schedule - planning for schedule development

8/6/2019 Schedule - Planning for Schedule Development

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Schedule Design Planning forSchedule Development

Chris Carson, PSPCorporate Director of Project Controls

Alpha Corporation

[email protected]


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PMI College of SchedulingPMI is a registered trade and service mark of the Project Management Institute, Inc.

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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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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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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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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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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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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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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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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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Schedule Design

Narrative Basis


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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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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

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F u r n i s

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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





StatusSchedule

UpdateSchedule

Compare toBaseline

Verify AllData


Establish Update processFrequencyData request and transmission ValidationProcess flowchart


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Change Management processNotification requirementsMethodology allowedProcess flowchart


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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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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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Scheduling With

the MastersChris Carson, PSP

Corporate Director of Project Controls Alpha Corporation

101 West Main Street, Suite 715Norfolk, VA 23510

757-533-9368 Office757-342-5524 Mobile

[email protected]

Schedule Design Planning for

Schedule Development