Efficient CPM Network for Balanced Work Planning and Change Management

1. Schedule Training 101 WELCOME

2. Schedule Training 101 COMPANY UPDATE

3. Schedule Training 101 LEGAL IMPLICATIONS

4. ACTIVITY MANAGEMENT The CPM network is used to model and communicate an efficient and balanced work plan that considers the conflicting cost, time, resource, risk and quality requirements with the project stakeholders. Stakeholders include the owner, field forces, subcontractors, suppliers, upper management, field management, and others.

5. CHANGE MANAGEMENT All significant construction projects experience changes. Changes occur in many forms – oral or written, direct or indirect, and externally or internally initiated. Changes may require expanding the scope of may allow shrinking it. If a change to the plan occurs, often one or more of the conflicting requirements must be adjusted, and balanced against the rest. Project Management techniques can help quantify the effect of added scope. The construction contract should identify which party will bear the burden of the additional cost, time, and resource adjustments. Communicating the analysis to the project stakeholders is a primary responsibility of the effective project manager.

6. CHANGE MANAGEMENT An Error or Omission Errors or omissions in scope definition of the intended deliverable(s) can become evident as change directives or excessive design clarifications are issued. Unforeseen Events Unforeseen events can include: inclement weather, differing site conditions (contaminated soils, harder or softer conditions, higher than anticipated ground water), unforeseen utility conflicts, additional 3rd party review, strikes, labor shortages, and material shortages. General Contractor Performance Issues General contractors can have procurement, administrative, field management coordination and performance problems. Subcontractor Performance Issues Subcontractors can also have procurement, administrative, field management coordination and performance problems. Program Changes The end user of the deliverable(s) may direct requirement change

7. IMPACTS OF COST

8. IMPACTS OF INCREASED SCOPE

9. Schedule Training 101 SURVEY RESULTS

15. Schedule Training 101 TERMINOLOGY

16. EXERCISE…

17. Terms to Know • Baseline Schedule • Fragnet • Constraint • Critical Path • Predecessor • Milestone • Constructability • Notice To Proceed • Substantial Completion • Successor • Task or Activity • Float or Slack • Early Activity Start (ES) • Early Activity Finish (EF) • Late Activity Finish (LF) • Late Activity Start (LS)

18. Schedule Training 101 PROJECT PLANNING

19. Ted Time….. “Failing to plan is planning to fail”by J. Hinze, Construction Planning and Scheduling Planning: “what” is going to be done, “how”, “where”, by “whom”, and “when” for effective monitoring and control of complex projects

20. REVIEW OWNER CONTRACT • Substantial Completion • Final Completion • Early/Phased Turnover • Coordination of Owner Items • Work Days / Hours • Holidays • Anticipated Weather Days

21. REVIEW CONTRACT DOCUMENTS • Building Areas • Floors • Levels • Elevations • What’s consistent? - Take Note • What’s unique? - Take Note • Site Logistics / Phasing

22. DETERMINE MILESTONES • Owner Milestones • Design Milestones • Other Milestones • Construction Progress Milestones: • Foundation Complete • Structure Top-Out • Dry In • Air On • Substantial Completion

23. DETERMINE phases • Milestones • Change Management • Preconstruction • Procurement • Sitework & Utilities • Footings & Foundations • Structure • Interior Buildout • Building Envelope • Landscape / Site Improvements • Testing & Commissioning • Closeout Consider this the table of contents; how the schedule will be laid out. Similar to the chapters of a book.

24. Schedule Training 101 SCHEDULE DEVELOPMENT

25. scheduling “it’s about time”by J. Hinze, Construction Planning and Scheduling Scheduling: “what” will be done, and “who” will be working relative timing of tasks & time frames a concise description of the plan

26. ACTVITY OR TASK DESCRIPTION • CLEAR • CONCISE • SPECIFIC • Each task should be unique and describe the work being performed. • Each task should be able to stand alone and still convey what and where the work is being performed.

27. ACTVITY OR TASK DESCRIPTION • BAD: Walls • BETTER: Frame Walls • GOOD: Frame Level 1 Walls • BEST: Frame Level 1 Area B Walls • Example: L1B – Frame Interior Walls

28. Two general rules when estimating task durations: • Overall project duration often correlates to task duration; long projects tend to have tasks with longer durations than do tasks in short projects. • You should measure task durations at the lowest level of detail that is important to you, but no lower. • Good sources of task duration estimates include: • Historical information from previous, similar projects. • Estimates from the people who will complete the tasks. • Colleagues who have managed similar projects. • RS Means and similar publications. task duration estimates

29. Because inaccurate task duration estimates are a major source of risk in any project, making good estimates is well worth the effort expended. • 8/80 rule: This rule suggests that task durations between 8 hours (or one day) and 80 hours (10 working days, or two weeks) are generally sized about right. • Tasks shorter than one day might be too granular, and tasks longer than two weeks might be too long to manage properly. Task durations

30. MS Project setup • Select File, Options, click on “Schedule”tab • For Calendar options for this project: “Select “All New Projects” • For Scheduling options for this project: select “All New Projects” • For New Tasks Created: select “Auto Scheduled” • For Duration is entered in: select “days” • For default task type: select “fixed duration” • Make sure New tasks are effort driven is NOT checked • Click OK when finished

31. MS Project setup • Click on Project, Project Information, select 06/17/16 as the Start date, click OK • Click on Save as, type in project name such as TRAINING_101, click OK • Your project is saved as TRAINING_101.mpp

32. MS Project setup • Click on Project, Change Working Time, populate Nonworking days as per the Owner Contract. • Click OK • Click Save

33. Entering task information • Default view, Entry table on left, Gantt Chart on right • You can delete the two left-most columns, “i” and “task mode” by highlighting these columns and pressing the “delete” key (not needed by us) • Task numbers now in left-most column • Enter task name and duration in their field • The default is weeks or “d” • “d” for days and “h” for hours can be used • Enter predecessor task number(s) in the “Predecessors” field • MS Project automatically gives start and finish dates based on critical path analysis

34. Entering task information • Default view, Entry table on left, Gantt Chart on right • You can delete the two left-most columns, “i” and “task mode” by highlighting these columns and pressing the “delete” key (not needed by us) • Task numbers now in left-most column • Enter task name and duration in their field • The default is weeks or “d” • “d” for days and “h” for hours can be used • Enter predecessor task number(s) in the “Predecessors” field • MS Project automatically gives start and finish dates based on critical path analysis

35. Example sequence

36. Example sequence Task, Duration, and Predecessor Information for Exterior Sequence” TASKDESCRIPTIONPREDECESSORSDURATION WELD/DECK/DETAIL - 5 FRAME/SHEATH EXTERIOR PARTITIONS 1 5 INSTALL AIR BARRIER 2 2 INSTALL BRICK 3 10 INSTALL THIN STONE 4 5 INSTALL HORIZONTAL SIDING 5 5 INSTALL EIFS 6 5 INSTALL ALUMINUM, GLASS, & GLAZING 7 5

37. Example sequence

38. Task relationships

39. Task relationships • Set up Schedule Phases • Set up Milestones • Populate Resource Sheet • Develop Schedule Activities and Logic - Assign Resources at this time. • Tie Logic between the Phases; i.e., Exterior Envelope elements to the Interior Finishes, and Air-On to Interior Finishes. • Tie Logic between like Resources, i.e., *Crew Flow the Schedule. • Tie Milestones to appropriate schedule driving activities; i.e., last structure erection activity to “Top-Out” Milestone. • Sort project by Resource and distribute to for review and buy-in on sequence and durations. • Take a break and review the story being told from a 20K foot level. Are there any glaring errors with sequence, i.e., are we installing drywall before the roof is complete?

40. Schedule Training 101 BASELINE

41. WHAT IS A BASELINE? The baseline of a task is a record of the task's Plan Start and Plan Finish dates prior to any changes being made to those dates. The original schedule created at the beginning of the project against which the project’s progress is measured. The baseline schedule is the set of all task baselines. Maintaining a baseline schedule provides a record of the original schedule and provides data needed to understand deviations from, AND impacts imposed on the original plan.

42. Why establish a BASELINE? • Setting a baseline is important for tracking and reporting. • It is equally important to enter each tasks Actual Start and Finish dates, particularly if different than the Baseline dates. • In the figure below I have modified a table to show the Baseline, Actual and current Start and Finish dates. • The Baseline has been set but Actual dates have not been entered.

43. Why establish a BASELINE? • At this point entering any percentage of schedule or work completion will copy the current Start date to the Actual Start. • The assumption is that if an Actual Start was not entered the task started on schedule. See the figure below.

44. Why establish a BASELINE? • Since tasks can be started earlier or later than planned the Actual Start must be entered to model reality. • The next figure illustrates the task starting a few days later than planned.

45. Schedule Training 101 UPDATING

46. Ms Project update • Enter Actual Start and Actual Finish throughout given time period between updates – typically a monthly cycle. • Save progress through the end of the period to the shared drive. • Save-As a new file, updating the file name to reflect the new data date. • Open new file. • Under Project Tab, find “Update Project” • Select “Reschedule uncompleted work to start after” and enter the new Data Date • Click OK

47. Ms Project update

48. Pull planning 101

49. What is Pull planning? • A toolthat strengthens our current scheduling process by helping manage risk through detailed collaborative planning and continuous improvement. • A methodof planning where the flow of activities and information are based on the request (pull) of downstream work. • A means to ensure active involvement from all project stakeholders.

50. Why is it used? • Creates a more predictable work flow through collaboration and public commitments • Provides clear picture of the flow of work, handoffs, constraints, etc. • Ensures trade expertise is leveraged • Enables collective understanding • Drives quality and safety through increased accountability and awareness • Brings consistency to our planning process • Helps to eliminate rework • Removes contingency and waste