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170 views62 pagesSchedule Development (1x2)
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/ 62
Scheduling Professional (PMI-SP)
Carlos Carranza Baez .
Projet Manager PIMP Pyle PUP CCP PSP PRUE CPEM Wa First Edition
SESION 4
Schedule Development
KISS (Keep it Simple, Stupid) - A Schedule Development Principle
Project
Management
x4" Del Facilitador
Lima Peru
LABORAL
+ Ingeniero Civil y Eléctico.
+ Mas de 15 afios de experiencia en gestin y direccién de proyectos.
+ Experiencia internacional en proyectos de inversién en energias
renovables (Peru y Chile) y explotacién minera (Costa Rica)
+ 5 afios de experiencia en programas y proyectos de desarrollo para el
Ministerio de Energia y Minas (Fondos de! BM, COSUDE, NORUEGA),
+ Mas de 10 afios de experiencia en proyectos de inversion en la empresa
privada,
+ Trabajo bajo los estandar de la International Organization for
Standardization 9001, 10006, 14000, 21500, 45001
CERTIFIED PROFESSIONAL
AACE CCPPSP PRP
PMI PIMP PgMP PMP PMI-RMP PMI-SP- poses
ASEM CPEW
MASTER NEA.MGL + alias de experiencia ejerciendo la docencia en pregrado y posgrado,
+ Facilitador principal de los cursos CCP PSP PRMP en Certificate Project
Control. Objetives
= Understand:
ass!
Pd ierserene
ee
The Process of Crating the Schedule
What is Scheduling
What is Schedule Model
The different Types of Schedule
The process for define Activities
How Make Estimating Durations
Relationships of Activities
What is CPM, CCM and PERT Method
The Total Float and Free Float
How the Constraints Affect the Scheduling Process
How can we review the Schedule Qualty
What s the right way to request feedback of the
Stakeholder about the Schedule
Key Concepts
= Project Management Process
= 5.3. Create WBS
= 6.1 Plan Schedule Management
6.2. Define Activities
= 6.3. Sequence Activities
9.2. Estimate Activity Resources
6.4. Estimate Activity Durations
6.5. Develop Schedule
7.2. Estimate Cost
11.4. Perform Quantitative Risk Analysis
Bottom-up Estimating
Analogous Estimating
Parametric Estimating
Basis of estimates
Project Management Information Systems.
Total Float and Free Float
Decomposition
Rolling wave planning
Milestone and Activity list
Hard Logic and Soft Logic
Activity attributes
Project calendars
Resource optimization
Leads and lags
Schedule compression
Resource leveling
Monte Carlo simulation, PERT
Contingency reserve or buffer (funds, budget,
or time) PART 1
OVERVIEW SCHEDULE PLANNING
Develop the work breakdown structure (WBS),
organizational breakdown structure (OBS), control
Peotone Went ce etc ule
ee RE aCe LE)
Bu ene Nom eon lat) |]
TTC
In order to ensure completion of the project scope.
Tel eee LAL TA SK
De eee eu em een eet gt
= Work breakdown structure (WBS)
= Organizational breakdown structure (OBS)
Peewee eer ar kee ais
eee arr ee eR ject
rent
oro
x4'" Plan Schedule Management
Lima Pers
Plan Schedule Management is the process of establishing the policies,
procedures, and documentation for planning, developing, managing, executing,
and controlling the project schedule.
{ sain baad
& + 1 Project charter + 4 Expert judgment + 1 Schedule
+ 2Project + 2Data analysis management plan
management plan * Schedule Methodology
+ 3 Enterprise + Rolling wave planning
environmental factors «Alternative analysis
+ 4 Organizational + 3Meetings
process assets
pe *" Create WBS
Lima Peru
Create WBS is the process of subdividing project deliverables and project work
into smaller, more manageable components.
Cok
- * 1 Project * 1 Expert judgment * 1 Scope baseline
management plan + 2Decomposition + 2 Project
+ 2 Project documents updates
documents
+ 3 Enterprise
environmental
factors
+ 4 Organizational
process assets Ad
SCHEDULE DEVELOPMENT
LS ae
ECO TASK <3
1
2)
3)
4)
§)
roject:
rca" Schedule Development
Lima
Develop the work breakdown structure (WBS), organizational breakdown structure (OBS), control
accounts (CA), and work packages through communication with subject matter experts and
stakeholders and analysis of the contractual commitments.
Define activities and milestones through communication with subject matter experts,
decomposition, and application of scheduling policies and procedures.
Estimate activity durations, utilizing subject matter experts and scheduling techniques such as
three-point estimate, parametric, analogous and/or Program Evaluation and Review Technique
(PERT).
Sequence activities, incorporating defined dependencies (internal, external, and cross programs)
milestones, and constraints (for example, calendars, geography, contracts).
Identify critical and near-critical path(s) using techniques such as Critical Path Method, Critical
Chain, Program Evaluation and Review Technique (PERT), and Monte Carlo simulation.
Pe Schedule Development
§)
7)
8)
9
Develop the project resource breakdown structure (RBS), determine resource availability, and
assign resources to activities by working with functional managers, project managers, and project
team members.
Adjust schedule model based upon resource availability, available budget, and other known
constraints.
Align schedule with the overall program plan or integrated master plan (IMP), through review of
enterprise objectives and contract documentation
Analyze major milestones against statement of work (SOW), the contract, and/or memorandum of
understanding
10) Perform schedule risk analysis using quantitative tools or techniques (for example, what-if
scenarios, Monte Carlo simulation)
11) Obtain a consensus of the project customer, sponsor, project manager, and project team members.
12) Establish the Performance Measurement Baseline (PMB), using organizational processes and
standard techniques. SCHEDULING
= Adescription of when each activity in a
project can be accomplished and must
be finished so as to be completed
timely. The simplest of schedules depict
in bar chart format the start and finish of
activities of a given duration. More
complex schedules, generally in CPM
format, include schedule logic and
show the critical path and floats
associated with each activity.
ass!
Schedule Development
= Once the project is defined and the contract awarded a
detailed schedule of the work is developed. This detailed
schedule is often based upon milestone dates and
phasing information developed in the conceptual planning
phase. The intent of the detailed schedule development
is to model the processes that the stakeholders will use in
the creation of the project.
= Aschedule model is the planned effort necessary to
complete the program/project successfully within the
constraints and assumptions the parties have established
Based on this definition it is imperative that each of the
stakeholders has a part in the design and review process
for the schedule. Schedule Development
= Starting with the initial schedule model from schedule planning,
schedule development allocates the available resources (e.g., labor,
material, equipment, etc.) to activities in the schedule model in
accordance with cost and resource planning and alternative
allocation criteria while respecting project constraints affecting the
schedule (e.g., milestone dates, phasing requirements, etc.),
Schedule development generally includes iteratively refining the
schedule planning (ie., planned durations, means and methods,
workflow sequence or preferential logic) in a way that realistically, if
not optimally, achieves project objectives for time (¢.g., milestones),
cost (e.g., cash flow), and others (e.g., performance requirements).
The primary outcome of the schedule development process is an
as planned schedule model that becomes the schedule control
baseline for project control plan implementation
ass!
Schedule Development
= Schedule development puts an emphasis on the practitioner's
knowledge of the schedule model and skills with scheduling tools.
While aspects of the schedule development process and tool usage
are mechanistic and conducive to semi-automation, schedule
development cannot be automated because it is a predictive
process working with activity durations affected by uncertain
working environments and resource performance. Nor should
planners/schedulers rely solely on cloned schedule models; each
schedule model must be carefully vetted so that the product truly
represents the current project plan. Schedulers must have an
understanding of probability concepts to be effective and, as with
planners, experience on projects and an understanding of the
activities, is of great value.
fase! PART 2.1
Psa IN |S
ACTIVITIES
py TaereehML ee Le Mela Reel
communication with subject matter experts,
decomposition, and application of scheduling
tel ee Tte Meee oe
To identify and document the work to be performed
ar ee eR
Dr eta ae into
escola Re (Lae odgy
CC emo Gt ee Lee _—
Rai” Define Activities
Define Activities is the process of identifying and documenting the specific
actions to be performed to produce the project deliverables.
+ 2 Enterprise + 3 Rolling wave + 3Milestone list
environmental planning + 4 Change requests
* factors + 4 Meetings + 5 Project
+ 3 Organizational management plan
process assets updates
+ 1 Project + 1 Expert judgment + 1 Activity list
management plan + 2Decomposition + 2 Activity attributes
pe ** Milestones
Lima Peru
= Milestone have a duration of zero days.
= Milestones are key events dictating an important start or finish of a series of activities. Ex. Project
start, MEP sign-off, substantial completion.
= Milestones are either project imposed or contractual requirement or an internal metric for progress of
the project in part or whole. In all schedule milestones should be agreed with all key stakeholders prior
to approval of the baseline schedule.
* Milestones can be tied to payments as well. Usually higher management cares more of the milestones
of the project rather than going in details.
= |f the milestones are monitored carefully during the project execution and making sure that the delay
reasons if any are being corrected once it shows this will make sure a successful completion of the
project in time. ject
Retecraie se
rite” — Activities
= An activity has multiple components. Consider
that an activity is the equivalent of arecord ina 2
database. Each record has multiple fields of 9 Requirements Management Plan
data that define activity scope and 1 2 Requirements Document
characteristics for reporting and management of [= # » # = feaorenersiacsty Natn
‘the work. The minimum components for an Luda lhe sokstn— amassed
399 wow # Scope Statement
activity are: Perrrerer
* Aunique alphanumeric identifier SNe
= Aunique descriptive name, optimally 599 9 9 9 9 w & SchodleManagementPian
phrased as verb-object. eee 000808 ee haviylin
= Aduration Errrrrerrerrrss
Individual activities have relationships and may ee ee ea
have other attributes, such as: ooo oa 8a ae www wm NetworkDigrmojec Schedule
" Cost and resource loading. FGUREG-1: Document Flow From the Charter to the Schedule (Waterfall.
= Constraints
Fe “Activities
Lima Peru
The further breakdown of the WBS into work packages are further decomposed into activities, which
reflect direct work or indirect work support. The activity must be in conformance with WBS, OBS and
CBS.
‘The Schedule activity is partly developed from the cost estimate as each BOQ line item preferred to be
linked to the activity assigned to it -this makes sure that the whole scope is covered as well better
assigning of costs and better managing and controlling of project.
There are some activities which are tasks resource dependents and others are not.
There is summary activities such as Leveling up of the WBS, Hammocks, Grouping bands, Level of
effort. For an example an activity to show all the concrete works in one level (which includes walls,
columns and slab) can be in a hammock and grouping of hammocks can be done to show the whole
concrete works in the project as an example.
When the activities are detailed, defined, constraints applied and covers the whole scope, the process
of linking the activities will be more logical Project
Se *" Hammock or Level of Effort
Hammock Activity: An aggregate or summary activity. All related activities are tied as one summary
activity and reported at the summary level. It has no duration of its own but derives one from the time
difference between the two points to which it is connected. The hammock activity does not affect
schedule dates of the activities it spans. (June 2007)
Summary Task: A task that consists of a logical group of tasks, called subtasks. Primarily used for
reporting purposes. See also: HAMMOCK ACTIVITY. (October 2013)
Level of Effort (LoE): LoE is a type of activity that reports on a fragnet of activities over a period of
time. An LoE activity's duration is dependent on the time frame from its earliest predecessor and latest
successor activities. The term level of effort is also known as Effort Activity or Effort Driven Activity.
‘Apportinoned Effort: (2) Effort that cannot be readily measured or divided into discrete work
packages, but its performance can be measured in proportion to other measureable efforts.
(November 2014)
pe *" Hard Logic and Soft Logic
Lima Peru
Preferential Logic -
* (1) Contractor's approach to sequencing work over and above those sequences indicated in or
required by contract documents. Examples include equipment restraints, crew movements, form
reuse, special logic (lead/lag) restraints, etc., factored into the progress schedule instead of
disclosing the associated float times.
= (2) Modeling execution work flow in a CPM schedule using logic ties, constraints and other
mechanisms contrary to the expected norm for that type of effort. May or may not be an attempt at
float suppression, float ownership, or necessary to model the expected means and methods actually
used in this instance more accurately. The term preferential logic normally has a negative
connotation. (June 2007)
= Mandatory Dependency - Dependency inherent in the nature of the work being done, such as a physical
limitation, Used in hard logic. [8] (June 2007)
* Logic, Hard - (2) Clearly understood work scope allows one to define work activities and logic with
precision. The opposite of soft logic. (June 2007) AS aed
ESTIMATE
ACTIVITY
DURATION
pee" Estimate Activity Duration
AR ima Peru
Estimate Activity Durations is the process of estimating the number of work
periods needed to complete individual activities with estimated resources.
Tools &
Les |
+ 4 Project management + 1 Expert judgment * 1 Duration estimates
plan + Estimating + 2 Basis of estimates
* 2 Project documents + 2Analogous + 3 Project documents
+ 3 Enterprise + 3 Parametric updates
environmental factors eet
+ 4 Organizational + 5 Bottom-up
process assets
+ 6 Data analysis
+ Alterative analysis
+ Reserve analysis
+ 7 Decision making
+ 8 Meetings Project
y4'” Estimate Activity Resources
Estimate Activity Resources is the process of estimating team resources and the type
and quantities of materials, equipment, and supplies necessary to perform project work.
aR
Tye y seems Outputs
+ 1 Project *+ 1 Expert judgment + 1 Resource
management plan + Estimating requirements
+ 2 Project documents + 2 Bottom-up + 2 Basis of estimates
+ Enterprise + 3Analogous + 3 Resource
environmental factors * 4Parametric breakdown structure
+ 4 Organizational + 5 Data analysis + 4 Project documents
Dee ese + Alternative analysis pcsies
+ Make-rent-or-buy
+ 6PMIS
+ 7 Meetings
reject
pe *" Estimate Cost
Lima Peru
Estimate Costs is the process of developing an approximation of the cost of
resources needed to complete project work.
Tyan} Bolom recy Outputs
+ 1 Project management + 1 Expert judgment + 1Cost estimates
plan + Estimating + 2Basis of estimates
+ 2 Project documents + 2Analogous + 3 Project documents.
+ 3 Enterprise + 3 Parametric updates
environmental factors + 4 Bottom-up
+ 4 Organizational process. 5 Three-point
apsels + 6 Data analysis
+ Alterative analysis
+ Reserve analysis
* Cost of quality
+ 7PMIS
+ 8 Decision Making Cee CU EEM nen ycesicic
ee errC Rar then teen erie irs
estimate, parametric, analogous and/or Program
Evaluation and Review Technique (PERT).
In order to develop an overall schedule model.
Tel ele Ley TA SK
Dees Acton oul Vee Vicia Mle ATLA
CeCe ee eR
Deanne Cea eee)
Sea ee Cee CCR tas
erie lil)
Project
=" Durations
Lima Peru
The linking of the activities forms the schedule. The primary charactestics of activities is to include an
overall duration based upon resources (manpower, material, equipment), to be cost loaded, a start and
a.completion date that is tied to a calendar according to the working days in the contract and in the
country showing the national holidays, etc., and should be linked properly.
Duration is the overall estimated time in which an activity is planned to be completed. This becomes
the “Original Duration” for an activity and is an assigned element of the activity. Duration often includes
multiple work elements within the activity scope. For example, the activity described as “Install
concrete” may include the following processes: forming, rebar installation, concrete placement,
formwork stripping, and concrete curing.
The schedule duration, in part, is derived from the Cost Estimate Model and may be limited by the
contract requirements or scheduling specification.
Activity involves action; the activity should be uniquely identified with verb-object, e.g., “Erect steel,”
“Prepare documentation,” etc.
= In Bar Chart Diagram. An activity duration may be continuous or not continuous and the duration may
include non working periods called necking.
fase! ject
or
Rai” Estimating Activity Durations
Per
= Determining the duration of an activity is essential to schedule development. It is necessary to
understand each element of the scope of the activity and its related time. Estimates of detailed work
‘element time intervals--along with understanding the usage, availability, and constraints of resources—
are analyzed to calculate an activity's planned duration.
tried and true means of mathematically determining the duration
Duration (time) = Work Quantity (units) + Applied Resources (unitstime)
Duration increases with the amount of work of the activity, and it decreases with additional resources
applied to the work. However, this is only the initial calculation. As the plan and schedule
development evolves, activity durations are adjusted for better-refined scope, resource ulilization,
location considerations, and demonstrated crew productivity
Duration it is an overall estimated time in which an activity is planned to be completed. To estimate the
activity duration there are various methods, for example: Analogous, Bottom-up, Top-down, Delphi
technique, Expert opinion, Parametric, Heuristics, Monte Carlo methods and PERT Formula.
=) th ae : :
Xai Estimating Activity Durations Techniques
Lima Peru
Analogous:
= Description: Often the best way to estimate is to look for a similar project and use the estimates from
that project as a starting point.
= Pros, Cons, and Tips: Success here rests on finding as analogous a project as possible and analyzing
how the new project differs from the model.
Bottom-Up:
= Description: This is the nose-to-the-grindstone approach. The PM and team estimate every work
package in the WBS and then add them all together.
= Pros, Cons, and Tips: While this may sound like the best way to determine a schedule estimate, it often
is not feasible because
= It's very time consuming.
= It's hard to factor in dependencies between tasks.
= The more individual estimates (and estimators), the greater likelihood of error. ject
ors
Rai” Estimating Activity Durations Techniques
Per
Top-down:
* Description: This is high-level estimating, Only the big categories ofthe project are estimated (just the
top nodes on the WBS), and those numbers are added together. This is related to analogous estimating,
because PMs often use historical data from previous projects to come up with the high-level estimates.
* Pros, Cons, and Tips: This is a much faster process than bottom-up, and it can be very accurate,
depending on the degree of skill and experience of the estimator and the quality ofthe historical data
Delphi technique:
= Description: Keeping estimators’ numbers anonymous can elicit the most honest estimates possible.
= Pros, Cons, and Tips: This method is often used when people are reluctant to give honest numbers in
front of their peers. A common scenario is when no one wants to tell a senior manager, who is very
attached to his or her own idea, what he or she may not want to hear.
=) th ae : :
Xai Estimating Activity Durations Techniques
Lima Peru
Expert Opinion:
= Description: When the PM recognizes that an expert can provide a better estimate than the team can
come up with, a subject matter expert is brought in.
= Pros, Cons, and Tips: It takes money to make money, so if an expert can give you a better estimate,
sometimes this can translate to many dollars saved and a more successful project. Many consulting
companies provide estimating as one of their service offerings. You might be pleasantly surprised how
much an outside consultant may know about an area that is very new to you!.
Parametric:
= Description: In some industries, published figures (parameters) can be used as bases for estimation.
For example, in construction, there might be a guideline for the length of time it typically takes to build a
minimal with seven stores in Nebraska.
= Pros, Cons, and Tips: If your project is in an industry supported by published estimates, parametric
estimating is usually the way to go. These numbers are based on a great many similar projects that were
done in the past. ject
ors
‘sit Estimating Activity Durations Techniques
Heuristics:
= Description: Rules of thumb based on your own personal experience and trial and error are used to
develop the estimate; for example, “Our team typically takes about three months to do this kind of work.”
= Pros, Cons, and Tips: Although it sounds loose, this kind of estimating can be very accurate when you
know your team’s capabilities well and have strong hands-on experience with the kind of work involved.
Monte Carlo Method:
= Description: Software tools are used to help with estimating, based on Monte Carlo algorithms. Rapid
number-crunching on “what if’ scenarios can provide ranges of estimates accompanied by probabilities
for coming in on certain dates (e.g., 80 percent likely to complete by October 1, 90 percent likely by
October 15.)
= Pros, Cons, and Tips: PMs who do a lot of estimating often rely a great deal on Monte Carlo tools. You
may find a Monte Carlo tool specific to your industry that supports your scheduling tool of choice, such
as MS Project.
Project
4" Estimating Activity Durations Techniques
Lima Peru
PERT Formula:
= Description: For this formula, three inputs are used: P, O, and M. P is for pessimistic (the longest time
estimate or the most costly dollar estimate), and O is for optimistic (the shortest time or the lowest cost). Mis
trickier and is the key variable with the formula. It's for ‘most likely’ (also known as “most realistic’) This one is
a judgment call by the PM, meaning the number the PM or team consider to be the best guess. There are 2
variations of the PERT formula:
= Variation 1 PERT estimate = (P + 4M + 0) /6 (the three are added up and averaged, with a weighting
factor of four applied to M)
= Variation 2 PERT estimate = (P + M +0) /3. (the three are simply taken as a straight average)
= Pros, Cons, and Tips:
= In Variation 4, there are three variables: P, M, and O, but because M is counted four times, i's as if there
are six Variables: P + M+ M+M+M +0, So to average them, we divide by six.
= Both versions of the PERT Formula are also referred to as “three-point estimates.”
= Variation 1 is also called Beta Distribution, and Variation 2is also called Triangular Distribution, based on
the statistical results PART 2.3
SEQUENCE
ACTIVITIES
Sequence activities, incorporating defined
dependencies (internal, external, and cross
programs) milestones, and constraints (for
example, calendars, geography, contracts).
me a AY ee eae
ar eR a
Serene gee en ks ol GCs)
Fe aCe N a Cescs eels)
See ecur ices
eC a a te eR Roragement
Keates
Sequence Activities
Sequence Activities is the process of identifying and documenting relationships
among the project activities.
ATE.
WS Techniques Outputs
. * 1 Project * 1 Precedence + 1 Project schedule
management plan diagramming network diagrams
+ 2 Project method + 2 Project
documents + 2 Dependency documents updates
+ 3 Enterprise determination and
environmental integration
factors * 3 Leads and lags
+ 4 Organizational + 4 Project
process assets management
information system
Pd ierserene . .
Cae Relationships
= Relationships between a series of activities form the schedule, (Technically, the schedule is created when
prospective dates are assigned to early or late start and finish events of the network.) The simple logic
network is the fundamental tool for building a schedule that reflects the plan for completing the project.
= As schedule activities are linked by relationships the critical path is formed. Revising the logic and
relationships between the various schedule activities may have an affect on the schedule and the critical
path,
* |s important Understand:
= How to transform an execution plan into a network schedule model. The schedule model must
account for stakeholders and contractual needs and requirements.
How the use of various logic relationships, calendars, milestones, and hammocks, are used to create
aschedule model. The schedule model, in addition to meeting the stakeholder needs, must be able
to accommodate change and change management.
How the different logic relationships or sequencing between activities and their lags have an effect on
the schedule, critical path and the work to be performed. = Every activity must have a
predecessor and a successor
activity with the exception of the
first and last activities. The first
activity will only have one or
more successor activities. The
last activity will have one or more
predecessor activities.
Relationships provide a logical
Relationships
LA
oe aaah
L 4
link or connection between two
or more activities in a schedule.
When a chain of activities of the
longest duration are linked
together, they define the critical
path in a project schedule.
__
Figure 2.3
[4
Activity and event types
Pda rersSimene
Zeer.
Logic “loops” out sequences
* Loop/Logic Loop - A circular sequence of dependency links between activites
ina network, Creates an error in network logic resulting from successor activities,
also being a predecessor tothe activity in question, Also known as circular logic.
Logic loops can be very frustrating and time consuming to eliminate in complex
network schedules. (June 2007)
* Out-of-Sequence Progress — Progress that has been reported even though
activities that have been deemed predecessors in project logic have not been
completed. Scheduling software may include a “switch” to turn on or off how the
calculations deal with out-of sequence progress. (June 2007)
* Dangle - An activity in a network that has neither predecessors nor successors.
(June 2007),
= Open-Ended Activities ~ CPM activites that do not have a predecessor ora
‘successor may be said to be “open-ended.” Aside from the one activity starting
the CPM network and the last activity in that network, open-ended activities
“break’ the logical network and may not exhibit correct float calculations. (March
2010)
* Retained Logic - One of two types of
logic used to handle activities that occur
‘out of sequence. When used, scheduling
software schedules the remaining
duration of an out-of-sequence activity
according to current network logic — after
its predecessors.
= Progress Override — One of two types
‘of scheduling software logic used to
handle activities that occur out of
‘sequence. When specified, it treats an
activity with out-of sequence progress as
though it has no predecessor constraints;
its remaining duration is scheduled to
start immediately rather than wait for the
activities predecessors to complete A a
PSN
CRITICAL PATH
eT Asai Maleate LC Rte)
techniques such as Critical Path Method, Critical
eas Se MAMAN
(PERT), and Monte Carlo simulation.
In order to meet project delivery date requirements.
eee Te
Seeing ene cD)
Petes ate a eat a)
epee ae Ee RT ae Develop Schedule
Develop Schedule is the process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create a schedule model for project execution
and monitoring and controlling.
Tools & Techniques
1 Project
1 Schedule network analysis 1 Schedule baseline
management plan + 2 Critical path method + 2 Project schedule
. eae + 3 Resource optimization + 3 Schedule data
+ 4 Data analysis + 4 Project calendars
: ae + 5 Leads and lags + 5 Change requests
omental * 6 Schedule compression + 6 Project
factors + 7 Project management management plan
+ 5 Organizational information system updates
process assets + 8 Agile release planning . ees documents
Critical Path Method (CPM)
Critical Path Method (CPM): The Critical Path Method (CPM) is a scheduling
technique using arrow, precedence, or PERT diagramming methods to determine
the length ofa project through activity and phasing modeling, which can then be
sed to identity the activities and constraints on the critical path.
= Precedence Diagramming Method (PDM): In the Precedence Diagramming
Method (PDM), the logic network is constructed using nodes to represent the
activities and connecting them by lines that show logic relationships. The
nodes (activites) can be circles or boxes. Activities that precede other
activities are known as predecessor activities. Activities that follow other
activities are known as successor activities.
= Arrow Diagramming Method (ADM): Is a method of constructing a logical
network of activities using arrows to represent the activities and connecting
those head total. This diagramming method shows the sequence,
predecessor, and successor relationships ofthe activities. In ADM networks,
project activities are shown on the arrows, with a node or event at each end. Critical Chain Method
Critical Chain Method: A schedule method that allows the project
team to place buffers on any project schedule path to account for
limited resources and project uncertainties. Critical chain focuses on
the project schedule model activity and resource dependencies. The
critical chain effectively eliminates most resource contention before the
project starts and uses buffers for project control
ass!
Project Evaluation Review Technique
(PERT) Method
Project Evaluation Review Technique (PERT) Method: Is a
probabilistic technique, originally developed and used by United States
governmental agencies, for calculating the "most likely” durations for
network activities. While no longer used strictly in that capacity, the
tnderiying structure and techniques form the basis of modem schedule
risk analysis
How to Conduct a PERT Analysis: There are two main steps when
determining the PERT Estimate. These two steps are:
= Step 1: Determine optimistic, pessimistic, and most likely estimates
= Step 2: Calculate PERT Estimate using the PERT Formula Forward Pass
The forward pass through the network determines each activity's ES and EF and the project's duration or
the earliest date a project can finish.
12
7
746-1212
1645-1218
14 | 105] 18
5
A forward pass calculates the Early Start (ES) and Early Finish (EF) of each activity.
Time begins at "Time 1” and defines ES of first activity.
Activities start the day after the finish of their predecessors,
EF time of Activity = ES + Activity Duration —
Backward Pass
“oT = [a2
13-6 +128
7 [103] 12
a1 618
18-5412 14
4
105 18
4
8
Backward pass calculates the Late Finish (LF) and Late Start (LS) of each activity.
Start with terminal activity of network.
Activities finish the day before the start of their predecessors.
LE time of Activity
tivity Duration +
In the backward pass, the latest
allowable start and finish times for
each of the activites are calculated,
‘observing the folowing ru
1. The LF of the terminal activity in
the network is either assigned as.
being equal to its EF or assigned
the value established by the
contract documents.
2, The LS of an actvty sits LF,
‘minus its duration, plus one.
The LF for all other activities is
equal to the numerical smallest
LS of succeeding activities,
minus one day. Where two or
‘more activities burst from or
leave an activity, the numerically
smallest LS of the successor
activiies, minus one day, is the
LE of the activity in question, ject
Management
Institute
Lima Pers
Understanding Floats
* Float in project management is the amount of time that a terminal element in a project network can be
delayed by, without causing a delay to subsequent terminal elements ([ree float) or project completion
date (total-float).
aes
* Free float is defined as the amount of time that the
completion of an activity can be delayed without
delaying any other following or succeeding activity.
+ Free float is equal to the difference between an
activty’s EF and the ES of the following or succeeding
activity minus one. In the event that two or more
activities succeed or follow an activity, the succeeding
activity with the smallest ES is used to determine the
activity free float amount. The Free Float of an activity
Cay
* Any further delays to any activities in this chain wil
result in a delay to the project's completion,
* Total Float is shared by the activities in a chain, For
this reason, itis a better indicator of the float time an
activity possesses. Itis cautioned that TF is shared,
* Total Float (TF) is defined as the amount of time that
the completion of an activity can be delayed without
delaying the completion of the project's terminal
activity. Total Float is equal to the difference
is equal to the smallest value between the activity in
question and all succeeding activities minus one.
between the activity's LF and EF, or the difference
between the activity's LS and ES.
PPE ee
x4. Total Float
Total Float
1. The maximum number of work periods by which an activity can be delayed without delaying project
completion or violating a target finish date.
2. The amount that an activity can be lengthened without delaying the project completion, assuming that
all other activities are done in their normal time.
3. The amount of time (in work units) that an activity may be delayed from its early start without delaying
the project finish date.
4. The excess time available for an activity to be expanded or delayed without affecting the rest of the
project, assuming it begins at its earliest time.
5. The amount of time that an activity may be delayed beyond its early start/early finish dates without
delaying the contract completion date.
Negative Total Float
1. Expression sometimes used to describe the time by which the duration of an activity or path has to be
reduced in order to permit a limiting imposed date to be achieved. Negative-total-float only occurs
when an activity on the critical path is behind schedule. ject
oe
Rah” Free Float
ima Peru
Float
1. The difference between the time available for performing a task and the time required to complete it.
2. Available time for activity execution less the time taken by the activity.
3. The amount of time that an activity can slip past its duration without delaying the rest of the project.
4. The additional time available to complete non-critical activities or work items without affecting the
critical path
5. The amount of time that an activity may be delayed from its early start without delaying the project
finish date.
6. Ameasure of the time flexibility available in the performance of an activity.
7. The flexibility that an activity has versus the critical path. See total-float and slack.
8. The time available for an activity in addition to its planned duration. See free-float and total-float.
Slack
1. Term used in PERT for float. Originally the flexibility in the dates of an event in an activity-on-arrow
network (i.e., late event time/early event time).
2. In PERT, the scheduling flexibility available for an event, equivalent to total-float in CPM.
Total Float and Free Float
hs
I
a nog
I ! 5
id i
JA =
i ¢
1
‘itil Path 1 ¢
No Float os
J ‘comProjected arly
‘Completion Date
“Activity Float”
Or in CPM scheduling parlance
“Totol Float” (TF)is most common —_——
‘meaning of term “Float” ‘Completion Date P
Ia
Schedule Sample
UAE eth hy
Uta La Se
Project
reage""" CPM Method
Lima Peru
10,
‘The series of tasks that must fish on time for the entire project ofnish on time.
In a network diagram, the longest path from start to finish or the path without any slack, and thus the path corresponding to the
shortest time in which the projec can be completed.
Ina network ciagram, the path with the lngest duration
The line of projec activities having the least float, especially when floats close to, or below, zero.
‘The route through the network that nas only cca activites.
‘The series of interdependent activities ofa projact connected end-to-end, which determines the shortest total length ofthe projec.
‘The path (sequence) of actvtos which represent the longest total time required to complete the project.
‘The longest connected route through the CPM network.
‘The sequence of activites through a project network from star to finish, the sum of whose durations determines the overall project
‘uation. There may be more than one ctical path depending on worktfow logic. A delay to progress af any activity on the crcl
path wil, without acceleration or resequencing, cause the overall project curation tobe extended, and i therefore referred to-as @
“critical delay.”
In project management, a cttical path isthe sequence of project network activites withthe longest overall duration, determining the
shortest time possible to. complet the project. Any delay ofan activity onthe ctical path directly impacts the planned project
completion date (.., there is no float onthe ical path). Aproject can have several, parallel crical paths, An addtional parallel path
through the network with the total durations shorter than the erical path is called a sub-cttical or non-critical path PART 2.5
ASSIGN
RESOURCES
PASC aaic ace Content GS
Peo Serene Ane RcccaiCeti tec)
activities by working with functional managers, project
PCC Ms Wee) aCe ee
In order to define the resource constrained schedule.
eee RT
eee eee ee uC ey
Resource breakdown structure (RBS)
ieee ter ed
ieee eRe
Peete erence tecy
CC me a re eRe eee
rsieze”" —Cost/Resource Loading
Lima Pers
1
Cost and resource loading incorporates the activity cost estimate and the project execution plan into the
schedule model.
np
WBS and OBS are fundamental elements used to assist in resource and cost loading. It becomes the
basis for resource leveling and scheduling the initial cash flow.
3. For sure some schedulers front-end their cash flow at the beginning of the project to have more cash at
the beginning
4, Cost and resource loading processes are key elements of complex schedules.
5, There might be some constraints imposed affecting the resource or cost loading.
2
Cost and resources loaded/allocated schedules should be monitored carefully and understand how to
calculate different reports showing the progress & the forecast.
~
Cost and resource loading processes are key elements of complex schedules. Know how resource
assignments are developed and loaded into the schedule. Understand how schedule status reporting
reflects the cost and resource elements of activities,
Pq essere .
xai=. Cost/Resource Loading
Lima Peru
= Resource Leveling — Any form of network analysis in which scheduling decisions are driven by
Tesource management concerns (e.g., limited resource availability or difficult to manage changes in
resource levels). (June 2007)
= Resource Smoothing - Process of rescheduling activities such that the requirement for resources
does not exceed resource limits. Smoothing is a type of resource leveling, except that the project
completion date may not be delayed. Activities may only be delayed within their float. (June 2007)
= What is resource leveling? Leveling is the smoothing of resources is to better allocate use of
resources and avoid peaks or valleys and will utilize the available float of the activity.
= For network activity schedule models, schedule analysis will identify float values for non-critical
activities, determine implications of “what-if scenarios, and monitor and control the schedule.
Schedule analysis assists in resource and cost loading and leveling review.
* Understand the basic concept of manually resource leveling a schedule model, considering all the
resource constraints. Those constraints may be imposed by stakeholders or the contract and be
internal or external to the project. 1
2.
Calendar
Calendar definition is another organizational tool available to schedule designers. Work may proceed in
multiple shifts on some activities. Contractors may work four, five, or six days per week. Work outside
may be affected by weather, while administrative, design, procurement, and other interior work can
proceed without impact. Particularly in the construction industry, planning for adverse weather is an
important element of schedule design
.. Why are multiple calendars used on a project? Multiple calendars are used to depict various workday
scenarios or conditions that can occur on a project. For example, a project may have the following
calendars: 5-day work week, 7-day work week, and exterior calendar to reflect weather days, seasonal,
and weekend only work.
Project calendars are formulated to reflect specific events, long-running conditions, or circumstances
associated with a project. A project calendar is assigned individually or globally to each activity, so that
the duration of the activity may be allocated based on the characteristics of the calendar.
Activity, calendar and resource constraints will create discontinuous float paths. The path with the least
Total Float value is called the critical or longest path. When analyzing near-critical paths itis important to
review how the constraints interact with schedule calculations to give false impressions of criticality
ia)
ADJUST
SCHEDULE
MODEL Adjust schedule model based upon resource
availability, available budget, and other known
eee
In order to calculate the resource constrained schedule.
Tel ele Ley TA SK
Pee aster LMR esau LR ols (oi
CalgXT eu Mallia eee
Se eet ecm tae
schedule compression, simulation)
Project
=" Constraints
Arestriction that must be balanced with all other constraints to achieve project success. The four
primary and universal project constraints are scope, quality grade, time and resources
2. Arestriction or limitation you set on the start or finish date of a task.
‘A factor that will imit the project management team's options. For example, a predefined budget is a
constraint that may limit the team's scope, staffing, and schedule options.
4, Ageneric term for factors affecting the possible start and finish dates of an activity, including logic
and imposed dates.
. The state, quality, or sense of being restricted to a given course of action or inaction. An applicable
restriction or limitation, either internal or external to the project, that will affect the performance of the
project or a process. For example, a schedule constraint is any limitation or restraint placed on the
project schedule that affects when a schedule activity can be scheduled and is usually in the form of
fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such
as funds available for overtime. A project resource constraint is any limitation or restraint placed on
resource usage, such as what resource skills or disciplines are available and the amount of a given
resource available during a specified time frame.
fase! ag Constraints
Lima Pers
1. Imposing a constraint on an activity while creating the schedule might affect how the forward and
backward calculation is calculated according to how strict the constraint is as well, for an example
must start on or must finish on constraint are the most strict constraints which might affect the total
float of this path as well
. Constraints include limitations and prescriptions for when events must or must not yet occur that
affect the logic of a schedule model. Constraints may include resource limits or usage profiles.
Constraints must be carefully considered and used only when appropriate. The scheduler should
remember that application of any constraint wil either
= extend the duration of the project or
= have no effect on the project duration.
3. Correspondingly, removal of any constraint will
= shorten the duration of the project or
have no effect on the project duration. Importantly, unnecessary or inappropriate constraints
included in the network, or failure to include essential constraints, may create or define an
artificial critical path and eliminate the true critical path.
PART 2.7
ALIGN
NYG 5] 3310) 8m rN etree OR Ree cele Ln nos
integrated master plan (IMP), through review of
enterprise objectives and contract documentation.
In order to ensure accomplishment of overall program objectives.
at ER a
Oe cm edge) cad Pletetstats euraard
Caer nae RSE
Analyze major milestones against statement of
work (SOW), the contract, and/or memorandum of
Ute eile are
To assess whether schedule model delivery estimates meet required deadlines.
at eee TS
ere ee eRe
= Project Charter
Dee eee ee eM enc eee eel gt
= Work breakdown structure (WBS) Project
eleay “Types of Schedules
Lima Pers
= The project may dictate the type of schedule that may be developed to track progress. When
reporting the schedule, the resultant is in graphical format and often does not depict the logic that is
built into the schedule, Considerations:
= Scheduling Methodologies
= Schedule required by Stakeholders (Schedule Levels)
= Earned value Management and reporting techniques
‘Avery clear example of different types of schedule used are the linear schedule which is used mainly
for the repetitive tasks such as highway construction, or similar villas, etc. Non repetitive projects
such as building a hospital for an example, a network schedule is used. The network is derived from
logical relationships among activities.
Understand the various schedules types and how each may be best suited for application on a
particular project. The type of schedule used is directly related to the size, scope, and complexity of
the project's planning, reporting, management and controlling needs.
Pee ”* Types of Schedules
Lima Peru
= Atkey times in the life of a project, the type of schedule may change from one format to another,
such as from a graphical presentation to a simple list of requirements or visa versa. Types of
schedules used during the life cycle of the project may include:
Milestone schedule (Used mainly for higher management reporting during the project life cycle)
Phase (Used mainly to communicate with different departments for an example an Engineering
detailed schedule for the Engineering Phase)
Area (Used to communicate mainly with the person andlor team responsible for this area)
List: it can be work activity, punch list, commissioning (It is used mainly to communicate daily
activities with the team or at the final phase of the project for more detailing)
Control level schedules (It has been discussed and explained before)
= Within the overall schedule, there may be a need to utilize other types of schedule, if required to
address and convey critical aspects of the project. Common Schedule Level Descriptions
Common Schedule Level Descriptions * ul
Level: Millestone/ Executive Master Summary schedule
‘One-pager, time scaled bar chart
Level II: Contract Master / Detailed Integrated schedule
CPM to plan, implement & control overall project
Level III: Area Master / Contraet schedules
‘Subcontract / phased / element CPM schedules
Management
Level IV: Control /2-3 Week Look-Ahead schedules
Spreadsheets / Bar Chart field plans
Level V: Daily / Hourly Work schedules
Field supervision planning & execution listings
* No industry standard — AACE developing Roll Up
3
=
e
8
3
Bren!
Some comments to Schedule Levels
Level (1) ~ Milestones / Executive Master Summary Schedul
‘= May include begin projec, design complete, purchase major equipment, mobilization .. et,
= Top managementis usualy interested in milestone level schedule,
Level (2) Contract Master / Detailed integrated Schedule:
= Include summary of engineering, rocurement, major equipment fabrication and delivery, major
structures, installation, startup, and commissioning,
= As the detailed schedule is developed, it must be summarize to replace the independently developed
project summary and milestone schedules,
& Level (3)~ Area Master / Contract Schedules:
= Display the lowest level of deta necessary to control the project
= It supports determining and assigning resources
Level (4) - Control/ 2-3 Week Look-Ahead Schedules
= From 2to 6 weeks look-ahead schedule for planning, reporting, review assignments of current week
work pian
*= Best use for communicating planning requirements to those performing work.
Level (5) - Daily / Hourly Work Schedules
+= Ate prepared to communicate task requirements for completing activites identfied
= Are usually considered working schedules that reflect hourly, dally or weekly work requirements
Barene! Schedule Quality Analysis
= Schedule quality analysis is mulfi-leveled, interactive, and repetitive. The key
interactive relationships are among time, cost and quality.
= Questions for schedule quality analysis include these
1. Is the critical path reasonable?
2. Are there multiple critical paths; or could there be, if a few non-critical
tasks are delayed?
What activities are near-crtical?
Does the work flow as planned?
Are there space or safety conflicts between concurrent activities?
Is there an excessive amount of work being done at any one time?
Are there resources enough to support all concurrent activities?
Can subs and suppliers meet the schedule?
9. Ate any activities scheduled out of season?
f
&
PN OTE
= The schedule quality analysis and compliance review provides means to resolve
issues between stakeholders and proves the representation of the scope of work.
Project
Management
Bee Schedule Basic Documentation
Lima Peru
= The baseline schedule documentation is recorded from the assumptions, constraints, parameters-as
well as from the contract and supplementary documentation that goes into the development of the
baseline schedule; access plan, TC plan, logs with planned dates, ete.
= The baseline schedule documentation includes a narrative that describes the baseline documentation
including the critical path, the key characteristics of the schedule model, key milestones.
= This documentation provides the foundation for schedule change or delay and impact identification
and management. The narrative and the supporting documents helps the non-planner or non-
schedulers to read the schedule better and develop a better understanding of the scope
representation.
= Changes is inevitable in projects. With the documentation in place, it helps in tracing the changes with
significant variance from the baseline schedule.
= The revised baseline must include the supporting documents to support the change made to the
schedule; ex. Variation orders, letters, transmittals, RFls, all documents that led to that change.
* The baseline is always updated through out the project life cycle iva}
Sel
SCHEDULE RISK
ANALYSIS
Perform schedule risk analysis using quantitative
CRM Laue ee ele Cli RL Le
scenarios, Monte Carlo simulation).
Tg a fe ade ee ee
acceptable risk tolerances.
at eR
Dee ee een ten Cec em ee
Carlo simulation, PERT)
= Contingency reserve or buffer (funds, budget, or time)
Cross-Cutting Knowledge and Skills
Sete ene eee ELON Cesc
schedule performance index, baseline execution index, float
Puro) Nae
es :" Perform Qualitative Risk Analysis
Lima Pers
Perform Qualitative Risk Analysis is the process of prioritizing individual project
risks for further analysis or action by assessing their probability of occurrence
and impact as well as other characteristic
BCR arena ay olny
4 Project + 1 Expert judgment + 1 Project documents
management plan + 2.Dala gathering updates
* 2 Project documents + 3 Data analysis
+ 3 Enterprise + Risk probability and
environmental factors impact assessment
+ 4 Organizational + 4 Interpersonal and
process assets team skills
+ 5 Risk categorization
+ 6 Data representation
+ 7 Meetings
Pee “Perform Quantitative Risk Analysis
Lima Peru
Perform Quantitative Risk Analysis is the process of numerically analyzing the
combined effect of identified individual project risks and other sources of
uncertainty on overall project objectives,
“ nat
Proj
4 Project management Expert judgment
plan + 2 Data gathering
+ 2 Project documents + 3 Interpersonal and team
+ 3 Enterprise stills
environmental factors + 4 Representations of
+ 4 Organizational process uncertainty
assets + 5 Data analysis
+ Monte Carlo Simulation
+ Sensitivity analysis:
+ Decision tree analysis
+ Influence diagrams Project
Naragenent Qualitative Risk Analysis
‘The scale described in this chapter and recommended in TCM 7.6 is a five point scale (very
low, low, medium, high, very high) which would provide increased differentiation of probability
Qualitative risk analysis is the and impacts for the risk items. The values for each of the scores should be established
a during risk planning and provided to the participants. The scores of the threats/opportunities
assignment of subjective ate most commonly based on time or money, but can occasionally take other values,
values to risk management depending on the category.
items in order to provide
guidance on the treatment of
the item. The values are
usually probability of
‘occurrence and magnitude of
threat/opportunity for the
project being considered. The
assignment of these values is
away to establish the
threshold of taking action
(treatment) on a risk item.
“
”
PPE ere itative Ri ‘
wae Qualitative Risk Analysis
Ingo aseenantsueard creo nee
‘hay ‘0 charcr of ecouence ‘cz tas one ay other yor
vty ‘pte ches occurence ecu once ey 0 20a Qualitative Risk Analysis
‘Pirie nd cies Hk management flrs
Pe Quantitative Risk Analysis
Mice
Monte Carlo Simulation is commonly used with expected value and range estimating
t and should incorporate specific risk events that have been identified. Parametric
Quantitative techniques using ‘modeling combines risk to impact relationships. An advantage of these methods is that
sensitivity analysis can be performed to bette identify the risk drivers. These methods
generate numerical tables and values associated withthe risks and may be helpful in
making decisions on treatment. Its important to properly document the assumptions
and results so all will understand the impacts,
probabilistic methods are expected
value, range estimating, and
parametric modeling. These
methods require an experienced
practioner and appropriate (Barratt
support. Expected value uses three
point estimates (high, likely, and
low) and the probability for each to
generate a value, Range estimating
is similar with three point values
used in the analysis. In addition,
range estimating is effective when
there are limited inputs into the
overall cost or schedule. ” © Contingency is an amount added to an
estimate or schedule finish date to
allow for items, conditions, or events
for which the state, occurence, or
effect is uncertain, Experience shows
these occurrences will likely result, in
aggregate, in ational costs and ime.
* Contingency usually excludes:
* Major scope changes such as
changes in end product specification,
capacities, building sizes, and
location of the asset or project.
+ Extraordinary events such as major
strikes and natural disasters.
* Management reserves.
+ Escalation and currency effects
”
Contingencies
Expert Judgment
* This is perhaps the most widely used. Itis the application of assessments based on
personal and past company experience with projacts,Itis frequently used in companies
\here there is an expert who has demonstrated competence with making these judgments,
[tis also used in companies where there is a close collaboration with project professionals
that have objective and realistic evaluations of project risks,
Predetermined Guidelines
* These are frequently used by larger owner companies that have project support groups.
‘The guidelines are specific oteria for design, engineering and information by estimate
class, The criteria can also allow for maturity of development, such as assumed,
preliminary, semi-detailed, and definitive, Large sophisticated project organizations collect
project historical cost data and use the analysis to guide the setting of contingency.
Monte Carlo Simulation
= MCS uses a statistical analysis of the cost estimate and schedule associated with the
Project risks to determine an amount of money or ime to add to achieve a given outcome
Expected values and range estimating are used with MCS to generate a table or curve with
associated probabilities for the potential cost and schedule outcomes. In the probabilistic
approach the choice ofa probability from the range of potential outcomes i important
TYPICAL RISK IN
CONSTRUCTION PROJECTS
Risk is around every corner in the construction industry.
Whether it's dealing with inflated materials costs or
heightened safety concerns due to unfamiliar equipment,
team members need to identify risks before they impact
the project. In general, there are five different types of
tisks your project team should consider:
= Design Risk
= Construction Risks
* Political egal/Regulatory Risks
= Financing Risks
Environmental Risks
fase! Design Risk
it may seem silly to discuss design risks when
talking about construction management, but, the
trend today toward alternative project delivery
methods such as at-risk CM and design-build has
the contractor being involved in the design
process before construction begins.
In some instances, the builder is contractually
responsible for the design, and in those cases, it
is critically important that design risks are given
serious review and consideration in the overall
risk mitigation plan.
But even when this is not the case, there are
many types of design risks that will impact the
contractor's ability to deliver the project on time,
within budget, and within the quality specifications
expected by the owner.
Construction risks are a bit easier for contractors to
identify, but they should all still be laid out in a
checklist to make sure that a discussion takes
place to address them. Construction risks run the
gamut from factors where the contractor has
absolutely no control, such as the weather, to
factors where they have significant control, such as
safety,
They are generally associated with the
management of materials, manpower, and
equipment. Each construction project is different,
and
the construction manager should focus on those
construction risks that will have the greatest impact
on project cost, schedule, quality, and safety.
Poorqualty or adequate design,
‘drawings, or specs
Noncompliance with éesien
standards
‘Ownerdrected changes
Excessive design review by owner,
‘aronitect, or agency
‘changes in design standerds or
regulatory tequrements
inaceuracies associated with
supplemental design information
such as sol reports, erwironmental
reports, and so on
‘Latent design derects attesting con-
‘ractor's warranty
Construction Risks
‘Te Information ana detail needes
tocconstiuct an element of work Is
missing, incomplete, or inaccurate.
The design doesn't meet the build.
Ing code or other eegulations,
‘The owner changes their mind
about the design after construction
beeins.
eviews and the approval process
associated with design submittals
take longer then typically alowed.
Fegulatory requirements in place
‘at the beginning ofthe project may
change during construction,
The information needed bythe eon-
tractor and provided by the architect
for owner is inaccurate,
Detective design aetais that result
In flawed construction sfter occu:
ney of the focity (such asa root
‘ashing leaks beceuse of poor
esign).
Labor availabilty anc
‘quality of labo poo!
Differing ste conditions
Site access, trate,
Parking issues
Property damage or
‘met issues.
Coordination with
utitios, adjoining
reightors, and s0 on
It tne contractor can't access the proper labor
needed to complete a projec, significant delays
may be experienced. Quality issues resulting
‘rom an inexperienced workforce can also result
in rework ang cast evertuns.
Sometimes the conditions on the bulding site
‘ae not communicated in the plans and specs,
‘This ciscovery can lead to significant cost
Increases and delays,
Projects located in highly congested areas can
‘cause significant celays and storage issues for
the contractor when trying to coordinate work
The project site might be located in an area
‘where security isan issue. The contractor has
to protect the project, materials, and equipment
against vandalism and then
Signieant coordination efforts must be made
‘wen tying in electrical, plumbing, water, and gas
lines 1@ main suaply ines, This oten requires
‘working wity local uty ofee, and ther sched
lle and the contractor's schede do nat alway