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Scheduling a ProjectScheduling a ProjectAt Different Levels

Gui Ponce de Leon PhD, PE, PMP, LEED AP

Philip Spittler PMPPhilip Spittler PMP

PMA Consultants, LLCM 2 2011May 2, 2011

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Schedule Level Resources

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Scheduling a Project at the Right Level at the Right TimeLevel, at the Right Time

An important consideration in planning and schedulingDuring management planning

When executive and senior managers are involvedWhen executive and senior managers are involved Project-level schedules prevail

Schedules become detailed as the planning horizon switches from the whole of the project to stages orswitches from the whole of the project to stages or phases

With assumptions tested and information firmed-upManagement can engage in detailed planningManagement can engage in detailed planning

Various participants have different levels of interestSome consensus but yet to reach standard statusy

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Protocols Considered

Jelen’s schedule levels The CII schedule levelsThe CII schedule levelsGuide to the Forensic Scheduling Body of Knowledge Part I (FSBOK Guide)AACE International Recommended Practice No. 37R-06 Schedule Levels of Detail─As Applied in Engineering, Procurement and Construction (RP 37) ( )The Chartered Institute of Building Guide to Good Practice in the Management of Time in Complex Projects (CIOB Guide)(CIOB Guide)Mosaic’s Schedule Levels─Major ProjectsDOE Schedule Planning and Development Guide 1.8

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Jelen’sJelen sLevels

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Varying Interpretations of Level 2 S h d l i C t tiSchedules in Construction

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Recent Developments RP 37 describes a 5-level method based on schedule level requirements, levels of interest and the intended use of each schedule leveluse of each schedule level

This RP 37 method is based on Stephenson’s levels The CIOB Guide advocates five schedule reporting le elslevels

Levels 1 - 3 accomplished through summarizationsActivity duration ranges vary within a schedule based on l i h iplanning horizon

Neither the PMBOK Guide nor The Practice Standard for Scheduling deals with schedule levelsWeaver/Mosaic offers a hierarchy of Level 1–5 schedules, from summary- to detailed- level schedules

Activity duration ranges may vary either based on schedule

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The CSI Approach to Construction WBS HierarchyConstruction WBS Hierarchy

The Construction Specifications Institute publishes the M t F t t li t th t l ifi j t kMasterFormat, a master list that classifies project work by deliverables and components and by construction practices

General Requirements Division 01Facility Construction Divisions 02-19Facility Services Divisions 20-29Site and Infrastructure Divisions 30-39 Process Equipment Divisions 40-49

The MasterFormat is one schemeThe MasterFormat is one scheme that can be used to organize the project WBS, detail cost accounts and activity codesactivity codes

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Guide to the Forensic Scheduling Body of KnowledgeBody of Knowledge

A schedule hierarchy for coherent summary and detailedA schedule hierarchy for coherent summary and detailed-level schedules intended for mega contracts and major contracts, but scalable to other contracts; it advocates:

Network based level 1 4 schedulesNetwork-based level 1–4 schedulesMaintaining the Level 1 schedule and Level 2 schedule─both in time-scaled network format─current for the duration of the project Limiting rolling wave planning techniques to Level 4 schedulesLimiting rolling wave planning techniques to Level 4 schedules

Suitable to top-down and roll-up integration Top-down─base a lower-level schedule on the next higher levelRoll-up─carry re-baselining and updating to higher levels

By way of example, the hierarchy is aligned with the MasterFormat approach to construction WBS hierarchies

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FSBOK Guide Level 1E ti S h d lExecutive Schedule

General Intent and FormatEstablishes Contractual Milestones (if Included with the Request for Bids) or Demonstrates Conformance to Contractual and Other MilestonesConformance to Contractual and Other Milestones (if Included with the Bid and/or the Contract) Time-Scaled Network Diagram─Commonly One g ySheet Kept Current with Level 2 C t RP 37 L l 1 Wi k i t l L l 1Compares to RP 37 Level 1, Wickwire et al. Level 1 and Mosaic Level 1

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FSBOK Guide Level 1E ti S h d l

Scheduling ObjectiveExecutive Schedule

Portrays Controlling, Summary-Level Activity(ies) Between Milestones at CSI Division Grouping Level Key Procurement Scope and Overall Commissioning Sequence Included Empirical Mega Construction Activity Duration: 20%Empirical Mega Construction Activity Duration: 20% to 40% of Contract, Generally 6 to 18 MonthsEmpirical Major Construction Activity Duration: 10% p j yto 30% of Contract, Generally 3 to 12 Months

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FSBOK Guide Level 2M t S h d lManagement Schedule

General Intent and FormatProject Manager Input and Sign-Off Developed with the Bid or Before Mobilization Time-scaled Network DiagramTime-scaled Network Diagram Establishes the Critical Path, Near-Critical Paths and Key Target Dates for the Initial (Rev. 0) Progress Schedule Conforms to the Construction Plan, Including Constructability, Targeted Means and Methods, Craft Levels and Shared-Resource Dependencies Mostly Finish-to-Start Logic Ties Roll-Up of Level 3 Re-Baselining and Updating Compares to RP 37 Level 2 and Mosaic Level 2Compares to RP 37 Level 2 and Mosaic Level 2

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FSBOK Guide Level 2M t S h d lManagement Schedule

D i i P th f St t & M j P S t t CSIScheduling Objective

Driving Path for Structures & Major Process Systems at CSI Division Level (e.g., Earthwork, Foundations, Framing, etc.) May Subdivide Into Area Grouping or Tier Grouping Constructability and Normal Adverse Weather-Validated Long-Lead Equipment & Material Procurements and Critical Commissioning SequencesCommissioning Sequences Empirical Construction Activity Duration:

Mega contracts: 10% to 20% of Contract, Generally 3 to 9 MonthsMajor Contracts: 5% to15% of Contract, Generally 2 to 6 Months

Lower end is for activities for which hard logic appliesUpper limit is for activities scoping bulk commoditiesUpper limit is for activities scoping bulk commodities

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FSBOK Guide Level 3P S h d lProgress Schedule

General Intent and FormatSite/Construction Manager Input and Sign-Off Time-scaled Network Diagram or Bar Chart with Logic Drives the Updating ProcessDrives the Updating Process Integrates Vendor Design, Fab/Delivery, Construction, System Completion and Commissioning May be Craft Loaded (Typically, Critical Crafts) and Rely on Critical Shared-Resource Dependencies (e.g., Shared Crane) )Activity Cost Loading, if Contractually Required Compares to RP 37 Level 3, Wickwire et al. Level 2 and Mosaic Level 3Mosaic Level 3

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FSBOK Guide Level 3P S h d lProgress Schedule

Scheduling ObjectiveGrouping of CSI Divisions in Areas or Elevations for Structures and Major Process Systems Level 2 Earthwork Foundation Framing etc SubdividedLevel 2 Earthwork, Foundation, Framing, etc. Subdivided into Component Chunks Normal Adverse Weather-Validated Detailed Delivery Sequences and Integrated, Detailed Commissioning Sequence Formula Mega Construction Activity Duration: 2% to 5% g yof Contract, Generally 3 to 12 Weeks Formula Major Construction Activity Duration: 1% to 3% of Contract 2 to 6 Weeksof Contract, 2 to 6 Weeks

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FSBOK Guide Level 4W ki S h d lWorking Schedules

General Intent and FormatSupervision Input and Sign-OffDeveloped Before Starting a Phase or Area Often Developed as Separate Schedules p pTime-scaled Network Diagrams or Bar Charts with Logic Coordinated with Field Supervision (Contractor) and Subcontractor InputSubcontractor Input Trade Coordination May be Craft Loaded and Detail Crew Movements and other Means & MethodsMeans & Methods May be Done on a Rolling Wave Basis (e.g., Every 3 Months) Compares to RP 37 Level 4, Wickwire et al. Level 3 and M i L l 4Mosaic Level 4

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FSBOK Guide Level 4W ki S h d lWorking Schedules

Scheduling ObjectiveGroups CSI Sections Within Elevation or Area for Structure or Process System Level 3 Earthwork Foundation Framing Enclosure MEPLevel 3 Earthwork, Foundation, Framing, Enclosure, MEP & Process Installations Subdivided into Fragnets; Activities Biased Towards a Subcontractor or Trade N l Ad W th V lid t dNormal Adverse Weather-Validated Working-Level Detail in Procurement and Commissioning Formula Mega Construction Activity Duration: 1% to 3% g yof Contract, Generally 2 to 6 WeeksFormula Major Construction Activity Duration: 1% to 2% of Contract Generally 2 to 4 Weeksof Contract, Generally 2 to 4 Weeks

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FSBOK Guide Level 5L k Ah d S h d lLook-Ahead Schedule

General Intent and FormatSubdivide Progress and Upcoming Level 3 or Level 4 Activities into Tasks for the Next 2 to 3 WeeksWeeks Developed by Crew Foreman Typically in Bar Charts or Similar FormatCharts or Similar FormatTasks are Crew Loaded Reviewed in Site Progress Meetings g gCompares to RP 37 Level 5 and Mosaic Level 5

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FSBOK Guide Level 5L k Ah d S h d lLook-Ahead Schedule

Scheduling ObjectiveWork Assigned to Crews Broken Down by Specific Components, Based y p pon Verification That Work Can Proceed and That Materials, Design Documentation and Other Installation Information are Packaged andOther Installation Information are Packaged and Made Available to Crew Foremen Task Duration: From a Few Days to Three yWeeks

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FSBOK Guide Advocates Network-B d L l 1 4 S h d lBased Level 1-4 Schedules

Absent Contrary Contractual Language:

Level 2 schedules and Level 3 schedules are appropriate forecasting tools to evaluate:

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appropriate forecasting tools to evaluate:Timely performanceDelay and disruption, and Time extension requests

WhetherWh h i iWhen such issues arise, or Where the evaluation is undertaken post-completion

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FSBOK Guide View of Level 2 S h d l2 Schedules

A Relevant and Reliable Forecasting Tool if:In a time-scaled network format It portrays the contractor’s plan at contract award

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at an appropriate granularity It remains current and in conformance to the contractcontractIt establishes the critical/near-critical paths based:

On contract datesOn contract dates On the construction plan, e.g., means and methods, etc.On normal adverse weather On key deliveries

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FSBOK Guide View of Level 3 S h d l3 Schedules

As Source Document for Forensic ModelingDepending on the analysis method used, a Level 3 schedule may be overly detailed, particularly where

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not relevant to the facts of the caseForensic analysis using a Level 3 schedule may divert attention to non issues and detract from thedivert attention to non-issues and detract from the issues in dispute without gaining analysis accuracyWhere this compromises analysis accuracy, an p y y,acceptable protocol is to generate a reliable summarization of the Level 3 schedule

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FSBOK Guide View of Level 4 d L l 1 S h d land Level 1 Schedules

The subdivisions of Level 3 schedule activities existing in a Level 4 schedule are often suitable bases for time impact analysis at the fragnet levelA L l 1 h d l i i l d k fA Level 1 schedule in a time-scaled network format that is coherent with the Level 2 schedule is a valid source for a forensic demonstrative provided:source for a forensic demonstrative, provided:

It portrays controlling summary activities between milestones at the CSI Division Grouping Level or equivalent indenture in another WBS schemeequivalent indenture in another WBS scheme It includes critical procurement activities, commissioning activities and, possibly, schedule reserve

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Example of a Level 1 Schedule

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Schedule Granularity vs. Schedule DensitySchedule Density

Wh th j t i h d l d i lti l l h d lWhen the project is scheduled in multi-level schedulesFor instance, where separate rolling wave Level 4 schedules are generated, it is practical to design Level 2 and Level 3 schedules with uniform activity duration rangeswith uniform activity duration ranges

Where duration range is uniform for the duration of level 2-3 schedules, appropriate to the level in the hierarchy

Th i i h d l l i i d h hThe term activity or schedule granularity is used rather than schedule density

CIOB Guide schedule density implies varying duration ithi h d lranges within a schedule

FSBOK Guide schedule granularity prescribes a uniform duration range for each scheduleg

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Recapping the FSBOK Guide Hierarchy

Main Points

FSBOK Guide Hierarchy

Network-based schedules at all levels but for look-aheadBetter ensures relevant and reliable forecasting tools

A L l 2 h d l k t t f th j t d tiA Level 2 schedule kept current for the project duration promotes continuing executive and senior management involvement when re-baselining schedule performanceDerive a lower-level schedule from the next higher-level Limit use of rolling wave planning techniques to Level 4Hold schedule granularity uniform as opposed to varyingHold schedule granularity uniform as opposed to varying schedule density with planning horizon Interplay between WBS and Schedule level

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The Downside of Schedules that Become M i D it IMassive as Density Increases

When the schedule multiplies in the number of activities as schedule density increases from update to update, its usefulness as a relevant reliable forecasting tool degradesusefulness as a relevant, reliable forecasting tool degrades

Schedule integrity is affected by data machinations the scheduler may have engaged in to attain realistic dates and critical paths Ever-growing multi-thousand activity schedules trend toward aEver-growing multi-thousand activity schedules trend toward a highly-disordered schedule document

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FSBOK and CIOB Guidance on A i i D i RActivity Duration Ranges

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FSBOK Guide Schedule Hierarchy in Summaryin Summary

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The Sayonara Conclusion

The time has come to bid farewell to bar chart techniques for Level 1 and Level 2 schedules, as well as Level 4 schedulesas well as Level 4 schedulesThis will not only promote more coherent planning, but will allow all contemporaneous p g, pschedules to play a role in forensic scheduling

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The TMI Conclusion

An alternative to working with Level 3 schedules that become massive as schedule densitythat become massive as schedule density increases is to approach the scheduling of a project in a multi-level schedule sequence that involves

Deriving a lower-level schedule from the next higher-level scheduleLimiting reliance on rolling wave planning techniques to the network-based Level 4 schedules

For any schedule in the hierarchy, maintaining granularity unniform, from beginning to end, bettergranularity unniform, from beginning to end, better ensures a highly-ordered network of realistic dates and reasonable floats, ergo a relevant and reliable forecasting documentforecasting document

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The Less is More…You Had Me at Level 2 ConclusionYou Had Me at Level 2 Conclusion

The activity granularity designed into a Level 2The activity granularity designed into a Level 2 schedule is likely to yield a relevant and reliable source document for forensic schedule analysis Because of the activity granularity typically followed, a Level 3 schedule may detail paths not relevant to the facts of the case; analyzing non-relevant to the facts of the case; analyzing nonissues may detract from and confuse the issues in dispute without gaining analysis accuracy Th d t il i L l 3 h d l d i f iThe detail in a Level 3 schedule used in forensic schedule analysis should be made proportionate to the facts at issue by means of reliable summarizations

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The New Standard Conclusion

Favor approaching the scheduling of a project in separate but coherent summary- and detailed-level schedules, each schedule with uniform granularityuniform granularity Note ─the principles discussed are adaptable to schedule level approaches that are based on ppone schedule designed at different levels of detail by varying schedule density based on planning horizonplanning horizon

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Thank YouThank YouFor Attending!For Attending!

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