The historical origins of percent plan complete (PPC) began with the Department of Defense, with later focus by Glenn Ballard and the LPS (Last Planner System).
The U.S. Department of Defense (DoD) employed performance measurement techniques akin to Percent Plan Complete (PPC) well before its formalization in the Lean Construction Institute’s Last Planner System during the 1990s. While the term “Percent Plan Complete” may not have been explicitly used, the foundational concepts were embedded in earlier DoD project management practices.
Early DoD Performance Measurement Practices
-
Earned Value Management (EVM):
Initiated in the 1960s, EVM was a pivotal method for integrating scope, schedule, and cost parameters in DoD projects. It emphasized measuring work progress against a baseline plan, calculating metrics like Planned Value (PV), Earned Value (EV), and Actual Cost (AC). These metrics facilitated assessments of schedule and cost performance, inherently involving comparisons between planned and completed work. -
Cost/Schedule Control Systems Criteria (C/SCSC):
Established in 1967, C/SCSC provided a standardized approach for contractors to manage and report project performance. It mandated detailed planning and tracking of work packages, ensuring that the percentage of work completed could be quantitatively assessed against the plan. -
Construction Quality Management (CQM):
The U.S. Army Corps of Engineers and NAVFAC implemented CQM programs emphasizing the importance of planning and executing work as scheduled. These programs required contractors to develop and adhere to quality control plans, which included tracking the completion of planned activities.
NAVFAC’s Role in Performance Tracking
The Naval Facilities Engineering Systems Command (NAVFAC) has long been instrumental in managing military construction projects. NAVFAC’s Planning, Design, and Construction (PDC) Directorate oversees the delivery of facility and infrastructure solutions, ensuring projects are executed according to established plans and schedules.
While specific documentation detailing the use of PPC terminology within NAVFAC’s historical records is limited, the organization’s emphasis on meticulous planning and adherence to schedules aligns with the principles underlying PPC.
Conclusion
In summary, the DoD’s historical project management frameworks incorporated performance measurement techniques that paralleled the concepts of Percent Plan Complete. These methodologies focused on planning work, executing as scheduled, and measuring performance against the plan—core tenets of PPC. The formalization and popularization of PPC within the Lean Construction Institute’s Last Planner System built upon these foundational practices, tailoring them to the construction industry’s collaborative and continuous improvement needs.
