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Improved Project Control Through CPM Scheduling
What Owners, PM’s andCM’s Need to Know
t H E T I B U R O N G R O U P, L L C
September 25, 2015
Baseline ConsiderationsRealistic Plan and Timeline From
NTP Through Construction Tool to Manage Resources and
Project Stakeholders Tool to Report to Project
Stakeholders
Ability to Manage Costs
Baseline ConsiderationsSchedule Needs to be of
Sufficient Detail to:Minimize Secondary Effects of
Construction on OperationsDo Preconstruction Schedule to
Accomplish ThisDocument As Built ConditionsDemonstrate Need for Time
Extensions and Work Around Options
Tool to Resolve Disputes
Baseline Considerations
Analyze Time Impacts Develop Work Around Options Furnishings, Fixtures And
Equipment Coordinate With Third Party
Contracts Start Up and Commissioning Move In
Contract Requirements
“You Can’t Enforce It If It’s Not In The Contract.”
The Specifications Need To Be At a Strength Level that Match the Needs of the Project.Too Stringent on Small ProjectsNot Stringent Enough on Large
Complex Projects
Contract RequirementsScheduling Requirements Stronger for Larger Projects Require Latest Primavera, P6, P3 or
SureTrak Require Cost and Manpower Loading Require Monthly Narrative & Reports Require Time Impact Analysis for Time
Extensions Tie Updates to Progress Payments
Baseline Review
Do Thorough and Detailed Review of Baseline
Analyze Baseline for Abuses and Flaws
Assure Contractor Has Adequate Scheduling Resources
Assure Contractor Has Included Adequate Detail
Baseline Review
Do Not Allow Sequestering of FloatThrough Logic and Constraints
Check Near CriticalityNot More Than 20% of Activities
with 10 Working Days of Float Check Preferential Logic Check Calendar Usage
Baseline Review
Do Not Allow Compound ActivitiesActivities Containing Multiple
Trades Require All Submittals are Included Check Excessive Float
Float Value > 40% of Project Duration
Don’t Accept Early Completion ScheduleCan Set Up Early Completion Delay
ClaimAdd Project Float Activity
Some Analysis Tools
Claims Digger (Comes with P6)
Schedule Analyzer ProSure ChangeExcelProprietary Software
Above Commercial Packages Do Not Do It All
Relationship Types
Minimize Use Of Non-Conventional LogicAim For Majority of Logic To
Be Finish To Start.oFinish To Start (FS) = An Successor Activity Cannot Start Until Its Predecessor Activities Finishes
Relationships Types Finish to Start
Start to Start
Finish to Finish
Form Slab
Pour Slab
Wall Layout
Masonry Walls
Wall Layout
Drywall Framing
Relationship Lags Finish to Start, with Positive Lag
Finish to Start, with Negative Lag
Finish to Finish, with Positive Lag
5 Creates Gaps in Logic Chain
- 6
4
Float vs. Lag
A Logic Tie Lag is Not FloatLags Can be Used to Sequester
Float
Who Owns the Float?Normally Project Owns the FloatYou Can Allow for Owner to
Retain Float for Their Time Savings, but This Must be In the Contract.
Unconventional and Unbalanced, or
Uncoordinated Logic
Install Drywall – 10 days
Tape & Float – 10 days
Prime Walls – 10 days
Paint Walls – 10 days
Install Drywall – 10 days
Tape & Float – 10 days
Prime Walls – 10 days
Paint Walls – 10 days
Day 1 Day 25
Day 30
Day 35
Day 40
Day 45
Day 25
Day 30
Day 35
Day 40
Day 45
Install Drywall – 30 days
Tape & Float – 10 days
Prime Walls – 10 days
Paint Walls – 10 days
Install Drywall – 30 days
Tape & Float – 10 days
Prime Walls – 10 days
Paint Walls – 10 days
Day 1
Reverse Critical Path
With Unconventional Logic, Even If The Logic Is Properly Coordinated Its Use Can Have Drastic Effects When Original Durations Are Revised
Install Drywall – 30 days
Tape & Float – 10 days
Prime Walls – 10 days
Day 1 Day 40
FF Logic Anchors Finish Of Successor To Finish Of Predecessor Pulling
The Successor Forward In Time
Install Drywall – 30 days
Tape & Float – 5 days
Prime Walls – 10 days
Day 35
Day 40
Day 45
Install Drywall – 30 days
Tape & Float – 30 days
Prime Walls – 10 days
Day 1 Day 35
Day 40
Date and Float Constraints
Opinion On Constraints
“In General The Baseline Schedule Should Only Contain Two (2) Constraints; The Notice To Proceed And The Project Completion Date.”
Use of Constraints Other Than These Requires Careful Consideration
Identifying Constraints
In P6 and P3 – When You Calculate The Schedule It Provides Options For Identifying ConstraintsTools / Schedule
In SureTrak - You Will Need To Filter On Constraints
Sample Constraint Window
(P3 and SureTrak, In P6 Appears Under Status Tab)
Date Constraints
Mandatory Start and Finish Constraints
Mandatory Start and Finish Constraints Override CPM Calculation They Can Truncate the Longest
Critical Path They Can Render a False Total Float
Calculation
Install Drywall – 10 days
Tape & Float – 10 days
Prime Walls – 10 days
Paint Walls – 10 days
Day 1 Day 25
Day 30
Day 35
Day 40
Day 45
Install Drywall – 10 days
Tape & Float – 10 days
Prime Walls – 10 days
Paint Walls – 10 days
Day 1 Day 25
Day 30
Day 35
Day 40
Day 45
Zero Float Constraints
Float Constraints Force Criticality Without Reference To Start and Finish Dates. P6 Does Not Provide For Float
Constraints
Milestones
Milestones Are Treated As Constraints By Most Scheduling Software
Milestones With Date Or Float Constraints Should Not Be Allowed In The Schedule Unless Contractually Called For
Internal Milestones Should Not Be Called For Unless LD’s Are Assigned
Resource Constraints(Not Normal Constraints)
The Relationships Between Like Activities In Different Project Areas These Relationships Are
Resource Driven These Resources Can Be
Manpower, Equipment, Or Process Limitations
Resource Constraints Their Role In The Schedule
Install Drywall – Bldg 1
Install Drywall – Bldg 2
Install Drywall – Bldg 3
Install Drywall – Bldg 1
Install Drywall – Bldg 2
Install Drywall – Bldg 3
Resource Constraints – Their Role in the Schedule
Install Drywall – Bldg 1
Install Drywall – Bldg 2
Install Drywall – Bldg 3
Install Drywall – Bldg 1
Install Drywall – Bldg 2
Install Drywall – Bldg 3
Bar Charts – The Early Dates
Bar Charts – The Late Dates
Bar Charts – The Bigger Picture
Update Reviews
Assure Updates Reflect Actual Progress and Match Payment Applications
Review Updates Promptly and Analyze for Abuses
Don’t Allow Mass Unilateral Changes to Schedule Updates If Schedule Significantly Changes
Require Statused Only Copy Plus Revised Copy
Retained Logic
Retained Logic Schedules an Activity With Out of Sequence Progress According to the Network Logic. It Allows an Activity to Begin Out of Sequence, but the Remaining Duration for the Activity Cannot be Completed Until It’s Logical Predecessors Complete.
Progress Override Progress Override Ignores Network
Logic and Treats Out of Sequence Activities as Though They Have No Predecessors and Can Progress Without Delay. This Can Hide Delays To The
Project.Does Not Reflect Contractor’s
Current Work Plan.
Act A – 1 day
Act F – 2 day
Act B – 2 day
Act G – 2 day
Act C – 2 day
Act H – 3 day
Act D – 2 day
Act I – 2 day
Act J – 2 day
Act E – 2 day
Act K – 1 day
Act A – 1 day
Act B – 2 days
Act C – 2 days
Act D – 2 days
Act E – 2 days
Act K – 1 day
Total - 10 days
Act A – 1 day
Act F – 2 days
Act G – 2 days
Act H – 3 days
Act J – 2 days
Act K – 1 day
Total - 11 days
Act A – 1 day
Act F – 2 days
Act G – 2 days
Act I – 2 days
Act J – 2 days
Act K – 1 day
Total - 10 days
Critical Path
Act A – 1 day
Act F – 2 days
Act G – 2 days
Act H – 3 days
Act J – 2 days
Act K – 1 day
Total - 11 daysAct A – 1 day
Act F – 2 day
Act G – 2 day
Act H – 3 day
Act J – 2 day
Act K – 1 day
Calculating the Critical Path
Removing a Successor Relationship
Act A – 1 day
Act F – 2 day
Act B – 2 day
Act G – 2 day
Act C – 2 day
Act H – 3 day
Act D – 2 day
Act I – 2 day
Act J – 2 day
Act E – 2 day
Act K – 1 day
Act A – 1 day
Act F – 2 day
Act B – 2 day
Act G – 2 day
Act C – 2 day
Act H – 3 day
Act D – 2 day
Act I – 2 day
Act J – 2 day
Act E – 2 day
Act K – 1 day
Removing a Successor Relationship
Act A – 1 day
Act F – 2 day
Act B – 2 day
Act G – 2 day
Act C – 2 day
Act H – 3 day
Act D – 2 day
Act I – 2 day
Act J – 2 day
Act E – 2 day
Act K – 1 day
Removing a Successor Relationship
Recovery Options
Increase Manpower Increase Work Hours and Workdays Add Addition Shifts Re-sequence Work Activities
Meeting Of Minds Required Here Increase Equipment Or Material
Dealing With Change
Construction is a Dynamic Process, Change Will OccurUpdates Should Accommodate
Changes Contract Should Require
Notification of Change Contract Should Require
Submission of Time Impact Analysis
Contract Should Require Recovery Options be Submitted
Dealing With Change (Continued)
Analyze to Assure Changes are Impacting Critical Path
Determine Cause of ChangeDetermine if Delay Due to
Change is Reasonable
Dealing With Change (Continued)
Determine if Delay is Excusable and CompensableWeather Delays are Typically
Excusable, But Not Necessarily Compensable
Determine if There is Concurrent Delay
Resolve Delays Promptly and Fairly
Wrap Up
Discussion
Contact Information
Leo F. Sumner IIPrincipal
The Tiburon Group, LLCCell: (707) 373-8528
Mandeville, LA Office Vallejo, CA Office3433 Hwy. 190, Suite 112 55 Springstowne Center,
Suite 162 Mandeville, LA 70471 Vallejo, CA 94591(985) 867-1787 Phone (707) 649-1181 Phone(985) 892-7262 Fax (707) 649-1811 Fax
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