AGC Winter Conference CPM Schedule Review Workshop · AGC Winter Conference CPM Schedule Review...
Transcript of AGC Winter Conference CPM Schedule Review Workshop · AGC Winter Conference CPM Schedule Review...
Lowell Lingo, PEDan Moore, PEMary Harding
December 2015
AGC Winter ConferenceCPM Schedule Review Workshop
Presenter
Lowell E. Lingo, PE
◦ 15 Years of Experience
MO Project Management Office
Region 7 Planning Office
Project Management for the Bridge Program
MO Office of Structures
Bridge Inspections (Prudent)
Bridge Design (Sear-Brown)
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Presenter
Dan Moore, PE
◦ 23+ Years at NYSDOT
MO Project Management Office
MO Legal, Claims Unit
6 years Region 1 Construction
EIC / PM
Work on I-87 Exit 6 Single Point Urban Interchange
16 years Region 1 Design
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Designer
Squad Leader
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Presenter
Mary Harding
◦ 9.5 Years at NYSDOT
1 year MO Project Management Office
4 years MO Local Programs Bureau
SRTS and TAP Program Management
4 years MO External Relations Community Relations
State and Local Government Relations
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Course Agenda
• PMO Introduction
I. NYSDOT Requirements for Scheduling
II. Improved Business Processes for Scheduling
III. PMO Assistance with High Level P6 schedule Review
a) Importance of Schedule attributes
b) Monthly Schedule Reports
c) Benefits of a P6 Schedule as a Communication Tool
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Project Management Office
Established February 2014
◦ To provide project management, support and services for the Department’s major projects and the capital program
◦ Identify opportunities to standardize project management practices in Planning, Design and Construction
◦ Focus on continuous improvement associated with on-time and on-budget delivery
Consolidated scheduling responsibilities from Offices of Design and Construction
◦ High level and detailed schedule review
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PMO Management Structure
Director – Eric Celia
◦ Construction Project Management – Lowell Lingo
◦ Planning and Design Project Management – Dan Moore
◦ Reporting & Performance Measures – Janet Simson
◦ Training and Communication – Mary Harding
◦ *Policy and Governance - TBD
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Handouts
This presentation
Schedule Report Samples
Schedule Checklist
Schedule Importer Instructions
Process for Automated Access Request Form
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Project Goals
Contractor
◦ Safety
◦ Profitability
◦ Quality
◦ On-Time
NYSDOT
◦ Safety
◦ Quality
◦ Budget
◦ On-Time
Common Goals
Project Management KnowledgeAreas Include:
Integration
Scope
Time
Budget
Quality
Resource
Communication
Risk
Stakeholders
Procurement
How does a Project Schedule support the above PM practices ?
Integration Management
Coordinated interaction
CPM
◦ Coordinates all activities via logic
◦ Defines how all parties interact and perform
◦ Provides a written record of the construction execution plan
Time Management
Coordinated timing and execution of activities
Plan to achieve on-time delivery
CPM:
◦ Coordinates, allocates and measures performance
◦ Document and analyze time impacts if they occur
◦ Understand time related impacts
◦ Measure consequences of delays & impacts
Budget Management
Planned Cost vs Actual Costs for on-budget delivery
CPM:
◦ Can be cost loaded
◦ Can manages budget accountability and predict possible delay costs of impacts
Quality Management
Ensures quality standards and requirements are met
CPM:
◦ Baseline schedule formation should ensure that all quality standards are contemplated & met
◦ Incorporate all required elements to ensure quality
◦ Ensures consistency across the state
Resource Management
Planned resources vs Actual resources
CPM:
◦ Allows resources to be managed and measured during project execution
◦ Allows understanding of needed resources based on planned work or altered work
◦ Allows resource forecasting
Communications Management
Plan, measure and control communication
CPM:◦ Allows planning, documenting and communicating the
execution plan
◦ Uses reports, layouts and status to determine Responsible party
On-schedule or Late
Critical Path
Identify impacts to whom, what, and when via the schedule
◦ Formalizes discussion of plan in documented format to share and exchange information
Risk Management
Plan, identify and analyze risk
Identify risk response to control risk
CPM:
◦ Understand impacts of risk from scope change
◦ Performance measurement
◦ Impacts to critical path can be analyzed, monitored and controlled
◦ Forecast impacts
Stakeholder Management
Manage and control stakeholders
CPM:
◦ Identifies who does what and when
◦ Understand performance impacts to project
◦ External stakeholder identification ….business impacted, traveling public impacts by schedule changes
A high quality, up-to-date project schedule is much more than just a Time Management
tool !
It facilitates many of the Project Management practices necessary to achieve a successful
project !
I. NYSDOT Requirements for Scheduling
P6 Schedule Requirements
• Work in the NYSDOT Primavera P6 Environment
• Log-in through Citrix
• Get involved early!
• Timely baseline submission after Award
• Know who to contact
• CPM Scheduling Section [email protected]
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NYSDOT Resources
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Specification Requirements
NYSDOT Type 2 Scheduling Spec (Item 639.xxxx)◦ HDM Chapter 21 references when this applies
◦ CPM Schedule Submission on Primavera P6 Software
◦ Prepared on NYSDOT network servers
◦ Revise and update the progress schedule
◦ Use it in planning, coordinating and performing all work
◦ Shall accurately depict the entire scope of work
◦ Narratives are required
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Specifications
NYSDOT Scheduling Specification details
◦ Preconstruction Schedule Meeting
◦ Three types of Baseline Schedules
Draft Baseline Schedule
Baseline Progress Schedule at Award
Final Baseline Progress Schedule at Award
◦ Progress Update Schedules
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Rules for Baseline Progress Schedule at Award
Contractor to submit 10-days after Award
Logical and realistic plan to execute the requirements of the contract
This is the full Baseline Schedule submission
Contractor’s plan at the time of Bid
Requires full in-depth review
Baseline Schedule Includes:◦ Schedule
◦ Narrative
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What should be in Baseline Schedule?
All physical activity to complete the work detailed in the plans
Procurement process
Important Milestones
Contractual constraints
3rd party work that affects project (utilities)
More – if it can affect the schedule it should be in the schedule
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What Should be in a Baseline Narrative
D-number
Project name, location
Contractor name
Contract Award Date
Current Contract Completion Date
Scheduled completion of all work
Interim milestone dates
General approach to the work
Reasons for sequencing in schedule
Resource limitations
Potential conflicts and issues
Critical and near-critical work elements
3rd party influences
NYSDOT influences
Key plans
Identify acronyms and abbreviations
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Preconstruction Schedule Meeting
At the Preconstruction Schedule Meeting:
◦ Bring draft BL to facilitate discussion:
Scheduling of project activities
Resolve questions regarding contract requirements
WBS structure
Proposed Calendars and Activity Codes
Milestones and Time-Related Clauses
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Best Practices
Get to a Baseline Quickly
◦ Think about during bid process
◦ Recommend system access early
◦ At-Risk development possible
◦ NYSDOT can assist with draft baseline review
◦ Ask questions/clarify as needed
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II. Improved Business Processes for Scheduling
Schedule data exporterOn-line, automated request forms
P6 15.1 UpgradeSchedule Manual
Monthly Schedule Reports
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Schedule Importer• Upload new data from
any CPM Software to Department systems
• Data directly entered into an Excel spreadsheet, or using copy/paste functionality from external systems.
• Bulk Upload Template allows Contractors to create schedule logic in their own environment without the risk of corrupting NYSDOT global data.
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Automated Access Request Form Expedites the issuance of a P6 account
Form completed and submitted on-line.
Sign and notarize and scan to return.
Upload of required documentation saves time and reduces the potential for data-entry error
dot.ny.gov/____________
Identify your User ID/Log on in the Application to have new projects added
Please remember to notify the PMO if an employee is no longer assigned to a project so the Department can remove that user’s access to the software application and project data.
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P6 15.1 Upgrade
Goal to complete by end of 2015
Corrects known ‘bugs’ in software
Does not significantly change user experience or processes
Improves ability to connect with other enterprise system at NYSDOT:
◦ Unifier (Contract Management)
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Scheduling Manual
Scheduling management best practices
Goal is to shorten spec
◦ Remove instructional language
◦ Spec will be requirements only
◦ Manual will provide instruction
◦ Creates more user friendly Spec
Scheduling resource for CPM Schedule users and preparers
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Monthly Schedule Reports
PDF package reflecting High Level Schedule review
Sent to NYSDOT staff and Contractor
Ease of use
More detail later…..
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III. High Level Schedule Review by NYSDOT’s PMO
Compliance with Section 100High Level Review vs Detailed Review
a) Importance of a Good Schedule
A well maintained schedule is a useful tool in project management.
◦ Becomes a tool to help support, verify and analyze project management ideas, scenarios and decisions.
◦ Good data supports reporting and schedule integrity
In order to maintain the schedule, it has to be at the forefront of the project. ◦ It needs to be updated, reviewed and discussed continuously.
The goal is to analyze schedule updates as close to when the work actually occurred as possible:◦ Continuously adjust the schedule to reflect changes in the project plan
◦ Understand schedule movement and responsibility
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Important Schedule Attributes
Work Breakdown Structure (WBS)◦ Primary sort structure for P6
◦ NYSDOT Provides high level structure in System
◦ Contractor creates own WBS under high level
Activity IDs
Activity Names
Appropriate Calendars
Activity Codes
Activity Durations
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Good Practices when creating Contractor WBS
WBS Names should reflect the detail of the project.
Bridge Names and Staging and Phasing should be included in each level of the WBS so that a user of the schedule always knows where they are in the schedule.
Upper levels match CPM Specification requirements
Logical flow
Detailed descriptions
Information cascades from upper levels to lower levels
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Activity IDs
Reasonable
Intelligent
Identify fabrication and delivery
Identify Bridge
Identify Stage
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The following activities shall be incorporated into the Progress Schedule:
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Activity Names
What are you looking for?◦ All Activity Names are unique◦ Activity Name can stand alone◦ Activity Name does not rely on
WBS◦ Scope of work is fully understood ◦ Has action verb◦ Location of work is clear◦ Stage or phase is clear◦ Understanding of abbreviations◦ Length is not excessive◦ Work described is measurable◦ Consistency …
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Activity Names
Activity Names are clear and uniquely defined descriptions of scope and location
Detailed narrative description consisting of the following:
◦ A verb or work function (i.e. excavate, form, erect, install, place, etc.)
◦ An object (i.e. deck, footing, wing wall, parapet, etc.)
◦ A structure identifier (i.e. Bridge 1 - Br1 or B1, Pondfield Bridge - P-Br)
◦ A location (i.e. Pier 1, P1, East Approach, EA, Station 30+00 to 40+00, Sta. 30-40, etc.)
◦ Stage identifier (i.e. Phase 1, Ph1, Stage 3A, Stg 3A, etc.)
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Activity Codes
Well defined codes enable schedule sorting for particular information
◦ Responsible Party (DOT vs Contractor)
◦ Stage
◦ Area of Work
◦ Type of Work
◦ Subcontractor (Subcontractor, Utilities, Railroads)
◦ Pay Item
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Activity Durations
What are you looking for?
◦ Reasonable Original Durations
◦ Durations follow specification requirements
◦ Consistent durations
◦ Correct quantity assumptions
◦ Like work has similar durations
◦ Like work of increased quantity has increased durations
◦ Order of magnitude assessments
◦ Duration accuracy with calendar assigned
◦ Verify that all durations are whole numbers
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Calendars
Calendars consider days and hours
Define work and non-work periods
◦ Identify standard days and hours that Contractor plans to work
◦ Identify standard holidays
Should extend beyond completion of project by 1-year
Global, Resource or Project
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Compliance with Section 100Topics Worth Discussing:
NYS Department of Transportation Standard Specifications:
104-02 Changes, Contingencies, Extra Work & Deductions….
104-03 Differing Site Conditions
104-05 Suspension of Work Directed by the Engineer
104-06 Notice & Recordkeeping
104-10 Value Engineering Change Proposal (VECP)
105-14 Disputed Work and Dispute Resolution
108-01 Progress Schedule
108-02 Completion Date
108-03 Failure to Complete Work on Time
108-04 Delay Provisions
109-05D Time Related Dispute Compensation
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High Level ReviewImmediate Rejection & NYSDOT Checklist
Review schedule to ensure compliance with NYSDOT specifications (Type 2 Spec and Section 100)
Identify schedule deficiencies as a basis of immediate rejection
Use of Schedule Updates in Monthly Review Report for Type 2 Schedules
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High Level ReviewImmediate Rejection
Failure to:
◦ “Schedule” as of the Data Date
◦ Include the Schedule Log (Leveling Report)
◦ Include Claim Digger Report
◦ Include a Narrative
Inclusion of:
◦ Actual dates greater than the Data Date
◦ Invalid relationships
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High Level vs Detailed
PMO performs high level reviews on all schedules
Detailed review by PMO, EIC or CI agreement
Schedule Updates
Goal is to maintain the integrity of the schedule so it can be used as a project management and communication tool.
• Use of a P6 schedule to make construction management decisions.
• Predict/forecast problems
• Measure project status
• Analyze information related to time disputes & appropriately allocate responsibility for delay
• Collaborate with stakeholders to find solutions to problems
• In general, be better informed regarding execution aspects of the project via detailed written communication.
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Contractor’s Schedule Update Narrative
Should reflect changes and progress◦ Critical Path
Discuss Critical Paths, driving Critical Path activities and changes to the Critical Paths
◦ Project Delays/Issues Discuss delays/issues/concerns experienced in the update period
◦ Suspended Work Discuss any work that has been suspended and why
◦ Schedule Changes Provide details on the changes and specifics on why each change was made
◦ Procurement/Submittals Discuss status of procurement submittals and RFIs that are in review or are
upcoming
◦ Look Ahead Discuss work planned for next update period and any potential problems or
concerns that could developLD
b) PMO Monthly Schedule Reports using Global Layouts
Layouts are customizable views of project information that can be saved so they can be used
over again.
How to use P6 schedule data in reports
Using Layouts
Global Layouts◦ Created by the CPM Scheduling Section
◦ Can’t be modified
◦ Can be copied to the User and Project Layout areas and modified as needed by individual users.
Project Layouts◦ Specific to a project
◦ Can be exported with a project
User Layouts◦ Created by individual users and are only available to
the user unless shared with another user.
◦ Can be used in any project that the user has open. M
NYSDOT PMO Generated Monthly Schedule Report Layouts for Construction:
Use primarily in Baseline Review
Layout 01: Milestones Constraint Level of Effort
Layout 02: Longest (Critical) Path
Layout 03: Longest (Critical) Path by WBS
Primarily used internally
Layout 12: NYSDOT Resp Party
Layout 18: Type of Work
Other:
Layout 11: Near Critical Total Float <=20d
Layout 14: Summary Roll-up
Layout 15: All Date Changes from Last Update
Layout 16: Full Schedule
Layout 17: Remaining Schedule <100%
Use in Monthly /Weekly Meetings
Layout 00: 2 weeks out; 1 week back
Layout 04: Slipping and Total Float <=20d
Layout 05: All Slipping Activities
Layout 06: New Near Critical Total Float <=20d
Layout 07: Actuals in Last 5 Weeks
Layout 08: 30d Look-Ahead
Layout 09: 30d Look-Ahead Near Critical
Layout 10: Negative Float
Layout 13: Winter Activities <100%
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Using Layouts and ReportsSchedule Layouts for Construction:
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Using Layouts and ReportsMonthly Schedule Reports for Construction:
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Reviewing the Longest (Critical) PathLayout: 02_Longest (Critical) Path
What are you looking for?
◦ A contiguous Critical Path from the Data Date to the end of the project◦ Look at the near-critical paths, do they make sense? Do
you think the near-critical work is really that important to the project?◦ Is the Critical Path loaded with DOT responsible
activities?◦ Is the Critical Path loaded with 3rd party activities?◦ Review/Track Critical Path to various contractual
milestones◦ Review/Track Critical Path to various key project
milestones
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Reviewing the Longest (Critical) Path (Layout: 02_Longest (Critical) Path)
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Reviewing the Longest (Critical) Path
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Reviewing Near-critical PathsLayout: 06_New Near Critical Total Float <=20d
What are you looking for when reviewing Near-critical Paths?◦ Activities that are planned in the next few months that could
possibly impact the project if they are delayed◦ Activities with Late Finish Dates in the next few months of the
project◦ Elements of the project that you need to monitor and possibly
expedite to prevent them from affecting the Critical Path or project completion dates◦ Ways you can make sure NYSDOT, 3rd Party and even
Contractor responsible activities are completed in a timely fashion without affecting the completion of the project
Using the data to proactively managing project
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Reviewing Near-critical Paths
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Reviewing Updates
Monthly Submissions
Actual and Planned work
Remaining Durations
Logic Connections
Added or Deleted Activities (104-02)
Activity Code Assignments
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Reviewing Updates – What are you looking for?
Layout: 11 Near Critical Total Float <=20d
Layout: 09 30d Look Ahead Near Critical
Use 30 Day Look-Ahead in weekly progress meetings to ensure Contractor and NYSDOT have same expectations
Near-critical paths
◦ Finding what activities are near-critical
◦ Management of the activities on these paths to prevent them from affecting the Critical Path and the contractual milestones
◦ Movement of near-critical activities in the schedule and why
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Reviewing Updates – Original Duration Changes
Layout: 07 Actuals in Last 5 Weeks
Original Duration changes represent a change to the original plan.
From the list prepared by the comparison software, you can pull up each activity and see how its change affected the predecessor and successor activities in the schedule.
Review to insure that you are ok with the changes
◦ Reasonable
◦ Don’t affect the Critical Path of project completion dates
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Reviewing Updates – Duration Variances
Layout: 05_All Slipping Activities
Duration Variances are activities that are taking longer than scheduled or are progressing faster than scheduled.
The most concerning Duration Variances are the activities that are taking longer than expected.
A simple export of activities from P6 to Excel can produce a Duration Variance table◦ Compare the Original Duration to the Actual Duration of
each activity◦ Focus on low float activities◦ Check 3rd party activities and activities that are
NYSDOT’s responsibility
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Layout: 05_All Slipping Activities
Reviewing Updates – Activities with Negative Float
Layout: 10 Negative Float
Check for Negative Float activities in each update even if the project is on or ahead of schedule. ◦ Negative float on a project that is on or ahead of schedule may
indicate that an interim milestone is behind schedule, a constraint was added, an error in data input, incorrect constraints or bad logic.
On projects that are behind schedule, activities with negative float should be reviewed to gain an understanding of what logic paths are behind schedule. ◦ Tend to focus on the Critical Path and the driving Critical Path
activity as the cause of the slippage and the delay◦ Near-critical paths may also be behind schedule and have negative
float, indicating that more than one path and work element has to be mitigated in order to bring the project back on schedule.
Use the Default Negative Float filter
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Reviewing Constraints
Layout: 01_Milestones Constraint Level Of Effort (LOE)
What To Look For
All Contract I/D or LD periods and interim milestones should be included.
Review LOE durations compared to Contract durations. Has scheduled duration increased (negative Variance)?
Review Primary Constraint Dates to make sure they match Contract dates.
Review Constraint Start/Finish dates versus Primary Constraint Dates. Are they on schedule? Are they slipping (negative Variance)?
Are there Constraints that are not Contractual and not approved by the EIC?
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Schedule Meetings –Verifying Progress
Contractor responsibility to monitor schedule and update based on work complete and work planned
Progress should be verified
Verify actual dates - start/actual finish and remaining durations
Use Layout: 07_Actuals in Last 5 Weeks
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c) Communication Tool: Importance of Schedule Layouts
Can use the schedule to engage project staff Distribute specific look ahead schedules to inspection staff◦ Targeted look ahead printouts give inspectors understanding of the Contractor’s plan for
the work
Discuss at project meetings, including: Progress Meetings:◦ Critical Path / Near-critical activities (Layout 02; Layout 03; Layout 06)
◦ Construction Look ahead (Layout 08; Layout 09)
◦ Construction activities taking longer than expected (Layout 04; Layout 05)
◦ Construction activities projecting delays (Layout 09; Layout 11; Layout 15)
Submittal Meetings◦ Look ahead
◦ Prioritizing submittals/RFIs
◦ Submittals taking longer than expected
◦ Verifying submittal revise and re-submit durations
◦ Quantifying remaining duration for submittal review activities
◦ Verifying that all submittals/subcontractors are approved for upcoming construction work
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NYSDOT CPM Schedule Quick Reference GuideChecklist
Monthly Report Layouts accomplish this as well
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Questions?
Lowell E. Lingo, P.E.Construction Management Section (Primary contact)
518-457-0211