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.
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.
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.
Dashboards and “Balanced Scorecards” have been proposed as a communication tool and executive summary of program performance. They can capture a variety of inputs and display them in one place.
Key Performance Indicators (KPIs) and metrics are typically displayed by an assortment of dials, gauges and stoplights that resemble those found in a commercial plane cockpit.
But to be effective the dashboard must really track all key program dimensions since a failure in any one can undermine the program.
The dashboard must reflect the strategic business objectives that the program is trying to achieve; key dimensions to assess strategy effectiveness; and key process and control factors to assure true progress is being made towards the strategic business objectives. Many times measures are chosen without adequate attention given to the driving strategic business objectives. In those instances the program team track measures and then tries to figure out what the objectives are.
The attached paper entitled, “Program Management Dashboards” appears in this month’s PM World Today and suggests dashboard parameters applicable to large engineering and construction programs. It is based on the Strategic Program Management system illustrated below.
I hope you find this information of value as you undertake your own efforts in managing large programs.
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.
Dashboards and “Balanced Scorecards” have been proposed as a communication tool and executive summary of program performance. They can capture a variety of inputs and display them in one place.
Key Performance Indicators (KPIs) and metrics are typically displayed by an assortment of dials, gauges and stoplights that resemble those found in a commercial plane cockpit.
But to be effective the dashboard must really track all key program dimensions since a failure in any one can undermine the program.
The dashboard must reflect the strategic business objectives that the program is trying to achieve; key dimensions to assess strategy effectiveness; and key process and control factors to assure true progress is being made towards the strategic business objectives. Many times measures are chosen without adequate attention given to the driving strategic business objectives. In those instances the program team track measures and then tries to figure out what the objectives are.
The attached paper entitled, “Program Management Dashboards” appears in this month’s PM World Today and suggests dashboard parameters applicable to large engineering and construction programs. It is based on the Strategic Program Management system illustrated below.
I hope you find this information of value as you undertake your own efforts in managing large programs.
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
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.
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.
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
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
To prove entitlement to delay damages, it has been reasonably established (by best practices as well as case law) that a Contractor must show a critical path delay to Project completion. But, what happens when an Owner-impact extends the time a Subcontractor must remain on the job, but doesn’t extend the Project completion date?
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
This session provides background on the purpose of mediation, how to present as an expert, and how an experienced mediator facilitates dispute resolution.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
An introduction to the cryptocurrency investment platform Binance Savings.
Early Completion Schedules
1. SCHEDULING COMMUNITY OF PRACTICE
Scheduling Excellence Initiative
Featuring
SEI
Scheduling
Excellence
Early Completion Schedules
Initiative
Chris Carson, PSP
Corporate Director of Project Controls
Alpha Corporation
Chris.carson@alphacorporation.com
757-342-5524
2. SEI Update
SCHEDULING COMMUNITY OF PRACTICE
• Best Practices & Guidelines for Scheduling
– Releasing first draft to start peer review
– Available at 2011 Annual Meeting
– Goal is to complete by end of 2011
SEI
Scheduling • Best Practices & Guidelines for Schedule
Excellence Impact Analysis, Volume 1
Initiative – Producing work product
– Need volunteers to help develop topics
– Goal is to release peer review draft end of 2012
• Joint Collaborative Project with AACEi
– Developing study - Quality Control Metrics
Percentage of CP activities, Ratio of relationships to
activities, etc. PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
2
3. SEI Update
SCHEDULING COMMUNITY OF PRACTICE
• Best Practices & Guidelines for Scheduling
– Copy of Table of Contents available on SCoP
website – “Share – Documents – Document
Exchange – Documents – SEI – SM”
SEI – “2010-06-04 BPG Volume 1 Final Outline”
Scheduling
Excellence
• Best Practices & Guidelines for Schedule
Initiative Impact Analysis
– Copy of Table of Contents available on SCoP
website – “Share – Documents – Document
Exchange – Documents – SEI – SIA”
– “2008-03-01 SIA Outline – Volume I”
– “2008-04-30 SIA Outline – Volume II” (future effort)
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
3
4. SEI Publications
SCHEDULING COMMUNITY OF PRACTICE
PMI College of Scheduling
Best Practices
& Guidelines
Volume I
Project Planning
SEI And Scheduling
Scheduling
Excellence
Initiative
5. Best Practices & Guidelines
SCHEDULING COMMUNITY OF PRACTICE
• Topic authors and reviewers must answer six
basic questions about each topic:
– Definition
What is it?
SEI – Purpose
Scheduling
Why is it used?
Excellence
Initiative – Default Condition
When & under what conditions is it used?
– Best Practices
What are acceptable implementations?
– Recommended Practice
Is there a preferred implementation?
– Admonitions & Advisories
What should be avoided? 5
6. SEI Update
SCHEDULING COMMUNITY OF PRACTICE
• SEI Core Team
– Chris Carson, Managing Director, SEI
– Pete Oakander, Deputy Director, SEI
– Craig Relyea, Editorial Team Leader, SEI
SEI
Scheduling • Best Practices & Guidelines for Scheduling
Excellence – Laura Williams, Volume Manager
Initiative – Recipient of the 2011 award for “Contribution to
College of Scheduling/SCoP”
• Best Practices and Guidelines for Schedule
Impact Analysis
– Mark Sanders, Volume Co-Manager
– Mark Nagata, Volume Co-Manager
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
6
7. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Copies of the Early Completion Schedules
draft documents available on website
“Share – Documents – Document Exchange – Documents –
SEI Webinar BPG Topics
SEI Early Completion Schedules
Scheduling Defined as submission of an as-planned schedule
Excellence showing earlier completion than contractually
Initiative
mandated
Early Completion Schedules
Inadvertent
Intentional
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
7
8. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Inadvertent Early Completion Schedules
Usually not done intentionally
May be missing scope
May be rushed and just not finished
SEI May not have involved full PM team
Scheduling Not done for a specific reason
Excellence
Initiative Intentional Early Completion Schedules
Developed to minimize time on project
Developed to provide a “buffer” for completion
Expects to be allowed to complete early
Expects to be paid extended GC for owner delays
from early date, not just contract completion date
May or may not provide notification of intent to finish
early
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
8
9. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Inadvertent Early Completion Schedules
Owner perspective
Should prompt careful review
Verify reasonableness
SEI Verify full scope of work
Scheduling Verify inclusion of all non-work activities that might
Excellence drive the schedule
Initiative Determine if schedule represents full PM team
participation
Verify resource planning and logic/sequencing
Verify inclusion of reasonable weather planning
Determine use of risk management
Review coordination and owner-responsible activities
carefully
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
9
10. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Inadvertent Early Completion Schedules
Owner perspective
Share review results with contractor
Recommend revision to accommodate missing
SEI items
Scheduling
Once contractor has verified quality control and
Excellence
Initiative reasonable schedule, resubmission still
requires careful secondary review
Generally when owner questions contractor’s
schedule, providing feedback in detail, revised
schedule consumes more of the project
duration
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
10
11. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Inadvertent Early Completion Schedules
Contractor perspective
Should prompt careful QC review
Verify resource planning and logic/sequencing
SEI Verify inclusion of reasonable weather planning
Scheduling Ensure use of risk management, particularly
Excellence identifying high risk activities and processes
Initiative Provide careful Written Narrative to ensure that all
assumptions and requirements of the owner are
identified
Schedule should provide reasonable expectation of
meeting project milestones, not overly optimistic or
pessimistic
Revise as necessary and submit
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
11
12. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
Owner perspective
Proactive steps
Address in contract documents
SEI Require as-planned schedule shows contractual
Scheduling completion
Excellence Require constraint on contractual milestones
Initiative Forbid float in as-planned schedule
Simply state that early completion schedules will
not be accepted
Provide change order to reduce the contractual
completion to the early completion date
Allow a contingency activity prior to Substantial
Completion – mandate joint ownership of
contingency time (float)
Provide incentive contingency activity
PMI College of Scheduling 12
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
13. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
Owner perspective
Raises specific risks
Check to see that schedule does not impose
SEI additional requirements on owner
Short review times
Scheduling
Early equipment delivery
Excellence
Other project coordination issues
Initiative
Owner will pick up maintenance and operating
charges from early completion date
End user might have to occupy early
Salaries will start early
Third party coordination may be more difficult
If the early completion schedule is too aggressive,
there is uncertainty in completion predictions
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
13
14. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
Owner perspective
Legal risks may occur
Failure to notify and/or spec language
SEI precluding early completion may not be an
Scheduling absolute bar to damages recovery when owner
Excellence causes delays
Initiative
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
14
15. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
Contractor perspective
Contractor needs to identify true need for early
completion schedule
SEI Due to limited general conditions costs, should
Scheduling document and follow early completion requirements
Excellence Due to attempt to limit risk of late completion, should
Initiative discuss with owner and negotiate some buffer solution
Due to limited resource availability, verify and choose
solution to support the risk
With true need identified, contractor can take
measures to limit risks
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
15
16. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
Contractor perspective
Owner ability to simply move completion date to
early completion schedule date could result in
SEI liquidated damages based on early date
Scheduling Float will likely still belong to project so owner-
Excellence responsible changes might use up float
Initiative
Contractor could be required to stay on project beyond
early completion date to handle changes with no
additional general conditions costs
This is still a risk with good production when the
project is ahead of schedule – owner changes could
still force contractor to remain on job
But bid would have included full term GC costs
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
16
17. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
Contractor perspective
In order to recover damages from delayed early
completion, contractor must show:
SEI Always intended to finish early
Scheduling Had the ability to finish early
Excellence Would have finished early but for owner actions
Initiative Without these conditions, contractor likely will not
prevail with an early completion claim in litigation
Could also notify owner that project was bid with only
general conditions for the early completion duration
Jurisdictional differences in litigation make resolution
uncertain for both parties
Ownership of float could be problematic if owner
attempts to retain
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
17
18. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Intentional Early Completion Schedules
General recommendations
Quality of as-planned schedule must be validated
before deciding on ability to finish early
SEI Risk management should be incorporated into
Scheduling schedule to raise the probability of meeting
Excellence scheduled completion
Initiative Both parties should negotiate early completion
Look at contingency options to provide some
protection
Adjust contractual completion date
If conditions work for owner, agree, and adjust
contractual completion to early date
If contractor is comfortable about schedule predictions,
agree to adjust contractual completion
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
18
19. SEI Best Practices and
Guidelines for Scheduling
SCHEDULING COMMUNITY OF PRACTICE
• Plans for published volume
– Working to get universities that provide CM
education involved with peer review
– Plan to get copies into CM education departments
SEI as reference book
Scheduling – Goal is to have volume reviewed, correlated, and
Excellence published by 2012
Initiative
• Opportunities for volunteers
– BP&G for Scheduling
Develop remaining work product
Opportunities for peer review
– BP&G for Schedule Impact Analysis
Develop primary work product
Influence best practice recommendations 19
20. Early Completion Schedules
SCHEDULING COMMUNITY OF PRACTICE
Questions?
Recommendations?
SEI
Scheduling War Stories?
Excellence
Initiative
Gripes?
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
20
21. SCHEDULING COMMUNITY OF PRACTICE
BP&G for Scheduling
Early Completion Schedules
SEI
Scheduling Chris Carson, PSP
Excellence Corporate Director of Project Controls
Initiative Alpha Corporation
101 West Main Street, Suite 7100
Norfolk, VA 23510
757-533-9368 Office
757-342-5524 Mobile
Chris.carson@alphacorporation.com
PMI College of Scheduling
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
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