Framework for managing integration challenges of production planning and control in international construction mega-projects

The public often associates mega-projects with poor performance due to delays and budget overruns. International mega-projects (IMPs) comprise multiple subprojects across widely spread areas, often with independent resources and individual plans. Such decentralization into clusters increases the integration planning and execution challenges. Changes to the schedule, budget, and scope, as well as poor design, are critical integration challenges within and across subprojects of mega-projects. International characteristics of project delivery compound additional complexity on integration aspects. It is essential for the production planning system in IMPs to be robust in addressing integration challenges to achieve necessary interface and realistic reporting. This study aimed to reveal the significance of operational gaps and resolve the integration challenges in IMPs. To achieve its goal, the study was divided to three phases. They are: 1) synthesize literature and practice with respect to production planning and control systems; 2) evaluate the performance of the production planning and control system at a mega-scale in a case study; 3) develop a framework to provide workable solutions to address the unique and complex integration challenges of IMPs. The Last Planner System (LPS©) was found to be an emerging production planning and control system with a promising potential. Fostered to complement, not to replace, the existing LPS© model, the proposed IMPact framework is a roadmap aiming to improve the operations of IMPs, keeping them on track, and potentially replacing the negative image of IMPs with positive impressions. The validated framework provided a conceptual practical solution, based in LPS©, to address the challenges that project teams on IMPs have within and across subprojects. It is intended to be an adaptive system in an effort to improve delivery and performance of IMPs.