.

. Target Milestone Dates

Milestone Description Target Date

FTA Award Full Funding Grant Agreement 07-Oct-12

WOFH/KH Revenue Service 29-Jun-16

FTA Award Full Funding Grant Agreement 07-Oct-12

WOFH/KH Revenue Service 29-Jun-16

FTA Award Full Funding Grant Agreement 07-Oct-12

WOFH/KH Revenue Service 29-Jun-16

FTA Award Full Funding Grant Agreement 07-Oct-12

WOFH/KH Revenue Service 29-Jun-16

The critical path currently extends from the City Center section final design procurement and Dillingham station design procurement, Kalihi station site work, Kapalama construction then through core systems contract “platform systems installation” across the Airport and City Center segments ending with full project startup and testing.

Some of the activities on the longest critical path are questionable and should be reviewed in more detail by HART. The elevators and escalators are on the longest path because of the one activity bar with an excessive duration and Programmatic Agreement activities also exist on the longest critical path.

More importantly the HART should review network logic related to the current FFGA Application effort and other potential LONP requests since, the Airport and City Center segment contract obligations cannot proceed without federal funding.

(2) Near Critical Paths

Near critical paths are the chains of activities that contain the least amount of total float other than the longest critical path. It is possible for these activity chains to overtake the critical path activities if the critical path activities are progressed and completed more rapidly than those ofthe near critical paths. Management should always focus on the critical path but not lose sight of the near critical paths as they could eventually become more critical towards the end of the project than the critical path. The result is referred to as merge bias, an effect of excessive logic density and total float proximity of near critical paths. This typically occurs when schedule compression pushes an excessive number of activity chains against the project completion milestone, thereby exceeding resource availability and causing project delay.3.2.7 Cost/Resource Loading

Cost and resource loading includes the planned utilization of material, labor and equipment resources required to perform the work. The resource library may contain material, labor, and/or equipment resources as a basis for determining and quantifying activity original durations and remaining durations as work is performed, measured and progressed in the

schedule, typically interfaced with earned value management. When resources are assigned to an activity, the quantity to complete and units per time period of the driving resources determine the activity’s duration. In addition the activity resources can be “leveled”, “smoothed”, “squeezed” or “crunched” as analysis and management decisions are evaluated for remaining work to be performed.

The resource library also may contain budget and cost information. Designers and construction contractors generate and submit the cost-loaded information with monthly progress updates to support their monthly payment requests. An adequately-resourced schedule combined with earned value management (backward looking) and trending analysis (forward looking) are prudent schedule control methods, especially during the project schedule update process, regardless of the project phase.

The MPS resource library contains one resource named “COST.” This resource is used to populate cost amounts in some summary level activities. The project costs correctly total the cost amount indicated in the Project Contract Packaging Plan and can be tracked by contract or summarized by project segment.

The MPS resource library also contains one material resource named “COST” (Figure 4). This resource is defined as $1/unit and its parameters are set to calculate costs from assigned units; however, total costs appear to be assigned to each activity without utilizing the software’s calculation feature. In addition, actual costs appear to be manually entered in lieu of automatic calculation based on activity percent complete.

No other resources are used in the MPS.

A resource is anything required to perform work. Because resource requirements directly relate to an activity’s duration, assigning resources to activities ensures that they will be used to determine realistic and rational activity durations. Because labor, material, equipment, burdened rates, and funding requirements are examined to determine the feasibility of the schedule, resources provide a benchmark of the project’s total and reporting-period costs.

The process of assigning labor, materials, equipment, and other resources to specific activities within the schedule is known as loading resources. A resource-loaded schedule therefore implies that all required labor and significant materials, equipment, and other costs are assigned to the appropriate activities within the schedule. The schedule should realistically reflect the resources that are needed to do the work and— compared to total available resources—should determine whether all required resources will be available when they are needed. Loadingresources is the first step in allocating the expected available resources toa schedule at the time an activity is planned to be performed. An analyst must examine resources by time period to determine whether they are adequate. To represent the total and reporting-period costs of the project, all resources (including subcontracts and LOE management resources) must be included. A schedule that has not been reviewed for resource issues is not credible.Without clear insight into a critical path, management cannot determine which slipped activities will be detrimental to key project milestones and the program finish date. More complex schedules will require additional analysis by tracing critical resources. Float within the schedule can be used to mitigate critical activities by reallocating resources from activities that can safely slip to activities that must be completed on time. Until the schedule can produce a credible critical path and a credible longest path, management will not be able to provide reliable timeline estimates or identify problems or changes or their effects. In addition, management will not be able to reliably plan and schedule the detailed work activities.

As stated earlier, the critical path and longest path must be reevaluated after each status update because the sequence of activities that make up the paths will change as activities are delayed, finish early, occur out of planned sequence, or the like. Additionally, activity duration updates and changes to logic may alter the paths. After each status update, the critical path and the longest path should be compared to the previous period’s paths, and responsible resources should be alerted if previously noncritical and nondriving activities are now critical or driving. Likewise, resources that had been assigned to previously critical activities may now need to be reassigned to other critical activities. The critical and longest paths should make intuitive sense to subject matter experts. That is, the sequence, logic, and duration of critical activities should appear to be rational and consistent with reviewers’ experience.

Depending on the overall duration of the project, management may benefit by monitoring near-critical activities as well

Best Practice 7: The schedule should identify reasonable float (or slack)— the amount of time by which a predecessor activity can slip before the delay affects the program’s estimated finish date—so that the schedule’s flexibility can be determined. Large total float on an activity or path indicates that the activity or path can be delayed without jeopardizing the finish date. The length of delay that can be accommodated without the finish

date’s slipping depends on a variety of factors, including the number of date constraints within the schedule and the amount of uncertainty in the duration estimates, but the activity’s total float provides a reasonable estimate of this value. As a general rule, activities along the critical path have the least float.

Management should be aware of schedule float. Activities with the lowest float values constitute the highest risk to schedule completion or interim milestones. In general, if zero-float activities or milestones are notfinished when scheduled, they will delay the project by time equal to their delayed finish—unless successor activities on the critical path can be completed in less time than originally planned. An activity’s delay causes total float to decrease, thus increasing the risk of not completing the project as scheduled.

Incomplete, missing, or incorrect logic; unrealistic activity durations; or unstatused work will distort the value of total float so that it does not accurately represent the schedule’s flexibility. In addition, total float may not be a completely accurate measure of flexibility if the schedule has late-date constraints or deadlines such that low or even negative floatvalues for activities do not drive the finish milestone. Thus, it is imperative that project managers for both the acquirer and the contractor proactively manage float as activities are completed. Doing so will ensure that the project schedule accurately depicts the project’s flexibility and will enable management to make appropriate decisions on reallocating resources or resequencing work before the project gets into trouble.Activities on the same network path share total float. Figure 31 shows a portion of the house construction project’s critical path through framing. The critical path (in red) spans activities from “set steel columns and beams” through the “framing complete” milestone. Three activities have total float available: “exterior backfill basement walls,” “rough grade property,” and “rough-in framing inspection.”While both “exterior backfill basement walls” and “rough grade property” have 7 days of total float available, only “rough grade property” has 7 days of free float available. Any delay backfilling basement walls will delay the rough grading of the property by an equal amount. However,rough grading the property may be delayed up to 7 days without affecting any successor activity.

Given that float is directly related to the logical sequencing of activities and indicates schedule flexibility, management and auditors will question what constitutes a reasonable amount of float for a particular schedule. Float differs among activities, given their logical sequence in the network and the overall program duration. Therefore, management should not adhere to a target float value (for example, maximum 2 working periods) or specific float measure (for example, 10 percent of project duration). Large amounts of float may be justified, given the activity’s place in the flow of work. For example, landscaping or paving in a construction project may slip many more months than pipefitting. Likewise, nonessential activities in a 2-year program may have far more float available than the same activities in a 6-month project.22

Case study 13 showsunreasonable float in a schedule.

GAO initially assessed DOE’s Savannah River Salt Waste Processing Facility’s construction schedule in March 2010, finding that the schedule had 272 activities with more than 500 working days of float. In addition, two construction activities involving the fabrication of piping—usually critical in construction projects—had more than 1,000 working days of float because neither activity was linked to a successor. After discussion with DOE and contractor officials, DOE made changes to the schedule for the May 2010 assessment. But the problem became worse, when 433 activities proved to have more than500 days of float—an increase of 59 percent between March and May. In fact, 22 of these activities had more than 1,250 days of float, which was not reasonable. The department was therefore unable to realistically determine how much an activity could slip before the end date would be affected. In this case, apparently activities could slip by up to 3 years and not affect the overall end date.

GAO, Nuclear Waste: Actions Needed to Address Persistent Concerns with Efforts to Close Underground Radioactive Waste Tanks at DOE’s Savannah River Site, GAO-10-816 (Washington, D.C.: September 14, 2010).

In general, total float should be as accurate as possible and should be evaluated relative to the program’s projected finish date. Remaining activities in the schedule should be sorted by total float, and those values should be assessed for reasonableness. Management should determine whether it makes sense logically that any activity with a relatively high amount of

float can actually slip that far without affecting the project’s finish date. For instance, management should ask, is it reasonable that an activity with 55 days of total float can actually slip 55 working days before the program’s finish date is affected? Is the manager of that particular activity aware of this float? A float value of 55 days may make sense for a program that has 4 years of future planning packages, but a 55-day delay would probably be considered implausible in a 6-month project. Total float values that appear to be excessive should be documented to show thatthe project team, having already performed an analysis, has agreed that the logic and float for this activity is consistent with the plan. If too little float is built into the schedule, no recovery from inevitable delay may prevent the program’s completion date from slipping.

Float Management

Total and free float calculations are fundamental products of CPM scheduling. Network logic, float, durations, and criticality of activities are interrelated. That is, the logical sequence of activities and resource assignments within a network dictate the amount of available float, and the amount of available float defines the criticality of an activity to a constrained milestone or to the final milestone, whether constrained or not. Therefore, management cannot correctly monitor the critical path without also monitoring float. Incorrect float estimates may result in an invalid critical path and an inaccurate assessment of project completion dates. In addition, inaccurate values for total float result in a false depiction of the project’s true status, which could lead to decisions that jeopardize the project.

Management must understand the amount of time an activity can or cannot be delayed if it is to successfully allocate resources and manage the resequencing of work. Accurate values of total float can be used to identify activities that could be permitted to slip and resources to reallocate to activities that require more resources if the project is to be completed on time. This knowledge helps in reallocating resources optimally and in identifying the activity sequences that should be managed most closely. However, management must also balance theuse of float with the fact that total float is shared along a path of activities. Allowing an activity to consume total float prevents successive activities from being able to slip and expends the schedule’s flexibility rather than conserving it for future risks.

E.1 Summary of Construction Methods, Techniques, and Equipment

Table E-1. Generalized Sequence of Construction Activities

Activity TasksAverage Time

(months)

Survey & Preconstruction

Locate utilities; establish ROW and project control points and centerlines; and establish/relocate survey monuments.

4 – 6

Site Preparation Relocate utilities and clear and grub ROW (demolition); widen streets; establish detours and haul routes; erect safety devices and mobilize special construction equipment; prepare construction equipment yards and stockpile

12 – 18

Heavy Construction Construction of stations and entrances, tunnels and associated structures; major systems facilities; disposal of excess material; backfilling of stations and portal, and refinish roadways and sidewalks.

24 – 36

Medium Construction

Lay track; construct surface facilities (including above-ground structures), drainage, and backfill; and pave streets.

12 – 24

Light Construction Install all system elements (electrical, mechanical, signals, and communication), traffic signals, street lighting where applicable, landscaping, signing and striping; close detours; clean-up and test system.

6 – 12

Pre-Revenue (HumanUse) Service

Testing of power, communications, signaling, and ventilation systems; training of operators and maintenance personnel.

5 – 6

Project Operations Begin

1 Note: Portions of activities will be conducted at the same time as other activities.

8.3.1 Procurement Assumptions

The lead-times for the different components of ITER vary widely. Also some items – including the buildings, parts of the cryostat, magnets, and vacuum vessel - are logically on the critical path whereas others can be delayed until an ultimate date when they will become part of the critical path. In addition, cash flow may pose constraints in conflict with the need to make procurements at a date compatible with the smooth planning of implementation. For the purpose of evolving this schedule, procurement is assumed to occur such that systems/components are delivered just in time, i.e. at the latest time, on the critical path, for assembly and installation/construction, in accordance with the construction logic. In a second evolution of this plan, some items should be moved earlier in the schedule to gain some margins, which would remove some items from the critical path line. However if cash flow peaks caused by critical items are too high, only an extension of the overall schedule is possible as a solution.

Plant and equipment

4.1 Consideration has been given to the types of plant and equipment that are likely to be used during the demolition and construction works. An indication of typical types of plant and equipment associated with each key element of the construction process is set out within Table 4.1.

Table 4.1 Indicative plant and equipment used during construction

Ear

thw

orks

and

arc

haeo

logy

Dem

olit

ion

and

clea

ranc

e

Gro

und

inve

stig

atio

ns &

wor

ks

Land

scap

ing

Uti

litie

s

Con

stru

ctio

n of

rai

l an

d ra

il br

idge

s

Con

stru

ctio

n of

ro

ads,

sew

ers

and

serv

ices

Gen

eral

con

stru

ctio

n w

ork

Bulldozers √ √ √ √ √ √

Lorries / vans √ √ √ √ √

360 degrees excavators √ √ √ √ √ √ √

Dumper trucks √ √ √ √

Fork lift trucks √ √ √ √ √

Tipper lorries √ √ √ √ √ √ √

Crushers √

Rollers/ Vibrating plates √ √ √ √ √

Compressors

Diesel/ fuel bowsers √ √ √ √ √ √ √ √

Cranes and hoists √ √ √ √ √

Generator √ √ √ √ √ √ √ √

Welding plant √ √ √

Rail tampers √ √

Concrete plant √ √ √ √

Concrete splitters and saws √ √

Cutters, drills and small tools √ √ √ √ √

Hydraulic benders and cutters √ √ √ √ √

Tarmac laying equipment √ √ √

Scaffolding and hydraulic access platforms

√ √ √ √

.

CONSTRUCTION WORK METHOD STATEMENT

SAFETY METHOD STATEMENT

To explain the contractor’s proposed methods and sequence of working for checking by the client’s representative.

To demonstrate safe systems of work for hazardous operations.

To calculate activity durations for the programme.To be included in the construction schedule together with subcontractor’s safety method statements.

To decide on gang composition and resource requirements for individual activities.

To manage any residual risks identified in the risk assessment.

To plan activities in detail so that a logical construction sequence is adopted. To provide practical control measures.

To provide an easily understood document, this can be communicated to those who will carry out the workon site.

To explain how the work is to be supervised and monitored.

3.3 General information about the real case schedule of MBB using P3

The schedule has got 163 activities, 51 of which are lying on the critical path. There are 321

relationships between the activities, which are distributed as per the activity work breakdown

structure. The list of activities can be seen in the appendix A. Appendix B shows the data of 80

different resources entered. The resources have been shown by labour values and have

been

distributed to the relevant activities with normal distribution as per the activity distributions. The

budget for the activities has also been distributed in the same manner.

The values of the resources and their unit costs show the united and weighed costs of the relevant

activities with all the material costs and labour costs divided by the budgeted cost of the relevant item.

This approach brings smart and condensed information regarding the activities, budgeted labour and

budgeted costs, regardless of the material quantities and has been chosen as the general intention of

the project management. This approach is used in order to sub contract the works on lump sum basis

with a fixed price, have strict control of the labour at the site and the budgeted cost in the planning

phase during the execution of the work.