The document discusses scheduling a project at different levels. It describes the FSBOK Guide's 5-level schedule hierarchy from Level 1 executive schedules down to Level 5 look-ahead schedules. Key points include maintaining Level 1 and 2 schedules as time-scaled networks, limiting rolling wave planning to Level 4, and keeping uniform activity duration ranges within each schedule level. Network-based schedules are advocated for reliability in forecasting and evaluating delays. Massive schedules with high density can degrade usefulness, so alternative approaches like multi-level scheduling are suggested.
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.
Training Slides of Extension of Time (EOT) & Related Costs in Construction, in fullfillment of Delay Claim Expert.
Some Key-Points:
- Contentious Issues in Delay Analysis
- The SLC Protocol
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
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.
Training Slides of Extension of Time (EOT) & Related Costs in Construction, in fullfillment of Delay Claim Expert.
Some Key-Points:
- Contentious Issues in Delay Analysis
- The SLC Protocol
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
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.
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
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:
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
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
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.
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.
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
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:
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
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
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.
PMA’s Core Traits of a Reliable Schedule and NetPoint Schedule Analytics represent our contributions to date, aimed at improving plan and schedule quality in the AEC industry. Factors contributing to the state of scheduling today include; tension of current Total Float ownership principles, complex projects and sophisticated scheduling tools, and that greater activity detail leads to more accurate schedules.
Risk-based Planning and Scheduling, a short course presentation originally prepared for the Bachelor of Science Construction Project Management class, School of Construction, Southern Alberta Institute of Technology, Calgary, Alberta on October 11, 2016.
About the Author/Speaker:
Rufran C. Frago, P. Eng., PMP®, CCP, PMI-RMP®, Author
Senior Planning Specialist, Suncor Energy Inc.
President/Managing Director, RBM&S Inc.
Owner Administrator, E-Touch Up
Wide-range of expertise & specialization in the Manufacturing, Petrochemical, Oleo-chemicals, Oil and Gas, Education & Training Industries for more than 40 years in various roles and capacities. Exposure: Asia, Africa, Middle East and North America.
His expertise includes: Primavera Database Administration, Programs and Project Planning & Scheduling, Qualitative/Quantitative Risk Management, Problem Solving, Project Management, Cost Engineering, Project Control, Construction Management/Coordination, Project Review & Implementation Audit, Estimating, Engineering & Design, Fab/Mod Management, Preventive & Predictive Reliability-Based Maintenance, Operation, Material Selection, Warehousing, EH&S, and Training.
FTA Construction Management Handbook - 2012Yusuf Yıldız
U.S. Federal Transit Administration (FTA) tarafından hazırlanan, inşaat projelerinde proje yönetimi ve geliştirilmesi konularını kapsamlı bir şekilde ele alan el kitabı.
A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation.
RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.
Improving DOE Project Performance Using the DOD Integrated Master PlanGlen Alleman
DOE O 413 measures a project’s progress to plan by the consumption of funding, the passage of time, and the meeting of milestones. In March of 2003, then Under Secretary, Energy, Science, Card received a memo directing the implementation of Project Management and the Project Management Manual, including the Integrated Master Plan and Integrated Master Schedule. This directive states “the integrated master plan and schedule tie together all project tasks by showing their logical relationships and any constraints controlling the start or finish of each task. This process results in a hierarchy of related functional and layered schedules derived from the Work Breakdown Structure that can be used for monitoring and controlling project progress.” This paper shows how restoring the IMP/IMS paradigm to DOE program management increases the probability of program success in ways not currently available using DOD O 413 processes alone.
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SEQ CHAPTER \h \r 3work breakdown structure
A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.
The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:
The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.
Example
Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS:
· Hierarchical Levels – contains three levels of work
· Numbering Sequence – uses outline numbering as a unique identifier for all levels
· Level one is 1.0, which illustrates the project level.
· Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done.
· Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated.
· Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.”
Provide
Banquet
Plan and
Supervise
Dinner
Room and
Equipment
GuestsStaffSpeakers
1.1.1 Create
Plan
1.1.2 Make
Budget
1.1.4
Coordinate
Activities
1.1.3 Prepare
Disbursements/
Reconciliation
1.2.1 Make
Menu
1.2.2
Create
Shopping
List
1.2.4 Cook
1.2.3 Shop
1.4.1 Make
Guest List
1.4.2
Receive
RSVPs
1.4.4 Review
Special Needs
1.4.3 Create
Name Tags
1.2.5 Serve
Dinner
1.3.1
Identify Site/
Room
1.3.2 Set up
Tables/Chairs
1.3.4 Decorate
1.3.3 Lay out
Settings/Utensils
1.3.5 Prepare
.
Pmi Project Management Core Problems Uet Dec 22 09Khalid0211
This is from a talk at IBM, UET Lahore on Project Management: Emerging Issues & Problems in Pakistan. Looks at what are the issues, what can be done, real results of interventions and suggestions.
The purpose of this process is to define the overall parameters of the Project. This process is shaped by the development of the Project Definition Document (PDD), a narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, etc.
PDD details how the project will be organized, managed and executed.
Practical Application of Value Engineering in Capital ProjectsPMA Consultants
One of the significant challenges owners, designers, and contractors face is the proper application of value engineering on their projects. This presentation provides an overview of the value engineering job plan, function analysis system technique and discusses a case study so participants can apply value engineering to their projects.
Learn about challenges and solutions for implementing a transformational project based on real integration examples (cases).In any Project Controls (TCM framework, EVMS) implementation: technology, systems/processes, and people are involved. This presentation provides an understanding of integrating two of the essential knowledge areas: cost and schedule. See real examples of integrations explaining frameworks, models, best practices, bodies of knowledge, and standards. Analyze the outcome, challenges, and alternatives.
Scope, cost, and schedule considerations for pandemic resilient schools. PMA publishes a COVID19 K-12 framework that will help ensure safe environments for students, teachers, parents, and staff. Includes requirements to modify building operating systems to mitigate the transmission.
BioPharma Projects: Essentials in Project ControlsPMA Consultants
Are project controls essential for effective governance and decision making? Learn how wave planning and project controls were used for transferring BioPharma operations. Initiating manufacturing operations in a newly built pharmaceutical facility is a demanding process for any organization. The technology transfer team is responsible for both ensuring that the facilities meet the design requirement as well as successfully transferring all products to the new site. Understanding the costs, benefits, and risks of multiple solutions requires complex modeling. A key component of the growth strategy involves the transfer of specific operations to a new facility, which requires identifying resource limitations, prioritization of needs initially and continuously throughout the dynamic project.
How to Implement a Project Management Information SystemPMA Consultants
Do you want to improve the success of your project delivery? Learn how a Project Management Information System gives you the information needed to make informed decisions and deliver successful projects.
Top Five Metrics for Measuring Schedule ReliabilityPMA Consultants
Learn how to improve schedule reliability using five metrics common for project schedules. Although Schedule MD has over 40 different metrics, focusing on a subset will provide improved schedule reliability that any project scheduler can use. Attendees will walk away knowing an efficient way to get up and running analyzing schedules.
Gantt charts have evolved to become a primary means of communicating project plans and schedules. However, Gantt charts or bar graphs are limited in what it can present. They lack the ability to show the interrelationships and interdependencies which control the progress of the project. Gantt charts are subjective vs. rule-based, therefore, not reliable tools for construction scheduling. Logic Gantt charts (with CPM logic ties) are not subjective but fail to convey a sense of logical flow. See how the Graphical Planning Method (GPM) is a better alternative to the prior logic Gantt charts.
Display the right schedule activities to meet your teams specified criteria. Learn how to use P6 filters and layouts to better display your schedule content.
Need help choosing your next project delivery method? View a comparison of methods to help make the right decision. Compare Design-Build, Design-Bid-Build, and CM at Risk to learn which is best for your project.
Why do we need Project Controls? The financial decision to execute a project implies a given investment completed at a given time and owners need to get the most out of the amounts of capital invested. In today’s business climate, “real time” information is essential to make better decisions.
Using Excel with NetPoint to provide a schedule that identifies hand-offs and completion dates, easily communicates the schedule with the team and with decision makers, calculate the critical path, include logic relationships to ensure reliability, and improve performance.
Leveraging NetPoint & Excel for Template-Based Project PlanningPMA Consultants
Learn how to develop a systematic approach with your Excel spreadsheets and turn them into interactive real-time graphical plans. It’s easy to modify your Excel spreadsheets into a template that can be imported into NetPoint. Once in NetPoint you have a graphical plan or schedule to continue development. NetPoint's features make it an ideal tool for interactive planning with teams and groups for improved stakeholder buy-in. Even better is that you can export back to Excel for linked report with your list of activities and additional schedule data to be used for reporting and analysis.
Risk 2196 Removing the Early-Dates Bias in CPM Risk AnalysisPMA Consultants
The Critical Path Method (CPM) schedules activities to start on early dates, which results in an unrealistic completion distribution in CPM risk analysis. CPM risk analysis tools, thus, cannot model what commonly occurs when a project unfolds and activities start on dates later than early dates due to floating or pacing decisions based on schedule progress. Graphical Path Method (GPM®) risk analysis allows activities in each realization to float as a function of random sampling and decision rules, accurately modeling the real world where activities are delayed to take advantage of total float. This paper and presentation demonstrates how the early bias in CPM risk analysis leads to optimistic completion distributions, and how GPM risk analysis corrects for the early bias by allowing floating and pacing scenarios. A novel approach is also introduced for developing a bounding completion distribution envelope for selecting realistic probabilistic completion dates and for monitoring safe-float use as the project progresses. Presented at AACE’s 2016 Annual Meeting.
Risk Modeling and Analysis (Mitigating the Planning Fallacy)PMA Consultants
There are two strategies to mitigate the planning fallacy relative to project schedules, one relating to benchmarking activity durations, and the second advocates schedule risk analysis as the new normal. In support of this strategy, Dr. Gui introduces GPM schedule risk analysis and provides a demonstrative using NetRisk, the schedule risk analysis module now available with NetPoint.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. Scheduling a Project
At Different Levels
Gui Ponce de Leon PhD, PE, PMP, LEED AP
Philip Spittler PMP
PMA Consultants, LLC
May 2,
M 2 2011
02 May 11 2
4. Scheduling a Project at the Right
Level at the Right Time
Level,
An important consideration in planning and scheduling
During management planning
When executive and senior managers are involved
Project-level schedules prevail
Schedules become detailed as the planning horizon
switches from the whole of the project to stages or
phases
With assumptions tested and information firmed-up
Management can engage in detailed planning
Various participants have different levels of interest
Some consensus but yet to reach standard status
y
02 May 11 4
5. Protocols Considered
Jelen’s schedule levels
The CII schedule levels
Guide to the Forensic Scheduling Body of Knowledge
Part I (FSBOK Guide)
AACE International Recommended Practice No. 37R-06
Schedule Levels of Detail─As Applied in Engineering,
Procurement and Construction (RP 37)
( )
The Chartered Institute of Building Guide to Good
Practice in the Management of Time in Complex Projects
(CIOB Guide)
Mosaic’s Schedule Levels─Major Projects
DOE Schedule Planning and Development Guide 1.8
02 May 11 5
8. Recent Developments
RP 37 describes a 5-level method based on schedule
level requirements, levels of interest and the intended
use of each schedule level
This RP 37 method is based on Stephenson’s levels
The CIOB Guide advocates five schedule reporting
levels
le els
Levels 1 - 3 accomplished through summarizations
Activity duration ranges vary within a schedule based on
planning h i
l i horizon
Neither the PMBOK Guide nor The Practice Standard
for Scheduling deals with schedule levels
Weaver/Mosaic offers a hierarchy of Level 1–5
schedules, from summary- to detailed- level schedules
Activity duration ranges may vary either based on schedule
y g y y
level or planning horizon within a schedule
02 May 11 8
9. The CSI Approach to
Construction WBS Hierarchy
The Construction Specifications Institute publishes the
MasterFormat, a master list th t classifies project work
M t F t t li t that l ifi j t k
by deliverables and components and by construction
practices
General Requirements Division 01
Facility Construction Divisions 02-19
Facility Services Divisions 20-29
Site and Infrastructure Divisions 30-39
Process Equipment Divisions 40-49
The MasterFormat is one scheme
that can be used to organize the project
WBS, detail cost accounts and
activity codes
02 May 11 9
10. Guide to the Forensic Scheduling
Body of Knowledge
A schedule hierarchy for coherent summary and detailed
detailed-
level schedules intended for mega contracts and major
contracts, but scalable to other contracts; it advocates:
Network-based
Network based level 1 4 schedules
1–4
Maintaining the Level 1 schedule and Level 2 schedule─both in
time-scaled network format─current for the duration of the project
Limiting rolling wave planning techniques to Level 4 schedules
Suitable to top-down and roll-up integration
Top-down─base a lower-level schedule on the next higher level
Roll-up─carry re-baselining and updating to higher levels
By way of example, the hierarchy is aligned with the
MasterFormat approach to construction WBS hierarchies
02 May 11 10
11. FSBOK Guide Level 1
Executive Schedule
E ti S h d l
General Intent and Format
Establishes Contractual Milestones (if Included with
the Request for Bids) or Demonstrates
Conformance to Contractual and Other Milestones
(if Included with the Bid and/or the Contract)
Time-Scaled Network Diagram─Commonly One
g y
Sheet
Kept Current with Level 2
Compares t RP 37 L
C to Level 1 Wi k i et al. L
l 1, Wickwire t l Level 1
l
and Mosaic Level 1
02 May 11 11
12. FSBOK Guide Level 1
Executive Schedule
E ti S h d l
Scheduling Objective
Portrays Controlling, Summary-Level Activity(ies)
Between Milestones at CSI Division Grouping Level
Key Procurement Scope and Overall Commissioning
Sequence Included
Empirical Mega Construction Activity Duration: 20%
to 40% of Contract, Generally 6 to 18 Months
Empirical Major Construction Activity Duration: 10%
p j y
to 30% of Contract, Generally 3 to 12 Months
02 May 11 12
13. FSBOK Guide Level 2
M
Management S h d l
t Schedule
General Intent and Format
Project Manager Input and Sign-Off
Developed with the Bid or Before Mobilization
Time-scaled Network Diagram
Establishes the Critical Path, Near-Critical Paths and Key
Target Dates for the Initial (Rev. 0) Progress Schedule
Conforms to the Construction Plan, Including
Constructability, Targeted Means and Methods, Craft
Levels and Shared-Resource Dependencies
Mostly Finish-to-Start Logic Ties
Roll-Up of Level 3 Re-Baselining and Updating
Compares to RP 37 Level 2 and Mosaic Level 2
02 May 11 13
14. FSBOK Guide Level 2
M
Management S h d l
t Schedule
Scheduling Objective
Driving Path for Structures & Major P
D i i P th f St t M j Process S t
Systems at CSI
t
Division Level (e.g., Earthwork, Foundations, Framing, etc.)
May Subdivide Into Area Grouping or Tier Grouping
Constructability and Normal Adverse Weather-Validated
Long-Lead Equipment & Material Procurements and Critical
Commissioning Sequences
Empirical Construction Activity Duration:
Mega contracts: 10% to 20% of Contract, Generally 3 to 9 Months
Major Contracts: 5% to15% of Contract, Generally 2 to 6 Months
Lower end is for activities for which hard logic applies
Upper limit is for activities scoping bulk commodities
02 May 11 14
15. FSBOK Guide Level 3
P
Progress S h d l
Schedule
General Intent and Format
Site/Construction Manager Input and Sign-Off
Time-scaled Network Diagram or Bar Chart with Logic
Drives the Updating Process
Integrates Vendor Design, Fab/Delivery, Construction,
System Completion and Commissioning
May be Craft Loaded (Typically, Critical Crafts) and Rely
on Critical Shared-Resource Dependencies (e.g.,
Shared Crane) )
Activity Cost Loading, if Contractually Required
Compares to RP 37 Level 3, Wickwire et al. Level 2 and
Mosaic Level 3
02 May 11 15
16. FSBOK Guide Level 3
P
Progress S h d l
Schedule
Scheduling Objective
Grouping of CSI Divisions in Areas or Elevations for
Structures and Major Process Systems
Level 2 Earthwork, Foundation, Framing etc Subdivided
Earthwork Foundation Framing, etc.
into Component Chunks
Normal Adverse Weather-Validated
Detailed Delivery Sequences and Integrated, Detailed
Commissioning Sequence
Formula Mega Construction Activity Duration: 2% to 5%
g y
of Contract, Generally 3 to 12 Weeks
Formula Major Construction Activity Duration: 1% to 3%
of Contract, 2 to 6 Weeks
Contract
02 May 11 16
17. FSBOK Guide Level 4
W ki S h d l
Working Schedules
General Intent and Format
Supervision Input and Sign-Off
Developed Before Starting a Phase or Area
Often Developed as Separate Schedules
p p
Time-scaled Network Diagrams or Bar Charts with Logic
Coordinated with Field Supervision (Contractor) and
Subcontractor Input
Trade Coordination
May be Craft Loaded and Detail Crew Movements and other
Means & Methods
May be Done on a Rolling Wave Basis (e.g., Every 3 Months)
Compares to RP 37 Level 4, Wickwire et al. Level 3 and
Mosaic L
M i Level 4
l
02 May 11 17
18. FSBOK Guide Level 4
W ki S h d l
Working Schedules
Scheduling Objective
Groups CSI Sections Within Elevation or Area for
Structure or Process System
Level 3 Earthwork, Foundation, Framing Enclosure MEP
Earthwork Foundation Framing, Enclosure,
& Process Installations Subdivided into Fragnets;
Activities Biased Towards a Subcontractor or Trade
Normal Ad
N l Adverse W th V lid t d
Weather-Validated
Working-Level Detail in Procurement and Commissioning
Formula Mega Construction Activity Duration: 1% to 3%
g y
of Contract, Generally 2 to 6 Weeks
Formula Major Construction Activity Duration: 1% to 2%
of Contract, Generally 2 to 4 Weeks
Contract
02 May 11 18
19. FSBOK Guide Level 5
L k Ah d S h d l
Look-Ahead Schedule
General Intent and Format
Subdivide Progress and Upcoming Level 3 or
Level 4 Activities into Tasks for the Next 2 to 3
Weeks
Developed by Crew Foreman Typically in Bar
Charts or Similar Format
Tasks are Crew Loaded
Reviewed in Site Progress Meetings
g g
Compares to RP 37 Level 5 and Mosaic Level 5
02 May 11 19
20. FSBOK Guide Level 5
L k Ah d S h d l
Look-Ahead Schedule
Scheduling Objective
Work Assigned to Crews
Broken Down by Specific Components, Based
y p p
on Verification That Work Can Proceed and
That Materials, Design Documentation and
Other Installation Information are Packaged and
Made Available to Crew Foremen
Task Duration: From a Few Days to Three
y
Weeks
02 May 11 20
21. FSBOK Guide Advocates Network-
Based Level 1 4 S h d l
B dL l 1-4 Schedules
Absent Contrary Contractual Language:
y g g
Level 2 schedules and Level 3 schedules are
appropriate forecasting tools to evaluate:
Timely performance
Delay and disruption, and
Time extension requests
Whether
When
Wh such ih issues arise, or
i
Where the evaluation is undertaken post-completion
02 May 11 21
22. FSBOK Guide View of Level
2S h d l
Schedules
g
A Relevant and Reliable Forecasting Tool if:
In a time-scaled network format
It portrays the contractor’s plan at contract award
at an appropriate granularity
t i t l it
It remains current and in conformance to the
contract
It establishes the critical/near-critical paths based:
On contract dates
On the construction plan, e.g., means and methods, etc.
On normal adverse weather
On key deliveries
02 May 11 22
23. FSBOK Guide View of Level
3S h d l
Schedules
As Source Document for Forensic Modeling g
Depending on the analysis method used, a Level 3
schedule may be overly detailed, particularly where
not relevant to the facts of the case
t l t t th f t f th
Forensic analysis using a Level 3 schedule may
divert attention to non issues and detract from the
non-issues
issues in dispute without gaining analysis accuracy
Where this compromises analysis accuracy, an
p y y,
acceptable protocol is to generate a reliable
summarization of the Level 3 schedule
02 May 11 23
24. FSBOK Guide View of Level 4
and L
d Level 1 S h d l
l Schedules
The subdivisions of Level 3 schedule activities
existing in a Level 4 schedule are often suitable
bases for time impact analysis at the fragnet level
A Level 1 schedule i a time-scaled network f
L l h d l in i l d k format
that is coherent with the Level 2 schedule is a valid
source for a forensic demonstrative provided:
demonstrative,
It portrays controlling summary activities between
milestones at the CSI Division Grouping Level or
equivalent indenture in another WBS scheme
It includes critical procurement activities, commissioning
activities and, possibly, schedule reserve
02 May 11 24
26. Schedule Granularity vs.
Schedule Density
When the
Wh th project i scheduled i multi-level schedules
j t is h d l d in lti l l h d l
For instance, where separate rolling wave Level 4 schedules are
generated, it is practical to design Level 2 and Level 3 schedules
with uniform activity duration ranges
Where duration range is uniform for the duration of level
2-3 schedules, appropriate to the level in the hierarchy
The
Th term activity or schedule granularity i used rather than
i i h d l l i is d h h
schedule density
CIOB Guide schedule density implies varying duration
ranges within a schedule
ithi h d l
FSBOK Guide schedule granularity prescribes a uniform
duration range for each schedule
g
02 May 11 26
27. Recapping the
FSBOK Guide Hierarchy
Main Points
Network-based schedules at all levels but for look-ahead
Better ensures relevant and reliable forecasting tools
ALLevel 2 schedule k t current f th project d ti
l h d l kept t for the j t duration
promotes continuing executive and senior management
involvement when re-baselining schedule performance
Derive a lower-level schedule from the next higher-level
Limit use of rolling wave planning techniques to Level 4
Hold schedule granularity uniform as opposed to varying
schedule density with planning horizon
Interplay between WBS and Schedule level
02 May 11 27
28. The Downside of Schedules that Become
Massive as D
M i Density I
it Increases
When the schedule multiplies in the number of activities as
schedule density increases from update to update, its
usefulness as a relevant reliable forecasting tool degrades
relevant,
Schedule integrity is affected by data machinations the scheduler
may have engaged in to attain realistic dates and critical paths
Ever-growing multi-thousand activity schedules trend toward a
highly-disordered schedule document
02 May 11 28
29. FSBOK and CIOB Guidance on
Activity Duration R
A i i D i Ranges
02 May 11 29
31. The Sayonara Conclusion
The time has come to bid farewell to bar chart
techniques for Level 1 and Level 2 schedules,
as well as Level 4 schedules
This will not only promote more coherent
p
planning, but will allow all contemporaneous
g, p
schedules to play a role in forensic scheduling
02 May 11 31
32. The TMI Conclusion
An alternative to working with Level 3 schedules
that become massive as schedule density
increases is to approach the scheduling of a project
in a multi-level schedule sequence that involves
Deriving a lower-level schedule from the next higher-level
schedule
Limiting reliance on rolling wave planning techniques to
the network-based Level 4 schedules
For any schedule in the hierarchy, maintaining
granularity unniform, from beginning to end, better
ensures a highly-ordered network of realistic dates
and reasonable floats, ergo a relevant and reliable
forecasting document
02 May 11 32
33. The Less is More…
You Had Me at Level 2 Conclusion
The activity granularity designed into a Level 2
schedule is likely to yield a relevant and reliable
source document for forensic schedule analysis
Because of the activity granularity typically
followed, a Level 3 schedule may detail paths not
relevant to the facts of the case; analyzing non-
non
issues may detract from and confuse the issues in
dispute without gaining analysis accuracy
The d t il i
Th detail in a Level 3 schedule used i f
L l h d l d in forensic
i
schedule analysis should be made proportionate to
the facts at issue by means of reliable
summarizations
02 May 11 33
34. The New Standard Conclusion
Favor approaching the scheduling of a project
in separate but coherent summary- and
detailed-level schedules, each schedule with
uniform granularity
Note ─the principles discussed are adaptable to
schedule level approaches that are based on
pp
one schedule designed at different levels of
detail by varying schedule density based on
planning horizon
02 May 11 34