Project Strategic Planning: A Prerequisite to Lean Construction

Tom Crow1 & Peter Barda2

1Dr. Tom Crow BE, MBuil is an adjunct professor in the School of Civil and Environmental Engineering at UNSW, Kensington NSW Australia, [email protected]. Mobile 61 417 427 607
2Peter Barda LLB is a partner in Crobar. PO Box 249 Cessnock, NSW Australia, [email protected]


Most of the research into lean construction practices has addressed tactical and operational issues that contribute to construction industry underperformance, however few researchers have attempted to identify the overriding strategic issues that create the productive environments that are necessary for lean practices to succeed. This paper describes a research project that has developed a framework for the creation of such environments, one that encourages the achievement of outstanding or excellent outcomes on capital works projects for end-users and clients including the creation of additional wealth. Twenty-eight completed projects that all project participants regarded as excellent were selected for the study. Then on the basis of in-depth interviews and analysis, those key issues within the client decision framework were identified that correlated with the achievement of the best outcomes. An analogy was developed between a road journey and project development phases/sequences resulting in a roadmap to project excellence, with turning points and drivers, which can be used to design project delivery strategies.


Project strategic planning, client involvement, project turning points, excellent project drivers



Crow, T. & Barda, P. 2004. Project Strategic Planning: A Prerequisite to Lean Construction, 12th Annual Conference of the International Group for Lean Construction , -.

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