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Scheduling Concepts & Guidelines

KBR Infrastructure

October 2003
Jack Chism
713 753 2511

KBR Infrastructure
Planning/Schedule Training
October 2003

CONTENT
Project Controls

pages

3-5

Work Process Interface Diagrams

Work Breakdown Structure

7-9

Planning/Scheduling
History

10 - 12

Commentary

13

Definitions

14 - 20

Applications

21 - 25

Analysis

26 - 27

Delays/Recovery

28

Re-baseline

29

Conclusion

30

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PROJECT CONTROLS
Project controls is the execution of best practices to provide project management with the
information to control, and best use, the resources of time, money, labor, construction equipment,
and material.
The basic functions involved in controlling these resources are:
- Estimating
- Cost
- Scheduling
The responsibilities of the controls team include:
A. Establish target (baseline).
B. Measure performance relative to target.
C. Provide information and reporting to facilitate corrective action to maintain target.
D. Manage change.

Client / Halliburton
Planning
Identify
Requirements

Control

Subdivision
of Work

Quantification

Sequencing
of Work

Corrective
Action

Change
Management

Resource
Estimating

Resource
Scheduling/
Budgeting

Analysis

Forecasting

Accumulation
of
Actuals

Performance
Measurement

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Performance
Evaluation

Project
Close Out

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Planning/Schedule Training
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A. Establish target.
A target incorporates scope (what), schedule (when), and budget (cost). These components exist
whether considering a project or an activity.

Budget

Sc

Scope

u
ed

le

B. Measure performance relative to target.


Measure performance relative to target scope, schedule, and budget. Scope is the work agreed
to by Halliburton and the client. Comparisons to the target schedule evaluate intermediate
progress and overall completion. Contrasting actual expenditures and commitments to the target
cost provides budget forecasts.

Baseline
Schedule/Budget

Budgets

Actual accomplishment/
Earned value

Actual Expenditure
Time

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C. Recommend corrective action to maintain target.


Recommend the most efficient, corrective action: revise work sequence, increase workhours or
days, augment resources, or change source for materials/equipment.

Recovery
Plan!

D. Manage change.
Manage change by identifying the source of change, documenting the impact, and support project
management in obtaining approval.

Further Responsibilities
When assigned to a project, the immediate goal is working with that project team to be
successful; to be safe, complete on time, and under budget. Controls personnel also have
corporate responsibilities beyond the project: to ensure standardized practices on the project,
provide oversight reporting, and preserve historical data.

Project
Management

Corporate
Management

Controls
Personnel

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WORK PROCESS INTERFACE DIAGRAMS


Work Process Interface Diagrams are part of a system of documenting our business processes.
They are the first level from the top that provides individualization for each product line. The
WPIDs identify points of interaction among all personnel and set performance expectations.

Project Integrated Controls


Estimate developed in
accordance with work
breakdown structure
Estimate detailed to
support progress
tracking.
Project team defines
controls approach
Preliminary definition of
work breakdown
structure
Preliminary definition of
workpackages
By area
By discipline/
mainstem
By operating
system unit

Project team reviews


estimate and schedule
Finalization of
workpackages
Estimate details
provided by
workpackages

Establish cost
control system

Project
Controls

Schedule activities and


logic developed in
accordance with work
breakdown structure

A more detailed description of the interface is available in the Project Managers Desk Manual
and further developed in the work methods.

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WORK BREAKDOWN STRUCTURE


A work breakdown structure (WBS) is a multi-tiered framework that organizes activities of work
into progressively more detail. Each level of the WBS typically corresponds to a level of
management. The WBS should reflect the entire scope of work. Levels of schedule detail
correspond to the levels of the WBS.
The WBS provides a common structure for the coordination of all controls functions. It should be
developed as a collaboration of each control function, project management, and construction or
discipline supervision. Typically, various amounts of controls rework stems from a lack of early
construction input to the development of the WBS. Because of the increasing electronic interface
of controls data during project startup, a well-conceived WBS becomes crucial. Modifications to
the WBS during a project are to be avoided because of the impact on established controls
systems.
The most prevalent method of WBS subdivision is the physical areas of the project. Two other
methods include systems and time. In all of these forms of subdivision, there is always some
point of interface between one area/system/phase to another. It is important to identify what
physical point, or process step, makes the transition to the next WBS area or system and insure
that all parties are aware.
A work breakdown structure should be:
- Organized so that each work element can be estimated, scheduled, and progress-measured.
- Developed to the level of detail for which a single discipline, craft or subcontractor is
responsible.
- Construction-driven: based primarily on construction work plan and sequence.
- Developed immediately upon project initiation.
Primavera P3 scheduling software includes a WBS code field using decimal points for signifying
successive levels of detail. This can be used to organize the schedule activities and can be
displayed on schedule exhibits. An alternative is the use of other code fields for each WBS level.
These allow greater flexibility in presenting the schedule in groupings different from the WBS.

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Brown & Root Services/Barton-Malow/Empire

Ballpark at Union Station


WORK BREAKDOWN STRUCTURE

Total

PROJECT

PHASE

PreConstruction Design

AREA

Site

Procurement

1A - Right Field

Submittals/Fab

Retract. Roof

15 Physical Areas

LEVEL
12 Stadium
8 Union Station

CSI DIVISION
16 Divisions

RESPONSIBILITY
4 Construction Partners
75 Subcontractors
10 Public & Private Entities

Service

Main Concourse

Div 08 - Doors & Windows

Club

2A - 1st Base

Suites

Div 09 - Building Finishes

Applied Finishes

Pro Spec

McCoy

Drywall

Paint

Carpet

ACTIVITY DETAIL

Construction

Grazzini
Tile, Stone

Close-out

4A - Commissary

Upper Concourse

Div 10 - Speciality

AECO
Acoustical

Activity #344112 - Install Stone Tile at Elevator 8

8,463 activities

Highlight illustrates example of hierarchy

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Hypothetical EVMS
Matrix
Ballpark Contract

Site

1A - Right Field

Main Concourse

Club

2A - 1st Base

Suites

4A - Commissary

Upper Concourse

Procurement Submittals/Fab

Control Account
Div 09 - Building
Finishes

Applied
Finishes

Pro Spec

McCoy

Paint

Carpet

Drywall

Grazzini
Tile, Stone

AECO
Acoustical

Activity #344112 - Install Stone Tile at Elevator 8

PreConstruction Design

Halliburton KBR

Construction

Close-out

Service

Retract. Roof

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PLANNING/SCHEDULING
Planning and scheduling benefits projects by identifying tasks and methods that achieve the
scope of the work, and then reporting actual progress in comparison to planned.

HISTORICAL
Bar charts, also known as (Henry L.) Gantt charts, have been around since the early 1900s. Bar
charts show the activities needed for the project, their estimated duration, and their sequence.
The big disadvantage to the bar chart is an inability to respond to changes. It is still useful for
quickly depicting scheduling information during planning sessions, and for static summary
exhibits.

Schedule Overview
Ju Jan Ju Jan Ju Jan Ju Jan Ju Jan Ju Jan Jul Jan Ju Jan Ju Jan Ju Jan Ju Jan
l 02 l 03 l 04 l 05 l 06 l 07 07 08 l 09
l 10 l 11 l 12
01
02
03
04
05
06
08
09
10
11

F
U
N
D
I
N
G
S
E
G
M
E
N
T
S

Design & Engineering


ROW Acquisition
Construction
Turnover

Design & Engineering

ROW Acquisition
Construction
Turnover

Design & Engineering

ROW Acquisition
Construction
Turnover

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As the need for responsiveness to change grew, the concept of precedence evolved in the 1950s.
This was the start of network scheduling. The difference, to a bar chart, is that the logic
relationships between activities are defined in the network so that a change to a preceding activity
impacts its successors. The author of a bar chart thought through the logical steps, but that logic
stayed in their head. The author's logic was not documented and the bar chart could not
demonstrate the impact of changes to plan.
The first of the network methods is called Activity-On-Arrow. This method uses nodes for the
intersections of relationship logic and arrows from node to node to represent activities. A great
deal of the scheduling conventions in use today originated in this model, including early and late
date calculations, float calculations, and critical path definition. A schedule presented in this form
is less intuitive to read and there are more components required to define an activity.

Activity on Arrow Network

Excavate
Footings
6

Form & Pour


Footing A
2
Form & Pour
Footing B
6

Form &
Pour Slab
4

Arrows are activities, circles represent the point in time that an


activity starts or finishes. Activities are identified by the numbers
on the defining nodes, 1-2 is excavate footings.

In the early 60s a network model called Activity-On-Node was developed. This method reverses
the Activity-On-Arrow diagramming. It uses circles or boxes to represent activities and arrows
between boxes to represent logic. This model uses only finish-to-start logic relationships requiring
considerable subdivision of activities in order to employ a clean finish-to-start arrow.

Activity on Node Network


12
Excavate
Footings
6

23
Form & Pour
Footing A
2

24
Form & Pour
Footing B
6

56
Form &
Pour Slab
4

Activities represented by blocks, with arrows indicating logic. Requires


a single number to identify activities. Only portrays finish-to-start relationships.
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Precedence Diagramming Method came out soon after Activity-On-Node. This variation added in
overlapping logic relationships and time lags. PDM is the basis of most computerized scheduling
software systems.

Precedence Diagramming Method


12
Excavate
Footings
6

FS

23
Form & Pour
Footing A
2

FS

SS 4

24
Form & Pour
Footing B
6

FS

56
Form &
Pour Slab
4

Allows overlapping relationships: start-to-start, and finish-to-finish.


These can be combined with time lags.

CPM, Critical Path Method, scheduling refers to the ability to mathematically calculate a plan's
critical path and this can be done in any of the networking methods discussed above.

Critical Path Method


12
Excavate
Footings
6
Total Float=0

FS

SS 4

23
Form & Pour
Footing A
2
Total Float=2

24
Form & Pour
Footing B
6
Total Float=0

FS

FS

Mathematical calculation of critical path.

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56
Form &
Pour Slab
4
Total Float=0

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COMMENTARY
-

Scheduler's role: facilitator & technician. The scheduler must be able to capture the
experience of the project management team and supervisors to develop activities for the
scope of work. The scheduler must be able to discover the interdependencies between
areas of work. The scheduler must be able to coordinate the diverse parties to the schedule.
As schedule data is assembled, the scheduler must have a clear understanding of schedule
concepts and the technical skill to manage the data.
Who's schedule? The schedule must be accepted by those performing the work as their
schedule, that it represents their plan.
Contrary demands. Subjective planning with precision reporting
Influence. Planning value at maximum early and minimum late

Influence Curve
Contract
Award

Construction
Start

Substantial
Completion

Construction

100%

100%

Craft Labor

90%

90%

Construction Indirects and Equipment

80%

80%

Temp Facilities & Utilities

70%

70%

60%

60%

Bulk Materials

50%

50%

40%

40%

Major Equipment
30%

30%

20%

20%

10%
0%

10%

Preliminary Project and


Process Development

0%

5% 10
%

Factored
Estimate

15
%

Detailed
Conceptual
Estimate

Detail Design

20% 25% 30% 35


%

40
%

45% 50
%

55
%

60
%

65% 70
%

Percent of Project Time Span

Construction
Control
Estimate

Definitive
Estimate

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75
%

80
%

85% 90
%

95
%

0%
100%

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DEFINITIONS
Planning process verifies scope, compels clarity, and develops coordination.
1. Identify requirements
Sources: RFP, contract, scope documents, engineering data
Establish: milestones, performance requirements
2. Subdivide work (WBS)
Cooperative effort of controls staff and project management
Determine reporting levels of each controls function
3. Quantify the scope of work
Estimates work content
Prepared by estimators
4. Estimate resources
Engineering labor hours, CADD support, construction labor hours, construction
equipment, materials, subcontracts
Prepared by estimators
5. Sequence the work
Develop activity durations from estimate and project personnel
Standard logic chains
Critical path
Joint effort of scheduler and project personnel
6. Schedule resources
Assign resources For engineering, this is discipline work hours.
For CM work this is preferable labor dollars taken from the
original estimate or subcontractors schedule of values, better
tracking would be achieved with physical quantities
Resource leveling This can be valuable for engineering to balance discipline
demands.
This is typically not used in CM projects as the subcontractors
will have already incorporated leveling in their submission.
When used, strive for good, not perfect. Perfect will be
unachievable in the field, therefore perfect leveling would
create an unrealistic plan.
Evaluating the leveling is by review of the cumulative and
incremental profiles and maximum requirements
Controls process directs a project along its planned course, incorporates changes, and provides
a record for historical reference.
1. Progress measurement
Actual dates, remaining duration, suspended work, expected finish, percent complete
2. Performance evaluation
Reports actual progress Vs planned, explanation of deviations
3. Analysis
Determines impact of deviations
4. Re-planning
Develop efficient recovery plan with project management
5. Forecasts, change orders, and variances
Performance projections, change documentation

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Levels of Schedule
- Levels refer to degree of detail presented. At the conceptual or proposal stage of a project,
there may not be any detail. In a developed schedule, the levels would refer to the degree of
summarization.
- A level one schedule would be a single bar from start to finish for the total project.
- Level two would have a single bar for each major area of a project.
- Level three would show the work for each discipline, or craft, or CSI division, or major
subcontract for each major area.
- Level four further breaks the work into major craft activities, or each subcontract.
- As discussed in the Work Breakdown Structure section, these levels of schedule should
match up to the levels of WBS.
- Frequently, presentations of higher level schedules become hybrids that include some
important detail. Using "filters" in P3, summary and detail material can be combined in one
exhibit. However, if the intention is to provide integrated cost and schedule reporting of a
hybrid, then the WBS must be modified. Modifications to the WBS during a project are to be
avoided because of the impact on controls systems and project reporting.
- At one time, the various levels of schedule were in fact separate schedules, lower level
schedules providing the input to successively higher levels of schedule. Using codes and
filters, modern scheduling software can now present each level of schedule from the same
database.

Total

Major Areas

Components

Details

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Forward and backward planning
- Forward - start at the beginning and add activities until schedule is built out to completion
- Backward - start at completion and build backwards to make activities fit time available
- Typically, planning works both ends and a miracle happens in the middle.

PLUS

MINUS
PLUS

Contract
Award

MINUS
MINUS
Required
Completion

PLUS

Forward Planning

Backward Planning

Time unit
- A common time unit must be established for a schedule. It can be hours, days, weeks or
months. The examples in this presentation are in days.
Duration
- Number of time units that define the overall amount of time required for a task. This is not the
same as workhours.
- In the early planning stage, the durations provided as input to the schedule represent the
average time required. It is the result of the provider's practical experience and their
optimistic or pessimistic personal nature. "Average", as used above, is a point somewhat
faster than the mid-point between best and worst case. Durations provided in recovery
planning are closer to "best case" and, therefore, increase schedule risk.

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Early/late dates
- Once the sequence of work is established and activity durations assigned, then start and
finish dates can be calculated. Early dates are derived from starting at the beginning and
adding activity durations until the project is complete. Next, the late dates are calculated by
starting at the end and subtracting durations. If the end of the project is constrained, you may
have late dates that are earlier than the early dates. This is negative float.
- Never set as a baseline, or target, a schedule that contains negative float.
- "Early" and "Late" are technical definitions determined by mathematical calculation. The
terms do not describe good or bad timing.

S M

T W T

F S

S M

10

11

12

13

T W

14

15 16

S S M

17 18

19

20

21

22 23

T W T

S M T

SS 4

2 days
float

Early Start = 10th

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Late Start = 12th

24

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Start of day/end of day
- The convention for date calculations treats the start as the beginning of the day and the finish
being the end of the day. A three day activity, beginning on Monday, would start Monday
morning and complete end of day on Wednesday.

What
We
Draw

What
We
Mean

Monday

Tuesday

Wednesday

3 day activity

Monday

Tuesday

Wednesday

Day Night

Day Night

Day Night

Day 1

Day 2

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Total float
- Subtracting the early start, or finish, from the late start, or late finish, determines the total float
of an activity. Greater than zero is positive float, zero is critical, and negative is critical and
late. A project may choose to use a low positive float number as the cutoff for critical.
Choosing a positive float value for critical activities is a function of update frequency.
- An activity's calendar assignment is the basis for P3's float number calculations. For an
activity assigned to a five day workweek calendar with one week of float, the total float equals
five. An activity assigned to a six day workweek calendar with one week of float, the total
float equals six. The float numbers, in this example, are equal in meaning, although not in
value.
Total float is the total amount of time that activities can be delayed without affecting
on-time completion of the project.
Critical activities have a float value of zero.
Non-critical activities can be shifted within the schedule without affecting on-time
completion of the project.

12
Excavate
Footings
6
Total Float=0

FS

SS 4

23
Form & Pour
Footing A
2
Total Float=2

24
Form & Pour
Footing B
6
Total Float=0

FS

FS

56
Form &
Pour Slab
4
Total Float=0

Critical path
- The longest continuous chain of activities through the schedule that establishes the minimum
overall project duration. This is the only true critical path of a project, but typically there are
other long logic paths in a schedule. In a target schedule, the critical path activities have a
total float of zero and the other logic paths have varying degrees of positive float. These
other paths, that have very little positive float, could be thought of as secondary critical paths.
If progress is better than expected on the true critical path, or if there are delays on a
secondary critical path, then the critical path emphasis could shift from one to the other. The
project critical path can switch back and forth many times as work progresses if there are
secondary, or "near critical", critical paths.

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Calendars
- A variety of calendars can be used in a schedule to allow different activities to work at
different times.
A planning commission may only meet one day per month, most of the project may be
working five day weeks, while some work is performed six days per week.
"Non work" days can be imposed for expected holidays or weather impacts. For
"weather days" a calendar could have a certain number of random work days in a month
blocked off for winter conditions, more days available in spring and fall, and all work days
available during the summer. In the case of "weather days", attention must be paid to
only assigning this calendar to activities that might be affected by weather.

Coalfields Expressway

Schedule Calendars
ID
1

Calendar
5 days/week year round

Schedule Activities
Engineering
Contract Procurement
ROW Acquisition
Subcontractor Mobilize

15 work days/month December,


January, February

Roads
Clear & Grub
Erosion Control
Excavation
Final Grading
Metal Beam
Pipe & Culverts
Relocation of Utilities
Retaining Walls
Signage
Bridges
Expansion Joints
Parapets/Barriers
Site Prep
Structural Excavation

10 work days/month December,


January, February

Roads
Median Barrier
Bridges
Bridge Steel
Concrete Piers
Pilings/Abutments

No work days/month 15 November to


15 March

Roads
Aggregate
Asphalt
Landscaping
Striping
Bridges
Superstruc Concrete

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Data date
- Time "now" in the schedule. A date or time in the schedule where everything prior is actual
and everything after is planned.
- P3 treats the data date as the beginning of the day selected.
- It is important that updates of activity progress are consistent with the data date. Providing
an "actual" for a time later than "now" is flawed reasoning.
- "Moving dates" is a source of confusion. The data line only passes a date if that date is
actualized. If the activity does not start, then the data line pushes the activity later. The new,
later date is, technically, the newly calculated "early" date, but it is "late" compared to the
target date. For reports and presentations it may be better to use the term "current" rather
than "early".

ACTUAL
Complete

PLANNED
Remaining to Complete

Progress to date
Future

Data Date
or
Time Now

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Moving Data Date


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

S M TW T F S S M T W T F S SM TW T F S S MT

Data Date

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

S M TW T F S S M T W T F S SM TW T F S S MT

Data Date

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

S M TW T F S S M T W T F S SM TW T F S S MT

Data Date

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Planned

S M TW T F S S M T W T F S SM TW T F S S MT

Actual
Data Date

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Activity types
- Task - the bulk of schedule activities. They represent project work over some duration of
time.
- Milestone - point in time identifiers for the start or completion of a significant group of
activities, or to denote an event.
- Hammock - a summary activity that automatically expands or contracts to match the overall
duration of a group of task activities.

Hammock

Tasks

Milestone

Logic Relationships & Lags

Finish to Start

Start to Start

Finish to Finish

Start to Finish
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WORKHOURS

EQUIPMENT/MATERIALS

DOLLARS

Resources
- Assign resources at the schedule level that strikes the best balance of tracking and reporting.
In engineering, this may be the drawing package. For CM work, this may be the work
package or control package. In proposal planning, this may be key quantities on particular
work activities. Resource leveling allows you to constrain activities that have a resource
common denominator without imposing unrealistic logic ties between them.
- P3 includes options to constrain resource availability to the project by limiting quantity and/or
time.
- The default resource assignment is a linear spread over the activity duration, but lags can be
used for less than full duration assignments. Also, curves can be designated to vary the
resource usage according to a standardized profile over the activity duration.
- A driving resource is one designated to control the project. Because our projects typically
have fixed end dates, this option is normally not used.
- Resources can be assigned calendars that coincide but do not necessarily match the
activity's calendar. This would be used with resources that are only assigned for part of the
activity's duration. Primavera does not currently allow multiple assignments of the same
resource to an activity to represent recurring usage.
- Leveling is the process of maneuvering activities, within the constraints of logic and float, to
use resources as efficiently as possible. The calculation can be performed with only one, or
some, or all of the resources selected. Priorities can be created and assigned to activities to
modify the results.
- Resource assignments provide activity weighting, which in combination with schedule timing,
is the basis for producing progress curves.
- Even without the leveling calculation, assignment of resources can be valuable to quantify
resource usage without changing activity timing.

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APPLICATIONS
Balance level of detail & impact analysis Vs maintenance complexity & value to job
- In the construction management role, the level of schedule may not be as detailed as
customarily developed on a direct labor project. Subcontractors are contractually required to
provide a breakout of their work and durations, the CM is to provide coordination.
- In practice, most subcontractors provide a resource-leveled barchart of their work without
consideration of other trades. As a result, the CM's coordination scheduling effort can
become detailed in order to align all the subs. The greater the detail, the larger the update
process for the field supervision and scheduler.
- At some level, the final coordination must occur according to the CM's field supervision. One
idea for repetitive build-out (prison cells, dormitory rooms, etc), would be broad schedule
activities with periodic subcontractor planning sessions. The planning sessions would lay out
the typical interface among trades. Normal weekly coordination meetings would resolve
exceptions to the plan.
- The offset to broad schedule activities is the difficulty of demonstrating delay impacts. Most
changes impact a portion of an activity's work, not the entire activity. The problem is then to
show the impact of delaying that portion. Documenting delays is important to maintaining
agreement with the owner regarding project time and cost.
Relationship ties for construction logic
- In the planning process, the sequence of activities will be developed according to how we
would like to build it. Rarely is this the only way to build. It is important that "craft" logic be
built-in. (ie: MEP trim comes after MEP rough-in) Typically, there are a number of steps by
other crafts between those two activities. By tying trim to rough-in, as well as drywall and
paint or acoustic ceiling, you insure that a later change in sequence does not allow trim to
come before rough-in.
- It may be desirable to create relationship logic between activities for resource leveling
purposes in addition to construction logic. A sub's contract may spell out an overall duration
allowed for performance, or a small sub may have very limited labor resources. Their
individual activities may sequenced in a manner that blends with the overall project plan.
This can create logic problems to resolve if the work is performed in a different pattern, or
some activities become simultaneous.

Electrical Rough-in
Drywall
Paint
Electrical Trim

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Include milestones
- Milestones are important to mark significant events in the schedule and include in summary
reports. They can represent interface points to work that is not in the schedule and can be an
important analysis tool. Reviewing the milestones after an update can quickly isolate a
problem area.
- A specific use of milestones is the interface of engineering to construction, particularly when
performed by two different companies. The engineering schedule should have milestones
that impose finish constraints, while the construction schedule would have the same
milestones representing starting points.
Coding
- All manner of codes can be developed in P3. They can include the WBS structure,
identification of responsibilities, subcontractors, crafts, original critical path, and filters for
reports.
Productivity
- A software operation option in P3 is the linkage of remaining duration and per cent complete.
The two data are linked such that five days remaining in a ten day activity will automatically
indicate 50% complete. Or the information could be input in reverse order: per cent
complete dictating remaining duration. Unlinking would allow an activity to advance in per
cent complete while lagging in remaining duration. This would indicate poor productivity.
This option is for the entire schedule, not selected activities.
- Our CM work doesn't give us tracking of actual workhours expended compared to planned,
while internal engineering projects do.
In-progress Delay
- An activity that is interrupted after starting can be "suspended" and then "resumed" on a
given date. This will hold the remaining activity duration until the resume date. This is
applied to individual activities.

Remaining
Duration as of suspend date

Actual
Start

Suspend
Date

Data
Date

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Resume
New
Date
Projected
Completion
Date

KBR Infrastructure
Planning/Schedule Training
October 2003
Critical Activities
- The critical path must be reviewed to verify that the logic is valid and the nature of the work is
realistically crucial.
- Sometimes craft or subcontractor management express concern about their activities being
part of the critical path because of the increased scrutiny it will bring about. Shortening a
particular critical activity may, or may not, shift the critical path elsewhere, but it does shorten
the overall project duration.
- Similarly, a subcontractor will complain about not-started activities having negative float.
"How can they be behind when they haven't started?" The logic path the activity is part of is
late. The negativity has come from predecessor activities. The not-started work is entitled to
its target duration unless it is re-negotiated.
Subcontract Schedule of Values
- It very important to the schedule reporting and forecasting functions that the subcontractors
provide their schedule of values developed to the same level as the schedule work packages.
Contract administrators must be made aware of this requirement so that it is incorporated in
contract documents. This is typically provided in dollars, and labor and materials must be
separated.
- The labor dollars component is loaded as a resource to each of the subcontractor's work
packages. This provides weighting of the activities for expenditure and progress curves.
- Assignment of physical quantities to install, at the activity level, provides a better method of
evaluating progress, if the project has the staff to monitor it. Even if regular verification can
not be accomplished, requiring the subcontractor to provide this information allows for
periodic checks to substantiate pay applications and productivity.
- Scheduling of material dollars can also be included if the timing of commitment is known.
Either as a separate procurement activity, or front-loaded in the installation activity. On-going
bulk materials would be particularly difficult to accurately project.
Progress curves
- Plotting the early and late curves of resource expenditure displays a gap, the banana curve.
The target should be approximately in the middle. While dollars are loaded as a resource, in
CM work they are not leveled. An average of the early (best case) and late (worst case)
dates is taken as a baseline.
- Typically, the durations provided as input to the schedule represent the average time
required. It is the result of the provider's practical experience and optimistic or pessimistic
personal nature. "Average", as used above, is a point somewhat faster than the mid-point
between best and worst case. Is our early curve our "best case" or our "most likely"? If your
actual progress tracks somewhere between the early and late curves then the project is OK.
But analyzing the variance of current schedule dates to baseline dates will show general
slippage.
- Resource assignments provide activity weighting, which in combination with schedule timing,
is the basis for producing the most refined progress curves.
- Track actual progress Vs the scheduled progress.
- Start/Finish curves.

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KBR Infrastructure
Planning/Schedule Training
October 2003

28 of 40

KBR Infrastructure
Planning/Schedule Training
October 2003

29 of 40

20
17 Dec
- 14 Jan 97
-F -9
14 eb 8
- 11 Mar 98
09 -Ap 98
-M r-9
06 ay 8
-J -9
04 un 8
01 -Ju 98
- l29 Aug 98
- 26 Aug 98
-S 24 ep 98
- 21 Oc 98
- t19 Nov 98
- 16 Dec 98
- 13 Jan 98
- 13 Feb 99
- 10 Mar 99
08 -Ap 99
r
-M 05 ay 99
-J -9
03 un 9
- -9
31 Jul- 9
28 -Ju 99
- l25 Aug 99
-S 23 ep 99
- 20 Oc 99
-N t-9
18 ov 9
- 15 Dec 99
- 12 Jan 99
-F -0
11 eb 0
-M -0
ar 0
-0
0

Number of Construction Activities

KBR Infrastructure

Planning/Schedule Training
October 2003

CONSTRUCTION&CLOSEOUT ACTIVITIES
SCHEDULE ACTIVITY STARTS

7000

6000

5000

4000

3000

2000

1000

Early Plan
Late Plan

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Early Target
Late Target
Actual

KBR Infrastructure
Planning/Schedule Training
October 2003

Volume of Design Clarifications/Changes


Apr-99 May-99

Jun-99

Jul-99 Aug-99 Sep-99

Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 27-Mar

CCA

10

11

20

23

ASI

17

13

11

10

RFI

218

172

202

146

147

133

194

152

154

116

116

113

12

19

CCD

Submittals Status from Expedition


Aug-99 Sep-99

Oct-99 Nov-99 Dec-99 Jan-00 Feb-00 27-Mar

Approved

62%

66%

69%

71%

77%

83%

84%

86%

Un-approved

10%

11%

9%

11%

9%

5%

5%

4%

Unsubmitted

27%

23%

22%

18%

14%

12%

11%

10%

Total Count

2213

2218

2243

2273

2179

2046

2061

2025

2025 Submittals - 27 March 2000


Un-submitted
10%
Un-approved
4%

Approved
86%
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KBR Infrastructure
Planning/Schedule Training
October 2003
Percentages calculated by P3
- Resource calculations for activities are:
Planned = budget times % duration from start to current data date
Earned = budget times % complete
(planned & earned calculated on current or target schedule)
- Resource summary is earned/budget
- Activity summary calculations are based on duration (duration expended/original duration)
Reporting
- Recipients
Client
Corporate
Project management
Field
-

Forms
Tabular
P3 Layouts (barcharts from schedule database)
Barchart (Excel or PowerPoint exhibits)

Electronic data
Clients have become more sophisticated in their understanding of control systems and
some clients now require electronic copy of cost and schedule data. They use available
software packages that analyze performance and identify variances. To maintain client
confidence, it is essential that project management require of itself a high standard for
initial system setup and on-going technical maintenance.

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KBR Infrastructure
Planning/Schedule Training
October 2003
Store period progress

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KBR Infrastructure
Planning/Schedule Training
October 2003
Record keeping
- Chronological by update cycle
Update markup from field
P3 processing report
Analysis reports
Notes of changes
Electronic copy of schedule for each update
- Subject
Subcontractors
Delay claims
Targets

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KBR Infrastructure
Planning/Schedule Training
October 2003

ANALYSIS
Analysis of Schedule Quality
Critical Path
- Appraise the nature of the work appearing in the critical path as realistically crucial. Review
the work sequence for valid construction logic. Determine that the critical path represents a
chain of events from the data date to the project end date. (This may not always be true. If
there is a milestone or activity that is constrained to a start sometime in the future, the critical
path may start at that time.)
Longest path
- Using P3's "longest path" as a filter criteria, determine that there is a logic sequenced chain
of events through the duration of the project. This is potentially the same exercise as the
critical path. It determines the longest logically connected sequence of activities, without the
possible disconnect created by different calendars causing different float numbers.
Constructibility
- This is an expansion of the point raised in the critical path discussion. Organize the schedule
by total float and early start and review the activity sequences for valid logic and durations.
Area Cross-ties
- Most activities are in a sequence within an area, but sometimes this leads to a point where
the work in one area is required to support another.
Milestones
- Milestones are important to mark significant events in the schedule and include in summary
reports.
Negative Lags
- A negative lag is permissible in P3, but should not be common practice. Extensive use of
negative lags in a schedule should raise concern about its quality.
Float Constraints
- P3 offers a float constraint option. Checking this option causes an activity to start as late as
its float allows, meaning that its start is dependent on its successor. The activity will then
show a float calculation equal to the successor and this complicates schedule analysis. This
also increases risk in the schedule because there is less room for error.
Single Start & Finish
- A schedule network should have a single starting point and a single finishing point. The P3
analysis report will provide a list of "open ends". Chains of activities that do not tie into the
finish may have exaggerated float numbers and give a false sense of flexibility.

Start

Finish
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KBR Infrastructure
Planning/Schedule Training
October 2003
Start-to-Starts w/o finish successors
- Activities with a start-to-start relationship to their successors should also have a finish-to-start
or finish-to-finish relationship. The danger is if the activity runs longer than planned it would
fail to impact any successors.

SS

Mandatory Constraints
- These are "start on" or "finish on" specified dates. The problem is that, by definition, there
can be no float. It is better to use "not earlier than" or "not later than" constraints in most
cases.
Out of Sequence Progress
- The P3 analysis report will list activities whose relationships are now occurring out of
sequence to the logic imposed. In the plan, A is finish to start to B, but in the progress
update, B starts before A finishes. It is important to resolve these items at each update cycle.

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KBR Infrastructure
Planning/Schedule Training
October 2003
Analysis of Schedule Update
Risk
- Schedule risk analysis begins with the scheduler's assessment and becomes a discussion
among project management, field supervision, and controls staff. The group contributes its
experience to identify activities or areas of the schedule that have lower probabilities of
success. Possible actions to mitigate these risks are determined by project management.
- Risk areas include:
"Best case" planning
Complex schedule logic
Unproven systems, processes, or techniques
Undefined scope
Political conditions
Incomplete, or changing, documentation
Dependence on the performance of others
- Primavera has a Monte Carlo risk analysis module that can provide probabilities for the main
activities in the schedule. This is a separate software package, and is not currently run on
most projects.
Critical Path
- Sorting the schedule by ascending total float and early start, shows a hierarchy of critical
paths. If a schedule is late the emphasis will be on the negative paths. Seeing the several
layers of critical paths may indicate that resolving the first one, will not get the project back on
track. This is dependent on most activities being on the same calendar.
- Percentage of critical and near-critical activities relative to total project (be sure to exclude
hammocks and milestones). At the beginning of a project the critical path should not
represent more than 20% of the total activities. As the project nears completion, this
assessment becomes irrelevant because most activities will have become critical or nearcritical.
Variance/Trends
- Primavera includes variance calculations among its fields of data. Different from float, these
numbers provide a comparison of the current date for an activity to its target date. A positive
number shows the activity now earlier than planned and a negative number shows slippage
to a date later than planned.
- This variance review can indicate that design or submittals is slipping and impacting
construction activities.
- In addition to a comparison to the target schedule, the variance can also be shown relative to
a previous update schedule. This can show trends; an activity may be behind target, but
compared to last week its improving.

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KBR Infrastructure
Planning/Schedule Training
October 2003

DELAYS/RECOVERY
Recovery Planning
- If the delay is caused by subcontractor, do they have remaining activities that they can
shorten.
- Look for activities that can be worked simultaneously.
- Look for changes in subcontractor sequence.
- Look at long duration activities for shortening.
- When considering various subs, look at the relative cost of each.
Delay Exhibits
- This can be straightforward if there is a clearly identified delay fully impacting a specific
schedule activity.
- More difficult is a partial impact. An activity may already be in progress when a design
change effects the remaining work. In the schedule a "delay activity" would be inserted with a
finish to finish lag to the original activity, forcing it to finish later. This typically requires a
narrative field report to substantiate the claim.
- A delay does not result in a change to the project end date unless it impacts the critical path.
- Delays should be tracked because several may accumulate in one area that does eventually
affect the project end date.

BROWN & ROOT SERVICES


Tazewell County Courthouse & Jail
Weather Delay - Dec 00/Jan01
Severe
Weather
Days

DECEMBER 2000

JANUARY 2001

4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3

5 6 7 8 9 10

Projected
20Jan01

Structural Steel

Plan
09Dec 00

Concrete Slabs

CMU Masonry - lower level

25
Calendar
Days

12 November 01

FINAL COMPLETION

data date 09Dec00

07 December 01
data date 20Jan01

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KBR Infrastructure
Planning/Schedule Training
October 2003

RE-BASELINE
Be sure that the original baseline, or target, schedule has been formally issued to the client.
Newly developed schedule detail can be added to the existing target schedule, although logic ties
may not be enough to position the new work at the planned time.
Until acceptance of a new target has been approved, there is a difficult period of reporting
progress relative to a target that is no longer accepted. Agreement by all parties on a target plan
must be maintained.
New Target, New End Date
- Once the owner agrees to an extension of the project end date, then the baseline
must be modified to establish new target dates for the activities. This is a change to
the original target dates, not the current dates.
- One method is to change, in a copy of the target schedule, the calendar work days,
at the time the claim occurred, to non-work days equal to the number of days of
claim. Time analysis of the target schedule will then move all of the activities that are
assigned to that calendar.
- Activities not assigned to the modified calendar, but with logic ties to affected
activities, will also be altered.
- Another method is to create an activity representing the delay and logically tying into
a copy of the target schedule. Re-calculation of dates will shift all of the logically tied
downstream activities.
- It is important to keep track of activities that are affected by the time of year. They
may be shifted from good time to a bad time compounding the delay.
New Target, Same End Date
- Significant recovery plans, or work arounds, will change the activity sequence to the
extent that comparison to the original target is meaningless.
- If the actual progress agrees with the target up to some point where the recovery
plan begins, then recovery plan changes can be made in a copy of the original target
and in the current schedule.
- Sometimes the activities and logic to be changed are too intertwined with work that
will not be changed. In this case, it may be necessary to make the revisions in the
current schedule and save a copy of it as a new baseline.
- The downside to this last technique is that all the completed dates in the current plan
are accepted as target dates. As a result, research of an activity's performance
against target may require more than one target for the correct time period.

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KBR Infrastructure
Planning/Schedule Training
October 2003

CONCLUSION
-

Establish a good Work Breakdown Structure.

Impose clear contractual requirements on subcontractors for Schedule of Values and


progress reporting.

Develop a good baseline schedule and issue to client.

On-going control process of measurement, analysis and reporting.

Plan schedule recovery.

Document delays and impacts.

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