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ANALYZING DATA, PERFORMANCE AND IMPACTS IN CONSTRUCTION
Presented By: Michael A. Pink
www.construxsolutions.com 2
ABOUT THE PRESENTER: MICHAEL PINK
Founder of Construx Solutions, LLC
Inventor of the SmartPM Technology
15 Years of Advisory Experience in Commercial Construction
Industry
Specialization in Project Controls, Risk Management, Dispute
Avoidance
Advisory Board Member for the School of Building Construction
at GT
Certified Planning and Scheduling Professional
Certified Cost Engineer
www.construxsolutions.com 3
COURSE OBJECTIVES
Impacts Explained – What Impacts a Construction Project?
Data Management – Which Data to Capture and Why
What can be done with this Data?
Daily Progress Reporting and the “As-Built” Schedule
Analyzing As-Built Data to Understand Impacts
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ENGINEERS &
ARCHITECTSOWNERS
CONSTRUCTION
MANAGERS
CONTRACTORS
OTHER
• Poor Design• Incomplete Design • Slow Response Time
• Excessive Changes• Delayed Approvals/
Permits• Prolonged Planning• Delayed Payment
• Poor Planning/ Scheduling
• Poor Contract Management
• Coordination Issues• Unachievable
Schedule• Poor Data
Management• Mismanagement of
Resources
• Unachievable Bid• Poor Productivity/
Performance• Mismanagement of
resources• Labor Shortages• Default
• Unanticipated Weather
• Changing Market Conditions
• Unforeseen Conditions
• Force majeure
WHAT IMPACTS COST AND SCHEDULE (PERFORMANCE) IN CONSTRUCTION?
Since there are so many causes for impacts, There are always plenty of things to argue about.
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ALL ANSWERS CAN BE FOUND WITHIN THE DATA… Data Analysis is the only way to uncover the truth in Construction
Data Capture, Storage and Analysis uncovers variances to
estimates
The more you study your data, the more you know about your
project
Data can be used “Retrospectively” to settle disputes on
historical impacts
Data can be used “Prospectively” to avoid future cost overruns
and delays through “Predictive Analytics”
The Challenges with Data Management:
• Knowing which data to capture
• Knowing how to organize and analyze it
• Being disciplined enough to collect it on a daily
basis
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DATA MANAGEMENT – THE MOST USEFUL DATA
Direct Manpower Allocations
Progress / Performance Data
Daily Reported Descriptions of Work
performed
Daily Reported Impacts
Project Photo’s
Project Schedules
Activity Start, Finish, and Interruption
Dates
RFI and Change Directive Timelines
Equipment Usage
The Secret to Successful Data Management:
1. Capture this Data Every Day and Associate it to Activities in the Schedule
2. Build a Robust “As-Built” Schedule using this data
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Metrics that can be Determined from this Data Includes:
Performance/Productivity Factors (by MH, Unit, Activity, Trade, Sub, etc.)
Planned vs. Actual Progress Curves
Schedule Performance Index
Manpower Histograms and Comparisons
Duration Variances
Interruption
Crew Spreading
Historical Critical Path Analysis
All of the above Metrics can be calculated on Any Level, including:
Daily/Weekly/Monthly/YE Level, Activity Level, Project Level, or Grouped Level
This Sounds like a lot of work…But its not
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WHAT CAN YOU DO WITH DAILY DATA? Assess Performance (Schedule, Manpower, Cost) on Micro and Macro
Levels
Assess Delay/Interruption on Micro and Macro Levels
Calculate Resultant Cost Overruns on Micro and Macro Levels
Determine Causation for Manpower Overruns and Delay
Predict Potential Duration Variances on Future Activities
Pinpoint and Correct issues before they become Costly Problems
Prepare Mitigation Strategies based on REAL Knowledge/Information
Risk Adjust Schedule to:D Forecast Future Critical Path DelaysD Understand Activities/Areas with Heightened Sensitivity Levels (as it relates
to the threat of delay and budget overruns)D Estimate Realistic Completion Date
www.construxsolutions.com 9
Questions at this Point?
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DAILY PROGRESS REPORTS Data Usually Recorded in Daily Report
• Date• Weather• Project Name/Number• Description of Work Performed• Significant Events/Impacts• Manpower Reports• Equipment Reports• Percent Complete
Where does the Most Comprehensive Set of Data come from?
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HOW CAN WE ANALYZE PERFORMANCE USING THIS DATA?
Resource Loaded Schedules are a Must
Build a detailed As-Built schedule
Goal 1: Compare Planned vs Actual Manpower for each activity
Goal 2: Compare Planned vs Actual Duration for each activity
Pinpoint variances and calculate resultant costs
Assess causation for variances
Document this knowledge and manage accordingly
Performance Analysis
Daily Reports (As Built Data)
Schedule/Resource Plan
www.construxsolutions.com 12
THE AS-BUILT SCHEDULE
A historical depiction of the project, such that anyone can revisit any area of the project, at any historical point in time, and understand exactly what was going on at that moment.
A tool that enables project/field management to:1. Understand Delay Issues
2. Understand Manpower overruns
3. Assess Performance
4. Pinpoint impacting issues
5. Resolve issues and overcoming delays/overruns
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Is An Organized and Visual Database that will:D Help Lower the Risk of Project Delays
D Help Lower the Risk of Budget Overruns
D Provide Transparency of Project Issues and Resultant Impacts
D Enable Contractors to Prove Impacts Out of Their Control
D Enable Contractors to Learn from their own Mistakes
D Provide Better Overall Knowledge of Project
Minimizes the Chance of a Dispute
Will Result in Better Margins/Returns through
Accountability
THE AS-BUILT SCHEDULE
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GOALS OF AN AS-BUILT SCHEDULE1. Becomes the basis for comparison against the original project
plan
2. Have the ability to assess variances for all activities for manpower, time, material, work performed, equipment and cost.
3. Enables project management to understand who was working where and when, what were they doing, what kind of progress was made and what impacted progress.
4. To relate project correspondence to work activities in order to better understand causation for deviations.
5. To perform better with these insights.
6. To be paid what is legitimately owed to you.
www.construxsolutions.com 15
Useful Documents in Generating a Robust As-Built Schedule
Detailed “Daily” Work Reports
Equipment Logs
Timesheets
Project Photo’s
Project Schedules
Payment Applications
Weekly/Monthly Progress
Reports
Change Order’s / Logs
Material Delivery
Reports/Logs
Inspection Reports / Logs
RFI’s / Logs
Submittal’s / Logs
Project
Letters/Correspondence
Impact Analysis Causation Analysis
www.construxsolutions.com 16
Questions at this Point?
www.construxsolutions.com 17
Case Study: Building and Analyzing an As-Built
Schedule
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STEPS1. Locate the approved baseline schedule
2. Create a visual basis for comparison
3. Log/track actual data for all days worked across all activities
4. Cross Reference Visual with Database
5. Study variances between planned and actual data
6. Highlight significant variances and study causation
7. Respond in the appropriate manner
www.construxsolutions.com 19
SETTING UP THE AS PLANNED SCHEDULE INTO A VISUAL DATABASE
STEP 1: SETTING UP PLANNED SCHEDULE IN A DATABASE PROGRAM
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ADDING DAILY REPORT DATA INTO A VISUAL DATABASE
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CONVERTING DAILY REPORT DATA INTO PERFORMANCE METRICS
STEP 3: STUDY/COMPARE METRICS
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 470
5
10
15
20
25
30
Total Planned MP Total Actual MP
Manpower Histogram (Planned vs. Actual)
CONVERTING DAILY REPORT DATA INTO PERFORMANCE METRICS
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 470
50
100
150
200
250
300
350
400
450
Cumulative Planned MP Cumulative Actual MP
Cumulative Manpower Curve(Planned vs. Actual)
CONVERTING DAILY REPORT DATA INTO PERFORMANCE METRICS
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ADDITIONAL COMMENTS1. This is a very simple example
2. Ways to make a more complex version more simple: Summarize the Schedule to a Level 1 or 2 version
Incorporate a process of capturing data every day
3. If this is performed in real time, risk analysis can be easily incorporated
4. This is definitely useful in avoiding disputes
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WHY IS THIS MY RECOMMENDED APPROACH…• Because looking at things as it relates to the schedule just
makes sense…– The schedule is the vehicle for managing labor, equipment and materials in
construction;
– If you don’t align cost with the plan, it becomes “apples to oranges” (more difficult) when reviewing variances, delays and overruns;
– If you just study cost, you will only know that you have cost variances, you won’t be certain as to why. If you don’t know why, with certainty, you remain at risk.
– Daily Reports can easily align with the schedule, because that is how projects are essentially managed;
– At the schedule level, data can be studied in “bite size” chunks, which is enough not get bogged down, overwhelmed or confused by multiple ongoing issues; Once complete, it can be summarized;
• It’s a process that is proven to work… ‒ It’s how people are successful in delay, impact and inefficiency analysis
‒ It’s how people are successful in predicting future durations, labor & equipment overruns, end dates, impacts, critical path’s, outcomes; The things that drive cost.
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DISPUTE AVOIDANCE
Study the As-Built, Understand issues on Granular Levels
Discuss Delays and Causation with Stakeholders Collaborate in Order to Mitigate Realistically Incorporate Issues into the Schedule Update Work towards Resolution in Real Time
www.construxsolutions.com 27
PRESENTED BY: MICHAEL PINK Contact Info:C: 404 277 4387O: 404 329 [email protected]
Feel free to contact me directly if you have any
additional questionsSign up for our upcoming courses:
— CPM Scheduling Best Practices
— Data Management and Performance Analysis
— Delay Analysis in Construction
— Construction Claims Review/Prep
Follow us on LinkedIn for more info.