Trident faced a dual challenge: workfront limitations and the unforeseen disruption of the COVID-19 pandemic. Despite having a skilled workforce for crucial MEP (Mechanical, Electrical, and Plumbing) tasks, limited work areas hampered efficient manpower deployment. These tasks, including HVAC ducting, electrical conduit installation, and plumbing, needed to be completed before false ceiling work could begin. However, the process wasn't linear. After installing the false ceiling grid, MEP contractors were required to revisit the same areas to finalize their work. This repetitive movement of contractors created bottlenecks, and the pandemic added another layer of complexity.

This case study explores how we partnered with the Trident Group, and tackled these challenges through innovative manpower mobilization strategies, ensuring the project's successful completion despite the unprecedented circumstances.

Operational Targets:

• At the start of our engagement (15-Nov-19), Management desired to target move-in by 15-Feb-20, however, the rate of site execution and full kit status indicated 31-May-20 as the projected date for move-in
• A feasible but aggressive target was set for 30-Apr-20 and a management-level plan was created in Streamliner
  • 1^st Milestone: CC completion target 15-Feb-20 (Cycle time of 88 days)
  • 2^nd Milestone: Overall fixing/installation completion target 30-Apr-20 (Cycle time of 163 Days)

Challenges Faced in Project Execution:

1.      De-synchronization and Coordination Issues:

• With too many suppliers and contractors involved in MEP and interior finishing, spread across the entire site, work-front issues were rampant.
• Continuous coordination was needed for resources, materials, workfronts, and designs, leading to inefficiencies.

2.      Lack of Milestone Alignment: Major partners and contractors had no milestone alignment, meaning delays had no monetary consequences for them.

3.     Challenges Due to COVID-19 and NGT Ban: Unusual and unavoidable challenges arose due to the COVID-19 pandemic and National Green Tribunal (NGT)bans.

4.      Insufficient Manpower Mobilization: Manpower mobilization was only at 60% of the required level, including all contractors and vendors.

5.      Pending Orders:

• A total of 54 orders were pending, including 10 major ones.
• The throughput performance was one order per week, indicating a lack of feasibility to complete all works within the stipulated time.

Implemented Solutions:

1. Focus-&-Finish plan

• The site was divided into three major areas by floor: Ground & First Floor, Second & Third Floor, and Stilt & Basement.
• Focus was shifted from individual tasks to larger work batches.
• Instead of spreading resources thinly across the building, work was completed floor by floor.
• All MEP and interior decoration contractors were onboarded sequentially based on the work phases outlined.
• Dedicated floor managers were assigned for focused coordination.

2. Full-Kit System:‍

• Ensured all required designs and materials were available upfront to provide uninterrupted work for contractors.
• Collaboration with Trident group, the architect, the interior decorator, and the PMC to ensure comprehensive preparation.

3. Time-Bound Work Schedules:

• Created specific schedules for all contractors to adhere to, ensuring timely completion of each phase
• Agreements were made with contractors to mobilize manpower according to the planned schedule.

Results and Outcomes:

• Increase In Throughput: Synchronized execution plan, front maximization, and site execution optimization led to an increase in throughput even after the NGT ban and COVID-19 impact
• Improved Cash Flows: Contractors' cash flows improved due to better work front management, leading to the required execution rate in line with the project's critical milestone requirements.
• Project Completion On-time: Despite initial challenges, the project was completed within the planned timeframe.‍
• Critical Milestone Achieved: The crucial CC milestone was achieved on February 15, 2020.‍
• Effective Resource Management: Approximately 90% of major finishing orders were closed by March 15, 2020, the project was completed within the planned timeframe despite initial challenges and manpower strategies ensured sufficient resources were available throughout the project

Key Takeaways:

• Adapt and overcome
• Proactive problem-solving
• Efficient manpower mobilization

The combined effect of these strategies was undeniable. The project was completed on time, a remarkable feat considering the initial hurdles. Throughput significantly increased as work areas became available and procurement improved, demonstrating Realization Technologies’ unwavering commitment to delivering complex projects on schedule and within budget.