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.
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.
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 outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
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.
How to prepare recovery or revised schedule rev.2Abdelhay Ghanem
This document explains how to create a recovery/revised schedule in Primavera. It discusses:
- The meaning of a recovery schedule and who should use this document
- Steps to prepare a recovery schedule including ensuring activities are in sequence, removing finish constraints, and running a retained logic schedule
- Applying global changes such as setting actual dates for completed activities and adjusting durations for in-progress activities
- Using an equation to calculate activity percent complete based on actual start, remaining duration and data date to ensure earned value equals planned value
- Exporting data to Excel to calculate values needed to adjust the schedule and ensure earned value matches planned value.
CPM Scheduling best practicies within the Construction IndistryMichael Pink
This document provides an overview of a presentation on fundamentals of critical path method (CPM) scheduling for construction project managers. It discusses key concepts like critical path, building a baseline CPM schedule, setting activity relationships and constraints, best practices for schedule updates, and an introduction to lean construction principles for minimizing waste. Examples are provided throughout to illustrate different scheduling techniques and terminology.
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.
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.
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 outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
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.
How to prepare recovery or revised schedule rev.2Abdelhay Ghanem
This document explains how to create a recovery/revised schedule in Primavera. It discusses:
- The meaning of a recovery schedule and who should use this document
- Steps to prepare a recovery schedule including ensuring activities are in sequence, removing finish constraints, and running a retained logic schedule
- Applying global changes such as setting actual dates for completed activities and adjusting durations for in-progress activities
- Using an equation to calculate activity percent complete based on actual start, remaining duration and data date to ensure earned value equals planned value
- Exporting data to Excel to calculate values needed to adjust the schedule and ensure earned value matches planned value.
CPM Scheduling best practicies within the Construction IndistryMichael Pink
This document provides an overview of a presentation on fundamentals of critical path method (CPM) scheduling for construction project managers. It discusses key concepts like critical path, building a baseline CPM schedule, setting activity relationships and constraints, best practices for schedule updates, and an introduction to lean construction principles for minimizing waste. Examples are provided throughout to illustrate different scheduling techniques and terminology.
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.
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:
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 outlines procedures for creating, maintaining, and distributing integrated project schedules for engineering, procurement, shipping, and construction activities. It assigns responsibilities to various roles including the Director, Manager of Planning and Controls, Manager of FEMC, Construction Coordinator, Manager of Engineering, Project Engineer, Scheduler, and Assistant Manager of Materials. Key responsibilities include developing master and sub-schedules, ensuring accuracy and logic, monitoring deviations, and providing schedule and performance updates.
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.
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.
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
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
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
Analyzing data, performance and impacts in constructionMichael Pink
Data management and analysis in the construction industry. Learn how to mine data to effectively manage construction projects, while utilizing data to capture and study variances related to cost and time/delay.
Project Controls Expo, 13th Nov 2013 - "Forensic Schedule Analysis – How to F...Project Controls Expo
Structure
1. Introduction
2. Why Do Schedules Become Distorted?
3. Sources to Examine to Find the Truth
4. The Scenarios – 6 Examples of How Schedules Become Distorted
5. Variables to Review
6. Validation Protocols
7. Software Analysis and Metrics
8. Summary and Questions
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.
Project Controls Expo 09 Nov 2011, London - DELAY AND FORENSIC ANALYSIS By Ro...Project Controls Expo
Delay in Construction Contracts: • On-going phenomenon
• Introduction of Critical Path Method (‘CPM’) • Prospective or retrospective analysis
• Observational or modelled
• Dynamic or Static
• Common Methodologies
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
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.
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.
EXTENSION OF TIME CLAIMS IN OIL AND GAS CONSTRUCTION PROJECTSHossamNegidaPMPRMPPS
This document is dedicated to projects especially in Oil and Gas field wherein, in light of rapid and continuous development of the construction process and under intense competition in order to acquire reasonable profits, they are facing naturally lot of delays and disruptions which lead to exert huge efforts for proving these delays.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
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.
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.
Planning and Scheduling Construction Projects, Part 1: The Planning ProcessAlberto Sanchez
The document provides guidance on developing and reviewing baseline construction schedules. It discusses common planning problems, the importance of the planning process before scheduling, and key elements to define the schedule basis including assumptions, exclusions, constraints, and more. It also covers estimating construction durations using productivity rates, developing resource loaded schedules, and factors that can impact the baseline schedule such as location, labor availability, and construction methods.
Using Earned Value Management Concepts to Improve Commercial Project PerformanceLewisFowlerLLC
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
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:
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 outlines procedures for creating, maintaining, and distributing integrated project schedules for engineering, procurement, shipping, and construction activities. It assigns responsibilities to various roles including the Director, Manager of Planning and Controls, Manager of FEMC, Construction Coordinator, Manager of Engineering, Project Engineer, Scheduler, and Assistant Manager of Materials. Key responsibilities include developing master and sub-schedules, ensuring accuracy and logic, monitoring deviations, and providing schedule and performance updates.
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.
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.
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
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
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
Analyzing data, performance and impacts in constructionMichael Pink
Data management and analysis in the construction industry. Learn how to mine data to effectively manage construction projects, while utilizing data to capture and study variances related to cost and time/delay.
Project Controls Expo, 13th Nov 2013 - "Forensic Schedule Analysis – How to F...Project Controls Expo
Structure
1. Introduction
2. Why Do Schedules Become Distorted?
3. Sources to Examine to Find the Truth
4. The Scenarios – 6 Examples of How Schedules Become Distorted
5. Variables to Review
6. Validation Protocols
7. Software Analysis and Metrics
8. Summary and Questions
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.
Project Controls Expo 09 Nov 2011, London - DELAY AND FORENSIC ANALYSIS By Ro...Project Controls Expo
Delay in Construction Contracts: • On-going phenomenon
• Introduction of Critical Path Method (‘CPM’) • Prospective or retrospective analysis
• Observational or modelled
• Dynamic or Static
• Common Methodologies
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
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.
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.
EXTENSION OF TIME CLAIMS IN OIL AND GAS CONSTRUCTION PROJECTSHossamNegidaPMPRMPPS
This document is dedicated to projects especially in Oil and Gas field wherein, in light of rapid and continuous development of the construction process and under intense competition in order to acquire reasonable profits, they are facing naturally lot of delays and disruptions which lead to exert huge efforts for proving these delays.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
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.
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.
Planning and Scheduling Construction Projects, Part 1: The Planning ProcessAlberto Sanchez
The document provides guidance on developing and reviewing baseline construction schedules. It discusses common planning problems, the importance of the planning process before scheduling, and key elements to define the schedule basis including assumptions, exclusions, constraints, and more. It also covers estimating construction durations using productivity rates, developing resource loaded schedules, and factors that can impact the baseline schedule such as location, labor availability, and construction methods.
Using Earned Value Management Concepts to Improve Commercial Project PerformanceLewisFowlerLLC
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
This document discusses monitoring and controlling projects, including:
1) Tracking project work against plans using tools like earned value management and identifying changes for integration control.
2) Verifying project scope is completed as planned and controlling scope changes.
3) Monitoring project schedules using tools like tracking Gantt charts and addressing delays.
4) The challenges of schedule control and keeping projects on time.
The document discusses earned value management (EVM) and its use in managing ongoing projects. EVM integrates cost, schedule, and technical performance to provide objective measurements of progress. It compares the value of work accomplished to the budget and schedule to evaluate cost and schedule variances. Regular EVM reporting and analysis helps management make informed decisions to control performance. The document provides definitions of key EVM terms and concepts.
Quentin McColgin has over 15 years of experience in program planning and scheduling for major defense contractors. He has held a Secret security clearance since 2015 and previously held a TS/SCI clearance from 2007 to 2011. His experience includes utilizing scheduling software like Microsoft Project and Primavera to develop and maintain integrated master schedules, perform earned value management, and ensure compliance with cost, schedule, and technical requirements on programs worth millions to billions of dollars.
This document provides sample questions and answers that a Control Account Manager (CAM) could expect to encounter during an interview related to their Earned Value Management responsibilities. It includes background on topics like required training, the program organization structure, work authorization processes, performance measurement baseline planning, and earned value measurement. Sample questions are provided on each topic along with potential answers the CAM could provide to demonstrate their knowledge and management of their control accounts.
Project control and process instrumentationKuppusamy P
The document discusses project control and process instrumentation for software development projects. It describes 7 core metrics that can be used to measure: 1) management indicators like work progress, budget, and staffing, and 2) quality indicators like change activity, breakage, rework, and defects over time. These metrics provide objective assessments of progress, quality, and estimates. The document also discusses automating metric collection and displaying metrics through a software project control panel to provide visibility into the project.
Chapter 3 Project Cost Control and Monitoring.pptxssusercf695b
This document discusses various tools and techniques for project cost control and monitoring. It describes key inputs like the project management plan, work performance data, and funding requirements. Outputs include updated cost baselines, estimates, and lessons learned. Earned value management is discussed as a technique to integrate scope, time, and cost. Other techniques include forecasting using EAC, performance reviews, project management software, and reserve analysis.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective assessment of current performance by comparing planned, earned, and actual costs. EVM enhances project success by defining the work, scheduling activities, allocating budgets, and measuring progress to identify variances and inform management decisions. Key aspects of EVM include establishing a performance measurement baseline, determining earned value, and analyzing variances and estimates at completion.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
An introduction to an effective earned value management system (EVMS) webinar series part 2
Tuesday 3 November 2020
presented by
Scot Butcher and Martin Eveleigh
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/an-introduction-to-an-effective-earned-value-management-system-evms-webinar-series-part-2/
Bridging the cost schedule divide - integrating primavera and cost systems pptp6academy
This document discusses integrating project cost systems with scheduling systems like Oracle Primavera. It outlines challenges with the traditional divide between cost and schedule data. It presents case studies of companies that implemented EcoSys software to bridge this gap. Benefits included increased visibility, efficiency, accuracy, and standardized processes to improve financial performance and resource optimization.
The document provides details of an Oracle E-Business Project II for Production & Supply Chain Planning at a company. The project will implement several Oracle modules including Process Manufacturing, Advanced Supply Chain Planning, Warehouse Management, Manufacturing Execution System, and Enterprise Asset Management. Key details include the project scope, investment summary, deliverables, milestone payments, project plan and schedule, and project team structure. The goal is to optimize production planning and execution from raw materials to finished goods across the supply chain.
Earning Value from Earned Value ManagementGlen Alleman
This document discusses how to create value from earned value management (EVM) using both bottom-up and top-down approaches. It emphasizes that EVM metrics like SPI and CPI do not capture the underlying statistical nature of projects, and that modeling this requires stochastic modeling and Monte Carlo simulation. It also stresses that creating value from EVM requires relating budgets to work, measuring progress objectively, and relating cost, schedule, and technical performance.
This document provides an overview of nuclear decommissioning in the UK and discusses the use of Earned Value Management Systems (EVMS) to manage related projects. It describes the Nuclear Decommissioning Authority's responsibility for cleaning up civil nuclear sites in the UK. It then discusses key aspects of applying EVMS, including developing a work breakdown structure, performance measurement baseline, and metrics to forecast cost and schedule performance. The document emphasizes that EVMS provides integrated performance measurement and transparency around project status and challenges.
The document provides information about cost management processes according to PMBOK 5. It includes definitions and explanations of processes for planning cost management, estimating costs, determining budgets, and controlling costs. Key aspects covered are cost estimation techniques, calculating estimates at completion, variance analysis using earned value management, and establishing cost baselines and performance measurement.
Lecture 8 (software Metrics) Unit 3.pptxironman427662
This document summarizes a lecture on software metrics. It defines software metrics and indicators. It describes the seven core metrics used in managing software projects: work and progress, budgeted cost and expenditures, staffing and team dynamics, change traffic and stability, breakage and modularity, rework and adaptability, and mean time between failures. It also discusses the three management indicators of technical progress, financial status, and staffing progress.
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
The document provides an overview of project planning and earned value management for a T24 project. It discusses defining deliverables, creating a work breakdown structure and project plan in Microsoft Project, tracking progress to calculate earned value, and using earned value trends and reports for project control. Graphics from Microsoft SharePoint and Project are shown as examples of how lower deliverables, the project schedule, and earned value metrics were managed for the T24 project.
Similar to Mitigation And Performance Recovery Using Earned Value (20)
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.
This paper will study how industries use scheduling, attempt to categorize industry scheduling by common needs and component solutions, and provide an understanding of the differences between industry schedule use that should allow for better communications and increase the opportunity to enable innovation from each industry to improve scheduling in all industries.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
This document discusses whether a subcontractor can claim delay damages when the general contractor's schedule is not delayed. It covers topics such as pass-through claims, the Miller Act, combating no damage for delay clauses, and strategies for subcontractors to prove delay claims. A key point is that subcontractors may be able to recover delay costs through a pass-through claim if the general contractor acknowledges liability and the subcontractor meets requirements such as timely notice and good documentation. The Miller Act is also discussed as a potential means for subcontractors to recover increased labor and material costs due to delays. The document emphasizes the importance for subcontractors to be involved in the project schedule and maintain thorough records.
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.
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.
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
The document provides guidance on structuring a successful mediation for resolving construction disputes. It discusses establishing early mediation timing, setting an informal atmosphere, using a partnering approach by the mediator, and focusing the presentations and discussions on problem-solving and identifying areas of agreement rather than adversarial stances. The goal is for the parties to recognize the high costs of continued formal dispute resolution and settle on offers presented during the mediation process.
2010 AACEi Great Debate - Approval of Schedule RevisionsChris Carson
The debate centered around whether schedule revisions submitted by the contractor should require approval from the owner. Key points discussed included:
- The pro position argued that as the project is for the owner's use, they should have input and approval on schedule revisions. However, the con position stated the contractor bears the risk of performance.
- Both sides debated whether schedule revisions should model changes to the project plan or allow for nimble management by the contractor.
- 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.
This document summarizes a presentation on innovative program delivery and claims avoidance for the North Terminal project at Miami International Airport. It describes the challenges faced by the previous management team, including cost overruns, delays, and over $160 million in claims from contractors. The airport authority replaced the management team and worked to resolve all outstanding claims over 16 months. It then assembled a new experienced management team to complete the project while avoiding additional claims through improved planning and controls.
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.
The document discusses minimizing mistakes made by expert witnesses. It provides a checklist of 48 potential mistakes expert witnesses could make, such as not taking time to think before speaking, guessing or estimating instead of admitting they don't know, and contradicting themselves. It also discusses best practices for expert witnesses, such as practicing for video depositions, dressing conservatively, and avoiding distractions. The document is presented by several professionals in project management and litigation support.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
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.
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 using Primavera Enterprise software for program management of multiple design-build surgical center construction projects. It describes how the software allows monitoring of schedules, costs, quality and resources across projects. It provides templates for organizing project data, tracking milestones and budgets. The software facilitates communication between owners and contractors and helps manage risks, issues and potential claims.
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.
2. Patrick M. Kelly, PSP
• Degree:
– B.S. Ocean Engineering (1996)
• University:
– US Naval Academy
• Years of Experience:
– 11 (incl. Civil Engineer Corps)
• Professional Field:
– Contracting, Project Manager, Project Controls Manager (Scheduling,
Claims & Disputes Resolution). Managed aviation, industrial, commercial,
infrastructure and critical structures assignments, and other projects nationwide, providing
construction and contract management, schedule analysis, impact analysis, cost evaluation,
entitlement analysis, and other claims and dispute resolution services.
• Something you do not know about me:
– Patrick doesn’t like to reveal too much about himself
3. Chris Carson, PSP, PMP, CCM
• Corporate Director of Project Controls, Alpha Corporation
– Responsible for standards, processes, and procedures for a team of schedulers, analysts,
and project managers in multiple office locations
– Provided seminars for hundreds of scheduling professionals in CPM scheduling
methodologies, and manages the in-house training program at Alpha
• Certifications: PSP, CCM (Certified Construction Manager - CMAA), PMP (Project
Management Professional - PMI)
• University: University of Virginia, Mechanical Engineering, 1972
• Professional Field: 37 years of experience in Construction Management, CM Services
especially Scheduling, Estimating, Claims
• Active in AACEi
– Co-Author for “Identifying the Critical Path” RP, author for “Recovery Scheduling” RP
– Co-author for “Schedule Design” RP, currently underway, participating author for “Forensic
Schedule Analysis” RP
• Active in PMI College of Scheduling
– Managing Director for Scheduling Excellence writing “Best Practices and Guidelines for
Scheduling” and “Best Practices and Guidelines for Schedule Impact Analysis”
• Active in CMAA (Construction Management Association of America)
– Served on 9 person committee revising the Time Management Chapter of the CMAA’s CM
Standards of Practice
• Something you do not know about me:
– I am a proud grandfather of two girls and a boy
– I was given an award for “Significant Contributions to the Scheduling Industry” at the 2009
CoS national conference
3
5. Overview
• 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.
• Earned Value Management can be used to:
– Identify the specific trades or scopes of work that are contributing to
poor performance.
– Fashion an appropriate isolated and detailed mitigation strategy to
provide steps for the improved performance necessary.
• This presentation provides an innovative look, from an
Earned Value perspective, at the needs within the
schedule database to support schedule compression.
• The program illustrated will provide a process and
graphical displays to define and promote more practical
steps to aid mitigation than just reporting on EV metrics.
7. Brief Background on EVMS
• Earned Value Management began as a set of
35 Cost/Schedule Control Systems Criteria
(C/SCSC) imposed by the DoD on industrial
firms wishing to do business in a cost-
reimbursable or incentive contract.
• EVM subsequently has grown beyond the
factory floor and become an important
supplementary analysis tool to the use of
Critical Path Method scheduling in
construction applications.
8. Brief Background on EVMS
• The CPM schedule, as the primary project
management tool on the construction project,
will measure the contractor’s progress
against his baseline plan.
– CPM schedule is used to generate the baseline Budgeted Cost of
Work Scheduled (BCWS) Curve, which will form the basis of EVM
analysis throughout the project.
– Use of EVM metrics provides additional understanding of the
project’s health by adding texture to the analyst’s understanding
of:
• Critical Path delay
• Non-Critical Path slippage and float erosion
• Performance in particular areas of work or in particular
trades.
9. Schedule Compression
• Projects sometimes slip behind schedule,
and the late predicted completion date can be
unacceptable or unsustainable to the parties
to the contract.
– This paper does not discuss cause or compensability of the
slippages, delays, or mitigation actions.
– Regardless of who is paying, the EVM metrics can aid the
scheduler in determining a successful mitigation strategy.
• Common causes of slippage:
– Design Clarity
– Planning Efforts
– Project Management & Production
– Change Management
10. Key EVM Metrics
Schedule Analysis and Forecasting Cost Analysis and Forecasting
Schedule Variance (Are we ahead or behind Cost Variance (Are we under or over budget?)
schedule?)
SV = EV - PV
CV = EV - AC
Schedule Performance Index (How efficiently are Cost Performance Index (How efficiently are we
we using time?) using our resources?)
SPI = EV / PV CPI = EV / AC
Time Performance Ratio (What are the effects of To-Complete Performance Index (How efficiently
slippage issues on activity duration?) must we use our remaining resources?)
TPR = AD / OD TCPI = (BAC – EV) / (BAC – AC)
-From PMI’s Practice Standard for Earned Value Management
11. Key EVM Metrics
• Each of these metrics has the ability to guide
a schedule analyst, during the schedule
compression process, by highlighting
specific areas of slippage, or by highlighting
specific areas of success upon which the
contractor should capitalize.
13. Prerequisites
• It is essential that the scheduling process, from
baseline schedule generation through the schedule
updating and monitoring processes, be geared at
the outset to record information in such a way that
will facilitate simple EVM analysis.
• By starting with this end in mind, the scheduler will
have at his disposal quick and easy access to the
EVM metrics which will supplement his
understanding of the CPM schedule, and therefore
also his ability to revise and compress the schedule
when the need arises.
14. Preparatory Steps - Baseline
• Baseline schedule is fully designed and developed,
and captures the complete scope of work.
• Baseline schedule is properly cost and resource
loaded with accurate information.
– Schedule-based EVM metrics are available and useful, but the full value
of EVM only becomes apparent when one can use the metrics generated
by cost and resource loading.
– Schedule Analysis and Forecasting:
• Schedule Variance
• Schedule Performance Index
• Time Performance Ratio
– Cost Analysis and Forecasting:
• Cost Variance
• Cost Performance Index
• To-Complete Performance Index
15. Preparatory Steps - Baseline
• Detailed use of Activity Codes
– Codes will create a schedule database that can be exported and
manipulated in a spreadsheet later on.
– Detailed use of Activity Coding of the baseline schedule will allow the
creation of a BCWS Curve not only for the overall project, but also for
each of the trades represented by a Responsibility Activity Code.
• Creation of the BCWS Curve
– Can be generated within the schedule software.
– Can be generated within a spreadsheet.
– Curves can be generated on a per-trade basis if Activity Coding is
sufficient.
– Curves form the basis of EVM analysis during the updating process.
• What happens when there is no resource loading?
– Still possible to run EVM metrics
• Analyst loads crews, manpower, duration days, uses other metrics
16. Preparatory Steps - Updates
• Typical update preparation and maintenance rules
apply.
• Additionally, it is important to create additional
Activity Codes which will allow for simple collation
and analysis of activity-specific EV data, once the
schedule database is exported to a spreadsheet.
• Continuous coding of activities to track which
trades, types of work, areas of work, etc., are
impacted by known issues will allow the schedule
analyst to make more effective recommendations
regarding schedule compression.
17. Preparatory Steps - Updates
• Design and Contract Drawing Clarity:
– In updates, it is important to code activities with an “impact” code which
relates specific RFI’s to this activity.
– The code should be supplemented by specific information in the
activity’s log notes or notebook entry; however, the Activity Code is
essential for quick and effective EVM analysis within spreadsheets.
– Log notes must record delays to the start of an activity due to Design
Clarity issues, as represented by an RFI or other appropriate record
documentation, and should also track the start and finish date of RFI
review.
• If an in-progress activity is affected by a Design Clarity issue, the scheduler should
consider the use of the Suspend-Resume function to show the break in progress.
• Use of this function will also ensure that the activity’s Actual Duration is only
reflective of the contractor’s progress, so that progress-related delays are clearly
separated from Design Clarity issues.
– Should RFI’s or other Design Clarity issues result in changes to the
design, the scheduler must appropriately account for the changes in the
network, to include alterations to activities, durations, logic, cost
loading, and the BCWS curve. This will ensure a fair comparison of the
EV to the PV as the project progresses.
18. Preparatory Steps - Updates
• Project Management and Production:
– Proper coding within the baseline schedule should allow for the
generation of trade-specific EVM metrics.
– PM staff should:
• Continually create impact codes and log notes to represent
occasions where particular subcontractors have fallen short of
expectations in some way.
• Code and note any occasion where project progress was delayed
or disrupted by the action or inaction of the owner, or by third-party
delays.
– Assiduous attention to detail in this regard will allow the analyst to
separate out those trends which are representative of poor contractor
performance from those which were representative of impacts external
to the contractor.
• Document start delays and production delays in log notes
• Use Suspend / Resume
19. Prerequisites and Preparatory Steps
• Goal is to create a detailed database of uniformly
coded information which will yield quick and
accurate trending information that can be filtered on
a by-trade or other basis, in order to guide the
scheduler in development of a compressed
schedule.
21. EVM in Schedule Compression
• Crashing. A schedule compression technique in which cost and
schedule tradeoffs are analyzed to determine how to obtain the
greatest amount of compression for the least incremental cost.
Examples of crashing could include approving overtime, bringing in
additional resources, or paying to expedite delivery to activities on
the critical path. Crashing only works for activities where additional
resources will shorten the duration. Crashing does not always
produce a viable alternative and may result in increased risk and/or
cost.
• Fast tracking. A schedule compression technique in which
phases or activities normally performed in sequence are performed
in parallel. An example is constructing the foundation for a building
before completing all of the architectural drawings. Fast tracking
may result in rework and increased risk. Fast tracking only works if
activities can be overlapped to shorten the duration.
-From PMI’s Body of Knowledge, Fourth Edition
22. EVM in Schedule Compression
• Whether the schedule is to be crashed or fast-
tracked, it is essential that the scheduler understand
the following:
– Which trades are not performing up to expectations or contractual
obligations, and will therefore require additional resources or project
management attention in order to meet or exceed current production
goals?
– Which trades are exceeding expectations or contractual obligations, and
will therefore likely exceed current production goals?
– Delay and responsibility for delay will require CPM analysis, not only
EVMS – this is a trending tool that can be used to point out specific
trends among trade contractors that will likely affect progress
23. EVM in Schedule Compression
• By exporting the schedule database to a spreadsheet,
the scheduler can examine the historical data to gain an
understanding of the performance of each trade.
• At a minimum, the scheduler should export the following
data fields from the schedule database into a
spreadsheet:
Activity ID Budgeted cost
Activity description Actual cost
Original duration Cost Percent Complete
Actual duration Phase
Percent complete Work Area
Early start CSI Division
Early finish Type of Work
Actual start Responsibility/Subcontractor
Actual finish Issue Codes
Resources
24. EVM in Schedule Compression
Export or copy trending data into table in
preparation for pivot tables or charts
2005 2006
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Percent Complete 23.00 27.30 32.50 37.40 40.80 44.50 50.20 53.00 59.00 63.00 73.00 79.00 85.00 89.00
Critical Activities 189 141 596 713 705 756 12 170 454 11 200 36 82
LP Activities 171 107 191 142 519 6 6 6 26 25 22
Logic Changes 3,151 209 153 286 695 134 771 3,505 57 194 526 69 78 78
Out of sequence 69
Number of
2,287 2,289 2,285 2,313 2,317 2,326 2,776 2,777 2,780 2,807 2,808 2,812 2,816
Activities
In Progress 54 44 54 47 46 49 67 75 84 76 92 121 107
Complete 212 249 304 372 454 535 855 1,044 1,280 1,601 1,850 2,007 2,208
Missed ES 32 35 25 23 18 25 24 30 28 29 44 37 25
Missed EF 27 26 25 37 29 39 59 47 60 38 78 82 101
Missed Both 33 38 45 65 76 102 114 115 244 191 292 396 377
Early ES 15 12 8 5 0
Early EF 7 13 13 4 3
Early Both 0 31 8 2 1
Project TPR 2.18 3.09 1.77 1.64 1.57 3.01 2.12 3.42 3.30 1.97 2.19 2.95 1.96 2.53 2.52
BCW S ($M) 15.89 25.11 34.66 40.00 41.48 48.64 53.79 57.30 67.67 75.00 80.62 83.33 93.09
BCW P ($M) 8.90 22.10 30.50 36.40 36.50 42.80 46.80 51.00 56.40 60.90 60.70 72.00 78.20 82.50 82.37
ACW P ($M) 4.6 17.40 27.70 27.70 37.20 38.30 43.40 45.90 52.20 55.20 60.40 70.00 76.5 80.60 81.75
CPI 1.90 1.37 1.22 1.11 0.98 1.12 1.08 1.11 1.08 1.10 1.00 1.03 1.02 1.02 1.01
SPI 0.56 0.88 0.88 0.91 0.88 0.88 0.87 0.89 0.70 0.90 0.96 0.97 0.99 0.88
24
25. EVM in Schedule Compression
• Generate Time Performance Ratio and collate data
within a Pivot Table. Milestone HB HBRC HRU JCD WCE WM
Grand
Total
1 0.78 3.00 30.00 1.00 2.30 4.49
3 1.77 10.75 8.51
Type of Work TPR 4 1.67 1.00 0.83 1.03
Backfill 2.66 5 5.83 0.50 1.00 2.33
Concrete 2.15 70 0.86 1.00 1.00 0.99
Dredging 2.35 90 1.00 1.00
Electrical 1.52 7A 8.40 0.15 1.20 1.45 1.87
7B 3.96 0.05 1.40 2.67
Excavation/Backfill Work 3.25 7C 2.01 0.05 1.33 1.48
Signing/Marking 5.00 7D 4.27 0.78 2.52
Precast Concrete 3.60 7E 2.55 2.55
Pile 3.19 8A 5.60 5.60
Sheet Pile 2.66 8B 4.19 4.19
9A 2.70 1.71 2.32
Sewer Service 0.33 9B 1.01 1.01
Water Line 2.12 Grand
Misc. Steel 5.30 Total 3.55 0.97 2.84 1.23 1.26 1.00 1.84
Crane Rail 9.13
26. EVM in Schedule Compression
• Additional EVM metrics can be created by creating
pivot graphs of cumulative EV data over time, as
represented in the schedule database.
– By filtering the EV data by each of the trade codes, and plotting the
cumulative data by month, the EV data for each trade can be compared
to the BCWS Curves generated from the baseline schedule.
– From these curve comparisons, SV, CV, SPI, CPI, and TCPI can be
generated for each trade.
• Causes of the slippage within a particular
subcontractor’s work will have to be determined
through examination of project documentation and
interviews with the project staff.
27. EVM in Schedule Compression
Separating Earned Value curves by trade or location
will show very different results from project average
Earned Value metrics
HVAC
Improvements Problems
ELEC Consistent Time Problems
27
28. EVM in Schedule Compression
• Recovery concepts
– Determine slope of EV curve necessary to recover to end of project or milestone
– Graphically
• Produce trade specific EVMS curves
• Identify increased production curve from current time period to end of
project
• Convert production curve to shortened durations
• Verify ability of trade contractor to supply resources produce durations
28
29. EVM in Schedule Compression
• Determine production slope for recovery
• Use proportions to adjust remaining durations of trade
Cost Or Quantity
Time
Compressed EAC Increased Costs from Overrun
Compression
EAC
Cost
BAC Overrun
Time
• Check history Variance Production Slope
Required to Meet
• Verify ability to AC Deadline
provide resources
BCWS
(PV)
EV
0
Start DD Completion
Time
29
30. EVM in Schedule Compression
• In identifying underperforming trades, the scheduler
must investigate further to determine why this
particular trade was underperforming:
– Did it provide sufficient resources?
– Did the observed resources match planned resources?
– Were Man-Days or Crew-Days spent inefficiently?
• However, the comparison of each trade’s PV to it’s
EV will focus the scheduler’s attention on that trade,
and will prevent the scheduler from creating a
mitigation strategy that relies upon subcontractors
that have demonstrated an inability to meet their
commitments in the baseline schedule.
31. EVMS in Schedule Compression
700
Run resource profile comparisons Sum of Planned Man Power Sum of Actual Man Power
To show failure to meet planned 600
levels of manpower
500
This frames the discussion for any
trade contractors that have not met 400
plan, but need to ramp up for
schedule mitigation 300
This also allows the discussion of 200
whether the under-manning can be
overcome with the trade contractor
100
for the purposes of mitigation or if
another contractor is needed
0
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2001 2002
31
33. EVM in Schedule Compression
• As the mitigation strategy is implemented within the
CPM schedule, the schedule analyst must run
resource curves to determine if more resources are
needed.
• When analyzing the new resource curves, the
analyst should ask the following questions for each
trade:
– Does the new resource level exceed that which was previously agreed
upon with the subcontractor?
– Can the subcontractor provide the new level of resources, and who will
bear the burden of the cost of the increased resources?
– If not, can the prime contractor hire additional subcontractors for this
trade in order to achieve the increased level of production necessary to
compress the schedule?
34. EVM in Schedule Compression
• In order to analyze resources, run a Resource Table.
– Load activities with Crews if the schedule is not resource loaded, and
then create a resource table.
– Such a table will visually demonstrate where there may be conflicts with
the numbers of crews for each trade. This is a source for slippage
which should be discussed with the contractors.
35. EVMS in Schedule Compression
• Excellent paper – Al Kuhn, PSP
– use when no resource loading in schedule
– Allows crew loading & analysis
35
36. Resource Analysis with EV
Set up Crew Resources – Use them to check maximum
available limits
36
38. Conclusion
• Trends shown in the EVM metrics can be applied in selecting
areas for compression, highlighting the need for additional
resources, and checking the realism of a newly developed
compressed schedule, prior to implementation.
• The scheduler will have the ability to provide accurate and
useful recommendations to the project management staff in
support of mitigation and recovery efforts.
• The use of a good, trade specific Earned Value Management
System will provide useful data for use in mitigation efforts as
long as there is a mitigation strategy in place and a
monitoring system that will provide good, reliable metrics on
a periodic basis.
• Those metrics must be maintained, analyzed, and used in the
mitigation plan to guide the trade contractors as necessary to
fulfill the needs for recovery.
39. Conclusion
• This process will also provide early warning of problem trade
contractors in advance of the need to mitigate, and when the
need arises, the process will lay out guidelines for mitigation,
as well as provide the appropriate documentation to
encourage and legally support the need for specific trade
contractor mitigation.
• With proper use of this system, it is also possible to minimize
loss of productivity claims by periodic monitoring of the
slippage in work, assessing responsibility, and predicting the
remaining required production rates, as well as resource
requirements, that are necessary to complete on time.
40. Mitigation and Performance
Recovery Using Earned Value
Questions?
Chris Carson, PSP, PMP, CCM Patrick M. Kelly, PSP
Corporate Director of Project Controls Project Controls Manager
Chris.Carson@alphacorporation.com Patrick.Kelly@alphacorporation.com
(O) 757-533-9368 (M) 757-342-5524 (O) 757-533-9368 (M) 757-217-6820