Abstract:

After the adaptation of the Last Planner System (LPS) model to the Moroccan construction projects, the researchers tried to control project objectives automatically all along the project. For that, they linked the weekly work plan and the master schedule, and create metrics like Project Progress combined with the Percent Plan Complete average up to the week “t” (PPt and PPCt) (Habchi el al. 2018)[1]. The authors managed to determine, in every week “t”, the project status in term of production and productivity. Those indicators are combined to give the project manager a lot of information about the whole project’s behavior, helping him make his decision-making more effective. However, if we plan to implement this adaptation for a project already in progress, the determination of PPt and PPCt becomes impossible, because those metrics refer to the whole project history. This paper aims to find an alternative to replace the metrics below in the case of a late LPS implementation in an ongoing project. Using an exploratory research methodology, the authors analyzed technical analysis conducted in the “financial market” field, and tried to make a similitude between the project control and the financial market to determine a project trend for Moroccan construction project.