Post on 18-Dec-2014
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scheduling.vc.pmi.org
The Project Schedule Log: Charting the Project Path
Mark DoranPaul Levin, PSPChris Carson, PSP
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Author Biography – Mark Doran
Degree:– BS, Building Construction and Contracting Technology
University:– Purdue University
Years of Experience:– 25 years
Professional Field:– Construction Management, Administration and Consulting,
Construction Claims Analysis and Expert Testimony with emphasis on scheduling and schedule analysis
– Founding Partner of Contract Solutions LLC Something you do not know about me:
– Provide scheduling /claims seminars for Federal Publications Seminars.
– Hobbies include golf and scuba diving.– Member: CMAA , ABC and ABA Construction Forum
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Author Biography – Paul Levin, PSP
Degree:– BSCE, MEA
University:– BSCE, University of Maryland– Masters in Engineering Administration, The George
Washington University Years of Experience:
– 25 years Professional Field:
– Construction Management, Administration and Consulting. Focus on Project Controls and Scheduling. Primarily heavy construction.
– Senior Schedule Engineer, Washington Metropolitan Area Transit Authority
Something you do not know about me:– Also involved as publisher, editor and writer on various
construction subjects including claims, construction law, BIM, scheduling and project controls.
– Hobbies include bicycles, motorcycles and one week of black diamonds a year
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Chris Carson, PSP, CCM, PMP
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, as well as analysis, work product, and testimony
– Developed and manages the in-house project controls training program at Alpha
Certified as PMI PMP, AACE Planning & Scheduling Professional, CMAA Certified Construction Manager
University: University of Virginia, Mechanical Engineering, 1972 Professional Field: 38 years of experience in Construction Management
Services specializing in Scheduling, Schedule Analysis, Estimating, Claims Active in PMI (Project Management Institute) College of Scheduling
– Vice President of Scheduling Excellence, Managing Director for SEI (Scheduling Excellence Initiative) writing Best Practices and Guidelines for Scheduling and Schedule Impact Analysis
Active in Association for the AACE International, Planning Planet, CMAA
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Introduction
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Three Topics
Basic Schedule LogDual Tracking Schedule LogSchedule Notebook
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Purpose of Schedule Logs
Organizational ToolManagement ToolSchedule Analysis Tool
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• Organizational Tool• Keep track of various schedules and baselines• Keep track of submissions and approvals
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Purpose of Schedule Logs
• Management Tool• Track project’s progress (and cost) through time• Look for trends and patterns• Forecast where job is headed and make corrections
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• Analysis Tool• Overview of project history from scheduler’s
perspective• List of schedules “of record” and approvals• Starting point for schedule-related claims• Identity patterns of changes from month to month
Purpose of Schedule Logs
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• Chart – table or spreadsheeto Basic project schedule datao Obtained from schedule software and payment datao Includes data required by contract’s schedule
specifications
Schedule Logs – Basic Format
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o Basic Schedule Clauses• Prepared by contractor• Baseline• Approved by owner• Monthly updates
Typical Schedule Specifications
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• Basic Schedule Clauses (cont.)• AIA 201• Consensus Docs (formerly AGC200)• EJCDC C-700• Various public agency contract documents
Typical Schedule Specifications
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• Advanced Requirements• Cost loading – schedule of values• Resource loading – man-hours
Typical Schedule Specifications
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• Advanced Schedule Clauses (cont.)• Unified Facilities Guide Specifications (UFGS) as
used by USACE, NAVFAC, AFCESA and NASA• VA, DOE, FBOP and DOE• Various state DOTs, public transit agencies• Private EPC contracts
Typical Schedule Specifications
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o Other Select Requirements
• Narrative – Description of progress, changes, job highlights, etc.
• Specific reports (Critical Path, ES, EF)• ClaimDigger report• Copy of data file• Support for time extension requests
Typical Schedule Specifications
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o Project Controls Tool
• Tracking
• Analysis• Project Management
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The Construction Schedule Log
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• Project Controls Tool
o Administrative tracking tool
o Useful for both Owner & Contractoro On-time schedule submittalso Timely approvals
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Typical Schedule Specifications
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• Project Controls Tool (cont.)
o Three Basic Types
• basic• detailed• dual-tracking
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Typical Schedule Specifications
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Project Controls Tool (cont.)o Basic
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Typical Schedule Specifications
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o Project Identification Name or IDo Data Date of the Updateo Project’s Planned Completion Date (includes time
extensions)o Current Early Finish Dateo Variance (Total Float)o Slip/Gain (Change in Total Float from prior period)o Number of Activities in the schedule update
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Schedule Log
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o Location of data fileo Update Identification Number or Versiono Date Submitted to Ownero Date Approved by Owner
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Schedule Log
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Basic Schedule Log (cont.)
o Data from P3 Project Overview Screen:
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Schedule Log
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Project Controls Tool (cont.)o Detailed (Additional project data)
o Percent complete for period and cumulativeo Number of activities on the critical (longest) path
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Schedule Log
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Detailed Schedule Log (cont.)
o Data from P3 Schedule Update (SureTrak similar):
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Schedule Report
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o Substantial amount of data available to include in report. (Considerations for a Recommended Practice.)
o Data from P3 (for example, cost and resource data)o Data from 3rd party programs (ClaimDigger, Schedule
Analyzer)o Data from Pay Applications, Daily Reports, Certified
Payrolls, etc.o Labor hours plannedo Actual labor hourso Work days plannedo Actual work dayso Earned valueo Lost days due to weather
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Detailed Schedule Log
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• Use Excel to compute values for further analysis
o Percent completeso Time gained or loss for the periodo Planned vs actual manpower varianceo Earned valueo Schedule data, including added/deleted activities,
durations, relationships and resources
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Detailed Schedule Log
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• Perform quantitative and qualitative overview of the health and progress of the project.
• Contractor progress versus planned• Identify trends; project performance• Identify and quantify changes and events• Reconcile schedule changes with scope changes
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Schedule Analysis Tool
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Schedule Log Reviews – Examples Example 1
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Period Data Date Schedule Filename
Update or Revision
Contract SC Date SC Date Total Float Net Time Gain
or Loss (cd) Reason Responsible Party
Baseline 8/20/07 BOAC Baseline 7/22/2010 7/22/2010 0 0 1 7/7/08 B002 Revision 7/22/2010 8/24/2010 -33 33 steel erection & monumental stair shop dwgs Contractor
2 8/1/08 B003 Revision 7/22/2010 9/15/2010 -55 22 steel & SOD Level 1 Contractor
3 9/2/08 B004 Revision 7/22/2010 9/24/2010 -64 9 SOD Level 2 Contractor
o Note the continual trend of delays due to the same issue – Steel.o Notice how delays in shop drawings continued into the
installation of steel. o Lost 3 months in 3 months – better get control of this work ASAP!
Schedule Analysis Tool
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• Schedule Log Reviews – Example 2
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Period Data Date Schedule Filename
Update or Revision
Contract SC Date SC Date Total Float Net Time Gain
or Loss (cd) Reason Responsible Party Notes
3 9/2/08 B004 Revision 7/22/2010 9/24/2010 -64 9 SOD Level 2 Contractor ajdusted for OOS progress4 10/1/08 B005 Revision 7/22/2010 8/31/2010 -40 (24) 1st Floor layout & HVAC rough-in; Fire Alarm Shop Dwgs Contractor Revised forecasted work sequences
5 11/3/08 B006 Revision 7/22/2010 8/30/2010 -39 (1)Electrical Riser Drawings, MEP Coordination Drawings, Structural Steel & Concrete Placement Contractor Revised forecasted work sequences
6 11/3/08 B007 Revision 7/22/2010 7/22/2010 0 (39) Structural Steel fabrication: Elevator Submittals Contractor Revised forecasted work sequences
7 1/1/09 B008 Revision 7/22/2010 7/22/2010 0 0 Elec/FA OHRI Lvel 1 & 2 ContractorRevised Dur activitiy 9910167; delete Preds for 3015200
8 2/2/09 B009 Revision 7/22/2010 7/22/2010 0 0 Masonry Walls at Mech Spaces levels 1-4. Contractor Revised forecasted work sequences
o Note the continual trend of schedule recovery.. Or is it?o Notice that the schedule recovery is actually “forecasted recovery” in the future
based on revised, planned work sequences.o Be aware of “masking” of delays by revising future durations or work sequences
that have not been proven, yet!o This type of schedule “recovery” can shift the critical path without actually
resolving the issues that has/is delaying the Project, this can also shift the perceived critical path (and delays) to a different party (ie. Owner/,designer, etc.)
Schedule Analysis Tool
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• Schedule Log Reviews – Example 3
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8 2/2/09 B009 Revision 7/22/2010 7/22/2010 0 0 Masonry Walls at Mech Spaces levels 1-4. Contractor
9 3/2/09 B010 Revision 7/22/2010 10/27/2010 -97 97 negative progress on South CW Shop dwgs; lack of progress OHRI on lvl 4; lack of Progress on Pavilion CW fab
Contractor
o Note the delay of more than 30 days in one montho Negative progress can be for items of failed work that needs to be
removed and re‐installed; disapproved shop drawings that had been assigned progress in previous updates, etc.
Schedule Analysis Tool
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• Schedule Log Reviews – Example 4
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Contract SC Date
SC Date Total Float Net Time Gain or Loss (cd)
Reason Responsible Party
7/22/2010 9/15/2010 -55 (82)Submittal/Rev/approve South CW Shops sooner; 10th floor floating slab slipped 1 wk. Contractor
7/22/2010 10/8/2010 -78 23 Lack of progress on Fab/Del Initial Del South CW; Lack of progress Int & perim CMU Flr 10. Contractor
7/22/2010 10/11/2010 -81 3 One day slippage on Fab & Del South CW resulted in 3cd schedule slippage. Contractor
7/22/2010 1/6/2011 -168 87 Lack of Progress South Curtainwall Contractor
7/22/2010 2/3/2011 -196 28 Lack of progress prep & Build Chamber ATI S Curtainwall; Lack of progress on Fab/Del Initial Del South CW.
Contractor
7/22/2010 3/3/2011 -224 28 3 wek slippage to prep & Build Chamber ATI S Curtainwall; 3 week slippag on Fab/Del Initial Del South CW.
Contractor
7/22/2010 3/8/2011 -229 5 Prep & Build ATI S CW; South CW Fab Contractor
o Note the pervasive delays to the same issue – South Curtainwall design and mock‐up/testing at ATI. How could you prevent this on your project?
Schedule Analysis Tool
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Delay Analysis Organization with the Schedule Log
Review Project and Case Background– Example
• General Contractor client – DBB delivery• Construction of new high school• Disputed issues summary
– Foundation problems– Slow shop drawing submittals– Pre-engineered building problems– Contractor production problems– IT re-design issues– Utility changes
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• Review Project and Case Background– Availability & legitimacy of baseline & updates
• Baseline approved• Monthly updates produced, no response about
approvals– Availability & legitimacy of documents
• Daily field reports reasonably detailed• Meeting minutes haphazard• Correspondence file light• RFI, Change Estimate and Change Order logs
available• Monthly invoices available• Several TIAs submitted contemporaneously
Delay Analysis Organization with the Schedule Log
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• Schedule Log
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Chron Order File Name Start Date Data Date Early Finish Activity
CountCritical
Activities Cum Delay Update Window Size (cd)
Project Duration (cd)
Remain. Time (cd) Notes
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 578 29 0 N/A 467 467 baseline DC 2003
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 580 83 0 N/A 467 467 revised baseline DC Hodges 03
16-Jul-08 15-Apr-09 16-Jul-09 10-Aug-10 578 61 10 92 482 390 Revised baseline (Zero Progress)9-Mar-09 15-Apr-09 15-Apr-09 26-Jul-10 571 50 0 N/A 467 467 Baseline Revisions DC 03
1 15-Apr-09 15-Apr-09 15-Apr-09 26-Jul-10 571 50 0 N/A 467 467 Baseline Final
DESIGN 15-Apr-09 1-May-09 N/A 8 8#VALUE! 16 #VALUE! Design Issues Schedule
2 19-Oct-09 15-Apr-09 19-Oct-09 29-Sep-10 571 112 65 171 532 345 Update October 19, 2009
3 4-Dec-09 15-Apr-09 4-Dec-0925-Oct-10 571 133
91 46 558 325 Update December 04, 2009
34-Dec-09 15-Apr-09 4-Dec-09 9-Dec-10 571 221 136 0 603 370 Update December 04, 2009, with
Glenwood
4 21-Jan-10 15-Apr-09 21-Jan-10 15-Dec-10 571 212 142 48 609 328 January Update 2010
5 3-Mar-10 15-Apr-09 3-Mar-10 27-Dec-10 571 213154 41 621 299 February Update 2010
6 19-May-10 15-Apr-09 19-May-10 27-Dec-10 571 127154 77 621 222 May update 2010
7 2-Jul-10 15-Apr-09 2-Jul-10 6-Dec-10 571 134133 44 600 157 June Update 2010
8 28-Jul-10 15-Apr-09 28-Jul-10 17-Dec-10 571 185144 26 611 142 July Update 2010
IT 15-Apr-09 28-Jul-10 14-Jan-11 577 185172 0 639 170 IT Claim with July Update
9 1-Oct-10 15-Apr-09 1-Oct-10 10-Feb-11 571 113199 65 534 266 September Update 2010
TANK 15-Apr-09 3-Oct-10 10-Mar-11 576 114227 2 694 158 Day Tank Claim with Sept Update
10 3-Nov-10 15-Apr-09 3-Nov-10 24-Feb-11 571 82213 31 680 113 October Update 2010
11 10-Dec-10 15-Apr-09 10-Dec-10 2-Mar-11 571 62219 37 686 82 November Update 2010
12 15-Feb-11 15-Apr-09 15-Feb-11 21-Feb-11 571 18210 67 677 6 January Update 2011
13 18-Mar-11 15-Apr-09 18-Mar-11 8-Apr-11 571 6256 31 723 21 February Update 2011
14 26-Apr-11 15-Apr-09 26-Apr-11 17-May-11 571 6295 39 762 21 March/April Update 2011
Delay Analysis Organization with the Schedule Log
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• Schedule Log
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ChronOrder File Name Start Date Data Date Early Finish Activity
CountCritical
Activities Cum Delay Update Window Size (cd)
Project Duration (cd)
Remain. Time (cd) Notes
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 578 29 0 N/A 467 467 baseline DC 2003
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 580 83 0 N/A 467 467 revised baseline DC Hodges 03
16-Jul-08 15-Apr-09 16-Jul-09 10-Aug-10 578 61 10 92 482 390 Revised baseline (Zero Progress)
9-Mar-09 15-Apr-09 15-Apr-09 26-Jul-10 571 50 0 N/A 467 467 Baseline Revisions DC 03
1 15-Apr-09 15-Apr-09 15-Apr-09 26-Jul-10 571 50 0 N/A 467 467 Baseline Final
DESIGN 15-Apr-09 1-May-09 N/A 8 8#VALUE! 16 #VALUE! Design Issues Schedule
219-Oct-09 15-Apr-09 19-Oct-09 29-Sep-10 571 112 65 171 532 345 Update October 19, 2009
34-Dec-09 15-Apr-09 4-Dec-09
25-Oct-10 571 13391 46 558 325 Update December 04, 2009
34-Dec-09 15-Apr-09 4-Dec-09 9-Dec-10 571 221 136 0 603 370 Update December 04, 2009, with Glenwood
421-Jan-10 15-Apr-09 21-Jan-10 15-Dec-10 571 212 142 48 609 328 January Update 2010
5 3-Mar-10 15-Apr-09 3-Mar-10 27-Dec-10 571 213154 41 621 299 February Update 2010
6 19-May-10 15-Apr-09 19-May-10 27-Dec-10 571 127154 77 621 222 May update 2010
7 2-Jul-10 15-Apr-09 2-Jul-10 6-Dec-10 571 134133 44 600 157 June Update 2010
8 28-Jul-10 15-Apr-09 28-Jul-10 17-Dec-10 571 185144 26 611 142 July Update 2010
IT 15-Apr-09 28-Jul-10 14-Jan-11 577 185172 0 639 170 IT Claim with July Update
9 1-Oct-10 15-Apr-09 1-Oct-10 10-Feb-11 571 113199 65 534 266 September Update 2010
TANK 15-Apr-09 3-Oct-10 10-Mar-11 576 114227 2 694 158 Day Tank Claim with Sept Update
10 3-Nov-10 15-Apr-09 3-Nov-10 24-Feb-11 571 82213 31 680 113 October Update 2010
11 10-Dec-10 15-Apr-09 10-Dec-10 2-Mar-11 571 62219 37 686 82 November Update 2010
12 15-Feb-11 15-Apr-09 15-Feb-11 21-Feb-11 571 18210 67 677 6 January Update 2011
13 18-Mar-11 15-Apr-09 18-Mar-11 8-Apr-11 571 6256 31 723 21 February Update 2011
14 26-Apr-11 15-Apr-09 26-Apr-11 17-May-11 571 6295 39 762 21 March/April Update 2011
Note – Activity Count does not change within updates
Schedule generates a Cumulative Delay Chart
Delay Analysis Organization with the Schedule Log
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• Add Columns to Schedule Log for Delays
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Delay Analysis Organization with the Schedule Log
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• Chart Cumulative Delays directly from Schedule Log
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Delay Analysis Organization with the Schedule Log
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Chart Cumulative Delays – Overlay known delay event timeframes
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Delay Analysis Organization with the Schedule Log
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Chart Cumulative Delays – Label known delay timeframes
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Delay Analysis Organization with the Schedule Log
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Annotate Cumulative Delays
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Period of possible concurrent submittal problems
Delay Analysis Organization with the Schedule Log
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Chart Cumulative Delays – Note any general issues/concerns
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Shows two schedules with same data date & different EF dates
Could be acceleration or mistake, but worthy of investigation?
Delay Analysis Organization with the Schedule Log
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Chart Cumulative Delays – Identify specific delay/acceleration concerns
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No overall delay due to IT design
Delay Analysis Organization with the Schedule Log
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Chart Cumulative Delays – Identify specific delay/acceleration concerns
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Period of possible concurrent production problems
Delay Analysis Organization with the Schedule Log
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Delay Analysis Organization with the Schedule Log
Chart Cumulative Delays
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Shows two schedules with same data date & different EF dates
No overall delay due to IT design
Period of possible concurrent submittal problems
Period of possible concurrent production problems
Delay Analysis Organization with the Schedule Log
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Chart Cumulative Delays– Only provides simplified overview for discussion
• Shows schedule results with no research– Can show if analysis will be dealing with simple delay– Helps expose more complicated analysis needs
• Acceleration/mitigation• Concurrency • Disruption?
– Also helps quickly point out “normal” production for use in Measured Mile analysis of disruption
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Delay Analysis Organization with the Schedule Log
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Another Example of Annotated Cumulative Delay Chart
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Delay Analysis Organization with the Schedule Log
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Another Example of Annotated Cumulative Delay Chart
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Delay Analysis Organization with the Schedule Log
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Dual-Tracking Schedule Update
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Dual-Tracking Schedule Logo Background – Shortcomings of traditional update specs.
o Do not require pure updateo Do not require comparison of actual progress to
planned progresso Do not promote accountability to meet the reported
plano Do not promote accountability report actual
sequencing
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Dual-Tracking Schedule Logo Background – Idea of dual-tracking, or dual-update
o Engaged to help develop and implement a scheduling and monitoring specification tool by the Federal Bureau of Prisons (FBOP) in ~ 2001 and the GSA in ~ 2002
o Experience from the “Big Dig” provided basis
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Dual-Tracking Schedule Log (Cont.)
o Background – First started using on United States Federal Courthouse in Youngstown, OH.
o Utilized by GSA Region 5 starting in ~ 2002 o Generally required by the GSA national
scheduling specifications for major capital projects since ~ 2003
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Dual-Tracking Schedule Log (Cont.)
o Background – Key factors for successo Provides timely, accurate, relevant
information to make informed business decisions regarding time, money, and claims
o Provides focus and accountability on the responsible parties to solve issues quickly and timely, and provides a historical record of critical paths and near critical paths
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Dual-Tracking Schedule Log (Cont.)o Result is a schedule log with two lines per
update that highlights differences between two and provides a more accurate representation of project schedule status.
o Provides focus on the results of revisions incorporated into schedule updates.
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Period Data Date Schedule Filename
Update or Revision
Contract SC Date SC Date Time Gain or
Loss (cd)Net Time Gain
or Loss (cd)
Cumulative Time Gain or
LossReason Responsible
Party Notes
Baseline 8/20/07 BOAC Baseline 7/22/2010 7/22/2010 0 0 0 1 7/7/08 CS02 Update 7/22/2010 12/22/2010 153 steel erection & monumental stair shop dwgs Contractor1 7/7/08 B002 Revision 7/22/2010 8/24/2010 (120) 33 33 logic revision for Mon Stair SDs Contractor forecasted recovery2 8/1/08 CS03 Update 7/22/2010 9/10/2010 17 steel & SOD Level 1 Contractor
2 8/1/08 B003 Revision 7/22/2010 9/15/2010 5 22 55 added a crew restraint for Electrical SOD Rough in Floor 2 Part A to be dependant on Floor 1 Part B Contractor
this crew restraint was not in the baseline schedule BOAC
3 9/2/08 CS04 Update 7/22/2010 9/29/2010 14 SOD Level 2 Contractor3 9/2/08 B004 Revision 7/22/2010 9/24/2010 (5) 9 64 Logic revision Contractor ajdusted for OOS progress4 10/1/08 CS05 Update 7/22/2010 11/12/2010 49 1st Floor layout & HVAC rough-in; Fire Alarm Shop Dwgs Contractor4 10/1/08 B005 Revision 7/22/2010 8/31/2010 (73) (24) 40 Logic revision Contractor Revised forecasted work sequences
5 11/3/08 CS06 Update 7/22/2010 9/22/2010 22 Electrical Riser Drawings, MEP Coordination Drawings, Structural Steel & Concrete Placement
Contractor
5 11/3/08 B006 Revision 7/22/2010 8/30/2010 (23) (1) 39 Logic revision to Coordination Dwg Submittals Contractor Revised forecasted work sequences6 11/3/08 P007 Update 7/22/2010 9/27/2010 28 Structural Steel fabrication: Elevator Submittals Contractor
6 11/3/08 B007 Revision 7/22/2010 7/22/2010 (67) (39) 0 Recovery schedule revised work sequences HVAC; OHRI; Elevators Contractor Revised forecasted work sequences
7 1/1/09 CS08 Update 7/22/2010 7/28/2010 6 Elec/FA OHRI Lvel 1 & 2 Contractor
7 1/1/09 B008 Revision 7/22/2010 7/22/2010 (6) 0 0 Logic revision ContractorRevised Dur activitiy 9910167; delete Preds for 3015200
8 2/2/09 CS09 Update 7/22/2010 8/11/2010 20 Masonry Walls at Mech Spaces levels 1-4. Contractor8 2/2/09 B009 Revision 7/22/2010 7/22/2010 (20) 0 0 Logic revisions for OOS & Mech OHRI. Contractor Revised forecasted work sequences
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There is a simple way for schedulers to create a pure update at the end of the month.
Export progress (actual starts, actual finishes, percent completes) from the new updated/revised schedule into a spreadsheet.
Copy the previous update and rename the file. Import progress from the spreadsheet into the new file. Change the data date to reflect the new update data date. Calculate the schedule. Run a compare program (Digger) to ensure no other revisions are included in the
pure update except for actual starts, actual finishes and percent complete.
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Export progress (actual starts, actual finishes, percent completes) from the new updated/revised schedule into a spreadsheet.
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Title goes here
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Copy the previous update and rename the file.
Import progress from the spreadsheet into the new file.
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Change the data date to reflect the new update data date.
Calculate the schedule.
Run a compare program (Digger) to ensure no other revisions are included in the pure update except for actual starts, actual finishes and percent complete.
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Comments
Progress should be analyzed first, leaving all other non-progress changes for the bifurcation
Non-progress revisions include:– Addition or deletion of activities.– Split or combined activities, using new activity IDs.– Addition or deletion of logic links.– Changes to lag value or logic links.– Addition, deletion or changes to constraints.– Changes to OD.– Increase in RD such that RD becomes greater than OD.– Changes to calendar assignments.– Changes to holiday assignments within a pre-existing
calendar.
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When Excel Export Fails
Sometimes the export fails repeatedly, especially with large schedules– If so, use Global Changes to import data
• Actual Start dates• Actual Finish dates• Remaining Duration
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Using Global Changes
Actualized activities in the future will skew results– Use Global Changes to correct any RDs made to activities not
actualized (done by mistake fairly often)– Don’t forget to change the Data Date for the next update
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Analysis Using P6
Primavera Project Management is more difficult to use with analysis bifurcating the update– May still be done using User Defined Fields (UDF)
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Analysis Using P6
Requires storing data in the UDF using the Update Options
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Forensic Schedule Analysis RP
This technique is covered in the AACE International Recommended Practice No. 29R-03, Forensic Schedule Analysis– Separates progress in each update– Relies upon validity of both as-built and as-planned
portions of schedule– Initial conclusions are drawn from the schedule,
which can be misleading• Critical that research is done to verify schedule
conclusions
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Basic Methods: Observational, Dynamic
3.4. Dynamic – Contemporaneous “Split” (Bifurcated Contemporaneous Period)– Applicable on complicated projects– Uses contemporaneous updates as new baselines– The “split” separates Logic changes from Actual
Progress
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Update Schedule Validation
Recommendations– Assemble all officially submitted updates (or updates used to
manage project)– Review consistency of as-built actual dates on an activity basis
from update to update, verify with documentation– Review validity of as-planned portion of schedule– Verify consistency of calculation mode from update to update
(RL/PO)– Document & provide basis for all schedule changes affecting
the Longest Path or CP– If possible, check RD & %C for accuracy
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Basic Methods: Observational, Dynamic
5.3 Source Data Reliability– How much is available?
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8
Baseline Schedule Need Need Need Need
Schedule Updates Need Need
As-Built Record Need Need Need Need
Source Schedules or Data
M E T H O D
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Basic Methods: Observational, Dynamic
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8
Non-Compensable Time Extension OK OK OK OK OK OK OK OK
Compensable Delay OK OK OK OK OK OK
Right to Finish Early Compensable Delay OK
Entitlement to Early Completion Bonus OK OK OK OK OK OK OK OK
Disruption Without Project Delay OK OK OK OK OK OK OK
Constructive Acceleration OK OK OK
Forensic Use of Analysis
M E T H O D
• 5.3 Use of analysis– What can this type of analysis conclude?
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The Schedule Notebook
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The Schedule Notebook
o Old School Organizational Toolo For the project scheduler, engineer or
project managero Solely a reference to:
o Look up schedule statuso Have specs and other authoritative data
handyo Place to keep schedule logo Place to keep current schedule(s)
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The Schedule Notebook (cont.)
o Schedule Notebook Organizationo Three ring bindero Tabs:
o Award/NTP (official documents)o Contract Milestones (from specs and drawings)o Schedule Specificationo Schedule Logo Baseline (Original + any recovery schedule
baselines)o Updates (As room allows; including narratives.
Include at least a longest path report.)o Project Control Reports o Other/Notes
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Questions?