Schedule Training 101 WELCOME - PowerPoint Presentation

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Schedule Training 101

WELCOME

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Schedule Training 101

COMPANY UPDATE

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Schedule Training 101

LEGAL IMPLICATIONS

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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.

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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.

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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 3

rd

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

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IMPACTS OF COST

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IMPACTS OF INCREASED SCOPE

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Schedule Training 101

SURVEY RESULTS

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Schedule Training 101

TERMINOLOGY

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EXERCISE…

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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)

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Schedule Training 101

PROJECT PLANNING

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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

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REVIEW OWNER CONTRACT

Substantial Completion

Final Completion

Early/Phased Turnover

Coordination of Owner Items

Work Days / Hours

Holidays

Anticipated Weather Days

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REVIEW CONTRACT DOCUMENTS

Building Areas

Floors

Levels

Elevations

What’s consistent? - Take Note

What’s unique? - Take Note

Site Logistics / Phasing

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DETERMINE MILESTONES

Owner Milestones

Design Milestones

Other Milestones

Construction

Progress Milestones:

Foundation Complete

Structure Top-Out

Dry In

Air On

Substantial Completion

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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.

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Schedule Training 101

SCHEDULE DEVELOPMENT

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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

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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.

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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

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task duration estimates

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.

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Task durations

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.

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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

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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

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MS Project setup

Click on

Project,

Change Working Time

, populate Nonworking days as per the Owner Contract.

Click

OK

Click Save

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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

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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

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Example sequence

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Example sequence

Task, Duration, and Predecessor Information for Exterior Sequence”

TASK

DESCRIPTION

PREDECESSORS

DURATION

WELD/DECK/DETAIL

-

5

FRAME/SHEATH

EXTERIOR PARTITIONS 1

5

INSTALL

AIR BARRIER

2

2

INSTALL BRICK

3 1

0

INSTALL

THIN STONE

4

5

INSTALL

HORIZONTAL SIDING

5

5

INSTALL EIFS

6

5

INSTALL

ALUMINUM, GLASS, & GLAZING

7 5

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Example sequence

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Task relationships

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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?

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Schedule Training 101

BASELINE

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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.

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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.

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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.

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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.

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Schedule Training 101

UPDATING

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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

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Ms Project update

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Pull planning 101

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What is Pull planning?

A tool

that strengthens our current scheduling process by helping manage risk through detailed collaborative planning and continuous improvement.

A method

of 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.

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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

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Who does it?

Hausmann Construction

Superintendents leads the process, typically with help from assistant super(s), PM, or PE

Trades

Project Manager typically focuses on big picture and has authority to make commitments

Foreman and/or Superintendent is responsible for day-to-day schedule management and provides accurate production rates and manpower to ensure commitments are realistic

Design Team and Owner

Ideally present during phase planning, kept up to date on a regular basis (OAC meeting)

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How does it work?

Develop milestone plan with HCI project team

Develop

phase plan

(activities and sequence of work) as subcontractors are brought on board

Transfer phase plan activities to Microsoft Project or other scheduling program as needed/required

Develop

weekly work plan

(look-aheads) from phase plan

Hold 15-minute huddle with foremen each morning to review activities from yesterday and today

Hold weekly foreman’s meeting to review and update the weekly work plan

Update

Microsoft Project

schedule (weekly/bi-weekly) following weekly foremen meeting

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Milestone plan

Develop milestone plan with HCI project team

Develop

phase plan

(activities and sequence of work) as subcontractors are brought on board

Transfer phase plan activities to Microsoft Project or other scheduling program as needed/required

Develop

weekly work plan

(look-aheads) from phase plan

Hold 15-minute huddle with foremen each morning to review activities from yesterday and today

Hold weekly foreman’s meeting to review and update the weekly work plan

Update

Microsoft Project

schedule (weekly/bi-weekly) following weekly superintendents meeting

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Milestone sticky note

Milestone

Target / critical date

# durations

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Phase plan

Identifies all tasks that must be completed to enable a milestone to be met

Tasks organized on boards identifying the flow of work from week-to-week

Used to build or validate / update the Microsoft Project schedule

Each phase plan typically represents a 3-6 month period

The boards: one column = one week

Task durations limited to 5-15 days (no float / contingency!)

Developed and maintained collaboratively by HCI and trades

Revisited regularly, updated as needed

Trade foremen and project managers required to attend the phase plan sessions

Examples: Top-out, dry-in, lobby finishes, commissioning, etc.

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Phase plan sticky

Task & area

Predecessor

Duration (days)

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Weekly work plan

Breaks down 5-15 day phase plan activities into one day tasks

Each board represents one week, each column represents one day

Developed and updated collaboratively once a week at foreman’s meeting

Reviewed (not modified) daily with foreman each morning (15 minute huddle)

Weekly updates used to inform / update

the Microsoft Project schedule

Must be regularly compared to phase plan / Microsoft Project schedule

to ensure dates and milestones are being met

Trade foremen required, project managers welcome to join weekly update meetings

Examples: Form pier caps 1-5, rebar for pier caps 1-5, pour concrete for pier caps 1-5

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Weekly work plan sticky

Task & area

Predecessor

Crew size

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Root-cause analysis

Why

didn’t we finish that activity?

The material wasn’t delivered.

Why

wasn’t material delivered?

We were waiting on shop drawings.

Why

were we waiting on shop drawings?

Because the manufacturing detail had not been secured.

Why

not?

We changed manufacturers three weeks ago.

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Team meetings

Milestone planning meeting

:

HCI project team

Project scope overview

Review project milestones

Review / define the phases of work

Phase planning meeting

:

HCI and applicable trades

General process overview

Review milestones

Develop phase plan – (particular phase identified prior to meeting)

Weekly work plan meeting

:

HCI and applicable trades

Review applicable phase plan(s)

Break down phase plan tasks into one day activities