Hi @ALL,
After putting together and facilitating at least fifteen schedule development collaborative workshops in the last fifteen years, I have decided to share my experience through this short article. The subject should elicit interest from the management communities, most particularly those in project management because of its significance. Developing the project schedule has to start somewhere and it has to start properly. One cannot just pull activities together to plan and schedule. It is not as simple as that.
Design-based memorandum (DBM) is the stage when project execution and supporting documents are not yet fully complete for final sanction and approval (see Appendix Section 14.0, Figure 4). A DBM schedule is down to the discipline level of details. The project manager and/or the project controls manager shall decide how to reflect the Level 2 activities.
In many cases, the DBM schedule has an engineering phase that is at or almost at the EDS stage. If this is the case, the DBM schedule shall be resource-loaded with frozen estimated quantities for the particular stage. The level of details of all the phases should be more or less about the same. This is particularly important if the project plans to subject the schedule to risk analysis.
There are two major collaborative choices in developing the DBM schedule. The preferred option is a face-to-face workshop. An alternative method is a remote (virtual) collaborative workshop. Each one has advantages and disadvantages over the other. We will discuss some of them in the succeeding sections.
Rufran (032815)
Thedynamicbehaviourofastructureiscloselyrelatedtoitsnaturalfrequenciesand
correspondingmodeshapes. Awellknownphenomenonisthatwhenastructureissubjectedto
asinusoidalforceandtheforcingfrequencyapproachesoneofthenaturalfrequenciesofthe
structure,theresponseofthestructurewillbecomedynamicallyamplifiedi.e.resonanceoccurs.
Naturalfrequenciesandtheircorrespondingmodeshapesarerelateddirectlytothestructure’s
massandstiffnessdistribution(foranundampedsystem).
Aneigenvalueproblemallowsthecalculationofthe(undamped)naturalfrequenciesandmode
shapesofastructure. Aconcerninthedesignofstructuressubjecttodynamicloadingistoavoid
orcopewiththeeffectsofresonance.
Anotherimportantaspectofaneigenvaluesolutionisinitsmathematicalsignificance-thatis,it
formsthebasisofthetechniqueofmodesuperposition(aneffectivesolutionstrategytodecouple
acoupleddynamicmatrixequationsystem). Themodeshapematrixisusedasatransformation
matrixtoconverttheproblemfromaphysicalcoordinatesystemtoageneralizedcoordinate
system( modes pace).
In general for an FE model, there can be any number of natural frequencies and corresponding
mode shapes. In practice only a few of the lowest frequencies and mode shapes may be required.
Para usufruir de uma mente tranquila, você e sua família precisam estar protegidas. As fechaduras digitais Yale cuidam de tudo isso para que você possa desfrutar da sua vida sem preocupações.
This video includes modeling of truss, analysis of truss, verification of theoretical method (Method of joint and Method of Section).
Truss Analysis (Example 3.2) From Structural Analysis by R.C Hibbeler
CivilMDC.com is an Online learning platform, offers educational training courses in the fields of Designing, software, technology and creative skills. The company, through its instructional video tutorials, offers courses in the areas of CAD, design, Analysis,Civil Engineering education, Planning and many more e-learning courses.
For the downloading of book...
Structural Analysis, 9th Ed By Russell C. Hibbeler
http://civilmdc.com/index.php/Home/single_post/35/1
If you face any difficulty...... Feel free to contact.
Contact Details
www.civilmdc.com
Professional Trainers
Email ID: civilmdcgroup@gmail.com
Post-traumatic stress disoder (PTSD) is a condition that develops after s person witnesses or becomes involved in a serious trauma such as a life-threatening assault or natural disaster.
Read here: https://www.findatherapist.com/blog/ptsd-understanding-the-nightmare-of-the-trauma/
Thedynamicbehaviourofastructureiscloselyrelatedtoitsnaturalfrequenciesand
correspondingmodeshapes. Awellknownphenomenonisthatwhenastructureissubjectedto
asinusoidalforceandtheforcingfrequencyapproachesoneofthenaturalfrequenciesofthe
structure,theresponseofthestructurewillbecomedynamicallyamplifiedi.e.resonanceoccurs.
Naturalfrequenciesandtheircorrespondingmodeshapesarerelateddirectlytothestructure’s
massandstiffnessdistribution(foranundampedsystem).
Aneigenvalueproblemallowsthecalculationofthe(undamped)naturalfrequenciesandmode
shapesofastructure. Aconcerninthedesignofstructuressubjecttodynamicloadingistoavoid
orcopewiththeeffectsofresonance.
Anotherimportantaspectofaneigenvaluesolutionisinitsmathematicalsignificance-thatis,it
formsthebasisofthetechniqueofmodesuperposition(aneffectivesolutionstrategytodecouple
acoupleddynamicmatrixequationsystem). Themodeshapematrixisusedasatransformation
matrixtoconverttheproblemfromaphysicalcoordinatesystemtoageneralizedcoordinate
system( modes pace).
In general for an FE model, there can be any number of natural frequencies and corresponding
mode shapes. In practice only a few of the lowest frequencies and mode shapes may be required.
Para usufruir de uma mente tranquila, você e sua família precisam estar protegidas. As fechaduras digitais Yale cuidam de tudo isso para que você possa desfrutar da sua vida sem preocupações.
This video includes modeling of truss, analysis of truss, verification of theoretical method (Method of joint and Method of Section).
Truss Analysis (Example 3.2) From Structural Analysis by R.C Hibbeler
CivilMDC.com is an Online learning platform, offers educational training courses in the fields of Designing, software, technology and creative skills. The company, through its instructional video tutorials, offers courses in the areas of CAD, design, Analysis,Civil Engineering education, Planning and many more e-learning courses.
For the downloading of book...
Structural Analysis, 9th Ed By Russell C. Hibbeler
http://civilmdc.com/index.php/Home/single_post/35/1
If you face any difficulty...... Feel free to contact.
Contact Details
www.civilmdc.com
Professional Trainers
Email ID: civilmdcgroup@gmail.com
Post-traumatic stress disoder (PTSD) is a condition that develops after s person witnesses or becomes involved in a serious trauma such as a life-threatening assault or natural disaster.
Read here: https://www.findatherapist.com/blog/ptsd-understanding-the-nightmare-of-the-trauma/
Instructional booklet on easy and effective Powerpoint designYeonKyung Lee
- Time: 2013
- Organization: College(undergraduate)
- Class: Intro to Technical Communication
- Project description: This is an instructional booklet of easy and effective design using Microsoft PowerPoint for powerful presentation. It is made in undergraduate technical communication course.
Scope Of Work in Engineering economy
The scope of work (SOW) is the most important stage of the discovery process because it lays out the foundation for the future of the project. The SOW should contain milestones, deadlines, deliverables, and expectations. If a scope of work is not clear and detailed the likelihood of failure or miscommunication with the client increases. The SOW provides the necessary direction for the project.
4. Proper planning of a software project unless the project is trivia.pdfeyevisioncare1
4. Proper planning of a software project unless the project is trivial in size, is obviously
important for a software project to succeed. What information must be included in software
project planning document? Explain in a paragraph or two (15pt.) 5. Risk management is one of
CMMI KPA (Key Process Area). Explain its concept in a paragraph or two (10pt.)
Solution
Typically many of the project\'s key stakeholders, that is those affected by both the project and
the project\'s end result, do not fully understand the nature of the project plan. Since one of the
most important and difficult aspects of project management is getting commitment and buying,
the first step is to explain the planning process and the project plan to all key stakeholders. It is
essential for them to understand the importance of this set of documents and to be familiar with
its content, since they will be asked to review and approve the documents that pertain to them.
Components of the Project Plan Include:
Baselines. Baselines are sometimes called performance measures, because the performance of
the entire project is measured against them. They are the project\'s three approved starting points
and include the scope, schedule, and cost baselines. These provide the \'stakes in the ground.\'
That is, they are used to determine whether or not the project is on track, during the execution of
the project.
Baseline management plans. These plans include documentation on how variances to the
baselines will be handled throughout the project. Each project baseline will need to be reviewed
and managed. A result of this process may include the need to do additional planning, with the
possibility that the baseline(s) will change. Project management plans document what the project
team will do when variances to the baselines occur, including what process will be followed,
who will be notified, how the changes will be funded, etc.
Other work products from the planning process. These include a risk management plan, a quality
plan, a procurement plan, a staffing plan, and a communications plan.
Step 2: Define roles and responsibilities. Not all key stakeholders will review all documents, so it
is necessary to determine who on the project needs to approve which parts of the plan. Some of
the key players are:
Step 3: Hold a kickoff meeting. The kickoff meeting is an effective way to bring stakeholders
together to discuss the project. It is an effective way to initiate the planning process. It can be
used to start building trust among the team members and ensure that everyone\'s idea are taken
into account. Kickoff meetings also demonstrate commitment from the sponsor for the project.
Here are some of the topics that might be included in a kickoff meeting:
Step 4: Develop a Scope Statement. The Scope Statement is arguably the most important
document in the project plan. It\'s the foundation for the rest of the project. It describes the
project and is used to get common agreement among the sta.
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
The simplified project management process it-toolkitsIT-Toolkits.org
One of the challenges of explaining project management to people who are unfamiliar with the approach, is that descriptions are often either so high-level as to be meaningless, or so detailed that they are overwhelming. Over the years, I have come to use a model as a framework for introducing and discussing project management tools and techniques. It can be used as the basis for a five-minute explanation of what is involved in project management, but also as an outline for more detailed discussions. (The actual model can be found on the Key Consulting website under free templates and info.)
POM 3 JUNE 2022 PROJECT MANAGEMENT QUESTION.pdfAlison Tutors
This document has questions on Project management asked in the paper 3 June 2022
The paper tested on the following concepts :
-steps involved in creating a feasibility study
-definition of project manager and project management
-responsibilities of a project manager
-project management methodology
-Work Breakdown Structure
-Net Present Value
Similar to 032815 DBM Schedule Development Workshop (20)
An issue in uploading the manuscript to Kindle Select as .docx when tables used as formatting guide end up with their table lines showing instead of remaining invisible.
Status: Waiting for solution
Risk-based Planning and Scheduling, a short course presentation originally prepared for the Bachelor of Science Construction Project Management class, School of Construction, Southern Alberta Institute of Technology, Calgary, Alberta on October 11, 2016.
About the Author/Speaker:
Rufran C. Frago, P. Eng., PMP®, CCP, PMI-RMP®, Author
Senior Planning Specialist, Suncor Energy Inc.
President/Managing Director, RBM&S Inc.
Owner Administrator, E-Touch Up
Wide-range of expertise & specialization in the Manufacturing, Petrochemical, Oleo-chemicals, Oil and Gas, Education & Training Industries for more than 40 years in various roles and capacities. Exposure: Asia, Africa, Middle East and North America.
His expertise includes: Primavera Database Administration, Programs and Project Planning & Scheduling, Qualitative/Quantitative Risk Management, Problem Solving, Project Management, Cost Engineering, Project Control, Construction Management/Coordination, Project Review & Implementation Audit, Estimating, Engineering & Design, Fab/Mod Management, Preventive & Predictive Reliability-Based Maintenance, Operation, Material Selection, Warehousing, EH&S, and Training.
Decision Making and Risk
As can be gleaned from the above predicaments, each conscious action or inaction represents a decision, a decision to do or not to do something. Always remember this:
Doing nothing is also a decision. It is a decision that sits on your head. “Status quo” is also a decision. No escaping around it!
Another interesting aspect of risks are the near miss stories like those from the 9-11 survivors. They are very mysterious in a big way, forcing us to draw deeper into our inner self, even from our subconscious.
A rare cigarette break to a routine schedule brought one outside the twin tower, a sudden errand caused one to be late, a booking typo messed up a passenger’s flight, and other unusual circumstances have removed one from the epicenter of 9-11 disasters (Park, M., 2011.Small Choices, saved lives) into safety.
Small Decisions, Big Consequence?
The small choices they made were practically insignificant decisions yet the impact is life itself. What is greater than avoiding a threat to one’s very existence? No money can equal survival!
For some divine providence, those tiny decision fibers in the cosmic make-up of the larger risk-system network have saved numerous lives.
Miniscule as they are, they have the power to shape a person and a whole community’s future. It is truly uncanny and magical!
1) Solution to Deltek Acumen Fuse import issue resulting in incorrect translation of original and remaining durations.
2) When imported durations come in incorrectly, all the metrics using duration as a variable will come out wrong.
3) We will troubleshoot and resolve this problem in this article.
Rufran (043015)
@ALL,
Developing a schedule needs to be approached with success in mind. Dividing the project or portfolio into smaller manageable pieces, or sub-projects is a good principle, a strategy acceptable and recommended in various industries. However, as the number grow, the quality, integration, and alignment challenge becomes the next hurdle. Key dates are usually not supporting each other. The schedule is seldom properly integrated, ending up with critical probability disconnects in its vertical and horizontal relationships.
Upon closer inspection, the baseline deterministic schedule has different, wide, and varying range of certainties, most concerning in large portfolios with many projects depending on each other. It is for this reason that the project have to address this disconnect and come up with what can be a middle ground i.e. an achievable P50 Risk-based baseline using Schedule Quantitative Risk Analysis.
We use three-point estimate method to demonstrate the generation of the P50 risk-based schedule baseline. This article also shows that any project is capable of generating other risk-based schedule baselines such as P40, or P70. The project that is able to develop a high quality, integrated, and aligned schedules, set itself for success. Part of the alignment process suggested is the use of P50 dates across the project portfolio to enhance achievability.
Rufran
Hi @ALL,
Disclaimer:
The names, events, locations, and circumstances in this write up are fictitious & any resemblance to real persons living or dead, events, locations, and circumstances is purely coincidental. The mock up situation considered is something that could happen in real life and can be a source of learning for anyone interested in root cause analysis using the Fault Tree Analysis technique.
Using Root Cause Analysis, we will investigate together the given life-like accident involving truck road rollover reportedly caused by one of the vehicle main part failure and build a Fault Tree Analysis (FTA) chart to prove the report. We will briefly collate/discuss accident data, details collection, casual factors charting, and provide two or more recommendations to prevent such accident from re-occurring.
Cheers,
Rufran
Hi @All,
This is a 30 minute introductory presentation of FMEA according to my personal professional view. I have chosen only those references that aligns with what I think best describe this analytical method.
FMEA is a technique developed by military reliability engineers between 1940 2) to 1950 using inductive reasoning (forward logic) single point of systematic failure analysis. FMEA helps to identify potential failure modes based on experience with similar products and processes - or based on common physics of failure logic. Effects Analysis refers to studying the consequences of those failures on different system. FMEA is an examination of all possible failures.
Cheers,
Rufran (091914)
Hi @ALL,
This article offers a solution to Deltek Acumen Fuse import
issue whereby the schedule from Primavera is imported into the tool but results in incorrect translation of P6 original and remaining durations.
When imported durations come in incorrectly, all the metrics using duration as a variable will come out wrong.
This will put into serious question the accuracy of all previous schedule quality reviews, seriously affecting the analyst reputation of providing valid findings.
Cheers,
Rufran
Abstract:
This case study is part of the University of Calgary course on Organizational Behavior. It shall inspect and assess the SLS Group current issues surrounding management’s apparent lack of engagement across the organization in Canada, employee’s skepticism about the leadership team’s ability to sustain market share, and the growing doubts as to whether they can grow the business internationally.
SLS is one of the leading engineering and construction groups in the world, a major player in the ownership of infrastructure headquartered in Montreal, Quebec. It has offices in over 40 countries worldwide.
Our mandate is to come up with a plan, design, and execution strategy on how to maintain SLS exceptionally high standards of environmental protection, health, safety, ethics, and regulatory compliance in addition to keeping its envied top competitive position in the world, and increasing revenues in a challenging and competitive global market.
Rufran C. Frago (BSME/BSManE)
P. Eng., PMP, CCP, PMI-RMP
Hi @ALL,
Copy-pasting the quantity distribution after using “Edit\Select All” failed as shown in Figure 1 (next page). The distribution is until January 2017 but the pasted data in Excel goes only until June 2016 (see Figure 2).
Application : Primavera
Version :P 6.7 SP4
Given:
The schedule is resource-loaded. All active resources are in place and were in the resource structure. All activity codes are in place and were in the code structure.
What can be the problem?
Rufran (072414)
Hi @ALL,
This Primavera Scheduling Tips and Tricks 02-14 tackles the following issues:
1) P6 issue concerning activity dates and/or duration failing to translate correctly into the corresponding resource assignment.
2) P6 issue concerning resources or commodities failing to distribute to the expected time duration reflected in each activity correctly. It brings the start date but not the finish date.
Comment/s are welcome.
Rufran (080814)
This is our UofC Business Class (Synergy) business audit of BlackBerry (formerly Research In Motion) to determine its viability for potential investors and employees. We want to find out whether BlackBerry presents a good opportunity or not.
A comprehensive investigation into the government’s impact, social trends, ethics, social responsibility, technology, marketing, stakeholders, and financial position was done.
At the end, an overall conclusions and recommendations were provided.
Rufran
A BMC 205 Business Management Course Case Study by Rufran C. Frago @ University of Calgary, Alberta, Canada. Given Situation: Potash Corporation is expecting labor shortage and plan to utilize an untapped labor pool that exists in Western Canada of First Nations
A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation.
RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
2. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 1
TABLE OF CONTENTS
PAGES
1.0 INTRODUCTION.....................................................................................................2
2.0 OBJECTIVES.............................................................................................................3
3.0 PARTICIPANTS.......................................................................................................3
4.0 RESPONSIBILITIES OF FACILITATORS.......................................................4
5.0 SUGGESTED FACILITATOR...............................................................................4
6.0 INFORMATION NEEDED BY FACILITATOR/S .........................................5
7.0 PRECAUTION ..........................................................................................................6
8.0 DEFINITION.............................................................................................................6
9.0 PROGRAM.................................................................................................................7
10.0 MATERIALS REQUIRED .................................................................................9
10.1 MATERIALS FOR FACE-TO-FACE COLLABORATION .......................9
10.2 MATERIALS FOR REMOTE COLLABORATION..................................11
11.0 FOOD....................................................................................................................11
11.1 FOOD (FACE-TO-FACE COLLABORATION)........................................11
11.2 FOOD (REMOTE COLLABORATION).....................................................12
12.0 SCHEDULE.........................................................................................................12
12.1 FACE-TO-FACE COLLABORATION SCHEDULE.................................12
12.2 REMOTE COLLABORATION SCHEDULE..............................................14
13.0 RULES OF ENGAGEMENT...........................................................................15
13.1 FACE-TO-FACE COLLABORATION RULES OF ENGAGEMENT...15
13.2 REMOTE COLLABORATION RULES OF ENGAGEMENT................15
14.0 PROCEDURE.....................................................................................................16
14.1 FACE-TO-FACE COLLABORATION PROCEDURE.............................16
14.2 REMOTE COLLABORATION PROCEDURE..........................................24
15.0 APPENDIX..........................................................................................................28
16.0 INDEX ..................................................................................................................34
3. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 2
1.0 INTRODUCTION
After putting together and facilitating at least fifteen schedule development
collaborative workshops in the last fifteen years, I have decided to share my
experience through this short article. The subject should elicit interest from the
management communities, most particularly those in project management because
of its significance. Developing the project schedule has to start somewhere and it
has to start properly. One cannot just pull activities together to plan and schedule. It
is not as simple as that.
Design-based memorandum (DBM) is the stage when project execution and
supporting documents are not yet fully complete for final sanction and approval
(see Appendix Section 15.0, Figure 4). A DBM schedule is down to the discipline
level of details. The project manager and/or the project controls manager shall
decide how to reflect the Level 2 activities.
In lot of cases, the DBM schedule has engineering phase at or almost at the
EDS stage. Engineering is the most matured phase during DBM as it is in the front
end. This is a reflection of the fact, that DBM and EDS overlaps. There are EDS efforts
started as soon as a particular engineering discipline captures his DBM data.
If this is the case, the DBM schedule shall be resource-loaded with frozen
estimated quantities for the particular stage. The level of details of all the phases
should be more or less about the same. This is particularly important if the project
plans to subject the schedule to risk analysis.
There are two major collaborative choices in developing the DBM schedule.
The preferred option is a face-to-face workshop. An alternative method is a remote
(virtual) collaborative workshop. Each one has advantages and disadvantages over
the other. We will discuss some of them in the succeeding sections.
4. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 3
2.0 OBJECTIVES
This write up shall explain the collaborative methodology of developing the
project schedule. We will attempt to describe, as well as demonstrate the preferred
inter-active approach to planning and scheduling where stakeholders have more
personal and effective face-to-face contacts.
The DBM schedule development collaborative workshop delves into the
review and validation of the project scope, overall strategy, key level 2 activities and
sequence, required documents, standards/procedures, participants’ combination
experience will then become the key source of information. This interactive
planning session results into a Level 2 DBM Schedule. The project shall not approve
the project DBM schedule without holding an acceptable collaborative development
workshop as described in the succeeding sections.
Through active interaction, the gathered group will assess the Level 2
schedule activities against the current goal posts and come up with the necessary
adjustment to the schedule in order to meet expectations. The other angle to
consider is to look at the sensibleness of the goal posts.
At the end of the session, the project team shall come up with an achievable
integrated DBM schedule. During the EDS stage, the DBM schedule will provide the
major basis of the Baseline Execution schedule.
3.0 PARTICIPANTS
Participants of the subject workshop are composed of all stakeholders
representing the major phases of the project; engineering, procurement, fabrication,
modularization, field construction, commissioning, start-up, and close out.
Participants include representatives from each of the engineering disciplines
(process, civil, architectural, structural, mechanical, piping, stress, electrical,
instrumentation, distributed control system, etc.), designated representatives from
5. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 4
engineering management, project management, integration management, project
risk management, fabrication, modularization, procurement, contracts, field
construction, prime contractors, commissioning, start-up, regulatory compliance,
environmental, health, safety, and other stakeholders, depending on their influence
and relevance.
The aforementioned list serves only as a guide but bear in mind that the more
complete the complements of schedule stakeholders are, the better. The lead
planner, project manager and/or the project controls manager responsible in
arranging the workshop shall make the call whom to involve. The stakeholder
participants’ combined experience is the basic source of information.
4.0 RESPONSIBILITIES OF FACILITATORS
4.1. Start the workshop on time.
4.2. Give all participants effective instructions.
4.3. Steer the participants so they can give the best inputs
4.4. Do not try to solve everything in the workshop.
4.5. List down the parking lot items or get someone to help him.
4.6. Give everyone an opportunity to participate.
4.7. Avoid dominating the engagement floor.
4.8. Give appreciation to active participants/disciplines.
4.9. Check for understanding.
4.10. Listen actively and complete the loop of communication.
5.0 SUGGESTED FACILITATOR
At least one designated planning subject matter expert will do. It is ideal if the
workshop will have two so they can work in tandem. One facilitator for every
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twenty participants is a good rule that we can use for the workshop to be more
effective and efficient.
The usual and more common facilitators are anyone of the following:
5.1 Lead Planner/Scheduler
5.2 Senior Planning Specialist
5.3 Senior Project Controls Specialist
5.4 Designated Planning and Scheduling Subject Matter Expert (SME)
5.5 Project Controls Lead or Project Controls Manager
5.6 Project Leader or Project Manager
6.0 INFORMATION NEEDED BY FACILITATOR/S
The facilitator needs the list of participants and other would be
attendees/observers. They should all be schedule stakeholders representing the
major phases of the project (EPFMC/C&SU), i.e. engineering, procurement,
fabrication, modularization, construction, commissioning, and start-up.
The list of driving goal posts is very important. These goal posts comprise
major critical milestones including the expected start of the project, project finish
dates, operational outage window, regulatory dates, key interface milestones,
turnover dates, and other salient dates that are driving the rest of the other Level 2
activities.
Facilitators have to read and familiarize with available working information
from DBM Project Execution Plan, DBM PC Management Plan, DBM Basis of
Schedule, PC Risk Management Plan, DBM Estimate, latest progress report, Project
Kick-off Presentation, preliminary Path of Construction (POC) and
Commissioning/Start-up documents.
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Knowledge of typical scheduling fragnets will be a big help during the
planning session. Standards and guidelines surrounding model reviews are essential
in being able to steer the engineers to the right direction. Such knowledge provides
an unwavering confidence that translates to good facilitation. Participants easily
recognize a faltering facilitator burdened by ignorance and inexperience. The
facilitator must avoid such situations using all the resources at his command.
Otherwise, some of the substance in the DBM participative planning session will be
lost.
7.0 PRECAUTION
The schedule should not pass the DBM checkpoint unless the engineering
resource-loaded schedule undergoes a series of interactive planning review
sessions. An integrated DBM schedule should be a mandatory project requirement
(Frago, Preliminary Project Execution Plan (Schedule & Cost), 2013).
The schedule developed during DBM is not the execution baseline. It is not
the schedule approved for execution. The DBM schedule is the initial or preliminary
schedule leading to the formulation of an integrated execution baseline schedule,
commonly tagged as the EDS schedule (Frago, Integrative Planning and Scheduling
Process, 2015).
8.0 DEFINITION
a) The term “blank paper wall timeline” in this document points to the
pre-printed Phase/Discipline versus calendar time rows/column
format a DBM face-to-face collaborative workshop uses as
medium/tool for interactive scheduling.
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b) Participant/discipline is any important, influential, and qualified
project stakeholder who represents a responsible group in the project.
They actively participate and provide essential planning and
scheduling inputs. The terms participants, disciplines,
participants/disciplines, discipline/participant, schedule stakeholders,
and stakeholder participants/disciplines are interchangeable in this
document.
c) Interactive planning, collaborative planning, collaborative planning,
participative planning, collaborative workshop, and schedule
development workshop are interchangeable terminology in this
document.
d) This write up is applicable to all projects developing the DBM schedule
regardless of project size and complexity.
e) The goal posts comprise major milestones including the expected start
of the project, project finish dates, turnover dates, and other salient
dates.
9.0 PROGRAM
Just like any collaboration, a special session like this requires a program or a
specific agenda. The agenda shall at least answer the following.
• Who are the participants?
• Who is/are the facilitator/s?
• What are required from the participants?
• What information the participants need?
• What is the framework of the workshop?
• What is the main objective of the workshop?
• What is the rule of engagement?
• What are the other expectations?
• What is the interaction timeline?
• What should the participants bring?
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• What are the pre-works to accomplish?
• What are the discussion items to avoid?
• What are the roles of these participants?
• What group does each participant represent?
• What is the deadline of DBM schedule submission?
• Why should the participants attend?
• Why is this collaboration session important?
• Where is the venue? (Provide map as needed)
• Where is the emergency exit and wash room?
• When is it?
• When is the submission of the pre-works?
• How should the participants prepare themselves?
• How should the participants accomplish pre-work?
• How should the facilitator resolve conflicts and indecisions?
The designated facilitators should try to formulate other relevant questions
that can help solidify the participant’s understanding of what is required. The more
they understand the upcoming proceedings, the better the chances of success. The
higher the quality of the DBM schedule and the more robust the foundation of the
EDS schedule.
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Typical Agenda:
DATE : December 8, 2015
Venue: Conference Room 1, Carriage Inn, Calgary, Alberta
TIME ACTIVITY DESCRIPTION RESPONSIBLE
6:00 AM - 7:00 AM Breakfast As per arrangement
7:00 AM - 7:05 AM Pass the agenda and the
attendance sheet.
Facilitator
7:05 AM - 7:15 AM Welcome the
Participants/Safety Moment
PC
Manager/Facilitator
7:15 AM - 7:30 AM Round Table Introduction ALL
7:30 AM - 8:00 AM PPS Instruction/Guide
Summary
Facilitator
8:00 AM -11:30 AM Morning Session
(with one 10 minutes break)
ALL
11:30 AM -12:30 PM Lunch ALL
12:30 PM - 4:30 PM Afternoon Session
(with two 10 minutes break)
ALL
4:30 PM - 5:00 PM Recap/Summarize
(Day 1 PPS ends)
Facilitator
10.0 MATERIALS REQUIRED
10.1 MATERIALS FOR FACE-TO-FACE COLLABORATION
9.1.1. Prepare a pre-printed blank timeline on a paper at least 60”
wide, with length enough to accommodate the expected duration
of the project. If the project is expected to start in July 2015 and
end in June 2017, it is suggested to have -/+ 6 months
incorporated unto the timeline. It means that the wall timeline
shall reflect the January-June 2015 as well as the July-December
2017 windows of opportunities. The additional timeframes are
there to accommodate possible changes, making the ongoing
effort to develop a fit for purpose schedule possible. Fit-for-
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purpose schedule strategy is fundamental to a more effective
risk-based management approach. Note that project
management might also require the close out phase included in
the developed schedule. If such requirement exists, I recommend
adding another three to six months into the timeline for visual
clarity. If not added on the wall timeline, the project controls
manager must explain such that all schedule
stakeholders/participants understand what the close out period
is about and that it will be a part of the final developed DBM
schedule, and the subsequent EDS schedule development.
• The paper must have the row and column format shown in
Figure 1, Figure 2, and Figure 3. The row contains the list of
all pertinent stakeholder disciplines/participants for each of
the phase (EPFMC/C&SU). The columns define the time-
period that covers the entire project.
9.1.2. Additional materials to prepare:
• Fifteen pads different colors of stick-on/post-it note, two
each. There are 34 available colors of post-it notes.
• Two free standing white boards
• Two flip charts with refill (see Figure 8)
• Four boxes of whiteboard markers (see Figure 9)
• Two Elmer’s glue-sticks
• Three boxes of masking tape & scotch tape each (Figure 10)
• Three boxes of coloured push pins (Figure 6)
• Five pen corrector (see Figure 11)
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10.2 MATERIALS FOR REMOTE COLLABORATION
9.2.1. Common collaborative folder or shared folder
9.2.2. Tools and applications; e.g. Excel, Oracle Primavera P6 Project
Management, MS Projects, others
9.2.3. Blank table timeline (see Figure 7) generated from the available
tool; e.g. Excel
9.2.4. Video/Web-conferencing application; e.g. Citrix GoToMeeting,
Lync, Blackboard, Viber, Blackberry Video Chat/Messenger,
Skype, and several others
9.2.5. Participant’s active workstations, loaded with the necessary
application.
11.0 FOOD
11.1 FOOD (FACE-TO-FACE COLLABORATION)
The face-to-face schedule development workshop of a relatively large
complex project can take from one to three days (sometimes even more). It
is advisable to have food available on the same venue, as close to the
engagement room (breakfast, and lunch). Dinner is optional. This prevents
participants from straying off course due to distractions. Free-flowing
coffee, snacks, and hunger relieving food tidbits are excellent mental
sustenance while interaction is going on.
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11.2 FOOD (REMOTE COLLABORATION)
Not applicable unless a group is to gather in one web/video
conference room. The primary facilitator has to assign a remote facilitator. If
that happens, it will somehow defeat the portability of the remote option.
12.0 SCHEDULE
12.1 FACE-TO-FACE COLLABORATION SCHEDULE
The recommended workshop schedule should follow an unbroken
consecutive days of engagement. If the expected time to complete the
workshop is three days, then it means three consecutive days. Experience
dictates that Tuesday is the best first day to start when duration is less than
four days.
Although majority of participants are refreshed come Monday, a good
percentage of them are still recovering from the weekend activities. Monday
represents the start of the employee’s weekly productivity curve, the time
when he catches up with the requirements of the next few days. Friday on
the other hand, is the day when employees tend to slow down and get
distracted, looking forward to family affairs. Monday holds more promise in
terms of productivity compared to a Friday. In conclusion, it is wiser to
avoid Friday.
Do not expect that each day is an effective eight-hour day. Although,
the daily schedule is for eight, the effective collaborative engagement is
about five to six hours. Start at 7 AM if possible (might sometimes depend on
key participant/s). Avoid a 9 AM and later start. It is too late for the day.
Breakfast starts thirty minutes to one hour earlier. The ideal lunch is from
thirty to forty-five minutes only. Participants can bring their food to the
discussion table if they want to. Look at the following examples.
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• For two-day workshop:
Tuesday, Wednesday
7 AM to 11:30 AM, 12 PM to 4:30 PM
Optional breaks:
o Two 10 minutes breaks in the morning
o One 10 minutes break in the afternoon.
• For three-day workshop:
Tuesday, Wednesday, Thursday
7 AM to 11:30 AM, 12 PM to 4:30 PM
Optional breaks:
o Two 10 minutes breaks in the morning
o One 10 minutes break in the afternoon
• For four-day workshop:
Monday, Tuesday, Wednesday, Thursday
7 AM to 11:30 AM, 12 PM to 4:30 PM
Optional breaks:
o Two 10 minutes breaks in the morning
o One 10 minutes break in the afternoon
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12.2 REMOTE COLLABORATION SCHEDULE
The recommended remote workshop schedule should recognize the
differences in time between localities. As the time difference between
international location increases, the effective collaboration hours
diminishes. It can come to a situation where a remote workshop is no longer
practical and can become less attractive, burdensome, and uneconomical. It
can result to longer window but resulting in less engagement and
unacceptable results that cannot be resolved properly.
Let us say three of the twenty-five important participants are from
the engineering offices in Mumbai, India while the rest are in Calgary,
Alberta, Canada. The biggest challenge facing the organizers is the time
difference of almost twelve hours. Mumbai, India is ahead by ~12 hours.
When it is 7 AM in Calgary, Alberta, Canada, it is already 6:30 PM in Mumbai,
India (see Figure 5). In cases like this, depending upon the urgency of the
situation, it is advisable for the sponsoring company to bring the three
individuals to Calgary instead for a face-to-face collaboration workshop.
On the other hand, remote workshop becomes possible if the three
individuals are willing to work outside their normal work time provided it
does not violate any of the local labor code or in-house company rules. The
lesser number of affected participants there is, the greater the possibility of
holding a virtual session.
A more aligned working time of the participants provides a better
avenue for arranging a remote workshop.
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13.0 RULES OF ENGAGEMENT
13.1 FACE-TO-FACE COLLABORATION RULES OF ENGAGEMENT
• Pass the agenda and the attendance sheet.
• Start every session with what the sponsoring organization value most;
e.g. safety moment, recital of vision or mission, or a prayer for success.
• Start a short round table introduction (Name, Role/Designation,
Group/Department, Years of experience in the industry)
• Show emergency exit and washrooms.
• No texting allowed while in the engagement room. Respectfully step
out before texting.
• No phones allowed while in the engagement room. Respectfully step
out before texting.
• Abide by the workshop start and finish time.
• Participate actively and ask questions if in doubt.
13.2 REMOTE COLLABORATION RULES OF ENGAGEMENT
• Display the agenda on the virtual board.
• Everyone shall put the microphone to mute if not speaking.
• Start session with what the sponsoring organization value most; e.g.
safety moment, recital of vision or mission, or a prayer for success.
• Start a short round table introduction (Name, Role/Designation,
Group/Department, Years of experience in the industry)
• Raise electronic virtual hand to have the virtual floor and speak in a
clear voice.
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• Respect the facilitator and other participants by speaking only when
called to speak.
14.0 PROCEDURE
14.1 FACE-TO-FACE COLLABORATION PROCEDURE
13.1.1. Send the agenda and the invitation via e-mail to mark the e-
calendar as early as possible so everyone can plan and block
their calendars. An earlier invitation sets a higher expected
participation.
13.1.2. Send facilitation instructions at least two to three weeks ahead
of time.
13.1.3. Each participant shall block his calendar in accordance to the
face-to-face collaboration schedule.
13.1.4. Set the goal posts from beginning to end. Responsible: Project
Director, Project Manager, Engineering Manager/Director, PC
Manager, Lead Planner, Project Engineer, or whoever is
designated by the Project Manager. This action at the beginning
of the workshop will set the objectives and the boundaries.
13.1.5. The facilitator shall identify these milestones three to four weeks
before the collaborative workshop.
13.1.6. Inform all participants of the final working goal posts at least
two to three weeks before the planning session.
13.1.7. Each participant/discipline shall identify five to fifteen major
high-level activities. These are Level 2 activities where future
Level 3 activities rollup to. If the participant feels he should have
more than fifteen activities, he approaches the facilitator. The
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facilitator assesses the request on a case-to-case basis. Approval
will depend on merits.
13.1.8. The participants have to identify the forecast start and/or finish
dates of each activity they submit.
13.1.9. The participants have to understand the constraints,
assumptions, driving predecessor/s and successor/s of each
activity. They should be able to explain the logical sequence and
path of the activity chains where it lies.
13.1.10. Each of the participants is encouraged to discuss and interface
with the other disciplines/participants before the workshop.
13.1.11. If there are conflicts on dates or sequences affecting own
activities and/or activities of other disciplines, it is best to
resolve those issues between affected parties before the
workshop.
13.1.12. The participants shall submit their list of major Level 2 activities
to the facilitator at least five-days ahead of the scheduled
collaborative workshop by e-mail.
13.1.13. Each participant shall legibly write down his/her activities on
colored stick-on/post-it, size 3” X 3”, using a black marker. Use
one stick-on/post-it for each activity. The participant must
complete this in advanced of the workshop to expedite the
interactive session. Write down the activity attributes.
• Short Activity ID
• Short Activity Description
• Start and/or Finish Dates
• Duration (not mandatory at this time)
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Lead Planner will review durations individually with
disciplines after the workshop. If the information is
available, then it has to be part of the discussion.
13.1.14. Lead Planner will review durations individually with disciplines
after the workshop. If the information is available, then it has to
be part of the discussion.
13.1.15. Code Key*
PR=Process
CV=Civil
SS=Structural Steel
AR=Architectural
BG=Building
ME=Mechanical
MT=Mechanical Heat Tracing
PP=Piping
ST=Stress
EL=Electrical
ET=Electric Heat Tracing
IN=Instrumentation
CS=Control System
TE=Telecommunication
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Post-it Nomenclature
Sample Post-it (Process)
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Activity ID = PR04
Remaining Duration = 90 days
Activity Description = P&ID IFD
P&ID IFD = Piping & Instrumentation Diagram Issued for
Design
Predecessor = PR02
PR02 = Heat and Material Balance Process Flow Diagram
Successor = PP03
PP03 = Equipment Layout IFD
13.1.16. The participant/discipline shall observe the assigned color-
coding. Each participant will use a different stick-on/post-it
color. This arrangement serves as visual aid, so each discipline
activities are recognizable from the others even at a distance.
13.1.17. The actual color assignment depends on the availability of the
color stick-on. If there are not many colors available at the time
of the session, some participants can opt to use the same color.
Issue similar color every other discipline listed on the wall
timeline so the differentiations are still visible.
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Suggested participant-color distribution:
Major Milestones/Goal Posts = Yellow
Process=Orange
Civil=Violet
Structural=Light Violet
Mechanical=Red
Piping=Light Red
Electrical=Pink
Instrument=Green
Procurement=Light Green
OFT/Module=Blue
Construction=Light Yellow
Commissioning and Start up=Light Blue
Regulatory Compliance = Light Orange
Remaining participants can repeat existing colors
13.1.18. Participants shall bring their stick-on (post-it) to the workshop.
They are ready to stick it on the blank wall timeline anytime.
13.1.19. Review the facilitation instructions and rules of engagement
before starting the session on the actual date.
13.1.20. The Facilitator shall post the agreed-to goal posts (Major
Milestones) on the blank wall timeline to set the boundaries of
the plan/schedule.
13.1.21. Stakeholder participants representing Regulatory Compliance,
Project Management Governance, and EH&S can provide their
milestones as needed depending on how important they are in
the project schedule. These are most likely milestones pointing
to Priority 1 Regulatory Compliance Milestone of approvals,
Check Point Project Reviews, Environmental, Health and Safety
milestones and others.
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13.1.22. After posting the major milestones, following the Agenda for the
day, the facilitator will call all the engineering
disciplines/participants in the following order to install their
post-it activities on the wall timeline. The participant shall
explain what each activity is about and what are the reckoning
activities, goal posts, durations, and dates are.
Process
Civil
Structural
Architectural/Building
Mechanical
Mechanical Heat Tracing
Piping
Stress
Electrical
Electric Heat Tracing
Instrumentation
13.1.23. Each time a participant post an activity, the rest of the
participants should take the opportunity to raise concerns, make
corrections, ask questions, and make suggestions especially
activities affecting their own.
13.1.24. The latter can voice his concern when the posted activity will
affect his activity or activities directly. The facilitator gives the
affected participants to post their own activity or activities in
order to show why.
13.1.25. Call Commissioning and Start Up (C&SU) to the engagement
floor to provide their start and finish milestones if not yet part of
the goal posts. C&SU is welcome to add some high priority
System Turnover milestones if available.
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13.1.26. Call Construction representative (disciplines/participants) to
post their inputs. Ask them to comment on the viability of the
upstream engineering and downstream C&SU activities.
13.1.27. The facilitator shall review the active wall timeline and proceed
to review in cascade starting from the very first activity to the
left after construction had posted its inputs.
13.1.28. Facilitator can draw the clear relationship lines on the wall
timeline between activities as the discussion progresses.
13.1.29. On the last day, the facilitator gives all participants/disciplines
last chance to make minor changes (not big ones). It must be a
change that can be accommodated by the existing active wall
timeline.
13.1.30. After validating all inputs, corrections completed, suggestions
heard, the last parking lot and action plan items recorded, the
facilitator and the PC Manager declares the wall timeline frozen
and the engagement floor closed.
13.1.31. The facilitator with the help of the other group members shall
tape the all the post-it together against the paper wall timeline to
fix them in place, preventing them from being moved or
detaching. Use a transparent scotch tape for this activity.
13.1.32. After taping and securing all post it notes, the facilitator shall
take a high-resolution picture of the active wall timeline. The
minimum resolution shall not be lower than 2275 pixels X 1520
pixels or 3.5 megapixels.
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File Size Table ( (Urban75, 2012)
13.1.33. Load the pictures to the team’s common folder.
13.1.34. The Lead Planner/Scheduler will use the picture file as reference
in developing the final DBM Schedule using Oracle Primavera P6
Project Management or any other scheduling tool of choice.
13.1.35. The Lead Planner/Scheduler on an individual or group basis sets
follow-up reviews until the final DBM schedule approved.
14.2 REMOTE COLLABORATION PROCEDURE
13.2.1. Send the agenda and the invitation via e-mail to mark the e-
calendar as early as possible so everyone can plan and block
their calendars. An earlier invitation sets a higher expected
participation.
13.2.2. Send facilitation instructions at least two to three weeks ahead
of time.
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13.2.3. Each participant shall block his calendar in accordance to the
remote collaboration schedule.
13.2.4. Set the goal posts from beginning to end. Responsible: Project
Director, Project Manager, Engineering Manager/Director, PC
Manager, Lead Planner, Project Engineer, or whoever is
designated by the Project Manager. This action at the beginning
of the workshop will set the objectives and the boundaries.
13.2.5. The facilitator shall identify these milestones three to four weeks
before the collaborative workshop.
13.2.6. Inform all participants of the final working goal posts two to
three weeks before the remote interactive planning session.
13.2.7. The participants have to identify the forecast start and/or finish
dates of each activity they submit.
13.2.8. The participants have to understand the constraints,
assumptions, driving predecessor/s and successor/s of each
activity. They should be able to explain the logical sequence and
path of the activity chains where it lies.
13.2.9. Each of the participants is encouraged to discuss and interface
with the other disciplines/participants before the workshop.
13.2.10. If there are conflicts on dates or sequences affecting own
activities and/or activities of other disciplines, it is best to
resolve those issues between affected parties before the remote
workshop.
13.2.11. The participants shall input their list of major Level 2 activities
straight into the table timeline (see Figure 7), accessible in the
common folder. Estimated table timeline entry time should take
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no more than an hour for each participant. The participants can
start inputs as soon as they are ready.
13.2.12. If the common document is not available for entry because
someone is actively using it, send the form to the Facilitator and
he will make the entry in behalf of the participant.
13.2.13. Each participant/discipline shall identify five to fifteen major
high-level activities. These are Level 2 activities where future
Level 3 activities rollup to. If the participant feels he should have
more than fifteen activities, he shall e-mail/call the facilitator.
The facilitator assesses the request on a case-to-case basis.
Approval will depend on merits.
13.2.14. Never change the format of the form at any time. Only focus on
making the entry required. Do not delete someone else entry.
13.2.15. Use the blank field, at the correct column and correct row to
enter information. Participants can add rows if necessary.
13.2.16. Notify the facilitator upon completion of entries.
13.2.17. Complete all entries at least one week before the remote
interactive session. Write down the activity attributes.
• Short Activity ID
• Short Activity Description
• Start and/or Finish Dates
• Duration if available (not mandatory at this time)
13.2.18. If a group remote session is not possible for whatever reasons,
the facilitator will call the absent participants to complete the
collaborative process.
28. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 27
13.2.19. Collate all the activities and logically tie them together using a
scheduling tool like Primavera.
13.2.20. Send the PDF of the preliminary DBM schedule to the
participants/discipline to get the duration inputs and other
finishing attributes such as logical sequences, lags, and
constraints.
13.2.21. Participants will comment on the printed PDF and send
feedbacks to the facilitator.
13.2.22. Facilitator incorporates the instructions/comments and iterates
the schedule until acceptably refined for final project
management review.
29. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 28
15.0 APPENDIX
Figure 1 - Pre-printed Blank Wall Timeline
Figure 2 - Pre-printed Blank Wall Timeline
30. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 29
Figure 3 - Active Wall Timeline
Figure 4 - Design-base Memorandum (Frago, R., 2013)
31. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 30
Figure 5 – Time Zone Converter (World Clock, 2015)
Figure 6 – Push Pins
32. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 31
PROJECT AB SCHEDULE DEVELOPMENT
(Remote Workshop)
Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-16 Jan-17
Major
Milestones
30% Model
Review (A1)
30-Nov-15
1 Start Project
01-Jul-15
All Tier 1
RC
Approved
30-Sep-15
Finish Project
31-Jan-17
2
… 15
PROCESS P&ID IFD (A1)
20-Oct-15
LDT IFD (A1)
02-Nov-15
1 P&ID IFD
(P/R)
15-Sep-15
… 15
PIPING Last
Equipment
Layout IFD
01-Sep-15
1
… 15
MECHANICAL
Figure 7 – Active Excel Tabulated Timeline
33. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 32
Figure 8 – Flip Chart
Figure 9 – Whiteboard Markers
Figure 10 – Masking Tape/Scotch Tape
34. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 33
Figure 11 – Pen Corrector
35. D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 34
16.0 INDEX
activity attributes......................................17
Additional materials ................................10
additional timeframes................................9
agenda...............................................................7
blank field.....................................................26
Blank table timeline.................................11
Code Key........................................................18
collaborative choices..................................2
color distribution ......................................21
combination experience............................3
common document...................................26
conflicts on dates.......................................17
constraints....................................................17
Design-based memorandum...................2
differences in time....................................14
food..................................................................11
integrated execution schedule...............6
Interactive planning....................................7
Introduction....................................................2
list of participants........................................5
OBJECTIVE......................................................3
Participant/discipline................................7
Participants ....................................................3
pre-printed blank timeline......................9
Primavera..................................................... 27
printed PDF ................................................. 27
relationship lines...................................... 23
remote interactive.................................... 25
scheduling fragnets.....................................6
shared folder............................................... 11
stakeholders...................................................3
SUGGESTED FACILITATOR ................ 4, 5
TABLE OF CONTENTS ...............................1
wall timeline ..................................................6
working information..................................5
working time............................................... 14
workshop schedule.................................. 12