Providing clear definitions of the roles and responsibilities of various levels of site management can contribute to more effective team functioning and the implementation of Lean Construction methods. Scrum defines specific roles, responsibilities, and accountabilities, and this article examines how such clarity can be applied to onsite management teams.

In the 2020 Last Planner System Benchmark, Ballard and Tommelein (2021, p. 54) ask if more definitive specification of the managerial roles above the crew level Last Planners would assist more effective implementation of LPS.

🔧 Construction Scrum Master (CSM)

The Scrum Master role is the key facilitator of production in construction. They are accountable for the team's effectiveness and in construction this can be specifically measured by PPC. The critical roles can be listed as:

• Coaching the supervisors and construction crew leaders in self-management and engaging cross-functionally at crew level
• Assisting the team define high-value releases of work that progresses the project towards the product goal
• Facilitating and encouraging the identification of constraints / impediments to the team's progress as early as possible (includes procurement, resource, equipment, design lookaheads). Owning the removal of these constraints / impediments
• Ensuring all weekly events take place, whether Scrum framework, LPS, or Takt; must have daily huddles, weekly planning sessions to lookahead, identify constraints, make tasks ready, agree weekly work plan, generate PPC and reasons for non-completion of tasks to promote new learning

📋 Construction Product Owner (CPO)

It is important to remember the distinction between Product Owner and Project Manager. The construction PM role addresses many aspects of management, and we propose it additionally uses some aspects of the Scrum Product Owner responsibilities to better 'serve' the Scrum Master and Developers.

Key Responsibilities:

• Developing and communicating the Product Goal – value to be delivered, scope, schedule, budget, stakeholder management
• Creating the Product Roadmap and Product Backlog items – project phases, execution strategy, sequencing
• Sequencing the backlog before handing off to the CSM and Developers for refinement and execution
• Ensure clarity around the backlog items so the value required is understood by everyone

👷 Construction Developer (CD)

The Developers consist of the construction supervisor, design team members, quality inspectors, safety auditors, and crew supervisors. These are the Last Planners who are at the point of work planning and execution and deliver the real value on projects.

Core Accountabilities:

• Collaborating on building a Sprint Backlog, effectively make-ready planning and commitment planning in LPS and Process Planning as in Takt
• Ensuring quality completions by agreement on Definition of Done
• Reviewing and adapting daily at the Huddle to ensure focus on the Sprint Goal
• Expecting high standards and accountability from others on the Team

Implementation Benefits

The article demonstrates the critical role of the CSM in ensuring a flow of ready works is available for weekly execution. This differs from the ad-hoc current state of PM's and team member's planning processes and specifically addresses a gap in current LPS and Takt execution. The value add of the new role brings clarity and definition to all management teams responsibilities relating to site production planning and control.

Companies should develop and codify the role of the CSM allowing a pathway of career progression towards more effective CPOs.

References & Further Reading

For more information, visit: https://www.iglc.net/Papers/Details/2295

1. Ballard, G. and Tommelein, I. (2021) 2020 'Current Process Benchmark for the Last Planner System of Project Planning and Control'. Lean Construction Journal, p.53-155.

2. Poudel, R., Garcia de Soto, B. and Martinez, E. (2020) 'Last planner system and scrum: comparative analysis and suggestions for adjustments.' Frontiers of Engineering Management, Vol. 7, pp. 359-372.

3. Power, W., Sinnott, D. and Lynch, P. (2021) 'Evaluating the efficacy of a dedicated last planner system facilitator to enhance construction productivity.' Construction Economics and Building, Vol. 21, No.3, p.142-158.

4. Thomassen, Mikkel., Sander, Dag., Barnes, Kristine. and Nielsen, Anni. (2003) 'Experience and results from implementing lean construction in a large Danish contracting firm'. Proceedings of 11th Annual Conference on Lean Construction.