schedule - planning for schedule development
TRANSCRIPT
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Schedule Design Planning forSchedule Development
Chris Carson, PSPCorporate Director of Project Controls
Alpha Corporation
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Schedule Design
Why design a schedule? A schedule meets the criteria for a project in itself A schedule is a guideline or plan for a project A schedule provides a a methodical approach for a projectKeeps the schedule development on track Prevents rework due to late understanding of needs Allows buy-in from end users prior to DevelopmentMakes the schedule development session much moremeaningfulDocuments the assumptions and intention of the schedule
For reviewer and approverFor future referenceTo facilitate changes in schedulersPlace to capture Lessons Learned
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Schedule Design
Scope of Design vs. Development
Design Conceptualizing the schedulePlanningStarting with the end in mindProviding concept of final productCreating organizational structure to fulfill the concept
Development - Building the scheduleInput activitiesInput logic
Input durationsReview for design complianceReview for CPM methodology best practicesQuality control
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Schedule Design - Background Design vs. Development How PMI & PMBOK handles it?
PMBOK identifies six Project Time Managementprocesses, usually defined as part of the project
lifecycle, Section 2.1 of PMBOK. Activity Definition. Activity Sequencing. Activity Resource Estimating. Activity Duration Estimating. Schedule Development. Schedule Control.
These processes are preceded by a planning effort bythe project management team, which is part of PMBOKsDevelop Project Management Plan, PMBOK Section 4.3(which sets the format and establishes criteria for
developing the project schedule). These processes are documented in what PMBOK calls aSchedule Management Plan, which is contained in theproject management plan, in the introduction to Section4.3, Project Integration Management.
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Schedule Design - Background PMBOK Process Inputs.
The inputs for the different Time Management Processes arelisted as:
Activity list. Product description. Mandatory dependencies. Discretionary dependencies. External dependencies. Resource requirements. Resource capabilities. Historical information. Identified risks. Constraints. Assumptions.
All of these items, along with the Schedule Management Plan,are part of Schedule Design, but PMBOK does not offer cleardefinition and delineation of Schedule Design.
The Time Management Processes do not include ScheduleDesign.
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Schedule Design - Background
Design vs. Development whyemphasize the distinction? Design tends to be ignored in favor of jumping
right into development.
Many schedulers elect to begin creating activitiesinstead of Designing.Work is subsequently repetitive, with lots ofpotential for rework.
Results tend to be disorganized. Avoid planning mistakes and problems.
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Schedule Design
Avoid planning mistakes and problems
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Schedule Design Lack of Good Area Definition preventing activity
closeout:
Areas are so broadly defined
that activities sit at nearly complete for large parts of the project.
Hinders productivity analysis, good cost loading,accurate as- built dates.
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Schedule Design Inconsistency in level of detail throughout
trades:
Some trades are heavily developed while others are left with summary-level activities only.
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Schedule Design
Documentation and use of Schedule Design
Create a book or binderUse the highest level of checklist outline items as tabsUse the book as basis for schedule submittaldocumentation
Keep the book current during projectUse the book for handoff between schedulersShare a copy of the book with superintendent/PM
TimingMust be done prior to Schedule Development
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Schedule Design Checklist
Project Description
Reference DocumentsContractProject DrawingsSpecifications
Scheduling SpecificationNotice to Proceed or Release Letter Any Owner produced master scheduleLiquidated Damages schedule Area Designation PlanSequencing planEstimate & quantity surveys/bills of materials
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Schedule Design Checklist -Schedule Specification General Contents.
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Schedule Design Checklist
Team Players
Organizational Chart (OBS)Who are Schedule Users?
Who has InputWho Updates
Who Checks for AccuracyWho ReviewsWho approves
Identify Responsibility Assignment Matrix (RAM)
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Schedule Design ChecklistOrganizational Breakdown Structure.
From: DOE Training EVM Tutorial WBSby Booze-Allen-Hamilton
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Schedule Design
RAM Example (based on PMBOK RACI Chart)
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Schedule Design Checklist
Software Identification
Specific softwareRequired minimum and versions allowedEnterprise specific issues
Users identified
Schedules used for import or data sourceLevels of access Validation processFor master schedules, establish data dates
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Schedule Design Checklist
Work ProductWhat the Schedule can be used for (purpose)Reports Generated from the Schedule
Who receives reportsList of reportsSamples of reports
Glossary/Lexicon of ambiguous termsSchedule Outline
Key Activities being trackedClient Milestones
Long Lead ItemsWBS StructureOther Contracts on Project
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Schedule Design
Reporting
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Schedule Design Checklist
Work Package Development.
By Contract. As assigned by Client.
VI. Work Packages
Division 2 and 5 Specifications require the following Work Packages:
Superstructure Waterproofing Corrosion Protection of Structural Steelwork Movements and Tolerances Specification for Structural Steel Structural Steel Superstructure Cast in Place Concrete
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Schedule Design Checklist
Level of Detail
Determine approach:Bottom-up (starting with detailed activities)Top-down (starting with summary schedule)Both (prepare Top-down, then Bottom-up)
Identify frequency of updatesEstablish smallest activity duration range
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Schedule Design Checklist
Codes DictionaryFor tracking and monitoring work:
Work PhaseStructure AreaFloor or Station
Location.For Project Management:
ResponsibilityWork ShiftsCosts
ResourceSpecificationChange management
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Schedule Design ChecklistCalendars
Establish number neededDefine calendars and application
Costs & ResourcesEstimate & correlation to cost loadingBill of Quantities & use in resourcesResource Crew descriptions
Equipment descriptionsHow actual production will be monitoredEarned Value Management System
Narrative Basis & Assumptions
Procedure Used to create the ScheduleDefinitions/lexiconDescription of sequence of work per structure
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Schedule Design Checklist
Example of Calendar Section:
Calendars are defined as follows: Calendar 1 24 hours a day, 7 days a week. Calendar 2 24 hours a day, only Fridays off. (This is the Default
Calendar.)
Calendar 3 Night Shift, only Fridays off. Calendar 4 Night Shift, 24 hours a day, 7 days a week. Please note that 01140/1.9.a. requires that the Contractor notify the
Client regarding multiple shifts, etc. This has been accomplishedby using Day and Night sift calendars as well as by incorporatingmultiple crew codes into the Program. (For more on Crews, pleaserefer to the Resources section of this report.)
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Schedule Design ChecklistExample of Lexicon
General Notes Regarding this Report: Program, Programme, and Baseline CPM, and Schedule all
have the same definition and are used interchangeably. Snagging and Punch-out have the same definition and are
used interchangeably. Fixed and Rough-in have roughly the same definition. For
clarification purposes, Fixed has been used in this Program.
Conventional concrete is defined as post-tension poured-in-place concrete.
Wild Air is defined as a stage in construction, for which thebuilding is closed in by perimeter walls and ventilation hasstarted. (Ventilation only, not complete environmental controls or
functioning air conditioning.) This term is used in lieu ofenvironmental controls, or drying in as wet weather is not areal factor in Dubai.
Raft construction consists of the foundation including but notlimited to piles, grade beams, footers, and slab-on-grade.
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Narrative Basis
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Schedule Design Checklist
Risks & ConstructabilityBrainstorming of issues
Known problems (threats)Provisional ItemsPredicted ProblemsLessons LearnedOutside influencesSite condition concernsOpportunities
Develop Risk Management PlanInitial process during baseline schedule developmentProcess for use during updates
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Schedule DesignRisk Management Plan Based on PMBOK
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Schedule Design Checklist
Weather planningExpected adverse weatherIdentify source or specification requirementIdentify methodologyIdentify accounting method for actual weather
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Schedule Design ChecklistTime Contingencies
AmountsSpecific trade (from risk management plan)Specific contractor contingencyHow carriedUse historical data for reference
Time Performance Ratio
0.0
2.0
4.0
6.0
8.0
10.0
12.0
A d m i n
S i t e w
o r k
C o n c r
e t e
M a s o n
r y M e
t a l s
C a r p e
n t r y
R o o f i n
g
D o o r s
/ W i n d
o w s
F i n i s h
e s
E q u i p
m e n t
F u r n i s
h i n g s
E l e v a t
o r s
M e c h a
n i c a l
E l e c t r i
c a l
Type of Work
T P R
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Request forUpdate Data
Collect AdminProgress Data
Collect FieldProgress Data
Identify ContractChanges
StatusSchedule
UpdateSchedule
Compare toBaseline
Verify AllData
Request forUpdate Data
Collect AdminProgress Data
Collect FieldProgress Data
Identify ContractChanges
StatusSchedule
UpdateSchedule
Compare toBaseline
Verify AllData
Schedule Design Checklist
Establish Update processFrequencyData request and transmission ValidationProcess flowchart
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Schedule Design Checklist
Change Management processNotification requirementsMethodology allowedProcess flowchart
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Request forUpdate Data
Collect AdminProgress Data
Collect FieldProgress Data
Identify ContractChanges
StatusSchedule
UpdateSchedule
Compare toBaseline
PublishUpdatedSchedule
Critical PathDelay?
Identify PreviousPeriod
Critical Path
No
Yes
Verify AllData
Identify ChangesTo Critical Path
Identify CausalDelay Activities
QuantifyDelays
ResearchDocuments ForDriving Delays
AssessResponsibility
For Delays
AnyConcurrent
Delays?
Verify SingleSource DelayResponsibility
Is theOwner
ResponsibleFor Delay?
No
No
Discuss Delay &Mitigation withSubcontractor
PerformConcurrent Delay
Analysis
Yes
Yes
Discuss Delay& MitigationWith Owner
Prepare DelayAnalysis
& Change Order
Is theOwner
ResponsibleFor Delay?
No
Yes
Is aSubcontractorResponsibleFor Delay?
Prepare
RecoverySchedule
No
Yes
Prop osed Sc hed ule UpdateWith Chang e Manag em ent
ResolveSubcontractorContributions
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Schedule Design Checklist
18. Dispute resolution process1. Review program for claims avoidance
1. Reinforce planning for claims avoidance2. Identify specific program for claims avoidance during
schedule updates and change management
2. Identify steps if change management process fails orstalls
3. Follow specifications4. Provide time frames for stages in process5. Provide process description or flow chart
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Schedule Design
Conclusion For success in Schedule Development,
Schedule Design should be a completelydifferent process
Process done prior to Development Process and results documented Documentation done in formal Schedule
Design Book Book used to provide continuity between
schedulers or project managers
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Schedule Design Resources
See Lance Stephensons Schedule BasisMemorandum paper, also addresses schedule levels
See AACEis Total Cost Management See PMBOK for Risk Management process
Recommendations Get involved with the CoS SEI Project developing Best
Practices and Guidelines for Scheduling Get involved with AACEi and the Recommended
Practices development Get involved with CMAA in the Time Management
development
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Schedule DesignQuestions?
Recommendations?
War Stories?
Gripes?
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Corporate Director of Project Controls Alpha Corporation
101 West Main Street, Suite 715Norfolk, VA 23510
757-533-9368 Office757-342-5524 Mobile
Schedule Design Planning for
Schedule Development