FASTRACK TRAINING COURSE
EVALUATION OUTLINE
©Copyrighted 1986-2004
JACK NIEPORTE & ASSOCIATES INTERNATIONAL, LTD
PROGRAM OUTLINE
WELCOME FIRST NIGHT WITH CASE STUDY SESSION
1. BACKGROUND AND ORIGINS OF THE COURSE
a. How this course began
b. First taught in 1986
c. The need for this course
d. It was hard to create
2. PERSONAL SURVEY TAKEN AND REVIEWED
a. Individual participant survey assignment
i. Packets set up and mailed out two-week prior to commencement
ii. Hartley participation/packets received back three-days prior
b. Discuss case study in group prior to Nieporte arrival
3. JACK NIEPORTE & ASSOCIATES INTERNATIONAL
a. Inception
b. Company Mission
c. Accomplishments
d. Services
e. Benchmarks in industry
f. Competition
g. Bio’s
4. INTRODUCTION
a. Executive Summary
b. Key Dates
c. Commitment
5. SECTION ONE (COMPLETED ON EVENING OF DAY 0) CASE STUDY
a. Case study exercise
i.
First night’s assignment for Day “
1. Group of one PM and two superintendents
2. Multiple groups per the attendee count
3. Fill in the blanks assignment sheet
4. Make assessments
5. Make recommendation on outcomes
ii. Group Discussion on case study
6. SECTION TWO (DAY ONE) COMPANY BASELINE
a. Discussion on the future of the construction industry
b. All of the bells and whistles in products
i. Everything that glitters on the interiors
ii. Everything that goes up and down and turns on
iii. Everything that grows flushes or drains
iv. The products outweigh the people side of the “importance” equation
c. Forecasts for the future and what to expect locally
d. Are you ready
e. Do you attend the NAHB, IBC, AGC shows and conferences
f. Are you an active learner in the progress of the construction industry
g. How smart are the owner’s of this business
h. Company’s values
i. What is important to the company
1. Money and profit
2. Good reputation
3. Work
4. Repeat business opportunities
5. Retention of their employees
6. Obtaining new skills regularly
7. Understanding their business
8. Being professionally competitive
9. Do you “cut corners”
ii. What should be important to the company
i. Where are you and your company on performance improvements
j. Metrics established? Or do you just measure financial things
k. Who does what
l. How is it done
m. Measure yourself against a model performance standard
n. What are your costs per house/building to build/manage
7. SECTION THREE (DAY TWO) COMMITMENT DAY
a. Commitments made by each person on first day prior to course beginning
b. Commitments made in order to accomplish a goal
c. How to orchestrate and integrate a team commitment
d. Commitments for Fastrack project established
i. Group discussion
ii. A team leader chosen or appointed
iii. Upcoming project identified and discussed
iv. Parameters for project commitments agreed upon
e. Commitments signed and agreed to
f. Group discussion on any concerns to commitments
8. SECTION FOUR (DAY TWO) PERFORMANCE
a. Performance as a standard
b. Performance as a condition to achieving company goals
i. Pay for performance
ii. Create new company performance standards
iii. Participants agree to standards and sign off
c. Performance a must if a schedule of any length is to be done
9. SECTION FIVE (DAY TWO) CHANGE
a. Change reviewed with group discussion
b. Change book key points discussed
i. “Taking Charge of Change”, Smith
c. Agreement by group that change needs to occur
d. Provisions of change components
e. Agreement to change entered into
f. Change is learned it is neither free nor easy
g. Economic incentives discussed for making the changes
10. SECTION SIX (DAY THREE) FOX BRAIN TEST
a. Why study the human brain in a course like this
b. Application of mind-to-action experience
c. Fox Brian Test administered and discussed
i. Left brain dominant people think more alike
ii. Right brain dominant people think a like
iii. Group discussion to better understand the other type
11. SECTION SEVEN (DAY THREE) SCHEDULING I
a. Introduction to scheduling (get company samples first)
i. What are schedules for
ii. Aren’t they simply unnecessary in complex projects
iii. Aren’t they a real hassle
iv. Three basic types of schedules
v. Basis components to schedules
vi. Why most scheduling doesn’t work!
vii. Review the client company’s schedules
12. SECTION EIGHT ( DAY THREE) SCHEDULING II
a. Planning basics needed for scheduling understanding
i. What is difference between planning and scheduling
ii. Planning is a must in construction (can’t be left to chance)
iii. Create a plan for your company and project
b. JNAI schedule system discussed and demonstrated
i. Workbook exercises
ii. Broad comparisons with other industry systems
c. Benefits of daily schedule discussed
i. Need to know what is supposed to happen each and every day
ii. Others need to know what is to happen each and every day
iii. Diagram to use for exercise
iv. Manpower calculations exercise and discussion
v. Crew-sizing discussion and exercise
vi. Diagram to be used with exercise
d. What are the apparent differences of this from theirs
i. CPM
ii. “Scheduling Simplified”
iii. Yellow Pad type
e. Group demonstration and discussion on JNAI methods
i. Individual practice exercise developing a JNAI schedule
ii. Discuss benefits, differences and establish a basis of mutual understanding between all in group
13. SECTION NINE (DAY THREE) SCHEDULING III
a. Create or complete a new clean working JNAI schedule for new test house or a new project done completely with the new schedule system
i. Working drawing (plans) evaluated and understood
ii. Overlay trades concept and application
b. Discuss once completed and look for holes, etc.
14. SECTION TEN (DAY FOUR) APPLICATION EXERCISE
a. How does one apply a theory?
i. What is a theory
ii. Application of things taught
b. What is “application” anyway
i. Textbook
ii. Common usage
c. Test house schedule and skills learned to day from course
i. Skills and knowledge learned
ii. Test house schedule created
iii. Commitments made thus far incorporated
15. SECTION ELEVEN (DAY FOUR) PERSONAL APPLICATION
a. Now we address you and the learner: at the personal level
i. Am I learning anything
ii. What about all of my bad habits and attitudes with scheduling
iii. Your commitments
iv. What results do you expect
v. Intuitiveness on your part is crucial
1. How much you know does not translate to action
2. You must be intuitive on site and in the office
a. You must learn to be intuitive
b. You must then get those around you to likewise be intuitive
16. SECTION TWELVE (DAY FOUR) INTEGRATION DISCUSSION
a. We will integrate the old with the new—if it works
b. We need to integrate in and out as necessary
c. We now have established the best way (process mapping will reflect)
d. Value equation discussed
17. SECTION THIRTEEN (DAY FOUR) DATES SET TEST HOUSE
a. Date set to construct the test house on an accelerated schedule
b. It may not be convenient to begin soon
c. Once date is set a letter is sent out
i. Subs
ii. Suppliers
iii. Inspectors
iv. Owners/Buyers
v. Bank
18. SECTION FOURTEEN (DAY FIVE) SUPERINTENDENTS
a. What does one do everyday
b. Is he ever trained to do things differently
c. Is he willing to be trained and taught
d. Does he work well with change
e. What are his skills as a manager
f. Can he create and follow a schedule
19. SECTION FIFTEEN (DAY FIVE) PROJECT MANAGERS
a. Project Managers as production managers
i. Production manager definition
ii. Role of a senior manager
1. Project
2. Production
3. Performance
b. Project management services (online links)
i. http://www.pmi.org/info
20. SECTION SIXTEEN (DAY FIVE) TEST HOUSE/PROJECT BEGINS
a. Plans, specs, crews, and schedule now in-place
b. Date set to start
c. Test fast-house starts
21. SECTION SEVENTEEN (DAY FIVE) SUB-SUPPLIER MEETING
a. First meeting of all project participants
b. Letter sent out
c. Mr. Nieporte conducts
d. Refreshments served at a late afternoon or evening meeting
e. Fast house plan discussed
f. Schedule set forth and support is requested from subs
g. Building inspectors invited
22. SECTION EIGHTEEN (DAY SIX) PERFORMANCE REPORTING
a. Discussions on reporting options overview
b. For performance to improve it must be first measured
i. Measurement metrics overview
ii. Chart of components
iii. Who should measure
iv. When to measure
c. There are several online options for reporting info to team members on very complex and/or large projects
i. US Architectural sites that will be discussed
ii. JNA site (future)
23. SECTION NINETEEN (DAY SIX) PERFORMANCE MEASUREMENT
a. Specific measurement tolls explored
b. Measurement must be daily (at minimum)
c. How to measure
d. Software
i. Example 1
ii. Example 2
24. SECTION TWENTY (DAY SIX) CORPORATE/COMPANY ISSUES
a. A look now to see how the overall company is working
b. Introduce performance inter-departmental relationships topic
c. How does everyone know what to do each day
d. Are their bottlenecks in work flow
25. SECTION TWENTY-ONE (DAY SEVEN) PROCESS MAPPING
a. Processes within and without a company
b. Why processes
c. Aren’t they too restrictive
d. JNAI version compared to others
e. Diagrams of a process map
f. Mapping exercise of one or tow processes
g. System and Process: How do they relate
h. A good well thought out process saves time and money and causes the same to be productive and predictable
i. A company should do their own as soon as possible
26. SECTION TWENTY-TWO (DAY SEVEN) GROUP DISCUSSION
a. Time out for an open discussion
b. Progress report on fast house
c. Process mapping progress
d. Changes all around
e. Gripes and complaints
f. Winners and losers
g. How’s the weather
27. SECTION TWENTY-THREE (DAY SEVEN) OWNER’S MEETING
a. Time for the owners
b. Candid discussions on course and progress initiated
c. How will they keep it all together with the changes
d. Complaints and other issues
28. SECTION TWENTY-FOUR (DAY EIGHT) PERFORMANCE EVAL
a. Performance eval (evaluation) form
b. Performance guidelines
29. SECTION TWENTY-FIVE (DAY EIGHT) COMPANY MEETING
a. Follow-on company meeting
b. Discussion on breaking old habits and implementing new ones
c. Just getting together
30. SECTION TWENTY-SIX (DAY EIGHT) SCHEDULE PROBLEMS
a. Constant reevaluation of schedule problems
b. Redesign schedule as needed
c. Tool itself
d. Complaints from workers, subs and suppliers
e. Quality
f. Work-a-bility for the future
31. SECTION TWENTY-SEVEN (DAY EIGHT) REINFORCEMENT
a. JNA reinforces teaching concepts with actual events being played out on the test project
b. Actual problems with schedule, manpower, etc. discussed and options worked out to correct them
c. This can take a short or long time to do
32. SECTION TWENTY-EIGHT (DAY NINE) PRODUCTION REPORTS
a. Production reports methodology
b. When do they get gathered
i. Daily
ii. Weekly
iii. Monthly
iv. Job end
c. What do they look like
d. What groups are involved (depending upon size of company)
i. Executive level
1. President
2. VP Construction
3. VP Operations
4. General Manager
ii. Director
iii. Project manager level
iv. Superintendent level
v. Office level integration
vi. Architect/engineer level (job specific)
33. SECTION TWENTY-NINE (DAY NINE) COMMITMENTS KEPT
a. Role-call on previous commitments made
i. Each and every person in course with line authority is called upon to report his effectiveness in keeping his commitments made
1. Personal
a. Applying principles taught in course to his job or project
b. His role in administration of his teams work towards the company or project goals
c. All written commitments made at the commencement of this course
2. Group
3. Team
4. Company
5. Project
a. Schedule
b. Completion dates
34. SECTION THIRTY (DAY TEN) PROJECT REVIEW
a. Post mortem project and team effectiveness review
i. Standard post mortem review process
ii. Custom process
iii. This process is done in a group setting with the PM taking the lead to produce his results to the appropriate people in the management positions.
b. Budget reviewed
c. Schedule reviewed
d. Overall performance reviewed
35. SECTION THIRTY-ONE (DAY TEN) GROUP RECAP-EVAL
a. Personnel within group evaluation
i. Standard measurement process
ii. Custom measurement process
36. SECTION THIRTY-TWO (DAY TEN) GRADUATION/COMPLETION
a. Simple graduation ceremony
i. Completion plaque presented
ii. Completion certificates presented
b. Formal graduation ceremony
FASTRACK COURSE COMPETITION