Effects of Last Planner System Practices on Social Networks and the Performance of Construction Projects

Abstract

Management practices of lean production within the last planner system (LPS) have enabled significant improvements in projectperformance worldwide. These improvements are, in part, attributed to practices that strengthen social networks within projects and enhanceeffective communication. However, the relationships by which LPS management practices and organizational characteristics impact projectperformance are not well known and require in-depth investigation. To obtain a better understanding of these relationships, analyzed datawas collected from nine construction projects from two Chilean construction companies. Correlation analysis was applied to the degree ofimplementation of LPS practices, social networks metrics, and key performance indicators (KPIs). Significant relationships were foundamong these three variables. It was also found that a high implementation level of LPS practices is usually related to improved projectperformance, although it is not always associated with improved network metrics. The results provide insights into project performancerelationships with the organization and LPS practices that should lead to improve the managerial decision-making process regarding organizationaland management practices for better project performance. The role of social network properties on project performance requiresfurther research because optimal metrics have not been established yet. DOI: 10.1061/(ASCE)CO.1943-7862.0001443. © 2017 American Society of Civil Engineers.