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Progress ControlProgress Control

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Progress ControlProgress Control

SITE DOCUMENTS

Managing Changes? Updating? Corrective

Actions?

Work Status? Comparing Planned

versus Actual?

Time Extension? Extra Cost? Saving All As-Built

Details? Lessons Learned?

Delay Responsibility? Productivity Assessment?

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Emad Elbeltagi 3

Progress ControlProgress Control

??

?

Reactionary Mgt Pro-Active Mgt

- JOB DIARY- WEEKLY REPORT- PROGRESS CHART- PROGRESS PLAN- RECORD PLANS- MEASUREMENT

BOOKS OR SHEETS- TEST RECORDS

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Objective of Project ControlObjective of Project Control

Progress ControlProgress Control

Accurately follow the project plan

Update the project plan based on the new circumstances

Monitor actual site progress and keep track of resources

Comparing actual versus planed progress

Forest the cost and timing to completion

Take corrective actions to bring time and cost close to plan

Accurately follow the project plan

Update the project plan based on the new circumstances

Monitor actual site progress and keep track of resources

Comparing actual versus planed progress

Forest the cost and timing to completion

Take corrective actions to bring time and cost close to plan

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Progress ControlProgress ControlProblems During Construction

Construction is dusty, dirty, and Complex operation

Despite the good planning, many activities consume more time than planned

Frequent changes are introduced to the scope of work

Some trades proceed slower than required, thus

produce delays

Dealing with suppliers and subcontractors is not easy

Problems During Construction

Construction is dusty, dirty, and Complex operation

Despite the good planning, many activities consume more time than planned

Frequent changes are introduced to the scope of work

Some trades proceed slower than required, thus

produce delays

Dealing with suppliers and subcontractors is not easy

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Progress ControlProgress Control

All the previously mentioned factors result in Schedule delays and cost overruns

Thus , progress control is

needed

All the previously mentioned factors result in Schedule delays and cost overruns

Thus , progress control is

needed

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Gathering data to help in project controlGathering data to help in project control

Progress ControlProgress Control

Bi-weekly or monthly meeting should take place

Report on work done till to-date

Problems causing delays

Define responsibilities

Work of next time period

Actions needed to correct delays and cost overruns

Good documentations help in settling claims

Bi-weekly or monthly meeting should take place

Report on work done till to-date

Problems causing delays

Define responsibilities

Work of next time period

Actions needed to correct delays and cost overruns

Good documentations help in settling claims

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Progress ControlProgress ControlMeasuring Work ProgressMeasuring Work Progress

Units completed

Incremental Milestone

Start/Finish

Supervisor Opinion

Cost Ratio

Weighted of Equivalent Units

Units completed

Incremental Milestone

Start/Finish

Supervisor Opinion

Cost Ratio

Weighted of Equivalent Units

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Progress ControlProgress ControlMeasuring Work Progress: Measuring Work Progress:

Units completed: For activities with easily measured

units of work (e.g., pile driving)

% Complete = Units Completed / Total Units

Incremental Milestone: Activities with a set of

milestones each is assigned a percentage (e.g.,

Equipment installation)

Inspection 15% Alignment 50%

Installment 80% Testing 100%

Units completed: For activities with easily measured

units of work (e.g., pile driving)

% Complete = Units Completed / Total Units

Incremental Milestone: Activities with a set of

milestones each is assigned a percentage (e.g.,

Equipment installation)

Inspection 15% Alignment 50%

Installment 80% Testing 100%

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Progress ControlProgress ControlMeasuring Work Progress: Measuring Work Progress: Start-Finish: For short activities, work progress measured

as 0% or 100% when completed. Medium-duration activities,

work measured as 50% or 100% when completed. Other

percentages could be set based on an activity duration.

Cost Ratio: Activities budgeted based on cost and involve

long time (e.g., Project management, quality assurance)

% Complete = Actual Cost (or hrs) of Work to Date/Forecast at

Completion

Start-Finish: For short activities, work progress measured

as 0% or 100% when completed. Medium-duration activities,

work measured as 50% or 100% when completed. Other

percentages could be set based on an activity duration.

Cost Ratio: Activities budgeted based on cost and involve

long time (e.g., Project management, quality assurance)

% Complete = Actual Cost (or hrs) of Work to Date/Forecast at

Completion

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Progress ControlProgress ControlSchedule UpdatingSchedule Updating

The original plan is considered as the baseline

schedule

Baseline will be used to compare actual progress

Frequent updating is necessary to make the

schedule realistic

The original plan is considered as the baseline

schedule

Baseline will be used to compare actual progress

Frequent updating is necessary to make the

schedule realistic

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Progress ControlProgress ControlSchedule UpdatingSchedule Updating

Reasons for schedule update

Change in actual activity duration or network logic

Procurement delays

Sudden changes of labor availability

Accidents

Strikes

Change in design

Reasons for schedule update

Change in actual activity duration or network logic

Procurement delays

Sudden changes of labor availability

Accidents

Strikes

Change in design

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Progress ControlProgress ControlSchedule UpdatingSchedule Updating

Data date (Updating date)

The date in which data are collected form site

Based on this date, activities will be classifies as:

Completed activities

In-progress Activities

Future activities

Data date (Updating date)

The date in which data are collected form site

Based on this date, activities will be classifies as:

Completed activities

In-progress Activities

Future activities

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Progress ControlProgress ControlSchedule UpdatingSchedule Updating

Updating date

0 1 2 3 4 5 6 7 8 9 10 11 12

Completed activities

In-progress activities

Future activities

AB

CD

EF

GHI

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Progress ControlProgress ControlSchedule UpdatingSchedule Updating

Completed activities

Duration = Remaining Duration = 0

Percent complete = 100 %

Set an actual start date

Set an actual finish date

Completed activities

Duration = Remaining Duration = 0

Percent complete = 100 %

Set an actual start date

Set an actual finish date

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Progress ControlProgress ControlSchedule UpdatingSchedule Updating

In-progress activities

Duration = Remaining duration

Percent complete = Completed duration/actual duration

Set an actual start date

In-progress activities

Duration = Remaining duration

Percent complete = Completed duration/actual duration

Set an actual start dateFuture activities

Duration = Remaining duration

Percent complete = 0%

Future activities

Duration = Remaining duration

Percent complete = 0%

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Progress ControlProgress ControlSchedule Updating: ExampleSchedule Updating: Example

Activity Duration (Weeks) Predecessors Resource (units/week)

ABCDEFGHIJKLMN

02532666427322

-111223445, 66, 72, 82, 8, 910, 11, 12, 13

00221231042240

Same as example 6.1 page 89Same as example 6.1 page 89

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Progress ControlProgress ControlSchedule Updating: ExampleSchedule Updating: Example

Updating report at end of week 5 Activities B, C, D, and E have been completed Activity F is ready to start at beginning of week 6 Activity G will not start until end of week 7 Remaining duration of activity H is 4 weeks Remaining duration of activity I is 3 weeks Activity J has been omitted It is decided to shorten activity K by 2 weeks Volume of work in activity L has been increased by

33% approximately

Updating report at end of week 5 Activities B, C, D, and E have been completed Activity F is ready to start at beginning of week 6 Activity G will not start until end of week 7 Remaining duration of activity H is 4 weeks Remaining duration of activity I is 3 weeks Activity J has been omitted It is decided to shorten activity K by 2 weeks Volume of work in activity L has been increased by

33% approximately

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Progress ControlProgress ControlSchedule Updating: ExampleSchedule Updating: Example

A (0)0 0

0 0

F (6)5 11

2 8B (2)

3 5

0 2

D (3)6 9

0 3

I (4)12 16

3 7

G (6)5 11

5 11

H (6)9 15

3 9

M (2)16 18

9 11

J (2)16 18

8 10

L (3)15 18

9 12

K (7)11 18

11 18N (2)

18 20

18 20C (5)

0 5

0 5

E (2)14 16

2 4

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Progress ControlProgress ControlSchedule Updating: ExampleSchedule Updating: Example

A G (6)7

F (6)5

H (4)5

B

D

K (5)

I (3)5

N (2)C

E

M (2)

L (4)

11

13

9

8

13 18

9 13

9 11

18 20

2018

18

18

1813

14

16

13

13

14

1613

10

7

7

11

Earned Value ManagementEarned Value Management

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Progress ControlProgress ControlEarned Value management: Why? Earned Value management: Why?

Course corrections are easier when you have time to make

small adjustments

Its too late when youre this close to the iceberg!

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Progress ControlProgress ControlEarned Value management: Why? Earned Value management: Why?

Early and accurate identification of trends and

problems

Accurate picture of contract status: cost and schedule

Basis for course correction

Supports mutual goals of contractor and customer

bring project in on schedule and cost

Early and accurate identification of trends and

problems

Accurate picture of contract status: cost and schedule

Basis for course correction

Supports mutual goals of contractor and customer

bring project in on schedule and cost

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Progress ControlProgress ControlEarned Value management: Why? Earned Value management: Why?

Earned Value establishes a baseline to measure

progress

Earned Value is key concept:

how much progress did I make against my

original plan?

expressed in dollars or hours

Earned Value establishes a baseline to measure

progress

Earned Value is key concept:

how much progress did I make against my

original plan?

expressed in dollars or hours

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Earned value: basic elementsEarned value: basic elementsInformationTermApr.

What is the estimated value of the work planned to be done

Planned value PV(BCWS)

What is the estimated value of the work actually accomplished

Earned value EV(BCWP)

What is the actual cost incurred Actual cost AV(ACWP)

How much did we budget for the total job Budget at completion

BAC

What do we currently expect the total project to accomplish

Estimate at completion

EAC

From this point on, how much more do we expect to be at end of the project

Estimate to completion

ETC

How much over or under budget do we expect to be at end of the project

Variance at completion

VAC

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Progress ControlProgress ControlEarned Value managementEarned Value management

Budgeted Cost of Work Scheduled (BCWS): measures What is

Planned in terms of budget cost of the work that should take place

(i.e., according to the baseline schedule of the work)

Budgeted Cost of Work Performed (BCWP) (Earned Value):

measures What is Done in terms of budget cost of the work that

has actually been accomplished to date

Actual Cost of Work Performed (ACWP): measures What is

Paid in terms of actual cost of the work that has actually been

accomplished to date

Budgeted Cost of Work Scheduled (BCWS): measures What is

Planned in terms of budget cost of the work that should take place

(i.e., according to the baseline schedule of the work)

Budgeted Cost of Work Performed (BCWP) (Earned Value):

measures What is Done in terms of budget cost of the work that

has actually been accomplished to date

Actual Cost of Work Performed (ACWP): measures What is

Paid in terms of actual cost of the work that has actually been

accomplished to date

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Term FormulaCV

Cost variance EV AV

SVSchedule variance

EV PV

CPI Cost performance

index

EV/AV

SPI Schedule performance

index

EV/PV

EACEstimate at completion

BAC/CPI

ETCEstimate to completion

EAC - AV

VACVariance at completion

BAC EAC

Earned value: basic elementsEarned value: basic elements

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Progress ControlProgress ControlEarned Value managementEarned Value management

Time

Money

Schedule VarianceACWP

BCWS

BCWP (EV) Cost Varianc

e

SV > 0 ahead of schedule, and SV < 0 behind schedule

CV > 0 cost saving, and CV < 0 cost overruns

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Congratulation, You have got a new contract

hmm... 4 substations4 months to do it all....

K$ 400 budget....This is going to be tough!

Its my pleasure to award you this contract

for erection of (4 Pcs) substations

What is the total job supposed to cost?

What is the value of the contract at cost?

Earned Value: ExampleEarned Value: Example

Budgeted Cost of Work Schedule (PV)

Month # 1PV = $100,000

Month # 2PV = $100,000

Month # 3PV = $100,000

Month # 4PV = $100,000

Total Budget = 400 K$

Total PV = 400 K$

Schedule time = 4 months

PV is aggregated and summed as the performance measurement baseline

Earned Value: ExampleEarned Value: Example

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month 1PV = $100,000 month 2PV = $100,000

month 3PV = $100,000

month 4PV = $100,000

Total Budget = $400,000to be spent over 4 months

I plan to complete 1substation pear month with

estimated cost of $100,000.PV each month = $100,000

each dollar of PV represents a specific dollar of month scope

Budgeted Cost of Work Schedule (PV)

Earned Value: ExampleEarned Value: Example

month 1PV = $100,000

month 3PV = $100,000

Were at the end of theThird month , but only

2.5 substations is completed. Value of work performed = 280 K$

EARNED VALUEconcept

You earn value the same wayas it was budgeted in baseline

Budgeted Cost of Work Performed (EV)

Earned Value: ExampleEarned Value: Example

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Status at the end of month 3

Month 4Month 3Month 2Month 1Task

Complete , Spent 100 K$S. FSubst.# 1

Complete , Spent 120 K$FS. PFSubst.# 2

Half done , Spent 60 K$PS..S..PFSubst.# 3

Not yet started PS PF Subst.# 4

Earned Value: ExampleEarned Value: Example

Answer Calculation K$ Apr.

300000 $ 100 +100 +100PV

250000 $ Complete + Complete +Half done 100 +100 +50

EV

280000 $ 100 + 120 + 60 AV

400000 $100 + 100 + 100 +100BAC

- 30000 $ 250 280 CV

0.893250 /280 CPI

- 50000 $250 - 300SV

0.833250 /300SPI

447900 $400/0.893EAC

167900 $447.9 -280 ETC

-47900 $400 447.9 VAC

Earned Value: ExampleEarned Value: Example

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Cost variance at the end of the third month is

- 30000 K$ , And by this way we will be over budget by 47900 K$ to complete

the project

actual expenditures vs. budget

Actual Cost of Work Performed (AV)

Earned Value: ExampleEarned Value: Example

Estimate at Completion (EAC)

Just a few little glitches. We should be able to do the complete job.acklets see, for about 30000

$K

Earned Value: ExampleEarned Value: Example