The Last Planner Method: Construction Lessons for Any Industry
Construction projects are notorious for delays and cost overruns. Yet some consistently finish on time and budget. The difference? Last Planner methodology.
Why Construction Gets It Right
Construction projects are complex, unpredictable, and involve multiple stakeholders with competing priorities. Sound familiar? That's why Last Planner principles work across industries.
The method focuses on reliable promising—making commitments you can keep and keeping the commitments you make. It's about workflow reliability, not just schedule adherence.
The Three Planning Horizons
Master Schedule (Should)
The high-level plan showing major milestones and dependencies. This is your strategic view—what should happen when, based on current understanding.
In software development, this might be your product roadmap. In manufacturing, your production plan. The key is keeping it high-level and milestone-focused.
Look-Ahead Planning (Can)
4-6 week rolling window that identifies constraints and ensures work is ready to be done. This is where you remove obstacles before they become problems.
Ask: What needs to happen for next month's work to flow smoothly? Are resources available? Are prerequisites complete? Are decisions made?
Weekly Work Planning (Will)
Specific commitments for the coming week. Each team member promises what they will complete, based on their capacity and current constraints.
The magic happens in the commitment process. Teams don't just accept assignments—they promise deliverables they believe they can complete.
The Weekly Rhythm
Every week follows the same pattern:
- Review last week: What was completed? What wasn't? Why not?
- Plan next week: What will each person commit to completing?
- Identify constraints: What might prevent success? How can we remove obstacles?
- Make promises: Each person commits to specific, measurable deliverables
Measuring What Matters
Track two key metrics:
- Percent Plan Complete (PPC): What percentage of weekly commitments were completed?
- Reasons for Non-Completion: Why didn't completed work get done? What can we learn?
Good teams achieve 70-80% PPC consistently. Excellent teams hit 85%+. The goal isn't perfection—it's reliable workflow and continuous improvement.
Adapting to Your Industry
Software Development
- Master schedule = Product roadmap with major releases
- Look-ahead = Sprint planning and dependency management
- Weekly planning = Individual developer commitments within sprints
Manufacturing
- Master schedule = Production plan with major product runs
- Look-ahead = Material planning and equipment scheduling
- Weekly planning = Shift commitments and quality targets
Professional Services
- Master schedule = Client project timelines and deliverables
- Look-ahead = Resource allocation and client communication
- Weekly planning = Individual consultant commitments and client work
Common Implementation Mistakes
Avoid these pitfalls:
- Skipping constraint identification: Planning without removing obstacles leads to predictable failures
- Top-down assignments: Commitments must come from the people doing the work
- Ignoring reasons for non-completion: Learning happens when you understand why plans fail
- Perfectionism: 100% PPC isn't the goal—reliable workflow improvement is
Getting Started
Start small with one team or project:
- Establish weekly planning meetings (30-60 minutes)
- Have each person commit to 3-5 specific deliverables
- Track completion rates and reasons for non-completion
- Focus on removing constraints, not assigning blame
- Celebrate improved reliability, not just completed work
The Last Planner method works because it focuses on what people can control—their own commitments and the constraints that prevent success. It's simple, practical, and immediately applicable to any industry that values reliable delivery.
SAO Advisory Team
We help organisations implement proven methodologies like Last Planner across industries and operations.