properly reviewing a schedule

8/6/2019 Properly Reviewing a Schedule

http://slidepdf.com/reader/full/properly-reviewing-a-schedule 1/61



Properly Reviewing a Schedule

GoalsConfirm that schedule is reasonable andattainableUnderstand Contractor’s Means & MethodsEstablish a good baseline for monitoringVerify durationsVerify logic and sequencingIdentify claims positioning issuesIdentify risks in schedule and assumptionsDocument concerns



Schedule Review

Baseline Schedule ReviewReview Scheduling SpecificationConfirm Submittal CompletenessGain Familiarity with ProjectImport Schedule & VerifyReview Schedule ArchitectureReview Schedule ConstructionReview Narrative

Review SequencingEvaluate Metrics & StatisticsPerform Analysis

Write Report



Baseline Schedule ReviewReview Scheduling Specification

Section 01320 or 01.32.16Check Related SpecificationsSections or Special ProvisionsSoftware requirementsData exchange requirementsMaster dictionaries/reports

Activity Code requirementsID Coding requirements

Preconstruction meeting

Qualifications of schedulerRequired submittal contentsOwner mandated milestonetreatment

Float ownership

CPM Network requirementsDuration definitions & restrictionsInitial schedule submissionFull detailed project schedule(baseline) submissionSchedule updatesDelays & time extensions

Notification RequirementsEarly completion schedules

Final as-built submittalCost & Resource loadingNarrative RequirementsProhibitions on manipulation



Baseline Schedule ReviewGain Familiarity with Project

Review Plans & SpecificationsReview specialty specs like DOT Bridge & Road ManualVisit job siteReview construction methodology or unusual techniques

Bring in expertise if necessary



Confirm Submittal CompletenessCompare to schedule specification requirementsNotify Contractor immediately if not completeDo not start review until submittal is completeTypical missing items:

Schedule NarrativeElectronic FileExplanation of Calendars, Lags, Activity Codes, Constraints,Resources, CostsMilestones and Milestone definitions

Consider two part review if costs or resources are missing

Baseline Schedule Review



Baseline Schedule ReviewImport Schedule & Verify

Keep original submittal file, make copy to reviewShould review in original software if possibleRecognize that there are issues with import in many softwarepackages

Develop checklist to identify potential import issuesExample - Primavera P3 to P5 import :

In P3, Lags are driven by Predecessor CalendarIn P5, Lags can be driven by choice of Calendars

Default P5 setting to drive Lags is not the Predecessor CalendarMust verify that imported schedule used to analyze is identical tooriginal submitted schedule




Develop a checklist for reviews



Baseline Schedule ReviewReview Schedule Architecture

Check Schedule Rules & SettingsRecalculate ScheduleReview Organizational Tools

Review Schedule ConstructionEvaluate ActivitiesReview LogicEvaluate Critical Path




Check Schedule Rules & SettingsRetained Logic vs. Progress Override• Won’t affect Baseline, but could cause optimistic

predictions during updates

Resource and Cost rules• Estimate to Complete setting might allow Estimate atCompletion to change

Understand all settings and how they affect EarnedValue & reportsIdentify how Critical Path is calculated

• Longest Path• Total Float value




Recalculate Schedule, ensure no changeCheck NTP and Completion datesCheck all interim Milestone datesReview Organizational Tools

• Review Activity Code Dictionaries• Review Resource Code Dictionaries• Review Calendars• Review WBS



Baseline Schedule ReviewReview Schedule Construction

Evaluate ActivitiesSort by Activity Description

For good guidelines, see AACE publication No. 23R-02,Recommended Practice for Identification of ActivitiesSee if descriptions are consistent and unique

Ensure all items that could delay project are represented byactivities, such as procurement and other admin workCompare descriptions for reasonable and comparable OriginalDurationsConfirm that descriptions capture full scope of work

Sort by Original DurationCheck for specification maximum timesCheck for reasonable ODs




Review LogicSee AACE publication No. 24R-03, RecommendedPractice for Developing Activity Logic for guidelinesCheck open-ended relationships

• Should only be two; start and end• Reduces accuracy of network calculations• Watch for “dangling” activities: SS or FS with

negative Lag which leave Predecessor open-endedupon updates

Evaluate relationships• Check on all Lags• Filter by trade, check same-trade relationships• Filter by Contractor, check those relationships




Evaluate Critical PathIs it reasonable and customary?Does it start at beginning of project and run to completion?Does it have an appropriate level of detail?Are there manipulations driving the Critical Path?

• Float sequestering where everything is critical• Manipulation where Critical Path runs inappropriately through all

owner responsibilities• Critical Path is the only highly detailed string of activities in the

project• Nothing is critical due to heavy constraint use• Numerous lags, perhaps not identified, inserted in the Critical Path,

forcing it through specific activities• Is there weather planning included in Critical Path activities or will

any adverse weather cause slippage?




Evaluate Near Critical Paths

How much work is just off Critical Path?Check Longest Path and lowest Total Float paths(Recommend review of TF < ½ Reporting Period)

Sort by Total FloatCheck reasonableness of high float itemsIs there a consistent range of TF?Lots of high TF activities means underdeveloped logicAll low TF suggests inappropriate logic

Sort by Late StartThis is the worst case expectation of work flowStart at end of schedule & see if reasonableOrganize by Late Start, Order Week Ascending, see if theamount of work planned each week is possible

Check trade stacking, can they fit into spaces?




Sort by Early StartOrganize by Early Start, Order Week Ascending, againsee if the amount of work planned each week isreasonable

Are there trades stacking up?Organize by Early Start, Sort by Late Start

Summarize to Early Start, review overlaps betweenweeksSpecifically review strong overlaps (points out missingrelationships)Helps focus on small segments of project workingconcurrently




Review resourcesCheck for resource “soft” logic used to control flow ofmanpower from area to areaSchedules without reasonable soft logic will likely show

lots of high Total Float valuesOveruse of soft logic can sequester Total Float andforce Critical PathDurations should be resource-based; that is calculatedby production rate x quantity, so resource planningmust be taken into account



Baseline Schedule ReviewReview Written Narrative

At a minimum, Narrative should identify sequence and work

flowIdentify phasingProvide the Area Designation PlanSummary of the work

Explain plan for constructionIdentify potential problems or risksSummarize the Critical Path; does it match the schedule?Identify all Milestones

Explain schedule components:Activity ID Coding, Activity Coding, Resources, Lags, Constraints,unusual logic relationships

Adverse weather planning



Baseline Schedule ReviewReview Sequencing

Use Narrative as guideCheck for missing Activity Codes that may not include work insequencesChoose layout with sequencing

Compare to specification requirementsSummarize to sequences, then drill into each sequenceCheck reasonableness of logicCheck overlap of sequences

Check other layouts



Baseline Schedule ReviewGenerate Metrics

CountsActivities by type (procurement, construction, Ownerresponsibilities)Activities by trade (Section number, work package)

Activities on Longest PathRelationships

• Total by types• Lags

Constraints

Verify appropriate & consistent level of detail



Baseline Schedule ReviewData retrieval from schedule

Develop data crunching methodologiesMaster layouts with filtersExport filters to export to Excel or Lotus

Standard Pivot tablesInput/output worksheet spreadsheetsGraphical depictions for reasonableness

• Histogram distributions• Tables• Charts



Baseline Schedule ReviewUse Pivot Tables or other datacollecting & collating methodologies



Baseline Schedule ReviewGenerate Statistics

Recommend use of Pivot TablesUse statistics to identify inconsistencies

Ratio work/non-work activities

Ratio trade workRatio durations (helps spot partial overdevelopment)Ratio work in each sequence

Percentage of activities on Longest Path and NearCritical Paths




Distribution of Activities

0

50

100

150200

250

300

H a m m

o c k s

a n d M

i l e s t o n

e s

A s p h

a l t P l a c e

m e n t

C l e a r i n g a

n d G r u b

b i n g

D e m o

l i t i o n

D e m o

b i l i z a t i o n

E l e c t r i c a l

E r o s i o n

& S e

d i m e n t

C o n t r o l

G r a d

i n g

L a n d

s c a p i n g

M a t e r

i a l D e

l i v e r y

M o b i l i z a

t i o n

M a i n t e

n a n c e

o f T r a f f i c

S t o r m

D r a i n /

S t o r m

S e w e r

S o u n

d w a l l

S t r i p i n g /

P a i n t i n g

S u b m

i t t a l /

A p p r o

v a l

S i d e w a

l k / M e

d i a n

U n d e

r g r o u n d

U t i l i t i e s

Feature of Work

N o . A

c t i v i t i e s

Histogram of Activity Work Scope (showing out of proportion detail in trade activities)



Baseline Schedule ReviewPerform Analysis

Review types of constraints

Remove constraints, one by oneLook at results with each removal and identify effectsEvaluate total number of constraints

Date constraints; should be minimum and only thosedictated by OwnerDon’t allow mandatory constraints which sequester floatLogic constraints; watch for float removal constraints likeZero Total or Free FloatNetwork should be logic driven, not constraint driven

Constraints can cause multiple Critical PathsRequires analysis of each path in baseline and updates



Baseline Schedule ReviewReview shape of Earned Value S-Curve (BCWS)

Might point out front-end loading or unreasonable planMay show too aggressive expectations for billing



Baseline Schedule ReviewWrite Report

Organize checklist to match reportProvide Executive SummaryProvide recommendations for Best Practicesimprovement in schedule

Provide Deficiency ListRequire response to Deficiency ListDo not dictate means and methodsKeep report professional without addressing assumedmotivation for schedule features

Don’t say, “Use of so many constraints is clearly a deviousattempt to pervert Critical Path”



Update Schedule ReviewUpdate Schedule Review

Same steps as Baseline ReviewReview Scheduling SpecificationReview Plans & SpecificationsConfirm Submittal CompletenessImport Schedule & Verify

Data Validation – must be done with each updateSame steps as Baseline Review

Review Schedule Architecture

Review Schedule ConstructionReview Narrative



Update Schedule ReviewData Validation

Field information – should have been kept on a dailybasis

Verify Actual Start DatesVerify Actual Finish Dates

Verify Predicted Finish for any activity started but notfinishedVerify Percent Complete if schedule is cost loadedPrefer Remaining Duration, not Percent Complete, for time

reporting• Superintendents generally cannot provide accurate

Percent Complete

Data validation is very important




Office informationWatch status of buyout process; purchase orders &subcontracts – what is not bought outVerify Submittal & Approval status

Verify status of administrative tasks• Utility paperwork status• Permits – site, building, right-of-way, Health Department• Environmental releases, etc.

Verify status of materials fabrication and order time - “LeadTime” – this is an area where schedule manipulation canoccur




Owner informationIndependently verify status of Owner controlled activities

• Owner utility applications & progress- Electricity- Gas service- Water & sewer- Telephone- Cable or data- Security system

• Delivery dates for Owner furnished equipment• Other Owner contractual work• Verify coordination with Owner work



Update Schedule ReviewCalculate Schedule

Ensure software setting is Retained LogicVerify Data Date is correct date

Calculate scheduleCheck for Out-of-Sequence Work

Change setting temporarily to Progress Override

If the completion date changes significantly, then thereis a lot of out-of-sequence work needing correctingIf minimal change, no significant out-of-sequence work

Change the setting back to Retained Logic (default)



Update Schedule ReviewPrepare for Schedule Analysis

Use standard Layout with comparison to lastupdateCheck for slippage in Substantial Completion

date or MilestonesIf no slippage, project predicts on time completion

• Perform standard analysis, use standard reports andpublish

If slippage, will need additional analysis of slippedschedule



Update Schedule ReviewStandard Schedule Analysis (On-TimeCompletion)

Three basic components to monitorCritical Path progress

• Slippage will directly delay workNear Critical progress

• Slippage could easily overtake Critical Path and delayworkNon-Critical (“mass volume”) work

• Lack of progress will cause trade stacking and over-

crowding of work space at a later date• Could easily allow too much work for areas available• Good place to use Earned Value for monitoring• Can use Float Dissipation to monitor• Can use other methods to monitor




Two types of paths to watchCritical Path to end of project (Substantial Completion)Critical Path to Interim Milestones

Critical Path to end of projectIdeally use Longest PathMonitor minimum Total Float value Critical Path as well

Critical Paths to Interim MilestonesOne path per each Milestone to watchThis can be time consuming, but necessarySlippage in interim Milestones and achieving final Milestonecan be basis for acceleration claims




Identify current period Critical Path (Longest Path)Identify current period Near-Critical activitiesIdentify Milestones to review

Owner mandated onlyWatch particularly for Milestones with Liquidated Damages

Identify historical trends and statistics (mass volume)Graphics are powerful in the report

Identify resource problems or concernsIdentify risks, either continuing or new



Update Schedule ReviewHistorical Comparisons & Statistics

Run Tipper (TPR) reports

Run Total Float dissipation (Erosion of Float) reportsRun Free Float dissipation reports (monitorsdisruption)

Review Out-of-Sequence work by tradeWhich trade is causing most out-of-sequence work?Are they working out-of-sequence due to other tradefailures to complete?

Or working in open areas without regard for planning?Run Resource reports

Are appropriate resources working?

Check against Tipper reports



U d t S h d l R i



Update Schedule ReviewReview (TPR) Time Performance Ratio trending byMilestone by Responsible Contractor (AD/OD)

U d t S h d l R i



Update Schedule ReviewReview (TPR) Time Performance Ratio per trade(AD/OD)

Time Performance Ratio

0.0

2.04.0

6.0

8.0

10.012.0

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



Update Schedule ReviewReview (TPR) Time Performance Ratio trending by

trade (AD/OD)

Time Performance Ratio (Concrete)

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

3 0 - S e p - 0 6

3 1 - O c t - 0 6

3 0 - N o v - 0 6

3 1 - D e c - 0 6 3 1 -

J a n - 0 7 2 8 -

F e b - 0 7 T o t a l

Period Ending

T P R



Update Schedule ReviewTrade Monitoring by Crew – no resource loading

available, load single crew resources into activities

AMP Terminals Yard Project



U d t S h d l R i



Update Schedule ReviewEarned Value Management Reporting

• Earned Value and Actual Costs• Compared against Planned Value

Ciudad Juarez Earned Value

$0.00

$10,000,000.00

$20,000,000.00

$30,000,000.00

$40,000,000.00

$50,000,000.00

$60,000,000.00

$70,000,000.00

S e p - 0

5 O c

t - 0 5

N o v - 0

5

D e c - 0

5 J a

n - 0 6

F e b - 0

6 M a

r - 0 6

A p r - 0

6

M a y - 0

6 J u

n - 0 6 J u l - 0

6

A u g - 0 6

S e p - 0

6 O c

t - 0 6

N o v - 0

6

D e c - 0

6 J a

n - 0 7

F e b - 0

7 M a

r - 0 7 A p

r - 0 7

M a y - 0

7 J u

n - 0 7 J u l - 0

7

A u g - 0 7

S e p - 0

7 O c

t - 0 7 N o

v - 0 7

D e c - 0

7 J a

n - 0 8

F e b - 0

8 M a

r - 0 8

Period Ending

B i l l i n g

V a l u e

Early Curve

Late Curve

Actual Curve

Project Update Earned Value

U d S h d l R i



Update Schedule ReviewEarned Value Management Reporting

• SPI and CPI metrics• Watch trending

Schedule Performance Index

0.00

0.20

0.40

0.60

0.80

1.00

1.20

S e p - 0

5 O c

t - 0 5

N o v - 0

5

D e c - 0

5 J a n

- 0 6 F e

b - 0 6

M a r - 0

6 A p

r - 0 6

M a y - 0

6 J u n

- 0 6 J u l - 0 6

A u g - 0 6

S e p - 0

6 O c

t - 0 6

N o v - 0

6

D e c - 0

6 J a n

- 0 7 F e

b - 0 7

Period Ending

S P I ( E V / P V )



Update Schedule ReviewSchedule Analysis – Sequencing Review

Set up a Layout for SequenceGroup by Phase or Location

• Look for out-of-sequence work by tradeSummarize to Phase

Neck for non-work periodsReview the sequence shown by the summary bars

Set up a Layout for ResponsibilityGroup by ResponsibilitySummarize to ResponsibilityNeck for non-work periodsReview trade workload



Update Schedule ReviewSchedule Analysis – Constructability

Set up a Layout for weekly workGroup by Early StartOrder by WeekSort by ES, EF , TF

Zoom in to weekly weekSet Major Vertical Sight Lines to one weekExpose column for Responsibility and LocationReview work to be done weekly over the next few monthsfor reasonableness

Update Schedule Review



Update Schedule ReviewSchedule Analysis (Slipped Completion)

If slippage is due to the Owner, then a time extensionis owed to the ContractorIf slippage is due to the Contractor or hisSubcontractors, then the Contractor owes the Owner aRecovery Schedule

If the Owner causes a delay and the Sub or GC causesa concurrent delay, then a time extension is owed tothe Contractor with no costs; and no recovery schedulerequiredUnderstand excusable/inexcusable andcompensable/non-compensable timeClean up all Owner caused delays each period

U d S h d l R i




Schedule Analysis (Slipped Completion)Identify previous period Critical Path (Longest Path)

Use layout to compare against current scheduleIdentify current Critical Path & changes from previousIdentify which activities slipped and drove progress

Causal Activities drive progressIdentify Start Gain or LossIdentify Production Gain or Loss

Identify specific Causal Activity or Activities for delayDevelop process for dealing with slipped completionbefore needed




Schedule Analysis (Slipped Completion)Quantify start and production changes for each causalactivity by working from the beginning of the period, usinga standard layout with current baseline as schedule targetVerify the totals

Research the issues that caused the changes to thecausal activitiesInterview Owner project admin teamReview project documents; issue files, minutes,RFI/submittal logs, field reports, photographsThis research is usually a discussion about reasonablycurrent problems – quick, painless, and easy

U d S h d l R i




Schedule Analysis (Slipped Completion)Identify the Driving Issues that Affect the Causal ActivitiesAssess Responsibility for Driving IssuesReview Concurrency of Driving Issues– Can Be Delay and/orAcceleration/MitigationWork Through Concurrent Driving Issues from the Beginning ofthe Period, Identifying first driving issue, establishing anyconcurrency with next driving issuePerform a Careful Concurrent Delay Analysis, Record in ClearGraphical FormatAssign Responsibilities for All Driving Concurrent Delays



Update Schedule ReviewReport should include general status summaries:




Update Schedule ReviewInclude Earned Value metrics in report




Update Schedule ReviewCustomized reports – Enterprise - myPrimavera




Update Schedule ReviewReview - Standard Reporting Format



Schedule Review CommentsReview provides claims avoidance opportunitiesReview identifies risksAlways request recovery schedule when Contractor hasslipped completion of any milestoneAlways resolve Owner caused delays to limit exposure toconstructive acceleration delays

Be reasonable, goal is to get a good schedule in placeand update regularlyDo not be confrontational or judgmental in reportWatch trending of work slippageOwner should support report recommendationsProvide a clear Discrepancy List necessary forContractor to correct



Questions?

Properly Reviewing a ScheduleMarch 20, 2008

Chris Carson, PSPProject Controls Manager

Alpha [email protected]

properly reviewing a schedule

Documents