group for Lean Construction (IGLC). Taipei, 165–176
35 D Heigermoser, B García de Soto, E L S Abbott, D K H Chua (2019). BIM-based Last Planner System tool for improving construction project management. Automation in Construction, 104: 246–254
https://doi.org/10.1016/j.autcon.2019.03.019
36 J Highsmith, A Cockburn (2001). Agile software development: The business of innovation. Computer, 34(9): 120–127
https://doi.org/10.1109/2.947100
37 E Hossain, M A Babar, H Y Paik (2009). Using scrum in global software development: A systematic literature review. In: 4th IEEE International Conference on Global Software Engineering. Limerick, 175–184
38 O Iamandi, S Popescu, M Dragomir, C Morariu (2015). A critical analysis of project management models and its potential risks in software development. Calitatea, 16(149): 55–61
39 B T Kalsaas, K E Bonnier, A O Ose (2016). Towards a model for planning and controlling ETO design projects. In: Proceedings of the 24th Annual Conference of the International Group for Lean Construction (IGLC). Boston, MA, 33–42
40 S Khan, P Tzortzopoulos (2015). Improving design workflow with the last planner system: Two action research studies. In: Proceedings of the 23rd Annual Conference of the International Group for Lean Construction (IGLC). Perth, 568–577
41 L Koskela (1992). Application of the new production philosophy to construction. CIFE Technical Report #72. Stanford: Stanford University
42 L Koskela (2000). An Exploration towards a Production Theory and Its Application to Construction. Dissertation for the Doctoral Degree. Espoo: VTT Technical Research Centre of Finland
43 L Koskela, G Ballard, V P Tanhuanpää (1997). Towards lean design management. In: Proceedings of the 5th Annual Conference of the International Group for Lean Construction (IGLC). Gold Coast, 1–13
44 L Koskela, G Howell (2002). The theory of project management: Explanation to novel methods. In: Proceedings of the 10th Annual Conference of the International Group for Lean Construction (IGLC). Gramado, 1–11
45 J F Krafcik (1988). Triumph of the Lean production system. MIT Sloan Management Review, 30(1): 41
46 M Kupp, L Dahlander, E Morrow (2015). Team Wikispeed: Developing hardware the software way. Case Study. European School of Management and Technology
47 C Larman, B Vodde (2010). Practices for Scaling Lean & Agile Development: Large Multisite and Offshore Product Development with Large-Scale Scrum. Upper Saddle River, NJ: Addison-Wesley Professional
48 J Lessing, L Stehn, A Ekholm (2005). Industrialised housing: Definition and categorization of the concept. In: Proceedings of the 13th Annual Conference of the International Group for Lean Construction (IGLC). Sydney, 471–480
49 K A Lia, H Ringerike, B T Kalsaas (2014). Increase predictability in complex engineering and fabrication projects. In: Proceedings of the 22nd Annual Conference of the International Group for Lean Construction (IGLC). Oslo, 437–449
50 M Liu, G Ballard (2008). Improving labor productivity through production control. In: Proceedings of the 16th Annual Conference of the International Group for Lean Construction (IGLC). Manchester, 657–666
51 M Liu, G Ballard, W Ibbs (2011). Work flow variation and labor productivity: Case study. Journal of Management Engineering, 27(4): 236–242
https://doi.org/10.1061/(ASCE)ME.1943-5479.0000056
52 W Lu, T Olofsson, P Jensen, P Simonsson (2011). BIM-based lean-agile supply chain for industrialized housing. In: International Conference on Construction Applications of Virtual Reality. Bauhaus-Universität Weimar, 262–270
53 B Mantha, B García de Soto (2019). Cyber security challenges and vulnerability assessment in the construction industry. In: Proceedings of the 2019 Creative Construction Conference. Budapest, 29–37
54 S Mostafa, N Chileshe, T Abdelhamid (2016). Lean and agile integration within offsite construction using discrete event simulation: A systematic literature review. Construction Innovation, 16(4): 483–525
https://doi.org/10.1108/CI-09-2014-0043
55 M Naim, J Naylor, J Barlow (1999). Developing lean and agile supply chains in the UK housebuilding industry. In: Proceedings of the 7th Annual Conference of the International Group for Lean Construction (IGLC). University of California, Berkeley, CA, 159–170
56 Y Ormeño Zender, B García de Soto (2020). Use of Scrum in the rehabilitation of a commercial building in Peru. Construction Innovation: Information, Process, Management. In press,
https://doi.org/10.1108/CI-12-2019-0140
57 P Oskouie, D J Gerber, T Alves, B Becerik-Gerber (2012). Extending the interaction of building information modeling and lean construction. In: Proceedings of the 20th Annual Conference of the International Group for Lean Construction (IGLC). San Diego, CA, 111–120
58 R L Owen, L Koskela (2006). Agile construction project management. In: 6th International Postgraduate Research Conference in the Built and Human Environment, 6(7): 22–33
59 R L Owen, L J Koskela, G Henrich, R Codinhoto (2006). Is Agile project management applicable to construction? In: Proceedings of the 14th Annual Conference of the International Group for Lean Construction (IGLC). Pontificia Universidad Católica de Chile, Santiago, 51–66
60 M Paasivaara, C Lassenius (2011). Scaling Scrum in a large distributed project. In: International Symposium on Empirical Software Engineering and Measurement. Banff, 363–367
61 M Paasivaara, C Lassenius (2016). Scaling scrum in a large globally distributed organization: A case study. In: IEEE 11th International Conference on Global Software Engineering (ICGSE). Irvine, CA, 74–83
62 E A Parn, D Edwards (2019). Cyber threats confronting the digital built environment: Common data environment vulnerabilities and block chain deterrence. Engineering, Construction, and Architectural Management, 26(2): 245–266
https://doi.org/10.1108/ECAM-03-2018-0101
63 W W Royce (1970). Managing the development of large software systems. In: Proceedings of the 9th International Conference on Software Engineering. IEEE WESCON, 328–338
64 K S Rubin (2012). Essential Scrum: A Practical Guide to the Most Popular Agile Process. Upper Saddle River, NJ: Addison-Wesley
65 R Sacks, R Barak, B Belaciano, U Gurevich, E Pikas (2013). KanBIM workflow management system: Prototype implementation and field testing. Lean Construction Journal, 19–35
66 R Sacks, L Koskela, B Dave, R Owen (2010). Interaction of lean and building information modeling in construction. Journal of Construction Engineering and Management, 136(9): 968–980
https://doi.org/10.1061/(ASCE)CO.1943-7862.0000203
67 L M Sanchez, R Nagi (2001). A review of Agile manufacturing systems. International Journal of Production Research, 39(16): 3561–3600
https://doi.org/10.1080/00207540110068790
68 V E Sanvido, M Konchar (1999). Selecting project delivery systems: Comparing design-build, design-bid-build and construction management at risk. Project Delivery Institute, State College, PA
69 K Schwaber (2007). The Enterprise and Scrum. Redmond, WA: Microsoft Press
70 K Schwaber, M Beedle (2001). Agile Software Development with Scrum. Upper Saddle River, NJ: Prentice Hall
71 K Schwaber, J Sutherland (2013). The Scrum GuideTM: The definitive guide to Scrum—The rules of the game
72 E Sriprasert, N Dawood (2003). Multi-constraint information management and visualization for collaborative planning and control in construction. Journal of Information Technology in Construction, 8: 341–366
73 T Streule, N Miserini, O Bartlomé, M Klippel, B García de Soto (2016). Implementation of scrum in the construction industry. Procedia Engineering, 164: 269–276
https://doi.org/10.1016/j.proeng.2016.11.619
74 J Sutherland, K Schwaber (2007). The Scrum Papers: Nuts, Bolts and Origins of an Agile Process. Cambridge: Scrum Inc.
75 H Takeuchi, I Nonaka (1986). The new product development game. Harvard Business Review, 64(1): 137–146
76 S Tiwari, P Sarathy (2012). Pull planning as a mechanism to deliver constructible design . In: Proceedings of the 20th Annual Conference of the International Group for Lean Construction (IGLC). San Diego, CA, 18–20
77 I D Tommelein, G Ballard (1997). Look-ahead planning: Screening and pulling. Technical Report No. 97-9. Construction Engineering and Management Program, Civil and Environmental Engineering Department, University of California, Berkeley, CA
78 J P Womack, D T Jones, D Roos (1990). The Machine that Changed the World: The Story of Lean Production. New York: Rawson Associates
No related articles found!
Viewed
Full text


Abstract

Cited

  Shared   
  Discussed   
版权所有 © 2015 高等教育出版社.
电话: 010-58556848 (技术); 010-58556485 (订阅) E-mail: subscribe@hep.com.cn