critical path method schedule development, review and ...and drive the critical path ... document...
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Critical Path Method ScheduleDevelopment, Review and
Analysis Guidelines
Mike Lehmann, P.E.Texas Department of Transportation
District Construction EngineerSan Antonio District
22August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Presentation OverviewPresentation Overview
Background Information
CPM Guide History
Highlights of the Guide
Where to get the Guide
Future developments
33August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Background InformationBackground Information
TxDOT workload as of June 2005TxDOT workload as of June 2005
�� 1,372 Active Construction Projects1,372 Active Construction Projects
�� $12.4 billion under contract$12.4 billion under contract
SAT district workloadSAT district workload
�� 108 Active Construction Projects108 Active Construction Projects
�� $994 million under contract$994 million under contract
(1)
(1) Includes some “active” projects that have yet to start and some that have been completed and have yet to be removed from active status.
44August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Counties of San Antonio DistrictCounties of San Antonio District
55August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
History and BackgroundHistory and BackgroundDevelopment of ExpertiseDevelopment of Expertise
Used CPM since 1988
Used CPM for the resolution of 50+ claims and disputes
Developed and delivered 40+ in-house training classes
CoCo--authored 1993 CPM spec authored 1993 CPM spec
Primary author of 2004 CPM specPrimary author of 2004 CPM spec
66August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
77August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
History and BackgroundHistory and BackgroundDevelopment of the GuideDevelopment of the Guide
Guidelines were Guidelines were
developed and developed and
finalized on finalized on
December 7, 2001December 7, 2001
Guidelines were Guidelines were
posted to TxDOT posted to TxDOT
Website, Website,
December 2001December 2001
88August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
CONSTRUCTION CLAIMS ADVISOR
December 13, 2004 issue
““We recently We recently
stumstumbled on one of the
more practical treatments of this approach at the Texas
DOT website.”
99August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
CONSTRUCTION CLAIMS
ADVISOR
“To the extent that unfamiliarity with the software is an impediment to use of CPM scheduling, these guidelines are a must-read for the project manager or scheduler who wishes to enhance project performance with better schedules. The TIA guidelines also contain valuable tips, even for the experienced scheduler. We strongly suggest downloading the Guidelines (also available at our website) and printing them out on a color printer.”
www.constructionclaims.com
1010August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Highlights of the GuideHighlights of the Guide
Chapter 1Chapter 1 -- Development Of Critical Path Method Schedules For Contract Time Determination
Chapter 2Chapter 2 -- Review Process For Original Schedules
Chapter 3Chapter 3 -- Review Process For Updated or Revised Schedules
Chapter 4Chapter 4 -- Time Impact Analysis Process For CPM Schedules
1111August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 1Chapter 1Primavera Basics (P3 version 3.1)Primavera Basics (P3 version 3.1)
1212August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 1Chapter 1Time Determination Basics
Understand The Sequence Of Work And Traffic Control Plan In The PS&E
Calculate/Estimate Quantities Of Work By Phase
Determine Attainable Production Rates
1313August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 1Chapter 1Schedule Development StepsSchedule Development Steps
1. Break Down The Work Into Distinct Activities
2. Create The New Schedule
3. Set Up The Calendars
4. Set Up Coding
5. Enter Basic Activity Information
6. Add Relationships
7. Run The Schedule Calculations And Trouble-Shoot
1414August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 1Chapter 1Schedule Development Steps
Set Up The Calendars
Work Week
Holidays
Bad Weather Days
1515August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 1Chapter 1Schedule Development Steps
Enter Basic Activity Information
Activity ID Number
Description
Duration
Assign Calendar
Assign Coding
1616August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 1Chapter 1Schedule Development Steps
Enter Relationships
Finish to Start (F-S)
Start to Start (S-S)
Finish to Finish (F-F)
Start to Finish (S-F)
1717August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Highlights of the GuideHighlights of the Guide
Chapter 1Chapter 1 -- Development Of Critical Path Method Schedules For Contract Time Determination
Chapter 2Chapter 2 -- Review Process For Original Schedules
Chapter 3Chapter 3 -- Review Process For Updated or Revised Schedules
Chapter 4Chapter 4 -- Time Impact Analysis Process For CPM Schedules
1818August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 2Chapter 2Schedule Review Steps
1. Restore The Schedule
2. Open The File
3. Review The Calendars
4. Review Activity Coding Structure
5. Review Resource Loading, If Required
6. Defining The Critical Path
7. Organizing The Schedule (Layouts)
8. Calculate The Schedule
9. Review Constraints
10. Prepare Plots And Prints
11. Complete The Schedule Review
1919August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 2Chapter 2Schedule Review Steps
Defining The Critical Path
“Total Float Less than” option allows:
� Making all activities show as critical
� Making selected activities show as critical
� Making no activities show as critical
� Using constraints to force float calculations and drive the critical path
Recommend using “Longest Path”
2020August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
2121August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Highlights of the GuideHighlights of the Guide
Chapter 1Chapter 1 -- Development Of Critical Path Method Schedules For Contract Time Determination
Chapter 2Chapter 2 -- Review Process For Original Schedules
Chapter 3 Chapter 3 -- Review Process For Updated or Revised Schedules
Chapter 4Chapter 4 -- Time Impact Analysis Process For CPM Schedules
2222August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 3Chapter 3
Updated Schedule Review ProcessUpdated Schedule Review Process1. Restore The Schedule2. Open The File3. Review The Schedule For Conformance To The
Specifications4. Set Up Target Schedules5. Review Status Of Updated Schedule6. Recalculate The Schedule7. Prepare Plots And Prints8. Decide If The Schedule Has Been Updated Or
Revised9. Document The Schedule Update Status10. Prepare Look-ahead Schedule Plot
2323August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 3Chapter 3
Updated Schedule Review ProcessUpdated Schedule Review Process
Update or Revision?Update or Revision?
A A schedule updateschedule update is defined as the addition of is defined as the addition of actual start dates and/or actual finish dates to actual start dates and/or actual finish dates to activities that have been started and/or activities that have been started and/or completed, and revising the percent complete completed, and revising the percent complete figure or the remaining duration figure for started figure or the remaining duration figure for started activities. activities.
A A schedule revisionschedule revision is defined as adding or is defined as adding or deleting activities, relationships, resources, or deleting activities, relationships, resources, or any other component of the schedule, or any other component of the schedule, or changing durations.changing durations.
2424August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Project Schedule Status ReportProject Schedule Status Report
Project: STP 2005(01) County: Anywhere
CSJ: 0001-01-001 Contractor: Construction Company, Inc.
Period Cumulative Period Cumulative Calendar Working Explanation for Loss/Gain
Gain/Loss Gain/Loss Gain/Loss Gain/Loss Days Days
GUOR 5/1/2000 11/30/2000 120
GU01 6/1/2000 11/15/2000 109 15 15 11 11 Good production on subgrade widening
GU02 7/1/2000 12/14/2000 112 -29 -14 -3 8 14 0 4 working day delay, Time Suspension
already granted - compare GU02 to GUOR
GU03 8/1/2000 1/26/2001 131 -43 -57 -19 -11
GU3R 8/1/2000 1/30/2001 131 -4 -61 0 -11
GU3D 8/1/2000 2/22/2001 147 -23 -84 -16 -27
GU04 9/5/2000 2/14/2001 145 8 -76 2 -25
GU4A 9/15/2000 3/8/2001 144 -22 -98 1 -24
GU05 10/1/2000 3/8/2001 155 0 -98 -11 -35
GU06 11/1/2000 3/22/2001 163 -14 -112 -8 -43
GU6R 11/1/2000 3/16/2001 163 6 -106 0 -43
GU07 12/9/2000 3/30/2001 169 -14 -120 -6 -49 22 19 ROW Impact - Compare GU07 to GU4A
GU08 1/1/2001 3/30/2001 169 0 -120 0 -49
GU8E 1/10/2001 4/9/2001 159 -10 -130 10 -39
GU09 2/1/2001 5/22/2001 175 -43 -173 -16 -55
GU10 3/1/2001 5/22/2001 167 0 -173 8 -47
GU11 4/1/2001 6/5/2001 174 -14 -187 -7 -54 57 15 Tree CO and Drainage COs, ongoing, may
be until next update before finalized,
compare GU11 to GU8E
Calendar Days Working Days TxDOT LossSchedule
NameData Date
Completion
Date
Working
Days
2525August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Highlights of the GuideHighlights of the Guide
Chapter 1Chapter 1 -- Development Of Critical Path Method Schedules For Contract Time Determination
Chapter 2Chapter 2 -- Review Process For Original Schedules
Chapter 3Chapter 3 -- Review Process For Updated or Revised Schedules
Chapter 4Chapter 4 -- Time Impact Analysis Process For CPM Schedules
2626August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 4Chapter 4Time Impact AnalysisTime Impact Analysis
Types of Time Impact AnalysesTypes of Time Impact Analyses
The As-Planned Impacted Schedule Analysis
The As-Built But-For Schedule Analysis
The Contemporaneous Schedule Analysis
2727August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 4Chapter 4
Time Impact AnalysisTime Impact Analysis
Time Impact Analysis Steps Time Impact Analysis Steps –– Contemporaneous Contemporaneous ApproachApproach
1. Determine the status of the project immediately before the impact begins.
2. Predict the effect of the impact on the project completion date.
3. Track the status of the project during the impact.
4. After the impact is over, determine the status of the project and compare it to the status before the impact began.
2828August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Chapter 4Chapter 4
Time Impact AnalysisTime Impact Analysis
Time Impact Analysis Steps Time Impact Analysis Steps –– Two Different Two Different
ApproachesApproaches
1.1. PrePre--Impact TIA Impact TIA
� Includes Steps 1 and 2 only
2.2. PostPost--Impact TIAImpact TIA
�� Includes Steps 1, 2, 4 and possibly 3 if Includes Steps 1, 2, 4 and possibly 3 if
impact is long durationimpact is long duration
2929August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Where to get the GuideWhere to get the Guidehttp://www.dot.state.tx.us/cst/construction_strategies.htm
3030August 2005August 2005 AASHTO SOC, Mike Lehmann, P.E.AASHTO SOC, Mike Lehmann, P.E.
Future DevelopmentsFuture Developments
Planned Revision for 2004 Spec BookPlanned Revision for 2004 Spec Book
Possible conversion to P3 e/cPossible conversion to P3 e/c
Addition to SAT District Construction Addition to SAT District Construction
Office Intranet Website, along with other Office Intranet Website, along with other
toolstools
Questions?Questions?
Mike LehmannMike Lehmann
(210) 615(210) 615--61006100
[email protected]@dot.state.tx.us
Thank You!Thank You!