Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: TUE 8:00-9:00/Salon B
Abstract: Too many projects start without approved schedules, and sometimes the schedules are never approved. This raises risks to both the contractor and the owner. However, if the risks of approving the schedule are higher than the risks and benefits to the project of approving that schedule, the schedule should be rejected. In the case of rejection, knowing what to do and how to deal with a project that does not have an approved schedule in place can be very important to the success of the project and protection of the two party’s interests. This paper addresses the very difficult choices when a schedule is submitted that is substandard and should not be approved.
Audience Focus: Intermediate
Application Type:
Time/Location: WED 9:45-10:45/Salon B
Abstract: The industry standard is rapidly moving towards use of enterprise scheduling and away from local computer stand-alone scheduling. Stand-alone scheduling has been around for years, and most schedulers are proficient with their software brand, but are they being left behind with the emphasis on enterprise scheduling and web-based schedule software packages? Should scheduling focus on the success of individual projects, or on central reporting and the management of resources across the enterprise? There are benefits and disadvantages to each, but which really is the better choice?
This paper will first discuss the benefits of a stand-alone system for project and forensic scheduling. It will then move to the benefits of an enterprise system for project and forensic scheduling. The benefits are solely mentioned with direct intention to assist in identification of the positive aspects of both systems.
Abstract: Our pipeline operations group executes approximately 100 maintenance projects per year. To better plan activities and allocate resources for these projects, an enterprise schedule was needed. Projects consist of two major phases: design and construction and range in cost from $50k to $17M. The organization performs the surveying, engineering design, drafting, major procurement, land and natural resources permitting, preconstruction activities and is responsible for creating and maintaining this portion of the project. Construction activities are out-sourced and contractors are responsible for creating and maintaining the construction schedule within the contractual terms and conditions and are monitored by the company. These construction schedules are also incorporated into the enterprise schedule as they are developed. This paper will discuss the process used to develop an enterprise schedule and how this schedule is used to manage a portfolio of maintenance projects.
(PS-1086) Schedule Compression Warning Tools
Primary Author: Mr Peter A. Jackson MedImmune
Co-author(s): Mr Aaron M Vernon MedImmune; Mr Christopher P Caddell PE CCE Turner & Townsend
Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: MON 10:00-11:00/Salon B
Abstract: In many projects, the start and finish of activities occurs later than the as-planned timing, while at the same time, the forecasted completion date does not change. This schedule compression can cause significant problems towards the end of the project as an excessive proportion of activities become critical or near critical, placing an unrealistic demand on resources. This paper discusses several tools that can be used as early indicators of schedule compression on the project. The milestone wave chart presents forecast tracking of multiple milestones over the life of the project to reflect work slippage. The float consumption tracking chart indicates how average float values are trending versus the original baseline curve. The % activities near critical chart tracks how many activities are within a certain range of the critical path. These tools can help the project team identify schedule compression early and manage it to minimize problems as the project progresses.
Abstract: Quite often project planning is developed during the execution phase for the next part of the project activities which deprives the team of informing the up-stream activities of the information that would be required by the down-stream activities. This behavior results in information not collected during execution to inform next step activities. To this end, the formulation and definition of proper project execution plans throughout the project lifecycle are vital to ensure that all requirements throughout the lifecycle are collected, considered and accommodated in the program, processes, procedures and the schedules. Regardless of the implementation model, the strategic planning forms a critical part of successful project execution. For purpose of this discussion, a process plant project is taken as an example.
Audience Focus: Advanced
Application Type:
Time/Location: MON 5:00-6:00/Salon B
Abstract: Delays are unavoidable caveats that most construction projects face. Some unfortunate projects experience extensive delays that cause the schedule to slip well beyond the baseline completion date and there is no realistic chance of completing the project on-time. For these unfortunate projects, the schedule is often revamped in conjecture with one or multiple schedule acceleration strategies to create a recovery schedule in order to minimize the effects of the delays which often affix liquidated damages. Accelerating the schedule inevitably increases the risk to the project; although, there are alternative measures that can be taken to ensure the recovery schedule has the highest probability of success. Resource loading can provide realistic duration analysis, resource limits, and productivity factors. By integrating the information extracted through the resource-loading process, the recovery schedule becomes more precise. This article describes the use of resource-loading (labor hours) for a recovery schedule in order to minimize the risk to the project while significantly increasing the chances of successfully achieving the completion date.
Abstract: Many of us generate, maintain and easily understand our own complex schedules but face perhaps the greater challenge of clearly communicating to our clients and top management the impacts on those schedules of weather delays, scope changes, recovery plans, resource issues, risks realized—the list of challenges is seemingly endless. While MS Project and Primavera are excellent planning and analysis tools, their graphics are not designed for maximum impact and summary level clarity. There are tools available to solve this dilemma. This paper will provide examples from the aerospace and defense industry of how we have been able to use enhanced graphics capabilities to communicate accurate and timely schedule status to the project team, upper management and customers.
Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: WED 8:00-9:00/Salon B
Abstract: An Oracle/Primavera P6™ Scheduler is required to know much more than just how to schedule; he or she must plan, maintain, and repair the database. P6 software is best suited to large corporations with a dedicated, trained IT support staff. The P6 administrator’s manual is clearly written to communicate with these people who only need to be told what to do, not how to do it. What is missing is the detailed instructions needed by the P6 stand-alone scheduler who does not have an IT support staff.
This paper explains what a database server is and the basics of what a P6 stand-alone user needs to know to keep their CPM scheduling platform up and running. It covers database types, checking the database size, backing-up your schedules and database, differences between databases, creating a second database, and configuring a database. We will attempt to describe these issues and solutions for both Oracle Express as well as MS SQL Express database servers. Issues solely involving P6 installations running the full-blown database servers with trained IT personnel will not be covered in this paper.
Other than providing customer service for registered users of his P6 add-on software, the author does not commercially provide services described in this paper and is in no way commercially affiliated with companies that do so.
Audience Focus: Basic
Application Type: Experience-Based
Time/Location: MON 3:45-4:45/Salon B
Abstract: Five different EPC schedules, from executive to task level, have been defined and are being used in different types of projects. Still, there are no examples to address the exact definition of each schedule level and make it more understandable. In the planning and scheduling world, everyone has their own understanding of how to define and prepare certain schedule levels from different levels of available details. The challenge is to prepare higher schedule levels from lower levels by utilizing Primavera as the scheduling software of choice. In order to create different schedule levels, using level of effort (LOE) activities in a pre-built WBS structure is discussed in detail.
(PS-841) The Law of Schedules
Primary Author: Mr John C Livengood CFCC PSP ARCADIS
Co-author(s): Mr Patrick M Kelly PSP ARCADIS-US
Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: TUE 11:00-12:00/Salon B
Abstract: Construction managers, program managers, contractors, owners, and planning and scheduling professionals in the construction industry work with schedules every day. Yet what do they know about the legal import of a schedule’s creation, approval, acceptance, management, modification and updating? Further questions include: Do you need to have a schedule? Will a PDF barchart of your P6 schedule meet the CPM schedule requirement? Do more detailed schedules change the legal landscape? Do approvals/acceptances make a difference? Is having a baseline important? If you want to finish early, what are the requirements? Do contractors have to coordinate with their subcontractors in order to have a legally sufficient schedule? What role do schedules play in the legal determination of negligent management? This paper reviews historic and recent case law on these issues as well as proposes resolutions for topics not yet addressed by the courts.
Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: MON 2:00-3:00/Salon B
Abstract: Some industries have a distinctly different approach for schedule development, management, maintenance and overall planning processes. While all industries have a common goal of an on-time, under cost, and properly functioning end product, different industries get to their end goal in their own unique ways. This paper will specifically review how the aerospace industry and the construction industry address the common planning and scheduling issues that all projects face. We’ll compare and contrast these two industries practices, including benefits and drawbacks, in the areas of:
Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: MON 11:15-12:15/Salon B
Abstract: All efforts spent developing a baseline schedule can be wasted unless progress is monitored and changes to work are reflected in periodic schedule updates. A periodic schedule update consists of two distinct processes, first updating for achieved progress and second incorporating changes to work and their impact to critical and near critical paths. Changes must be evaluated separately and consistently to allow project stakeholders the opportunity to mitigate impacts of change. Failure to implement change management as a separate process often reduces the effectiveness of the schedule as a real-time management tool.
This paper focuses on schedule change management practices that can be efficiently applied to any project whether a 10 million design-bid-build or a multi-billion dollar public private partnership. Various tools and techniques for measuring the impacts of change to critical and near critical paths will be introduced.
Audience Focus: Intermediate
Application Type: Experience-Based
Time/Location: TUE 2:00-3:00/Salon B
Abstract: Project schedules are under continuous pressure to be performed faster in order to secure competitive advantage, improve operating margins and reduce time to production. When establishing a business case, it is imperative to ensure that targets are set early and in a manner that is consistent with the business case strategy. Early target setting will maximize the potential to influence the project results.
Project control plays a key role in establishing and following up the basis to be used for target setting. The method for setting and following up schedule targets will be described making reference to relevant business portfolio strategies and taking into account information available in the relevant project phases, in accordance with the project development model.
This paper will describe the process and methods being employed to:
Evaluate and utilize industry benchmarks in order to challenge historical practices
Introduce target setting as a method to increase schedule aggressiveness and improve project performance
Implement key performance indicators to monitor project schedule performance
Audience Focus: Basic
Application Type: Experience-Based
Time/Location: TUE 9:45-10:45/Salon B
Abstract: Effective construction project planning begins and ends with the efforts of the project team. How well the project team develops the project plan will contribute to the on time success or failure of the project.
The AACE Planning & Scheduling Subcommittee has developed a recommended practice (RP) for "Project Planning – As Applied in Engineering and Construction for Capital Projects" intended to provide guidance to the project team for effective project planning. This RP’s guidance will assist the project team in preparing a realistic project plan and schedule for time management and successful completion of the project.
The focus of this presentation will be on the important planning inputs and expected planning outputs that are described in the recommended practice. This presentation will also discuss some the reasons that projects did not complete as planned and possible planning actions that could have mitigated these time impacts.
Audience Focus: Basic
Application Type: Experience-Based
Time/Location: TUE 3:45-4:45/Salon B
Abstract: A comprehensive schedule must take into consideration resource capacity planning. Many contract documents require the schedule to be cost and/or resource loaded. If the contract documents require the use of Primavera P6™, it is important for the beginner scheduler to know how to effectively load and plan resource hours/units and understand the myriad of options within the P6™ resource utility.
Primavera P6™ contains several features that assist in establishing a well-defined resource plan while efficiently managing resource allocations. However, a new or in-experienced user would be overwhelmed in the attempt to grasp these features defined at various levels of the project and overall enterprise organization without proper instruction.
This paper will focus on the authors’ experiences and their lessons learned regarding the use of P6™ in the resource planning process as they apply to the planning and scheduling development process. The scheduler should be able to apply the Lessons Learned outlined in this paper to develop effective resource plans that meet their organizational requirements and their project contractual obligations.
Primary Author: Mr Charlie Jackson PSP Hill International, Inc.
