Audience Focus: Intermediate
Application Type: Application
Time/Room: WED 8:00-9:00/Wilson B
Abstract: Mash-ups aren’t just for the young – Schedule Forensic Experts and Schedulers are beginning to see the value in combining two different schedule updates into a third that is a logical combination of the two. AACE Recommend Practice 29R-03 already recognizes the Half-Step Schedule. This schedule ‘mask-up’ will be presented along with an entire taxonomy of schedule ‘stages’ that eventually lead to a complete update. Understanding the stages helps schedule analysts to isolate and define the cause based upon the symptom.
This paper will also introduce Half-Step’s ‘Evil Twin’; the Zero-Step Schedule. Instead of ‘removing’ the Update Schedule’s logic changes as the Half-Step process prescribes, why not just add those logic changes to the Target Schedule and create a Zero-Step Schedule? A Zero-Step Schedule would include no new status, just the updated means and methods of the future plan. Instead of a What-If Schedule, why not consider a What-Was Schedule? The results can be startling. This brand-new concept may change the way you perform schedule analysis. (PS-1263) Background, Method and Application of the “T-Week” Scheduling Process
Primary Author: Mr Jared M. Neumeier PSP Battelle Energy Alliance
Audience Focus: Basic
Application Type: Application
Time/Room: SUN 2:45-3:45/Wilson B
Abstract: All across the United States there are large, aging, government funded operating facilities where maintaining the structures in operating order is critical to their success; a success that requires significant integrated scheduling effort to achieve. A legacy problem for these facilities, that are heavily controlled by red tape and reporting regulations, is creating approved work package for maintenance personnel that maximizes "wrench time" and minimizes time lost in work package fixes and coordination that should occur long before valuable resources waste significant work time. The “T-week scheduling method” was devised in 2004 by the Energy Facility Contractors Group (EFCOG) as an integrated response to address the issue. This method is a structured approach to scheduling maintenance and forces structure and ownership into the scheduling process long before work package are expected to be released. This paper describes the background, the method and some potential real world applications of the T-week process, specifically, how its core principles may be applied to other forms of scheduling and project management. (PS-1264) Creating Half-Step Schedules using P6’s Update Baseline Utility Primary Author: Ms Hannah E Schumacher PSP FDI Planning Consultants
Co-author(s): Mr Ronald M Winter PSP Ron Winter Consulting LLC
Audience Focus: Intermediate
Application Type: Application
Time/Room: SUN 1:30-2:30/Wilson B
Abstract: Have you ever faced the challenge of reviewing a monthly schedule update that includes both progress updates and non-progress revisions? To effectively evaluate potential schedule impacts, a schedule reviewer needs to separate the progress updates from the non-progress revisions. Primavera P6™ software contains several features that can assist in the review and analysis of project schedules; it allows the Scheduler to save copies of project schedules as “Baselines”. These Baseline schedules can also be updated using the “Update Baseline” utility. In this paper, the authors’ explore the Update Baseline feature, the myriad of options available, and how it can be used to review and analyze project schedules. (PS-1290) Lessons Learned: P6™ Resource Updating for the Beginner Primary Author: Mr Charlie Jackson PSP Hill International, Inc.
Co-author(s): Ms Hannah E Schumacher PSP FDI Planning Consultants
Audience Focus: Intermediate
Application Type: Application
Time/Room: MON 10:00-11:00/Wilson B
Abstract: Many contract documents require the project schedule to be cost and/or resource loaded. If the contract documents require the use of Primavera P6™, it is important for the scheduler to understand the myriad of options within the P6 resource management utility and how these options affect the updating process.
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 may be overwhelmed in the attempt to grasp these features defined at various levels of the project and overall enterprise organization without proper instruction.
This session is a follow-up to the authors’ AACE 2012 paper titled “PS-962 Lessons Learned – P6™ Resource Planning for the Beginner”[1] and will focus on the authors’ experiences and their lessons learned regarding the use of P6 in the resource updating process. The scheduler should be able to apply the “lessons learned” outlined in this paper to effectively and efficiently update their cost and/or resource loaded schedules to meet their organizational requirements and project contractual obligations. (PS-1347) Staying out of Legal Trouble through Effective Schedule Practice
Primary Author: Mr Michael Andersen UCX Consulting
Audience Focus: Intermediate
Application Type: Research
Time/Room: SUN 4:30-5:30/Wilson B
Abstract: The schedule is an important tool for forecasting and analysing the temporal aspect of a project. Where a project is delivered in part by various subcontractors, multiple schedules abound with the likelihood that they are not integrated into a master schedule. Is it necessary for the principal to ensure that individual schedules are integrated, with all interdependencies identified via the use of schedule logic, and shared with its subcontractors? Is there a good faith requirement to do so? What does good faith really mean?
This article addresses these key questions through an Australian case study where a project incurred delay. The principal claimed inter alia delay damages from the sub-contractor, who subsequently cross-claimed that their performance of the contract (and the project) was hindered by the failure of the principal to act in good faith. The matter could have been avoided through effective scheduling practice. (PS-1357) Schedule Update Analysis: Retained Logic versus Progress Override Primary Author: Mr Devdas K Tamboli CCE PSP Kahramaa Qatar Electricity and Water Authority
Co-author(s): Ms Julie K Owen CCC PSP Los Angeles Metropolitan Transportation Authority; Mr Ahmad Ali Ahmed Alkuwari KM2, Kahramaa
Audience Focus: Advanced
Application Type: Application
Time/Room: MON 11:15-12:15/Wilson B
Abstract: Construction industry standard schedule specifications most often require retained logic as the schedule calculation setting when updating the schedule. Use of this calculation setting can sometimes prove problematic when out of sequence progress occurs and result in inaccurate information and artificially impacted float values.
The progress override calculation setting can also be problematic because using this method ignores predecessor schedule logic for activities in progress. Owners prefer retained logic and contractors prefer progress override. These differing viewpoints can impact the validity of the project schedule.
This paper will evaluate the pros and cons of using each calculation method, typical scheduling specification language, and give industry examples. The impact of using each method will be evaluated for proper schedule updates and delay claim analysis. Finally, recommendations will be offered for use of progress override when correcting out of sequence schedule logic is not possible. (PS-1361) (Panel Discussion) The Great Debate: Is CPM Past Its Prime? Primary Author: Mr Patrick M Kelly PE PSP ARCADIS
Co-author(s): Mr Mark F Nagata PSP Trauner Consulting Services, Inc.; Mr Mark C Sanders PE CFCC Altran-North America; Ms Carmelita Thorndike PSP Scheduling Consultants
Audience Focus: Basic
Application Type: Application
Time/Room: WED 9:45-10:45/Wilson B
Abstract: For more than 50 years, CPM scheduling has been expanding in the engineering and construction industry, becoming the dominant scheduling technique for complex projects. However, as the technique has spread, criticism of its application has followed. Ten years ago, some of the most experienced CPM practitioners could not see the logic in many CPM schedules and advocated a return to fundamentals. Other experts have designed enhancements and variations on existing CPM techniques; while others have dismissed CPM as cumbersome and advocated other scheduling techniques for better collaboration, transparency, and ease of use.
Will CPM be the dominant planning and scheduling technique of the next 50 years, or will it be displaced? Will the use of agile, critical chain, GPM, or lean techniques come to dominate? The audience must decide whether they believe the quality of CPM schedules will improve or decrease, and whether CPM will continue to dominate or be overtaken by another method. (PS-1373) Baseline CPM Schedules - Communicating the Plan
Primary Author: Mr David M. Keffer PE PSP Johnson, Mirmiran & Thompson
Co-author(s): Mr Praduman Maraj PE JMT Engineering
Audience Focus: Intermediate
Application Type: Application
Time/Room: MON 3:45-4:45/Wilson B
Abstract: Baseline CPM schedules are powerful communication tools when defining the project requirements of both owner and contractor. Expectations of weather, resources, third parties, and other elements can be objectively documented with the baseline schedule. This session examines how a proper baseline CPM schedule can strengthen project communication and avoid disputes.
This session emphasizes the importance of using the baseline CPM schedule to establish sound project communication between the owner and contractor. We will discuss ways to overcome schedule specification pitfalls or omissions that impede baseline schedule development. We will examine the risks of failing to enforce the schedule specification and identify what knowledge an owner needs to confidently establish a baseline CPM schedule. The session will also explore methods to successfully address issues when reviewing a baseline schedule submitted using the Oracle P6™ Software, outside influences such as weather expectations and third parties. We will also offer methodologies on effective ways to improve the schedule specification and communicating the plan with the contractor. (PS-1379) How to Improve Schedule Implementation and Practices
Primary Author: Mr W Roy Godbee Jr Caddell Construction Company
Co-author(s): Mr Kenneth Thrower Caddell Construction Company
Audience Focus: Intermediate
Application Type: Application
Time/Room: MON 5:00-6:00/Wilson B
Abstract: This paper documents the development and implementation of a general contractor’s internal program to enhance its planning and scheduling practices by elevating the importance of careful planning, quality schedules, accurate updating, frequent monitoring and realistic maintenance. The program was developed due to apathy within the company regarding planning and schedule practices and a lack of strong schedule performance.
The program calls for implementing policy and procedural requirements and creating a culture of accountability related to all aspects of planning and scheduling through the use of a grading system, schedule challenges, and a rewards program on a monthly, quarterly, and yearly basis.
The program, which has been in place for six years, has brought about marked improvement in the company’s performance. It has established good habits and raised awareness of the importance of proper planning and scheduling at both the corporate and jobsite level. The schedule is now viewed as a time management tool as much as it is viewed as a payment tool.
Audience Focus: Intermediate
Application Type: Application
Time/Room: MON 2:00-3:00/Wilson B
Abstract: Schedules, no matter how carefully designed and developed, rarely incorporate any assessment of risks that occur on most projects. The lack of process to gather and use the lessons learned from the collective experience of project management professionals in the development of schedules lowers the likelihood of success, and leads to greater risk of claims. Invoking risk management for all projects leads to more successful projects. Developing a process to facilitate a schedule risk workshop improves the results of the risk assessment.
This session will provide a practical and efficient approach to planning and conducting a schedule risk workshop, based on real project workshops. Inclusion of the right stakeholders, facilitating participation by experienced professionals, and simple steps provide for guidance to make the risk workshop a valuable experience with meaningful results.
Primary Author: Ms Hannah E Schumacher PSP FDI Planning Consultants
Primary Author: Mr Devdas K Tamboli CCE PSP Kahramaa Qatar Electricity and Water Authority
