Updating a Schedule

8/6/2019 Updating a Schedule

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Updating a Schedule

December 13, 2007

Chris Carson, PSPProject Controls Manager

Alpha [email protected]


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Schedule UpdatingDetermine Frequency of UpdatesData Collection

Status ScheduleCalculateCheck for Out-of-Sequence WorkVerify ScheduleAnalysis On Time CompletionHistorical Trending & StatisticsAnalysis Late Completion

Reporting - InternalNarrative External Reporting


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Schedule Updating

Determine Frequency of Updates


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Schedule Updating

Frequency of UpdatesBased on schedule purpose

Management tool

Meeting a specification requirementInternal reporting and predictionsLimited management use

BudgetBased on size of scheduleLarge schedule requires frequent updatesOverview schedule allows fewer updates


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Schedule UpdatingData Collection


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Field information should be kept on a daily basisActual Start DatesActual Finish DatesPredicted Finish for any activity started but not finished

Percent Complete if schedule is cost loadedUse Remaining Duration, not Percent Complete, for timereporting

Superintendents cannot provide accurate PercentComplete

Superintendents cannot provide accurate RemainingDurations

Recommend Superintendents walk job with update report


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Schedule UpdatingStandard Field Update Report


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Office informationGather status of buyout process; purchase orders &subcontracts what is not bought outGather Submittal & Approval status

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

Gather status of materials fabrication and order time - LeadTime


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Owner informationGather 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


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Subcontractor informationGather Status of subcontractor activities

Lead Times for subcontractors materials Lead Times for subcontractors equipment

Lead Times for subcontractor mobilization on job (field?)- Are they committed to scheduled start date?- Are the other trades out of the work area?- What is the materials lay-down area availability?

Resource availability for subcontractors- Do the subcontractors have adequate workmen on site?


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Schedule UpdatingStatus Schedule


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Schedule UpdatingStatus Schedule

Simple progress stage of processMake no logic changes during this stage, only progressUse standard input layout to record progressInput Actual Start and Finish DatesChoose Data Date use last actual dates providedIf activities are started, set Remaining Durations sopredicted finish dates are met


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Schedule UpdatingCalculate Schedule & Check for Out-of-Sequence

Work


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Schedule UpdatingCalculate Schedule

Ensure software setting is Retained LogicSet Data Date to date chosen during ScheduleStatus stageCalculate schedule

Check for Out-of-Sequence WorkChange setting temporarily to Progress OverrideIf the completion date changes significantly, thenthere is a lot of out-of-sequence work needingcorrectingIf minimal change, no significant out-of-sequencework

Change the setting back to Retained Logic (default)


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Schedule UpdatingVerify Schedule


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Schedule UpdatingVerify Schedule

Internal verificationCheck that Early Finish dates match predicted finish datesprovided by SuperintendentCheck on any out-of-sequence work to see if those dateswere input correctly

External verificationChange to verification layout

Two week look-ahead filter (only starts & finishes within

2W) Send to Superintendent to verify that Early Start dates for

planned activities for the next two weeks are accurate Get feedback & correct any discrepancies

This is a reasonableness check, look it over


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Schedule UpdatingPrepare for Schedule Analysis


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Schedule UpdatingPrepare for Schedule Analysis

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

dateIf no slippage, project predicts on time completion

Perform Standard Analysis, use standard reports andpublish

If slippage, go to Analysis of Slipped Schedule


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Schedule UpdatingStandard Schedule Analysis (On-Time

Completion)


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Schedule UpdatingStandard Schedule Analysis (On-TimeCompletion)

Three basic componentsCritical Path progress

Slippage will directly delay workNear Critical progress

Slippage could easily overtake Critical Path and delaywork

Non-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


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

Critical PathIdeally use Longest PathMonitor minimum Total Float value Critical Path

Interim MilestonesOne path per each Milestone to watch


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Identify current period Critical Path (Longest Path)Identify current period Near-Critical activitiesIdentify easily identified Milestones for between this

update and next updateConcrete poursInspectionsTrade mobilizations

Identify historical trends and statistics (mass volume)Identify resource problems or concerns


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Schedule Updating

Historical Trends


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Schedule UpdatingHistorical Comparisons & StatisticsRun 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


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Schedule UpdatingReview (TPR) Time Performance Ratio trending

(AD/OD)

Time Performance Ratio

0.001.002.003.004.005.00

6.007.008.00

31-Oct

30-Nov-05

31-Jan-06

28-Feb-06

31-Mar-06

30-Apr-06

31-May-

06

30-Jun-06

31-Jul-06

31-Aug-

06

30-Sep-

06

31-Oct-06

30-Nov-06

31-Dec-

06

31-Jan-07

28-Feb-07

Total

Period Ending

T P R


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


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

Time Performance Ratio

0.0

2.04.0

6.0

8.0

10.0

12.0

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


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Schedule UpdatingReview (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


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Schedule UpdatingTrade Monitoring by Crew no resource loading

available, load single crew resources into activities

AMP Terminals Yard Project


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Schedule Updating

Relative Total Float of Area Completion Milestones

-50

0

50

100

150

200

B L K N

0 8 K N

0 9 K N

1 0 K N

1 1 K N

1 2 K N

1 3 K N

1 4 K N

1 5 K N

1 6 K N

1 7 K N

1 8 K N

1 9 K N

2 0 K N

2 1 S I 2 2

S S 2 3

K N 2 4

K N 2 5

R e

l a t i v e

T o

t a l F l o a t

SCAC

MCAC/CCAC

Utility Bldg

MSGQ

NOB

Subst Comp

Watch erosion of float, do not let it continue Print by trade when assessing available resources

RCA

WH

NBB

WBN


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Schedule UpdatingEarned Value Management Reporting

Earned Value and Actual Costs See separate training session

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


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Schedule UpdatingEarned Value Management Reporting

SPI and CPI 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 )


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Schedule UpdatingSchedule Analysis Sequencing Review

Set up a Layout for SequenceGroup by Phase or Location Look for out-of-sequence work by trade

Summarize to Phase

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

Set up a Layout for Responsibility

Group by ResponsibilitySummarize to ResponsibilityNeck for non-work periodsReview trade workload


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Schedule UpdatingSchedule 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


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Schedule UpdatingSchedule Analysis (Slipped Completion)


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If slippage is due to the Owner, then a timeextension is owed to the ContractorIf slippage is due to a Subcontractor

The Subcontractor owes the GC a Recovery Scheduleeffort

The Contractor (GC) still owes the Owner a RecoverySchedule

If slippage is due to the Contractor, then theContractor owes the Owner a Recovery ScheduleIf the Owner causes the delay and the Sub or GCcauses a concurrent delay, then a time extension isowed to the Contractor; no recovery schedule

required


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Identify previous period Critical Path (Longest Path)

Use layout to compare against current scheduleIdentify current Critical Path & changes fromprevious

Identify which activities slipped and drove progressCausal 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


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Request forUpdate Data

Collect AdminProgress Data

Collect FieldProgress Data

Identify ContractChanges

StatusSchedule

UpdateSchedule

Compare toBaseline

PublishUpdatedSchedule

Critical PathDelay?

Identify PreviousPeriodCritical 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 Delay

Analysis& Change Order

Is theOwner

ResponsibleFor Delay?

No

Yes

Is aSubcontractorResponsibleFor Delay?

PrepareRecoverySchedule

No

Yes

Prop osed Sc hed ule UpdateInc luding Delay Ana lysis

ResolveSubcontractorContributions


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Schedule Updating

Schedule Analysis (Slipped Completion)Quantify Four Delay/Gain Changes for Each CausalActivity by Working From the Beginning of the Period,Using a Standard Layout with Current Baseline asSchedule Target

Verify That the Totals Add Up to the Total CP ChangeResearch the Issues that Caused the Changes to theCausal Activities

Interview Project Management TeamReview Project Documents; Issue Files, Minutes,RFI/Submittal Logs, Field Reports, PhotographsThis Research is Usually a Discussion About ReasonablyCurrent Problems Quick, Painless, and Easy


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Schedule Updating

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/Mitigation

Work 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 Clear

Graphical FormatAssign Responsibilities for All Driving Concurrent Delays


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If Subcontractors are Responsible for any Driving Delays, orPortions of Concurrent Delay, Meet Face-to-Face

Provide Clear Documentation with Approximate Costs for DelaysDiscuss Ramifications & OptionsCollaborate and Gain Commitment for Mitigation/Acceleration

If Owner is Responsible for Any Driving Delays, or Portions ofConcurrent Delay, Meet Face-to-Face

Provide Clear Documentation with Approximate Costs for DelaysDiscuss Ramifications & OptionsCollaborate and Determine Best Approach; Owner Mitigation,paid Contractor Mitigation, or Time Extension


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S h d l U d ti g


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Schedule UpdatingSenior Management Report


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Schedule UpdatingDeveloping senior management reports is crucial

Sched le Updating


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Schedule UpdatingBest to keep update & report weekly (full metrics monthly)Report should include general status summaries:

S h d l U d ti


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Schedule UpdatingProvide project managers with additional standard reports -Earned Value metrics


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Schedule UpdatingCustomized reports PM - myPrimavera

h d l d


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Schedule UpdatingCustomized reports PM - myPrimavera


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S h d l U d i


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Schedule UpdatingNarrative - External Reporting Checklist

Checklist for an Update Schedule Narrative

S h d l U d i


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Schedule UpdatingNarrative - External Reporting Format


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Project Management is what youare forced to do when you dont

Schedule!(Chris Carson, ~1986)


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Questions?

Updating a ScheduleDecember 13, 2007

Chris Carson, PSPProject Controls Manager

Alpha Corporation

[email protected]

Updating a Schedule

Documents

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