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the 1st thing that you have to do is to determine who caused the originial schedule to slip or who forced

the need for a recovey schedule. Questions that you need to ask is who is responsible for the slippage,

who is going to pay for the recovery, how much time do you need to recover.

you have two options you can either fast track the schedule or you can crash the schedule

1. Fast Tracking the schedule means to Revise the logic and do thing concurrently or in parallel which

means that your manpower peak will be higher but it will be the same number of man-hours except for

additional supervision.

A good rule of thumb is that sequential activities can sometimes be fast-tracked by up to 33%. In other

words, if you're fast-tracking, you can start the second of two sequential activities when the first activity

is 66% complete. So when you are 66% complete with the first conduit activity you can start the wire

pulling activity.

2. Crashing the schedule means to reduce your durations but you will have to increase your man-hours

because you need more men to do it in a shorter amount of time. You would shorten the duration of the

activities on the critical path by throwing additional resources to the critical path without necessarily

getting the highest level of efficiency. You might have to do several iterations because you crash one

critical path then something else becomes critical. You will have increased cost with this option

31 Jan 2012 03:43

1. Detach the baseline plan

2. copy the prevuious updated schedule and rename it

(NO DO NOT DEPROGRESS ANYTHING)

3. attach the baseline to the coped schedule4. recored the actual starts remaing durations and or finish dates for all activities that have

happend since the PREVUOIS update.5. Press F9 move the data date to the end of the month or the ne dof that reporting period.

6. Analyze your results.

what about the baseline ? Its is the latest update that you will be recovering from not the baseline.

recover plan steps

1. Determine who was at fault for the slippage in the schedule

2. Reduce durations of activities on the critical path

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3. Change the logic see what items can be done currently as opposed to sequentially

4. Determine the costs for accelerating the work

recovery plan is necessary when you fall behind schedule. Lets say the last update is -20 working days

behind schedule so to create a recovery plan.

1. take the last update it that is -20 days and copy it.

2. reduce durations of activities that are on the critical path. Also see change the logic to do things

concurrentyl as opposed to sequentially.

3. You may have to do steps 1 & 2 several times to get the float back to 0.

4. This will also increase the manpower required the total manours may stay the same but instead of

buildng up a nice crew flow in a S shaped curve you may have peakes and valleys.

As I said in my first step was to determine who was responsible for the delay.

once you know this you know how to proceede.

1. If the delay is due to the client 1st you must prove that there is a delay and the magnitude of the

delay. You have to determine how many days were delayed and due to what ? Change conditions,

added scope etc.

2. If I was the owner I would ask of the -80 days how much an I responisble for and how much are you

responsible for ? Is there an concurrent delay situation here ? If so what are the appropriateproportions.

3. Lets say all of it is the clients delay. Now there are several options.

a. option #1 let the project slip 80 days the owner my have 80 days of float in his program that you do

not know of. If he chooses to let the project complete 80 days than originall scheduled he will owe yuo

additional compensation for extended general conditions, any materail escalation or labor rate increases

during the 80 days period.

b . Option #2 is to request that you provide a recovery schedule to revover the 80 days that was lost. In

this case he will owe you compensation for additional supervision, additional equipment, additional

handtools, overtime differential costs, expedition of and material costs, possible inefficency cost for the

stacking of trades.

4. You will have to come up with a realistic solution on how you plan to revover the 80 days. Reduce

durations, change logic etc. get the float back to at least zero.

5. You will also have to come up with the assoicated cost to implement the recovery schedule.

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6. Then you must get all stake holders to agree the plan, this inclused owner, subcontractors, material

suppliers and field personnel.

7. Get approval of the recovery schedule.

8. Copy the approved schedule and make this your new baseline

9. Implement the recovery schedule and begin to progress it.

10. If you are delayed again repeate steps 1 thru 9