Schedule Levels of Details - As Applied in Engineering, Procurement & Construction

8/9/2019 Schedule Levels of Details - As Applied in Engineering, Procurement & Construction

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Recommended Practice

Total CostManagement®

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Recommended Practice Recommended Practice

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DiscussionForums:

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Periodicals

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Copyright 2010 AACE International, Inc. AACE International Recommended Practices

AACE International Recommended Practice No. 37R-06

SCHEDULE LEVELS OF DETAIL— AS APPLIED IN ENGINEERING, PROCUREMENT AND

CONSTRUCTIONTCM Framework: 7.2 – Schedule Planning and Development

Acknowledgments:Edward E. Douglas III, CCC, PSP (Author)Christopher W. Carson, PSPRicardo Garcia da RozaPaul E. Harris, CCEJohn K. Hollmann, PE CCE CEPDonald F. McDonald, Jr. PE CCE PSPStephen E. Mueller, CCC EVP

Michael R. Nosbisch, CCC PSP Anthonius Pramudhito Arash Ranjbaran, PSPDr. Randy R. Rapp, PE CCEH. Lance Stephenson, CCCRonald M. Winter, PSP


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AACE International Recommended Practice No. 37R-06

SCHEDULE LEVELS OF DETAIL—AS APPLIED INENGINEERING, PROCUREMENT AND CONSTRUCTION TCM Framework: 7.2 – Schedule Planning and Development

March 20, 2010

PURPOSE

This recommended practice (RP) is intended to serve as a guideline, not a standard for owners andcontractors to establish a common frame of reference and understanding when describing the level ofdetail for any construction project schedule. This RP identifies four schedule formats based on level ofdetail, and provides descriptions of schedule levels and the intended use of these schedules by projectparticipants.

This recommended practice provides descriptions of the schedule levels methods with the intent toimprove the understanding and communication among project participants and stakeholders involved withpreparing and using project schedules. This recommended practice (RP) describes the schedule levelmethods that are prevalent in the construction industry today for reporting and communicating projectschedule plans, results and forecast or “to-go” data to respective stakeholders. This RP excludes “turn-around projects”, and does not necessarily apply to line of balance or linear scheduling applications.

INTRODUCTION

Project participants frequently misunderstand the definition of schedule levels, which limits the quality andvalue of the information provided to the stakeholders and project participants. Usually there is more thanone level of schedule detail required and reported. Project participants and stakeholders require differenttypes of data and levels of detail relative to their schedule usage.

The project owner or client is most likely to be interested in milestones and facility/feature start andcompletion dates at a higher or summary level. Contractors would monitor and control theirsubcontractors at an intermediate level and control their direct hire project efforts at a much greater levelof detail. Subcontractors and vendors would typically monitor and control their own work at a task listlevel, even though they will be required to interface with other subcontractors or vendors and report to theconstruction manager or prime contractor at a higher level. Ultimately, the project contract documents,terms and conditions will determine the format and content of the project or program schedule levels.

Many scheduling specifications in the construction industry discuss “schedule levels” when referring tothe volume of activity detail displayed in the project schedule, while other schedule requirements aredefined with a descriptive title (e.g. “summary” vs. “control” schedules). The large engineering, procureand construct (EPC) contractors have developed systems within their organizations to describe levels ofdetail for their typical construction project schedules. Reporting requirements for schedule levels areroutinely established in the project planning phase and ultimately incorporated into contract specificationsusing one of the generally accepted methodologies. There are a variety of accepted methods to describeor identify the levels of schedule details. This RP addresses and compares three generally acceptablemethods:

1. Numeric Schedule Levels,2. Engineering, Procurement, Construction (EPC) Schedule Levels, and3. Descriptive Methodology.

The mixed use of the schedule levels methods often results in misunderstandings due to the inconsistentnumbering systems or confusion regarding the descriptive terms. For example, a “summary schedule”and a “master schedule” are not the same thing. A master schedule is a consolidated schedule thatincorporates multiple, related projects or parts of a project so that they can be monitored and controlledas a unit. This prompted the need to clarify the similarities and the distinctive characteristics of theseschedule levels methods.


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Schedule Levels of Detail—As Applied in Engineering, Procurement, and Construction

March 20, 2010

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NUMERIC SCHEDULE LEVELS

Traditionally the schedule levels have been identified by a numeric designator such as the methoddescribed in Jelen’s

[5] and by the Construction Industry Institute (CII)

[4]. This numeric method is related to

the development of project or program approaches that have been documented within the constructionindustry. This numeric-based approach often correlates the schedule level to the project’s workbreakdown structure (WBS) but has not always been entirely consistent with the WBS. Both Jelen's Costand Optimization Engineering

[5] and the Construction Industry Institute’s (CII’s) Publication 6-5, Project

Control for Construction[4]

endorse the method that describes these numeric schedule levels:

Level 0: This is the total project and in effect is a single bar spanning the project time from start tofinish. Functionally there is very little practical application for a schedule that is only a single bar otherthan to represent an element of a project or program time line. Level zero schedules normally willinclude the project or program major milestones and bars indicating key scope.

• Level 1: This represents the schedule for the project by its major components. For example, aschedule for a process plant may be divided into process area, storage and handling area, services,

site areas, and utilities. A Level 1 schedule is normally displayed as a Gantt or bar chart and mayinclude key milestones.

To differentiate between program and project schedules: a Level 1 of a program schedule, forexample, would be a combination of Level 0 schedules for each component project This would giveprogram schedules at least one more level than the most detailed project schedule that constitutesthe overall program.

• Level 2: Each schedule component is further subdivided for Level 2. For example, utility systems arefurther subdivided into water, electrical, gas, storm drainage and sanitary systems, etc. In most casesLevel 2 schedules can only be shown as a bar chart although key constraints may also be displayed.Milestones are normally included.

• Level 3: The first level that a meaningful critical path network can be displayed and the CPMschedule can be used to monitor and manage (control) the overall project work. Level 3 is a goodlevel for the overall project control schedule since it is neither too summarized nor too detailed.

• Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user.When operating at more detailed levels, the planners generally work with segments of the totalschedule. Often the project “rolling schedule” includes a “look-ahead” period of time (30–180 days)and a “look-back” at recent completed work periods.

SCHEDULE LEVELS REQUIREMENTS

The various participants in a construction contract all have different requirements and levels of interest inthe project schedule. The owner and the contractor’s home office are interested in summary level

schedules with key milestones. Project-level personnel are interested in more detail. Thus there are thevarious schedule levels requirements. There is no universal agreement as to the number of schedulelevels and their format. Schedule levels descriptive methods correlate the communicating and reportingrelationships to their respective audiences which allows the user to understand the amount of informationdesired for each level, such as project work area, work groups, work packages and activity/resourceelements. The following provide further clarification:

• Schedule levels are determined by the detail required of the key project stakeholders. Sinceschedules are developed for the purposes of performing that specific phase of the work, all schedules


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therefore should roll-up from more detailed scope of the activities and tasks.

• It is intended that all of the levels of detail are derived by the “roll up” (summarized) or roll down(expanded detail) from a single “master” project schedule and are not developed as separate,fragmented versions of the project time phased plan.

• Ultimately, the purpose of the schedule is to support the successful time phased performance of eachphase of work on the project.

The following describe the characteristics of each schedule level and includes an “end usage” togenerally understand each intended use of the schedule level. Stakeholders and project participants whouse the information from the various levels are identified. The schedule levels designated at Level 1displays the highest or summary level of project information required by a select group of stakeholders,and Level 5 considers the most detailed breakout of the project scope. As stated above, this levelsmethod is intended to be applied to projects of differing size and complexity, across almost all industries.

• Level 1: Level 1 schedule is a high-level schedule that reflects key milestones and summary activitiesby major phase, stage or project being executed. This schedule level may represent summary

activities of an execution stage, specifically engineering, procurement, construction and start-upactivities. Typically represented in Gantt format and depending upon when and how developed, aLevel 1 schedule may or may not be the summary roll-up of a more detailed CPM schedule. Level 1schedules provide high-level information that assist in the decision making process (go/no goprioritization and criticality of projects). Specifically, a project may be considered part of a program ofprojects (whether completed, in progress, or not yet started). The level 1 schedule assists in definingthe necessity of implementing actions and course correction (if warranted, it may be necessary forhigh level management to intercede in the execution of the project). Audiences for this schedule Levelinclude, but are not limited to client, senior executives and general managers.

• Level 2: Level 2 schedules are generally prepared to communicate the integration of work throughoutthe life cycle of a project. Level 2 schedules may reflect, at a high level, interfaces between keydeliverables and project participants (contractors) required to complete the identified deliverables.Typically presented in Gantt (bar chart) format and rarely in CPM network format Level 2 schedules

provide high-level information that assist in the project decision-making process (re-prioritization andcriticality of project deliverables). Level 2 schedules assist in identifying project areas anddeliverables that require actions and/ or course correction. Audiences for this type of scheduleinclude, but are not limited to general managers, sponsors, and program or project managers.

• Level 3: Level 3 schedules are generally prepared to communicate the execution of the deliverablesfor each of the contracting parties. The schedule should reflect the interfaces between keyworkgroups, disciplines, or crafts involved in the execution of the stage. Typically presented in Ganttor CPM network format, and is generally the output of CPM scheduling software. Level 3 schedulesprovide enough detail to identify critical activities. Level 3 schedules assist the team in identifyingactivities that could potentially affect the outcome of a stage or phase of work, allowing for mitigationand course correction in short course. Audiences for this type of schedule include, but are not limitedto program or project managers, CMs or owner’s representatives, superintendents, and general

foremen.

• Level 4: Level 4 schedules are prepared to communicate the production of work packages at thedeliverable level. This schedule Level should reflect interfaces between key elements that drivecompletion of activities. Typically presented in Gantt or CPM network format Level 4 schedulesusually provide enough detail to plan and coordinate contractor or multi-discipline/craft activities.

Audiences for this type of schedule include but are not limited to project managers, superintendents,and general foremen.


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• Level 5: Level 5 schedules are prepared to communicate task requirements for completing activitiesidentified in a detailed schedule. Level 5 schedules are usually considered working schedules thatreflect hourly, daily or weekly work requirements. Depending on these requirements, the Level 5schedules are usually prepared a day or week in advance. Typically Level 5 schedules are presentedin an activity listing format without time scaled graphical representation of work to accomplish. Level 5

schedules are used to plan and schedule utilization of resources (labor, equipment and materials) inhourly, daily or weekly units for each task. Audiences for this type of schedule include but are notlimited to superintendents, general foremen and foremen.

ENGINEERING, PROCUREMENT, CONSTRUCTION (EPC) SCHEDULE LEVELS

The engineering, procurement, and construction schedule levels method developed and used by many ofthe larger EPC organizations is generally referred to as the “EPC model” and consists of only three formallevels, regardless of how large or complex the specific project being scheduled may be. The level of detailpresented in an EPC model schedule is intended to be directly aligned with that particular phase ofdevelopment for the project. In other words, the level of an EPC schedule detail would depend upon thedetailed scope definition.

As the project moves into subsequent phases and more scope information becomes available, theschedule is revised to reflect this additional detail (which is sometimes referred to as a form of “rolling-wave” method of scheduling). For example, an EPC schedule early in the project could be developed toLevel 3 in terms of the detailed engineering/design phase, but the procurement and construction phasesmight only be detailed to Level 1 or 2. This would be generally true at conceptual design, or at the basic(preliminary) design stage (or phase).

• The EPC Level 1 schedule summarizes the overall project for client and management. EPC Level 1schedules show start and finish dates for the major project phases and key milestones (such asdesign, procurement, construction, and commissioning and start-up). Significant contract milestonesand project-specific milestones or activities are included in EPC Level 1 schedules as required by theproject execution plan.

• EPC Level 2 schedules contain more detailed activities for each of the summary phases previouslyidentified in the Level 1 schedule. This often includes a breakout of the various trades or disciplinesresponsible for the activities in each phase, the critical procurement activities, the major elements ofconstruction, and general commissioning and start-up requirements. Generally in the EPC Level 2,this is the first level of scheduled detail where logical links or task relationships may be shown.

• EPC Level 3 is the first level where the full use of critical path method (CPM) techniques could beshown effectively. In addition to start and finish dates for each grouping of deliverables or activitieswithin each phase of the project, EPC Level 3 schedules include major review and approval dates aswell. Most EPC schedule models are not developed below Level 3 in terms of CPM activity detail,with the intent to keep the schedule broad enough to be described for any specific project. EPCschedule levels are normally limited to Levels 1 through 3, however sometimes an “external”schedule data would be prepared and these external schedules are called “Level 4.”

• EPC Level 4 are detailed work schedules and generally would be prepared outside of the CPMsoftware, with correlation to the CPM schedule activities and scope of work. The theory is, that ifthere is too much detail within the CPM network, the schedule would not only lose its flexibility as avalue-added tool to manage the job, but schedule maintenance would become difficult, due to thegreater effort needed to maintain the CPM logic after each progress update. A variety of softwaretools can be employed to develop work schedules at Level 4 and below: spreadsheets, databases,and word processing are all utilized.


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DESCRIPTIVE LEVELS METHODOLOGY

The descriptive levels methodology that has been utilized by the construction industry uses descriptivewords in place of numerical levels to identify the desired level of a schedule detail. Because of the variedbackground and confusion of the previously described mutually-exclusive schedule levels, that often

results in misunderstandings due to the inconsistent numbering systems or confusion regarding manydescriptive terms. For example, a “summary schedule” and a “master schedule” are not the same thing.

A master schedule is a consolidated schedule that incorporates multiple, related projects or parts of aproject so that they can be monitored and controlled as a unit. This method uses descriptive words toidentify the desired level of schedule detail to clarify the similarities and the distinctive characteristics ofthese schedule levels descriptions as follows:

Program/ Project Summary ScheduleThe summary schedule contains the least amount of detail and is a summary of the overall program orproject timeline for client and upper management. Typically the summary schedule includes the majorphases or functions and milestone objectives. The program or project owner provides the basic guidanceof the project's scope to establish this schedule. The program summary schedule is a timeline of thevarious related projects. The value of this level is to provide an overview of the project from a conceptual

view, allowing a general knowledge of the phases and areas of the project as well as key deliverables.

Milestone ScheduleProject milestone objective (target) dates are determined during the development of the projectconceptual basis and are presented in this schedule. The milestone schedule can be either in a tabular ortime scaled graphic format. This type of schedule normally contains only milestone events and is used totrack major milestones for planning purposes or to monitor those milestones during execution phases.The value of this schedule is to coordinate other affected projects and tasks as well as to give an at-a-glance view of milestone completion goals and progress.

Project Level ScheduleThe project level schedule is an activity and deliverable-centered schedule. Typically consisting of themajor project phases and features of work, the project level schedule integrates the project’s engineering,procurement and construction activities in time scaled network logic or bar charts. The CPM scheduling

technique is used to develop the project level schedule and the project critical path can be identified. Thisschedule typically does provide some level of separation of work packages and can be used to monitorwork package progress. The value of this schedule is to provide specific project delivery dates as well asshow a detailed view of the integration of the different work packages and stakeholder commitments.

Project Control ScheduleThe project control schedule is the detailed CPM schedule indicating the planned sequence to performthe work. The project control schedule clearly shows work by responsibility and is usually presented inbar chart or tabular format. The construction phase schedule indicates the planned sequence to performthe work, requirements for manpower and equipment, access and work space limitations, and reflectactivities of subcontractors, equipment vendors and suppliers. Project control schedules include activitiesfor key design documents to/from design consultants, subcontractors and key vendors, preparation ofdesign calculations, construction and pre-commissioning documents, drawings, materials, and

commissioning interface (by others) activities. Each of the responsible project participants is responsibleto maintain and status the performance of their work activities. The project control schedule must includethe entire project scope of work, identify interfaces and potential impacts to other contractors, operationsand maintenance shutdowns, delays and disruptions, and is to be used for progress and performancemeasurement. This schedule is also used for analysis and what-if scenarios to determination theramifications of delay events or project management decisions on the completion dates. The value of thisschedule is to provide the regular monitoring and planning needs on the project along with establishingthe basic model to be used for analysis.


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Look ahead ScheduleThe project master CPM schedule can produce a detailed look-ahead schedule in bar chart formatshowing activities for a period of time less than the total project duration. The look-ahead schedulehighlights the near term priorities for each of the project team participants and is periodically reviewed atsite meetings so responsibilities can be confirmed, actual dates and progress assigned, and potential

conflicts and interferences prevented.

The look-ahead schedule would be developed with the relevant superintendent and field engineers foreach trade or craft discipline and ultimately would integrate all of the crafts work schedules. A combinedlook-ahead schedule includes the past period actual or as-built performance as the first of a four-periodschedule with the three-period look-ahead period. Routinely, look-ahead time periods are anywhere fromtwo or three-weeks up to 90-days. Turn-around schedule activities used for refineries and processproduction plants outages are usually much more detailed and, thus, cover a shorter look-ahead timeperiod. Turn-around schedule activities are measured in minutes or hours rather than days. The value ofthis schedule is to allow the on-site management and staff to plan and monitor daily work at the detaillevel necessary to coordinate production for each trade and specialty.

Task Lists

To manage daily work activities and provide the craft or crews with the proper tools and equipment whenneeded, individual or crew task checklists are often developed. These are non-CPM task or work lists thatallow a project team to plan and document their work on a more detailed basis.

Supporting Data An additional level of non-CPM detail would be project-supporting data that is usually compiled inspreadsheets or databases. These would be schedule narratives, project submittal registers, requests forinformation, punch lists, analysis reports, and similar collections of data that contain time-sensitivecomponents.

REFERENCES

1. AACE International Recommended Practice 10S-90, Cost Engineering Terminology , AACEInternational, Morgantown, WV, (latest revision).

2. Hollmann, John K., PE CCE, Editor, Total Cost Management Framework: An Integrated Approach toPortfolio, Program and Project Management , AACE International, Morgantown, WV, 2006.

3. Amos, Dr. Scott J., PE, Editor, Skills & Knowledge of Cost Engineering, 5 th Edition, AACE

International, Morgantown, WV, 2004.4. Construction Industry Institute (CII) Publication 6-5 (September 1987), Project Control for

Construction, Reviewed by CII June 23, 2004, Construction Industry Institute, Austin, TX, 20045. Humphreys, Kenneth K., PE CCE, Editor, Jelen’s Cost and Optimization Engineering, 3

rd Edition,

McGraw-Hill, New York, NY, 19916. Lewis, James P., Project Planning, Scheduling and Control, 3

rd Edition, McGraw-Hill, New York, NY,

2006.7. O’Brien, James J., Plotnick, Fredric L., CPM in Construction Management, 6

th Edition, McGraw-Hill,

New York, NY, 2006

8. AACE International Planning & Scheduling Committee Forum message exchange, November 2007,www.aacei.org/forums.

9. Stephenson, H. Lance, CCC, Schedule Management: Schedule Classifications vs. Levels, AACEInternational Transactions, AACE International, Morgantown, WV, 2007.

10. Woolf, Murray B., FASTER Construction Projects with CPM Scheduling , McGraw-Hill, New York, NY,2007.


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CONTRIBUTORS

Edward E. Douglas III, CCC, PSP (Author)Christopher W. Carson, PSPRicardo Garcia da Roza

Paul E. Harris, CCEJohn K. Hollmann, PE CCE CEPDonald F. McDonald, Jr. PE CCE PSPStephen E. Mueller, CCC EVPMichael R. Nosbisch, CCC PSP

Anthonius Pramudhito Arash Ranjbaran, PSPDr. Randy R. Rapp, PE CCEH. Lance Stephenson, CCCRonald M. Winter, PSP

Documents

Schedule Levels of Details - As Applied in Engineering, Procurement & Construction