PLANNING CONSIDERATIONS<\/strong><\/p>\n This is the eleventh posting regarding labor\/labour productivity<\/strong> and disruption.\u00a0 This contribution provides managerial considerations or issues regarding the impact of overtime on labor productivity<\/strong>.\u00a0 The Subject Series<\/a><\/strong> can be viewed here.<\/p>\n Two key points:<\/p>\n Project planning<\/strong> is one of the major challenges for program and project management teams.\u00a0 Past posts have discussed many aspects of project planning.\u00a0 The series<\/a> regarding Project Management Challenges<\/strong> is here.\u00a0 Part 5 of this series is particularly relevant or germane to the discussion regarding the impact of overtime on labor productivity<\/strong> in this post.<\/p>\n The impact of overtime on labor productivity<\/strong> is a relevant and serious consideration in many aspects of program and project management.\u00a0 Understanding the impact on labor\/labour productivity and cost due to overtime is an essential skill related to both planning and forensic analyses.\u00a0 Remember, the impact on productivity applies to all hours worked, not just the hours associated with premium time costs.\u00a0 Hence, often the productivity impact<\/strong> is more costly than the premium time compensation component of the payroll costs.<\/p>\n Perhaps more importantly the impact on the schedule duration must consider the planned and forecasted progress using the proper productivity.\u00a0 As overtime is introduced, progress may well be impacted.\u00a0 The time impact of more work hours per week is mitigated or offset by the lowered productivity.<\/p>\n The impact of overtime on labor\/labour productivity<\/strong> is not limited to construction field labor.\u00a0 It presents in engineering, construction management, programming, consulting and other professional man-hours.<\/p>\n The following key references are provided and most are linked in the Reference Center<\/a>.<\/p>\n As previously discussed, Schwartzkopf cites various reasons for managers choosing to work overtime:<\/p>\n \u201cOvertime is worked on projects for several reasons.\u00a0 It can be worked on a sporadic or spot basis to handle unexpected problems or the finish time-critical work (such as concrete pours, getting ready for a concrete pour, and testing).\u00a0 It can also be used to produce more work in a given number of days through working more hours per day or more days per week.\u00a0 This may be necessary to overcome delays or because a project needs to be done in a less than optimum length of time for external reasons.\u00a0 Overtime is also worked on some projects as a way to attract additional workers because working overtime results in greater pay per week for the workers. [p21]\u201d<\/p><\/blockquote>\n The planning baseline is influenced by many execution considerations.\u00a0 Some simple or obvious factors include:<\/p>\n The references above are sources of information regarding techniques and factors that can assist in the planning and replanning process.<\/p>\n Regardless of the reason for using overtime (less than the optimum productivity work schedule or work week), the impact on planning is very important.\u00a0 For example, a large greenfield or grassroots project will often have infrastructure (including construction support such as camps or lodging and local transportation) in the project scope of work.\u00a0 The design (including capacity) of this infrastructure may be influenced by the size of the field labor force.\u00a0 Since the size of the field labor force is influenced by the baseline productivity and planned project duration, the planned work schedule or work week is an important consideration.<\/p>\n Once the planned work schedule or work week is established and reflected in the Project Management Plan<\/strong>, departures from this baseline can have widespread impacts.\u00a0 For example, negative<\/strong> productivity impacts<\/strong> due to working additional hours per week may require added field labor workers.\u00a0 The additional staff may strain the limits of the project\u2019s infrastructure.<\/p>\n Again, the references above are sources of information regarding techniques and factors that can assist in the planning and replanning process.<\/p>\n Project professionals should approach the issue of project planning<\/strong> with consideration for labor\/labour productivity<\/strong> and with all other factors in an integrated manner.\u00a0 Labor productivity must be integrated with other related aspects of program and project execution planning or forensic analysis.\u00a0 In planning for these practices, consideration must be given to progress planning, labor\/labour crew requirements, progress impacts and professional forecasts.\u00a0 The managerial approach should include methods and Key Performance Indicators (KPI<\/strong>\u2019<\/strong>s)<\/strong> that provide the feedback needed to detect and identify variances from the Project<\/strong> Management Plan baseline<\/strong>.<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/strong> <\/a>is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a><\/strong> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/strong><\/a> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/a><\/em><\/strong>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n PLANNING CONSIDERATIONS This is the eleventh posting regarding labor\/labour productivity and disruption.\u00a0 This contribution provides managerial considerations or issues regarding the impact of overtime on labor productivity.\u00a0 The Subject Series can be viewed here. Two key points: \u201cThe project plan is needed as a baseline to calculate the expected cost and time performance (cost estimate […]<\/p>\n","protected":false},"author":2,"featured_media":1066,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[9,49,16,3,8],"tags":[162,161,52,80,72,127,183,112,126,182,105,64,128,258,111,181],"jetpack_featured_media_url":"http:\/\/projectprofessionals.org\/wp-content\/uploads\/2011\/10\/MP900321209.jpg","_links":{"self":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1065"}],"collection":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/comments?post=1065"}],"version-history":[{"count":2,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1065\/revisions"}],"predecessor-version":[{"id":1068,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1065\/revisions\/1068"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media\/1066"}],"wp:attachment":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media?parent=1065"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/categories?post=1065"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/tags?post=1065"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
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