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Recovery Scheduling
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A Structured Approach to A Structured Approach to Minimum Cost Recovery Minimum Cost Recovery
SchedulingScheduling
Chris Carson, PSPProject Controls Manager
Alpha CorporationNorfolk, Virginia
Email: [email protected]
BackgroundBackground
Project management requiresnimble response to daily occurrences on a projecthundreds of quick decisionsproblems trend to promote crisis management
PM often evolves into a pattern of crisis project management.Three steps to eliminating systematic crisis management:1. Development of a scheduling program – place a company
on a schedule-driven project management program2. Project management recovery system - develop a
structured approach to dealing with delays from a project management perspective
3. Scheduling recovery system – develop a clear prioritized process for analyzing schedules and providing recovery suggestions and solutions.
Step One Step One –– Institute a ScheduleInstitute a Schedule--Driven ProgramDriven Program
If a program has symptoms that include late completion of projectsjust-in-time completion of projects Consistent two-minute warning completionsBudget-busting completions
The company needs to put a schedule-driven program in place. Implementing the new program consists of:
Senior Management buy-in for:Planning and schedulingDedicated schedule developmentElimination of crisis managementGood analytical software
A process of mandated schedule development, updating and analysis, with consistent monitoring
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
3. Development of effective and simple reportsa. Senior level management reports
i. At-a-glance styleii. All Projectsiii. Clear, meaningful metrics
b. Project level management reportsi. Predictive informationii. Focus on Critical Path workiii. Clear, meaningful metrics
4. Training the entire PM team in scheduling philosophy5. Selection & training of the primary scheduler6. Implementation of the process, with scheduling taking a
prominent role in PM meetings7. Follow through to ensure the process is adopted8. Assessment of results
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Senior managementlittle recognition of the problems behind visible symptomsuses management “club” to treat those symptoms. management club is used for PM’s to work harder, so all the problems would go away.
Senior management must be convinced stop focusing on the project managers “failings”support dedicating time to planning the projects.
Project managers have so many responsibilities that they cannot control
Invoicing, cost control, budgetingproblem resolution, client communicationsresource managementcommunications & paperwork demands
Scheduling will not be consistently managed. Senior management must mandate a schedule-driven program.
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
The scheduling program:Written downExplained step by step
Every project (no matter how small):Have a schedule developedMust be managed by the scheduleHave the project management team in agreement with the planSchedule process must be reported Schedule must be updated weeklySchedule prominent in meeting agenda.
Running meetings by the schedule is the best way to show dedicated schedule planning. Once schedule is updated, results reported.If slippage reported, must involve resolution.
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Developing senior management reports is crucial;
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Senior management must take report when they drive by sites. This provides overview of planned visual progress. Project manager gets a copy of report, so he knows what information is reported.Project manager level reports
single most important report - Critical Pathproject manager understands the usePM walks the job with the report in hand PM verifies that Critical Path is being workedPM also verifies that other “mass volume” work is progressing and not eroding Total Float (or Free Float)
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Best to keep update & report weekly (full metrics monthly)Report should include general status summaries:
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Provide project managers with additional standard reports - Earned Value metrics
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Customized reports – PM - myPrimavera
Step 1 ScheduleStep 1 Schedule--Driven ProgramDriven Program
Customized reports – PM - myPrimavera
Step 2Step 2
Project Management Recovery
Step 2 Project Management RecoveryStep 2 Project Management Recovery
Develop strategy for addressing slippageBrainstorm before needUse Lessons Learned approachDevelop checklist
Divide strategy into source categoriesDesign clarity
Incomplete, inaccurate documents
PlanningSlow buy-out, poor schedules
Project ManagementResource problems, Critical Path monitoring
Change ManagementUnforeseen conditions, owner requests
Step 2 PM RecoveryStep 2 PM Recovery
Design Source Slippage RecoveryUse RFI system
Monitor & documentWatch for patterns of response delay
String dimensions & identify problems earlyGet answers prior to shop drawings
Constructability reviewSubmit RFI’s for all issuesUse results in planning
Document substandard plans & specsMonitor quality of reissued drawings
Prepare TIA’s for all changes
Step 2 PM RecoveryStep 2 PM Recovery
Design Clarity Source RecoveryUse standard scope of work forms
Ensure no scope holesIdentify unclear scopeUse bid process to assign all scope
Step 2 PM RecoveryStep 2 PM Recovery
Planning Source Slippage RecoverySchedule the buyout process
Include all procurement itemsIncorporate into schedule delivery/install
Prioritize the buyoutDo not allow convenience buyoutMonitor open buyout in schedule
Provide clear Area Designation PlanMirror the contract documentsSubs and foremen must understand it
Schedule the submittal processMonitor delivery itemsWatch submittal/approval cyclesSequence the shop drawings
Step 2 PM RecoveryStep 2 PM Recovery
Project Management SourceReview & include admin process in scheduleSchedule ALL Owner responsibilitiesFocus on historically weak subcontractorsKeep resources at forefront of planning
Resource load scheduleGet commitment about crew sizes from subsReact immediately to under-staffingWork to minimize substitution of good workers
Involve responsible subs in recovery discussionsStress working the Critical PathTreat dry-in as major milestone & monitorCreate and evaluate lay-down area
(cont.)
Step 2 PM RecoveryStep 2 PM Recovery
Project Management Source RecoveryEmphasize sequenced materials storageMandate site organization for efficiencyConsider use of materials distribution crewMandate helper/labor use as appropriateGive access priority to CP tradesCreate & maintain travel corridorsKeep interior halls clean & lightedClean, clean, clean – entire siteWatch stair traffic flow and accommodateLabel floors & columns clearlyRestrict moisture from building, close openings
(cont.)
Step 2 PM RecoveryStep 2 PM Recovery
Project Management Source RecoveryDevelop & use tower crane schedule
Assign time block to each major tradeTrade has priority in their time block
Look at pre-assembly component opportunityPrefab on groundPrefab as per schedule sequencingSet up bad weather assembly locations
Monitor delivery sequencing to meet scheduleEnsure QC is continuous (use completion lists)Consider worker cash bonuses for productionUse additional workers rather than overtime
(cont.)
Step 2 PM RecoveryStep 2 PM Recovery
Change Management Source RecoveryUse formal change management procedure
Institute itFollow it
Clean up change ramificationsDo it every updateuse TIA methodology for all change
Ensure PM team understands contract scopeClose out changes with schedule updates
Incorporate changes into scheduleSubmit CO & time extension requestsDo it timely
Step 3Step 3
Schedule Recovery
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Scheduling Lessons Learned ideasHuge opportunityIncorporates legal ramificationsProvides risk managementBe prepared to use historical data to suggest recovery strategiesPlan for good schedule maintenance
Identifies source of delays/slippagesAnalysis can identify constructive accelerationProvides ability to supply timely notificationInvolve responsible party in recovery
OwnerTrade contractor
Incorporate risk management planning in schedule developmentDevelop good checklist (during development)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredClean up issues and schedule
Clean up outstanding claims/time impactsDetermine causal activities for delayIdentify responsibilityNotify responsible partiesInvolve responsible parties in recoveryBe careful if responsible party is weak player
Review efficiency of workSolicit contractor identification of disruptionInvolve foremen and superintendentsDiscuss practical crew sizes, materials flowIsolate potential delay problems
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredReview efficiency of work (continued)
Identify disruption issues between tradesWatch sub jumping into open space out of sequenceMonitor slipped start dates
Identify reasonSubcontractor mobilizationSuperintendent coordination
Verify WORK THE SCHEDULELook for potential parallel Critical Path work
Actual concurrent work opportunities
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredReview durations
Calculate OD / Path Duration Days / Total Float (TF+1)“Importance Ratio” (IR)Sort by IR, smallest to largestSmallest IR activities = best recovery opportunityUses TF as a path value
Identify historical trades with AD < ODChase these areas for recoveryUse “Tipper” (TPR) report, TPR = AD/ODLow TPR trades have contingency time availableWatch for high TPR values – monitor those trades
Review logicIdentify all out-of-sequence workSeparate hard logic from soft logic
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Review Time Performance Ratio per trade (AD/OD)In chart below Electrical contractor shows poor opportunity forrecovery help, Mechanical contractor would be better choice
Time Performance Ratio
0.02.0
4.06.08.0
10.012.0
Admin
Sitework
Concre
teMas
onry
Metals
Carpen
tryRoo
fing
Doors/
Wind
ows
Finish
esEqu
ipmen
tFurn
ishing
sElev
ators
Mecha
nical
Electric
al
Type of Work
TPR
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Relative Total Float of Area Completion Milestones
-50
0
50
100
150
200
BLKN08
KN09KN10KN11
KN12KN13
KN14KN15
KN16KN17KN18
KN19KN20
KN21 SI22SS23
KN24KN25
Rel
ativ
e To
tal F
loat
SCAC
MCAC/CCAC
Utility Bldg
MSGQ
NOB
Subst Comp
Watch erosion of float, do not let it continuePrint by trade when assessing available resources
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredReview logic (continued)
Hard logic cannot be changed easilySoft logic is good target for recovery
Resource restraintsIdentify historical better performanceIncrease resourcesAdditional crewsRemove resource logic if satisfied
Preferential restraintsDiscuss with subcontractorsUse historical out-of-sequence work as basis
Space restraintsOrganize by areaLook for light workload in areasVerify against CP & move crew work
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredResource Loading - Review Resources
Run resource comparison reports Look for built-in contingency time
Filter by AreasLook at Resource TableConsider worker count in areasReview CP in areasReallocate resources by CP by area
Load activities with CrewsReview Resource Table for 3 week look-aheadManually level crews to eliminate slippageDiscuss additional crews when stacked CP activitiesTarget areas and crews, don’t just man-up
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredResources
Look at repetitive tasks portion of workGo to modified linear scheduling
Set up crews to follow each otherPromote competitionTake advantage of learning curve
Scheduling actionsVerify requirements for Substantial Completion
Revise logic if necessary (go to minimum)
Review CP (near critical)Start at Data DateReview every relationshipLook at concurrent work opportunitiesFocus on dissimilar trades to avoid ramp-up
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredScheduling actions
Compare out-of-sequence work with soft logicSee if this caused changes to the planned workIf this worked, duplicate the out-of-sequence work by removing the soft logic in future work
If this is done with FS changes to SS or FS with lagsReview carefullyAdd FF relationships to control completion
See if critical trades can bring in additional resources to add another workday or shiftIf trade has performed, look at overtime option
Last choiceRemember risks & inefficiencies of overtime
(cont.)
Step 3 Schedule RecoveryStep 3 Schedule Recovery
Checklist ideas when recovery requiredScheduling actions
Print schedule with Free Float column exposedPush contractors to work within FF values
Eliminate disruptionEliminate slippage and delay to other trades
Provide interim milestones for important eventsCelebrate achievement of every milestone
Review all CalendarsAssess non-work timeVerify appropriatenessReview weather calendars, look for contingencyReduce non-work weather days if reasonable
SummarySummary
Every project runs into problemsA Schedule-Driven Program is the most cost effective way to minimize slippageA proactive Project Management Recovery plan to deal with delays & slippage will improve responseA proactive Schedule Recovery plan to deal with delay will improve responseBrainstorming for Lessons Learned takes advantage of PM team experienceDeveloping checklists allows LL to be applied to future problemsApplying the three stages will ensure the ability to recover from almost any problems
ConclusionConclusion
“Project Management is what you are forced to do when you don’t
Schedule!”(Chris Carson, ~1986)
Questions?Suggestions?Comments?War Stories?
A Structured Approach to A Structured Approach to Minimum Cost Recovery Minimum Cost Recovery
SchedulingScheduling
Chris Carson, PSPProject Controls Manager
Alpha CorporationNorfolk, Virginia
Email: [email protected]