Identifying and Prioritizing Best Practices to Achieve Flash Track Projects
Publication: Journal of Construction Engineering and Management
Volume 142, Issue 2
Abstract
This paper presents the initial findings of an ongoing research effort focused on identifying, quantifying, and ranking essential industry practices for the successful delivery of faster fast-track, or Flash Track, projects. The research data collection involves literature search, engineering, procurement, construction industry interviews, and discussions with an industry expert panel. This research has extensively explored and analyzed U.S. and international practices and has deeply explored project execution practices in industries other than construction, including manufacturing, shipbuilding, and software engineering/development. The methodology employed in this research entails deployment of a three-round Delphi process and an Analytic Hierarchy Process to produce a comprehensive list of prioritized recommendations on essential Flash Track practices. This paper contributes to the body of knowledge by identifying and ranking 18 industry best practices essential to successfully manage the unique challenges and risks inherent in Flash Track projects. This research finds that planning, execution, and organizational practices are the most essential considerations for successful Flash Tracking. It also highlights the central role of trusting relationships and fully integrated work teams and, in doing so, extends earlier studies calling for innovative approaches, rethinking prevailing practices, and entertaining a new paradigm in Flash Track projects.
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Acknowledgments
This research was funded by the Construction Industry Institute. The opinions, findings, and conclusions are those of the authors and do not necessarily represent the views of CII. CII funding is greatly appreciated. We would like to acknowledge the wealth of knowledge received by the following individuals from CII member companies who collaborated with the authors over two years: Bob Kohlburn, MC Industrial; Cleve Whitener, Lauren Engineers and Constructors; Dale Sullivan, S&B Engineers and Constructors; Don Cahill, TVA; Marty Gamble, Alstom; Jesse Gyöngyös, ExxonMobil; John Strickland, CH2M Hill; Keith Critzer, ExxonMobil; Larry Garrett, Phillips 66; Mike Giambra, Matrix Service Company; Rob Rainbolt, Burns and McDonnell; Ron Reynolds, Yates Construction; Travis Oates, ATC; and Victor Galotti, Georgia Pacific. Finally, we would like to acknowledge the insight provided by the following individuals, who participated in our EPC structured interviews: Linda Figg, FIGG Engineering Group; Ellen Belknap, SMRT; Steve Wiley, Robins & Morton; and Dave MacNeel, Baker Concrete Construction.
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Journal of Construction Engineering and Management
Volume 142 • Issue 2 • February 2016
Copyright
© 2015 American Society of Civil Engineers.
History
Received: Mar 10, 2015
Accepted: Jul 20, 2015
Published online: Sep 17, 2015
Published in print: Feb 1, 2016
Discussion open until: Feb 17, 2016
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