The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
This document discusses types of construction delays and methods for analyzing delays on a construction project schedule. It defines excusable delays as those outside the contractor's control, and non-excusable delays as those within the contractor's control, such as late subcontractors. It also describes various schedule analysis methods from simple comparisons to more complex contemporaneous period analysis using windows, and notes their data requirements, effort/cost, and accuracy.
APM webinar hosted by the Greater Bay Area Branch on 21 June 2023.
Speakers: Dennis Wong and Anel Idriz
The Greater Area Bay Branch invited Dennis Wong and Anel Idriz to share their professional project management experience on this Webinar- “Delay Analysis from a technical and legal perspective” on 21 June 2023.
Dennis has a wide experience of various forms of commercial dispute resolution including mediation, arbitration, litigation, and adjudication. In particular, he specialises in resolving complex contractual and construction disputes. Anel's experience is diverse across the construction industry including private residential buildings, leisure, commercial office, large mixed‐use developments, hospitals, education, casinos, heavy civil engineering, highways, and railways.
The webinar targeted to price an Insight into delay analysis and provide a legal update on extension of time/ liquidate damages. The speakers has covered:
Introduction to Planning and Programming
The Role of a Programming and Delay Expert
Understanding Delay Analysis
Accepted Methods of Delay Analysis
Selecting a Method for the Analysis
What Records are important to be maintained for a robust Analysis
Latest cases on the extension of time / liquidated damages
https://youtu.be/l1ChOBpoLwk
https://www.apm.org.uk/news/delay-analysis-from-a-technical-and-legal-perspective-webinar/
Quantify Construction Damages related to Delay, disruption, and inefficienciesMichael Pink
Learn how to quantify damages related to delay, disruption and inefficiencies on Construction projects. Convert your delays and impacts into cost claims with this proven process.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
This document discusses types of construction delays and methods for analyzing delays on a construction project schedule. It defines excusable delays as those outside the contractor's control, and non-excusable delays as those within the contractor's control, such as late subcontractors. It also describes various schedule analysis methods from simple comparisons to more complex contemporaneous period analysis using windows, and notes their data requirements, effort/cost, and accuracy.
APM webinar hosted by the Greater Bay Area Branch on 21 June 2023.
Speakers: Dennis Wong and Anel Idriz
The Greater Area Bay Branch invited Dennis Wong and Anel Idriz to share their professional project management experience on this Webinar- “Delay Analysis from a technical and legal perspective” on 21 June 2023.
Dennis has a wide experience of various forms of commercial dispute resolution including mediation, arbitration, litigation, and adjudication. In particular, he specialises in resolving complex contractual and construction disputes. Anel's experience is diverse across the construction industry including private residential buildings, leisure, commercial office, large mixed‐use developments, hospitals, education, casinos, heavy civil engineering, highways, and railways.
The webinar targeted to price an Insight into delay analysis and provide a legal update on extension of time/ liquidate damages. The speakers has covered:
Introduction to Planning and Programming
The Role of a Programming and Delay Expert
Understanding Delay Analysis
Accepted Methods of Delay Analysis
Selecting a Method for the Analysis
What Records are important to be maintained for a robust Analysis
Latest cases on the extension of time / liquidated damages
https://youtu.be/l1ChOBpoLwk
https://www.apm.org.uk/news/delay-analysis-from-a-technical-and-legal-perspective-webinar/
Quantify Construction Damages related to Delay, disruption, and inefficienciesMichael Pink
Learn how to quantify damages related to delay, disruption and inefficiencies on Construction projects. Convert your delays and impacts into cost claims with this proven process.
This document discusses baseline scheduling basics and provides guidance on schedule development and review standards. It recommends that schedules be developed with sufficient detail early, include all contractual requirements, and not include tricks to position for claims. If a schedule is not approved, the document advises examining legal risks and managing the project using the last submitted schedule. It also discusses early completion schedules, different types of calendars, and developing a standardized review checklist.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
Hatem Hegazi discusses avoiding unrealistic schedules and provides tips for developing realistic schedules that follow best practices. Some key points:
- Unrealistic schedules can be caused by rush pressures, lack of planning, or underestimating the work. Realistic schedules require proper planning, team buy-in, and accounting for changes.
- The AACE recommends following their practices for schedule planning, development, review, management and control to develop realistic schedules. This includes defining activities, logic, durations, and contingencies.
- Realistic schedules also require defining responsibilities, developing the work breakdown structure, and outlining the schedule with appropriate level of detail and constraints.
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Extension of Time (EoT) in Construction Project presentationAyush Joshi
The document discusses extension of time (EOT) in construction projects. It outlines factors that can cause delays and qualify for an EOT, including weather, site conditions, design issues, and delays by owners or other contractors. It also summarizes requirements for applying for and approving EOTs according to standard contract forms and Nepalese law. Contractors must apply before the deadline and prove delays were outside their control. EOT approval depends on the length of extension needed and requires investigation by the owner. Liquidated damages may be assessed for contractor delays, but contracts also provide rewards for early completion.
This document provides guidance on updating project schedules. It discusses determining the frequency of updates based on schedule purpose and size. It also outlines the process for collecting progress data from the field, office, owners, and subcontractors. The document details how to status the schedule, calculate updates, check for out-of-sequence work, and verify the updated schedule. It provides recommendations for standard schedule analysis for on-time projects and slipped schedules, including reviewing historical trends, the critical path, and more.
This document discusses different methods for analyzing construction delays. It begins with an overview of forensic schedule analysis and definitions. It then examines the main delay analysis methodologies: as-planned vs as-built, impacted as-planned, time impact analysis, and as-built but for. For each methodology, it outlines the approach, strengths, and weaknesses. It emphasizes that the most suitable methodology depends on the specific project factors and available information. It recommends following industry guidance and notes that facts should take precedence over theoretical analyses. The document aims to provide an unbiased overview of delay analysis options to help practitioners choose the right approach.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
Lessons Learned - Schedule Updating And Maintenance Using Primavera™Charlie Jackson
The document provides lessons learned for effectively updating and maintaining schedules in Primavera P6. It discusses the importance of understanding contract requirements, establishing baselines, assigning responsibilities, providing training, gathering data through site visits, and understanding P6 settings. The key lessons include planning the update process, entering progress data, reviewing reports and analyses, and communicating schedule status. Maintaining the schedule in P6 requires properly setting up the software and following a structured process of planning, data collection, review, and communication.
Chapter 3 Construction Planning and Scheduling lect. 3.pptssuserb4074f
This document provides an overview of construction planning and scheduling. It discusses the importance of construction planning, including the advantages of planning before, during, and after a project's completion. It also outlines the steps involved in construction planning, including determining activities, sequencing activities, estimating activity durations, and developing schedules. The document also discusses construction scheduling techniques like bar charts, network scheduling using critical path method (CPM) and program evaluation review technique (PERT), and how to calculate critical paths.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
Use Of Schedule Logs 2012 Pmi Scop ConferenceChris Carson
This document provides biographies of three authors for a project on scheduling - Mark Doran, Paul Levin, PSP, and Chris Carson, PSP. It includes their educational backgrounds, years of experience, professional fields, and additional details. The biographies demonstrate the authors' expertise in areas like construction management, scheduling, project controls, and certification in fields such as PMP, PSP, and CCM.
This document discusses baseline scheduling basics and provides guidance on schedule development and review standards. It recommends that schedules be developed with sufficient detail early, include all contractual requirements, and not include tricks to position for claims. If a schedule is not approved, the document advises examining legal risks and managing the project using the last submitted schedule. It also discusses early completion schedules, different types of calendars, and developing a standardized review checklist.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
Hatem Hegazi discusses avoiding unrealistic schedules and provides tips for developing realistic schedules that follow best practices. Some key points:
- Unrealistic schedules can be caused by rush pressures, lack of planning, or underestimating the work. Realistic schedules require proper planning, team buy-in, and accounting for changes.
- The AACE recommends following their practices for schedule planning, development, review, management and control to develop realistic schedules. This includes defining activities, logic, durations, and contingencies.
- Realistic schedules also require defining responsibilities, developing the work breakdown structure, and outlining the schedule with appropriate level of detail and constraints.
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Extension of Time (EoT) in Construction Project presentationAyush Joshi
The document discusses extension of time (EOT) in construction projects. It outlines factors that can cause delays and qualify for an EOT, including weather, site conditions, design issues, and delays by owners or other contractors. It also summarizes requirements for applying for and approving EOTs according to standard contract forms and Nepalese law. Contractors must apply before the deadline and prove delays were outside their control. EOT approval depends on the length of extension needed and requires investigation by the owner. Liquidated damages may be assessed for contractor delays, but contracts also provide rewards for early completion.
This document provides guidance on updating project schedules. It discusses determining the frequency of updates based on schedule purpose and size. It also outlines the process for collecting progress data from the field, office, owners, and subcontractors. The document details how to status the schedule, calculate updates, check for out-of-sequence work, and verify the updated schedule. It provides recommendations for standard schedule analysis for on-time projects and slipped schedules, including reviewing historical trends, the critical path, and more.
This document discusses different methods for analyzing construction delays. It begins with an overview of forensic schedule analysis and definitions. It then examines the main delay analysis methodologies: as-planned vs as-built, impacted as-planned, time impact analysis, and as-built but for. For each methodology, it outlines the approach, strengths, and weaknesses. It emphasizes that the most suitable methodology depends on the specific project factors and available information. It recommends following industry guidance and notes that facts should take precedence over theoretical analyses. The document aims to provide an unbiased overview of delay analysis options to help practitioners choose the right approach.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
Lessons Learned - Schedule Updating And Maintenance Using Primavera™Charlie Jackson
The document provides lessons learned for effectively updating and maintaining schedules in Primavera P6. It discusses the importance of understanding contract requirements, establishing baselines, assigning responsibilities, providing training, gathering data through site visits, and understanding P6 settings. The key lessons include planning the update process, entering progress data, reviewing reports and analyses, and communicating schedule status. Maintaining the schedule in P6 requires properly setting up the software and following a structured process of planning, data collection, review, and communication.
Chapter 3 Construction Planning and Scheduling lect. 3.pptssuserb4074f
This document provides an overview of construction planning and scheduling. It discusses the importance of construction planning, including the advantages of planning before, during, and after a project's completion. It also outlines the steps involved in construction planning, including determining activities, sequencing activities, estimating activity durations, and developing schedules. The document also discusses construction scheduling techniques like bar charts, network scheduling using critical path method (CPM) and program evaluation review technique (PERT), and how to calculate critical paths.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
Use Of Schedule Logs 2012 Pmi Scop ConferenceChris Carson
This document provides biographies of three authors for a project on scheduling - Mark Doran, Paul Levin, PSP, and Chris Carson, PSP. It includes their educational backgrounds, years of experience, professional fields, and additional details. The biographies demonstrate the authors' expertise in areas like construction management, scheduling, project controls, and certification in fields such as PMP, PSP, and CCM.
This document discusses the importance of schedule design in planning for schedule development. It defines schedule design as conceptualizing the schedule by planning, starting with the end in mind, and creating an organizational structure to fulfill the concept. This is distinguished from schedule development, which involves building the schedule by inputting activities, logic, durations, and reviews. The document emphasizes that schedule design helps prevent issues by avoiding planning mistakes and problems and outlines specific benefits of documenting the schedule design process.
This document discusses best practices for planning construction schedules to account for adverse weather conditions. It recommends using a weather calendar based on historical data from sources like the National Weather Service. The calendar applies estimated non-work days to weather-dependent activities. This allows the schedule to automatically adjust as weather conditions change over time. Other methods like contingency buffers have disadvantages like reducing schedule transparency and accuracy.
This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
The document provides guidance on properly reviewing project schedules, including baseline schedules and schedule updates. It outlines a thorough review process involving: verifying schedule submittal completeness; reviewing schedule architecture, construction, and narrative; analyzing schedule sequencing and metrics; validating schedule data; and writing a report documenting any issues found. The goal is to confirm schedules are reasonable and attainable, understand the contractor's plan, and establish a baseline for monitoring progress.
Boost your bottom line with scalable it methodologiesNirtiSingla
This document discusses how implementing an "IT methodology" can boost operational performance and a company's bottom line. It defines an IT methodology as a roadmap or process that project teams can follow to consistently deliver applications on time and budget. The document outlines several benefits of using an IT methodology, such as establishing repeatable processes, optimizing communication between teams, and incorporating organizational governance. It acknowledges that while large companies typically utilize complex IT methodologies, scalable options have emerged that small and medium businesses can implement at a reasonable cost to gain similar benefits.
A guide to create a quality project scheduleNirtiSingla
The document provides guidance on creating a quality project schedule in 7 steps: 1) Plan with the team to create a basic high-level schedule, 2) Cover the entire project scope by listing all required activities, 3) Group tasks into phases like initiation, build, and closure, 4) Add milestones to track progress, 5) Estimate task times using experience, 6) Assign team members to tasks matching their skills, and 7) Review the schedule for errors and hold daily meetings to update it. Following these steps helps create a meaningful and realistic schedule that is the basis for project success.
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
The document outlines the components and purpose of a Baseline Project Plan (BPP). The BPP collects all information from project initiation and planning into a single document. It has 4 main sections: Introduction, System Description, Feasibility Assessment, and Management Issues. Once completed, the BPP undergoes a formal review with stakeholders called a walkthrough before proceeding to the next phase.
The document is a catalog titled "Composite Catalog of Oil Field Trash 2007 Edition" that contains photos and descriptions of homemade or modified tools, equipment, and other devices that pose safety risks. It aims to illustrate examples of unsafe oil field equipment to identify them and eliminate their use. The catalog contains six volumes that cover homemade lifting devices, modified tools and equipment, inadequate rigging tools and attachment points, electrical devices with wiring issues, low and high pressure fittings with problems, and equipment with inadequate repairs. The conclusion emphasizes that oil field trash is widespread and must be eliminated to improve safety through employee involvement in identifying unsafe items.
The document provides guidance on optimally using weather radar to avoid adverse weather conditions. It discusses weather radar capabilities and limitations, cumulonimbus cloud structures and hazards like hail and turbulence, radar technology, and operational best practices. Key recommendations include understanding radar principles, interpreting shapes over colors, using multiple display ranges, adjusting antenna tilt based on altitude and range, and utilizing auto-tilt or auto-scanning functions when available.
The document summarizes new OSHA reporting requirements for employers that take effect on January 1, 2015. All work-related fatalities must be reported within 8 hours, and all inpatient hospitalizations, amputations, and losses of an eye must be reported within 24 hours. Employers can report to OSHA by phone or online. The new reporting rules will help OSHA identify workplaces with greater risks and target enforcement and assistance efforts. The Midwest region estimates receiving reports of 3,000 amputations and 10,000 hospitalizations in 2015 due to the new rules.
The document provides information about ways for human beings to protect themselves from adverse weather conditions. It discusses having a disaster supply kit, a disaster family plan, and listening to radio or TV for weather updates. It then prompts the reader to research and describe watches versus warnings, protective actions, photos, stories, and supply kit items for two different weather topics like floods, hurricanes, tornadoes, etc. and create a short animation about one of the topics. It concludes with true/false questions about supply kits and family plans.
The document provides guidance for subcontractors on commercial project management issues including: clear communication is important; differences between commercial and residential work; the bidding and contracting phase including reviewing plans and specifications; the subcontractor bid process; relevant specification sections; submitting clear bid proposals; notes on subcontracts and boilerplate language; the importance of submittals; schedule considerations including critical path, total float, and acceleration; project management and change management processes; safety regulations; and insurance, bonds, and payment processes.
@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
Design & Development Of A Schedule Management Plan PresentationChris Carson
This document summarizes the key components of a schedule management plan, which provides a methodical approach for developing a project schedule. It outlines sections for project description, team roles and responsibilities, software requirements, work products, schedule outline, work packages, and level of detail. The schedule management plan is created prior to schedule development to document assumptions and keep the process on track.
The document summarizes a student presentation about converting a disused railway into a greenway in London, UK. It describes exploring two potential sites before selecting the Belmont Trail for its development potential and support. The project involved designing the greenway's geometry, pavement, and a community center using CAD software. Design considerations included grades, curves, sight lines, drainage and ADA accessibility. The presentation covered the existing conditions, design process, proposed site plans and some building details.
The document describes the Big Dry Creek Trail project, which involves constructing a multi-phase urban greenway trail along Big Dry Creek in multiple jurisdictions. The project has faced various challenges including an eroding channel, limited access, private land acquisitions, and numerous roadway and railway crossings. To date over $3 million has been spent constructing phases that include bridges, underpasses, drainage improvements, and trail sections totaling over 8,300 linear feet. Future phases are planned to continue developing the trail corridor.
The document discusses guidelines for using dual parallel project schedules, which is not generally recommended. It identifies risks such as contractual issues, difficulty proving delays, and schedule management complications. The key recommendations are to:
1) Only have one schedule for management and delay analysis.
2) If dual schedules are necessary, develop them using the same activity list and hard logic, with the production schedule using optimistic durations and the contract schedule using most likely durations.
3) Manage risks through transparent schedule documentation and risk management processes applied to the contract schedule.
The document discusses project scheduling and tracking methods like PERT charts, Gantt charts, and the critical path method (CPM). PERT charts show task sequences and durations, while Gantt charts graphically present start/end dates. CPM identifies the critical path with the lowest schedule flexibility by performing forward and backward passes to calculate early/late starts and floats. The critical path has zero float and determines the project completion date.
This document discusses various concepts related to software project management including project scheduling, critical path method (CPM), precedence diagram method (PDM), critical path, and Gantt charts. It defines key terms like activities, earliest start and finish dates, forward and backward pass, leads and lags. CPM is used to identify the critical path of a project which is the longest sequence of dependent tasks. PDM visually depicts tasks and their dependencies with arrows. Gantt charts show activities along a time scale to track project progress.
The document provides information on project management techniques including Gantt charts, Critical Path Method (CPM), and Program Evaluation and Review Technique (PERT). It discusses how to draw network diagrams, determine critical paths, and calculate earliest start, latest start, earliest finish, and latest finish times. Examples are given to illustrate how to apply these techniques to schedules with multiple sequential activities.
This document provides information about the Project Management Institute's (PMI) certifications and trademarks, including the Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) certifications. It also advertises a memory sheet resource for preparing for the CAPM and PMP exams. The memory sheets cover topics like float calculation, earned value management formulas, risk responses, procurement terms, and the 49 project management processes.
This document provides an overview of construction project scheduling and time estimation techniques. It discusses defining work tasks and precedence relationships, estimating activity durations using deterministic and probabilistic methods, developing network diagrams, and calculating activity start/finish times using the Critical Path Method (CPM). CPM involves forward and backward passes to determine earliest and latest times in order to identify the critical path and activities. The document also compares CPM to the Program Evaluation and Review Technique (PERT), which uses optimistic, most likely, and pessimistic estimates to compute expected durations for uncertain activities.
The document discusses basic planning and scheduling concepts for projects. It covers the need for project planning, work breakdown structure (WBS), key components of a project including resources, time and quality. It also discusses scheduling philosophy, a sample project schedule, tracking progress using S-curves and key points for project success. Planning is presented as the first step and an unplanned project is said to lead to disaster.
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Lec 9 & 10 chapter 5 project schedulingSyed Hamza
The document discusses work breakdown structures and project scheduling. It defines work packages, tasks, deliverables, and milestones as ways to break down project activities. Work packages are large sections of work allocated to teams, while tasks are smaller pieces allocated to individuals. Deliverables are measurable outputs and milestones mark progress. The document also covers work breakdown structure diagrams, the critical path method for scheduling project activities, and calculating slack times.
The document provides an overview of network scheduling and the precedence diagram method (PDM) for project scheduling. It discusses the brief history of scheduling techniques including Gantt charts, arrow diagrams, critical path method (CPM), and program evaluation and review technique (PERT). It also covers the purpose of project scheduling, the schedule development process, logic diagrams and networks, critical path analysis, precedence diagram method (PDM), and key scheduling terms.
The document provides lessons learned from implementing Earned Value Management (EVM) on the Constellation (CxP) EVA Systems Project Office (ESPO) pilot project. Key lessons include: distinguishing between budget and funding to avoid replanning the performance measurement baseline for funding changes; tying risk assessments to developing management reserve and estimate at completion updates; ensuring all work scope is covered by authorization documents; and using consistent work breakdown structure and integrated master schedule structures across project tools and partners. The pilot project terminated early but documented lessons to improve NASA's agency-wide EVM processes.
Earned schedule role in performance reporting and other important delay indicators.
Video: https://www.youtube.com/watch?v=FbA6RWB1gDM&feature=youtu.be
The full course: https://www.luqmanacademy.com/course?course=project-control-using-evm_399sl6015424f8aba9
Video: https://twitter.com/magedkom/status/1354678096683618305?s=20
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Critical Path Explained With 7 Q&As and a Free Excel TemplateSHAZEBALIKHAN1
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The document outlines the mission of the Launch Services Program at NASA's Kennedy Space Center, which provides support for spacecraft throughout their lifecycle including mission planning, engineering, manufacturing, launch site operations, and post-launch operations. The LSP interfaces with other NASA centers and provides support for over 50 successful launches including recent missions like THEMIS, MMS, JUNO, and upcoming ones such as MSL, LRO, and JWST.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
Earned Schedule (ES) is a method for analyzing schedule performance using Earned Value Management (EVM) data. It allows calculation of time-based performance indicators like Schedule Variance and Schedule Performance Index. The document discusses applying ES below the project level, such as to work packages and critical paths. It explains that to do so, the tasks being analyzed must be grouped and have their own performance measurement baseline created, so they can be treated as a project and have ES calculated. An example is provided analyzing the critical path tasks of a sample project. This allows schedule performance to be evaluated at different levels within a project using ES.
The document provides an overview of Critical Path Method (CPM) and Critical Chain Project Management (CCPM). CPM is a scheduling technique that identifies the critical path or longest path of tasks in a project network. It helps plan the project schedule but has limitations around uncertainty and resource constraints. CCPM modifies the CPM approach to better account for limited resources and uncertainties. It removes buffer times, identifies the critical chain of tasks, and adds buffers at the end of the project and after non-critical tasks. When applied to an example project, CCPM reduces the project duration from 21 to 16 days compared to the traditional CPM.
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
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3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
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Ideally all projects would have schedules submitted and approved, but sometimes the quality of the schedule prevents approval. This presentation suggests ways to deal with this situation, as well as ways to encourage approvable schedules.
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Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
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Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
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Schedule-Centric View Of Contract AdminChris Carson
The document discusses the importance of taking a schedule-centric approach to contract administration. It emphasizes reading the full contract, including general conditions and scheduling requirements. A schedule-driven process that includes regular schedule updates and reviews can help complete projects on time and on budget by avoiding disputes. Developing a schedule-centric culture with buy-in from senior management and comprehensive reporting is key to success.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
The document describes a "claims triage" process used by the authors' company to evaluate new dispute resolution assignments and choose an appropriate analysis methodology. The process involves assembling a team to review background information on the project, dispute, and available data, and discuss which factors outlined in the AACE recommended practice should guide the methodology selection. The goal is to make a careful, well-documented choice that considers lessons learned from similar past cases.
Using Symptoms To Develop Appropriate Claims Avoidance Documentation Wpl We...Chris Carson
This document provides an overview of Alpha Corporation, a construction management firm that offers services including construction management, scheduling, claims analysis, and dispute resolution. It then discusses concepts related to construction delay and disruption claims, including the differences between delay and disruption, how to identify disruption, and how disruption can impact productivity. The document aims to help contractors better understand and document delay and disruption claims.
Mitigation Of Risks In Using Parallel SchedulesChris Carson
Some Contractors like to operate with dual schedules, a production schedule for managing the subcontractors, and a contract schedule to present to the owner. There are a number of risks in this approach, and this presentation addresses those risks.
How To Structure A Successful MediationChris Carson
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2010 AACEi Great Debate - Approval of Schedule RevisionsChris Carson
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- Approval was seen as providing quality control by ensuring all scope is included, but also as an difficult process that could delay management.
- In the end, the debate concluded without a clear resolution to the question of whether schedule revisions should require owner approval
The document discusses the importance of properly planning complex projects. It notes that while a good plan does not guarantee success, a bad plan almost always leads to project failure. The document emphasizes that planning is underappreciated and provides tips for effective planning. It recommends involving all major stakeholders in planning, having sufficient information before planning begins, and using a "card trick" or storyboarding method to map out the project schedule in a visual format. The document stresses getting the right people involved in planning and having clear expectations of their roles to develop a meaningful, achievable plan.
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The document provides details on Chris Carson's professional experience and qualifications. He has over 37 years of experience in construction management, scheduling, and dispute resolution. He is responsible for developing scheduling standards and providing training at Alpha Corporation. He also manages several industry guidelines and best practices projects and frequently presents at construction conferences.
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Baseline Schedules 1
1. BASELINE SCHEDULING BASICS
Part 1: April 5, 2007
Mark Boe, P.E., PSP
Vice President
Capital Project Management, Inc.
mboe@cpmiteam.com
Chris Carson, PSP
Project Controls Manager
Alpha Corporation
chris.carson@alphacorporation.com
The information in this presentation or publication was developed and prepared by the authors for the purpose of education about the subject. This presentation or
publication does not necessarily reflect the views of the Construction Management Association of America or constitute a position or policy of the Construction
Management Association of America (CMAA). This material was presented with the permission of the authors and is subject to copyright under applicable law. The
information contained herein is presented as descriptive of issues related to the subject at the time it was presented, but it has not been peer reviewed or approved by
CMAA. No part of this presentation or publication is to be reproduced or used without written permission from the author and CMAA.
2. Baseline Scheduling
How should you benefit from this session?
Basic understanding of concepts and benefits
Knowledge of types of schedules
Understanding of terminology
Recognition of data and processes needed to
create schedules
QC: What makes a good schedule
3. Introduction - Why Schedule?
Why schedule?
Why? Benefit to project?
Benefit to project management?
Mandated by owner?
Mandated by contractor influences?
Senior management, bonding company,
attorneys, subcontracts, materials release
4. Introduction - Why Schedule?
Time = $
Cost/budget control
Change management control
Pure management tool
Forcing involvement of project management team
Planning
Monitoring
Control
Subcontractor & resource control
Owner coordination & control
Predictions/projections
Claims avoidance, defend claims,
documentation
Specification requirements
6. Background - Methodologies
Gantt, Bar Chart, and Line of Balance
Vertical Diagram Method “VDM” or Linear
Visual system for repetitive tasks
Types of CPM Schedule Formats
Arrow Diagram Method or “ADM”
IJ Network
Activity-on-Arrow
Precedence Diagram Method “PDM”
Activity-on-Node
Current prevalent scheduling methodology
8. Definitions
Critical Path Method (CPM) – representation of a project
plan by a network that depicts the duration, sequence
and interrelation of the work activities.
Critical Path – longest path (or sequence) of activities,
driven by their relationships, lags, leads, calendars, and
constraints, through the project, that determines the total
duration of the project.
Total Float – the amount of time an activity can slip
without impacting project completion (contingency time).
Logic/Relationship Types – description of the
interrelation between the individual work activities
9. Introduction - CRITICAL PATH METHOD (CPM)
Sequential Relationship Types
60
Relationship Types
FS FS
STUDS Electrical RI Drywall
20 20 20
Concurrent
STUDS FF5
Capital Project Management, Inc.
20
SS5
Electrical RI FF7
20
SS5
SS x = Start to Start
Drywall
FF x = Finish to Finish
20
xx 5 = Lag
32
10. Definitions:
Early Start Date – the earliest date an activity can start,
based on predecessor logic
Late Start Date – the latest date an activity may start in
order to complete on time
Float – the number of days between early start and late
start (or between early and late finish)
11. CPM Schedule Types
Feasibility Studies
Presentation
Budgeting
Conceptual or Schematic
Milestone
Summary
Baseline
Short Interval Look Ahead
.
13. Basic CPM Scheduling
Exercise
Forward pass
Backward pass
Derivation of Early dates
Derivation of Late dates
Calculation of Total Float
Calculation of Free Float
14. CPM Scheduling Exercise
Forward Pass
CPM Scheduling Exercise
NTP
1 10 11 15 21 30
0 31
1 30
A B C
10 5 10
11 20
D
Capital Project Management, Inc.
10
KEY: ES – Early Start
EF(p) + 1 = ES(s) EF – Early Finish
ES EF
LS – Late Start
ES + D + 1 = EF LF – Late Finish
TF
DUR – Duration
LF
LS TF – Total Float
DUR
15. Forward Pass
Establishes the Early Start and Early Finish dates
If you don’t want to learn formulas, the forward pass is common sense
identification of start and finish days.
The earliest that Activity B and Activity C can start is on the 11th day, the
day after Activity A finishes. The earliest day that Activity D can start is
on the 21st day, the earliest day after the later that either Activity B or
Activity C can finish.
16. CPM Scheduling Exercise
Forward Pass
CPM Scheduling Exercise
Backward Pass
NTP
1 10 11 15 21 30
31
1 30
A B C
1 31 30
10 5 10
1 10 16 20 21 30
11 20
D
Capital Project Management, Inc.
10
11 20
KEY: ES – Early Start
LS(s) - 1 = LF(p) EF – Early Finish
ES EF
LS – Late Start
LF - D + 1 = LS LF – Late Finish
TF
DUR – Duration
LF
LS TF – Total Float
DUR
17. Backward Pass
Establishes the Late Finish and Late Start dates
Working from the last day towards the beginning,
both Activity B and C cannot finish any later than the
day before Activity D starts, so both have a Late
Finish of Day 20, the day before Activity D starts on
the 21th day.
18. CPM Scheduling Exercise
Forward Pass
CPM Scheduling Exercise
Backward Pass
NTP Float Calculation
1 10 11 15 21 30
1 30
A B C
0 5 0
1 30
10 5 10
1 10 16 20 21 30
11 20
D 0
Capital Project Management, Inc.
10
11 20
Description ES EF LS LF TF
KEY: ES – Early Start
A 1 10 1 10 0 EF – Early Finish
ES EF
LS – Late Start
B 11 15 16 20 5
LF – Late Finish
TF
C 21 30 21 30 0
DUR – Duration
D 11 20 11 20 0 LF
LS TF – Total Float
DUR
19. CRITICAL PATH METHOD (CPM)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Time Scaled Logic Diagram
COMP
NTP
A C
10 10
B
5
D
Capital Project Management, Inc.
10
20. CPM Schedule Creation
How should we do it?
Lessons learned (what are typical
conflicts)
Schedule design
Schedule development
Schedule components
Schedule logic
Schedule settings
21. Typical Areas of Conflict
Stakeholders: Who uses the schedule?
Level of detail
Reasonableness of schedule
Clarity of schedule
Schedule Approval/Non-approval Issue standoff
Failure to Involve major trade Contractors
Failure to include Owner requirements (other
contracts, utilities, commissioning, etc.)
Early Completion Schedules
Ownership of float, contingency time
22. Schedule Development - Process
Assemble development team
Design the schedule
Identify Level of detail required
Identify output needed – Activity Code & WBS structures
Identify scope of work - Activities (input from subs/primes)
Develop the schedule
Calculate Durations (input from subs/primes)
Assign logic (input from subs/primes)
Input to computer
Analyze and adjust
Finalize the schedule
QC checklists & verification
Seek buy-in and approval (includes team)
Add resources and costs
23. Schedule Development -
Owner-Controlled, Design Related
And Procurement Activities
Treat Owner activities like any other work activities
Look in Contract for specification requirements
Submittal approval times – specification or verify
Consider re-submittal cycle for difficult or highly detailed
activities
Include all Owner scope of work (include permits, permanent
telephone and other utilities, owner supplied equipment,
other contracts, Health Department approvals, etc.)
Code Owner activities so they can be filtered and tracked
Owner and Contractor are both interested parties
Ensure the successor activities are accurately defined
Any delays related to these activities should be captured
accurately for the protection of both the Owner and the
Contractor
24. Schedule Development -
Feasibility of
Specified Schedule
Need real commitment to scheduling process
Requirement for schedule to be actually used
during performance
Must have buy-in from PM team, senior
management, subcontractors, suppliers, and
Owner
Must have resources to perform detailed
schedule updates and analyses
Do it during project ($)
Do it in claims environment – post project ($$$$)
25. Schedule Components –
Output - Type of Diagram
Bar Chart
Network Analysis System (CPM)
Most specs require multiple printouts
Require electronic file
Output types insignificant if you get the
disk - electronic file is the only way to go
Still need to understand means &
methods – rationale of construction
26. 2002 2003 2004
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR
0
ISSUE BID / TRAILER CIP Foundations Elevated Concrete Curtainwall System Installation Acoustical Ceiling &
GMP DRAWINGS MOBILIZATION Floor Slabs Device Installation
0 0 0 0
AWARD START Shower/Toilet Structural Steel Electrical Rough-in/Systems Cabling F/R/P SOMD Valence H/C Unit FMS Rough-in
SITEWORK EXCAVATION Flange Rough-in - E1 Erection/Deck/Detailing - Roof East Installation - Flr.4 West
0 0 0 0 0
FOUNDATION Safety Site Clearing/Utility F/R/P SOMD - Spray Fireproofing Alum Windows & Infills Ceramic Tile Spray Fireproofing
PERMIT Fencing Demolition Flr.1 East Floors & Ceilings Install - Flr.4 West
0 0 0 0
Elec O/H Rough-in Utility Location & HVAC Testing F/R/P SOMD - Plumbing Rough-in Caulking & Sealants Hardwood Flooring
- Flr.1 East Marking by Others & Balancing Flr.1 West Installation
0 0 0 0
Barchart Schedule
Site/Bldg Pull Systems Cable Spray Fireproofing Interior GWB Partitions F/R/P SOMD Doors & Hdwe
Layout - Flr.4 East Install- Bsmt. East - Roof West Installation
0 0 0 0 0
Temporay Power Pull Systems Cable Spray Fireproofing CMU Masonry & Stonework Stl Deck/Studs/Struc Stl Spray Fireproofing
Req'd Onsite - Flr.4 West Install- Bsmt. West Detailing - Roof East Install - Flr.3 West
With Logic 0 0 0 0 0 0
Plumbing Piping Excav/Sheet/Shore - (Stm Shower/Toilet HVAC Rough-in F/R/P/C/S Elevator Stl Deck/Studs/Struc Stl Caulking &
In-Wall Rough-in - E1 Tunnel / Scully Hall) Flange Rough-in - E3 Pit/Int. Col. Ftgs - West Detailing - Roof West Sealants - East
0 0 0 0 0 0
OH Sanitary Piping Bulk Shower/Toilet Form/Reinf/Embeds EPDM & Slate Siding Roofing Installation Spray Fireproofing Sprinkler Heads
Rough-in - Bsmt East Excavation Flange Rough-in - E4 Footings - West Install - Flr.3 East - Flr.4 West
0 0 0 0 0
Form/Reinf/Embeds Shower/Toilet Flange Form/Reinf/Cure/Strip Fire Protection System Spray Fireproofing Sprinkler Heads
Footings - East Rough-in - Flr.3 West Fdn Wall - East Install - Flr.4 East - Flr.4 East
BASE Sheet 1 of 2
Plot Date 30OCT03 Activity Bar/Early Dates
Critical Activity
Acme Constructors, Inc..
Data Date 24APR02 Progress Bar Date Revision Checked Approved
Project Start 4DEC00 Milestone/Flag Activity
Wala Wala University - New Dormitory
Connecting Activity on Sheet x
Project Finish 31MAR04 * x
TL-14
(c) Primavera Systems, Inc.
Time Scaled
Logic Diagram
27. Schedule Components -
Type of Diagram (continued.)
Must be clear on what is required
H.I. Homa Co. case
Contract unclear on whether CPM
required
Government’s insistence on CPM
schedule was constructive change
entitling contractor to added
compensation
28. Schedule Components -
Number of Activities
Depends on the nature, size and complexity of
the project
Need enough activities to reflect intricacies and
interdependencies
Too few activities will require use of SS and FS
lagged activities; harder to analyze
High level of detail will make updates more time
consuming
High level of detail will allow better monitoring &
updating
29. Schedule Components -
Resource Loading
Only way to confirm validity of an activity’s
duration
Resources/Productivity = Duration
Even without resource loading, determination
of durations must be made through resource
calculations (even if based on experience)
Effective use of resource loading requires
detailed schedule
Out of sequence work during updates can
warp resource reports
30. Schedule Components -
Resource Loading (cont.)
A 5 worker crew, with crew productivity of 4
windows per day will install 40 windows in
10 days
Two 5 worker crews with the same
productivity will install 40 windows in 5
days
Notes should be kept to record how
durations were derived
Keep in mind: 100 crews with productivity
of 4 windows per day will NOT install 400
windows in a day.
31. Schedule Components –
Cost Loading
Used for Progress Payments
Owners should retain ability to adjust schedules that
are excessively front loaded
Separate overhead & profit from direct costs
Cost loading lends itself to reasonable scope deletion
with resulting predetermined costs & time
Separate large materials delivery activities so
progress can be monitored (labor & materials
production should be a linear curve)
Use cost metrics (earned value) as another check on
progress evaluation
Update percent complete (track cost) separately from
remaining duration (track time).
32. Schedule Components - Control
of Record Schedule and
Updating
DON’T OVERWRITE last period schedule!!!
Who will maintain the schedule?
Joint updating meetings
Determine in advance what constitutes
normal updating or schedule revising
Owner approval of logic changes (revising)
Determine level of detail required for each
different stakeholder
Identify process for schedule recovery
discussions when lack of progress is reported
33. Schedule Logic - Approval
Who approves and when
Owner leverage in approval process even
though Contractor may own the schedule
Owner’s entitlement to backup data
Approval creates rebuttable presumption of
reasonableness
In the absence of formal approval, a working
schedule that represents the work will likely be
acceptable as the initial schedule for analysis
purposes
34. Schedule Logic - Approval
(continued.)
Contractor’s termination for default upheld due
to its failure to produce an acceptable
schedule. Stone and Webster, 279 B.R. 748
(D. Del. 2002)
It is in every party’s best interest to get
schedule approved as quickly as possible
Discussion: Is constant manipulation & re-
submittal of baseline schedule a sign of claims
positioning? Are there risks in repeated re-
submittals of schedule?
35. Schedule Logic - Subcontractor
Involvement
Teamwork and commitment
Schedule must be understandable to
subcontractors
Subcontractors must be part of any
revision or recovery discussion
36. Schedule Logic - Float Use
and Reporting
Reporting requirements for project float,
free float and activity specific float
Risk allocating provisions
Predecessor/Successor Reports
Total float
Ownership of float – check state case
law – in general, float belongs to project
37. Schedule Logic - Prohibition
on Schedule Manipulations
Float sequestering (everything is critical)
Critical Path manipulation (CP runs
through all Owner controlled activities)
Heavy constraint use (nothing is critical)
Unidentified/unnecessary lags or leads
Weather planning
Develop a checklist for hot items
39. Schedule Settings - Options
Critical from Float or Longest Path
Float calculation: Start, finish, or most
critical
Out-of-sequence progress
Retained Logic, Progress Override,
Actual Dates
Continuous or Interruptible activities
SS lag from actual or early start
40. Work Calendars
Purpose
Tailor the schedule to specific work or non-work
periods
Examples
Holiday periods
Non-work periods (e.g., winter months for sitework
activities)
Adverse weather planning (based on NWS average
records, 3 to 5 year averages)
7 day activities vs. 5 day activities (curing or
submittals)
Fixed time periods (e.g., available work areas)
41. Work Calendar Best Practice
Use the least number of calendars that you
can, while reasonably modeling the project
Multiple calendars make analysis more
difficult
Multiple calendar use will amplify or reduce
the effects of delay
Calendars are a convenient and logical way
of modeling non-work periods and risk
predictions.
42. Scheduling Standards
What SHOULD we do?
What’s being done (AACEI and PMI-COS) to set
standards?
Industry Standards
PMI Practice Standard for Scheduling – in review
AACEi – Recommended Practices – in development
Best Practices
PMI – College of Scheduling SEI project
AACEi - Professional Practice Guides
Practical limits
Certifications
Education
Association Involvement
Get involved with professional associations!!!!
43. Schedule Quality Control
How do we get a good schedule?
Project team involvement
Design the schedule before starting
development
Stakeholder buy-in
Quality checklist
Address contingency time and early
completion
Targeted reporting to Stakeholders
Written narrative
45. Schedule Quality Checklist
Check for clean and reasonable Longest Path
Appropriate calendars, applied appropriately
Eliminate open ends in general
Ensure reasonable ratio of LP activities to total activities
Minimum necessary date constraints (can cause multiple LP)
Minimum necessary lags
All lags identified with purpose (change to activities if
possible)
All lagged or SS/FF activities have ends tied in logically
Run histogram of trade activities to check good coverage
Run Total Float check
Good use of Activity Codes, organized for clarity
Definitive Activity Descriptions
Compare & evaluate Activity Durations
Written narrative identifies rationale for decisions
46. Know the Project!
Know the…
Contract Requirements
Scope of the Work
Basic CPM logic rules and how they are applied
in the software
Contractor means & methods
Limitations & constraints
Owner
Contractor
Site & industry
47. Characteristics Of A Useful
Schedule
Schedule must model the project
Proper level of detail (limited number of critical
activities)
Summarize to one page
Team buy-in; all stakeholders involved in schedule
process
Describes superintendent’s plan (not the President’s
plan)
All activities tied to completion
Resource-based durations
Meet the specification
Include procurement activities (and coordination)
Written narrative to identify plan
48. BASELINE SCHEDULING BASICS
Part 1: April 5, 2007
See You May 6 for Part 2!
Mark Boe, P.E., PSP
Vice President
Capital Project Management, Inc.
mboe@cpmiteam.com
Chris Carson, PSP
Project Controls Manager
Alpha Corporation
chris.carson@alphacorporation.com