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Early Completion Schedules
The document discusses the Scheduling Excellence Initiative (SEI) led by Chris Carson, focusing on developing best practices and guidelines for scheduling and their peer review process. It details the collaboration with AACEI on quality control metrics and outlines the advantages and challenges of early completion schedules from both owner and contractor perspectives. The document emphasizes the importance of risk management, negotiation, and validation of schedules to ensure successful project completion.
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Early Completion Schedules
- 1. SCHEDULING COMMUNITY OFPRACTICE 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 Practicesand 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 OFPRACTICE 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. 21