Reviewing Analyzing Schedule CTC415 Reviewing the Schedule Is

Reviewing & Analyzing Schedule CTC-415

Reviewing the Schedule • • Is Schedule complete Are Activity Duration Reasonable Are Activity Relationships Complete Are Activity Relationships Valid Is Project Calendar Correct Is Schedule Duration within Contract Time Are Contractual Milestones Met

Analyzing the Schedule • • • Is Critical Path Reasonable Are there Multiple Critical paths What Activities are Near Critical How does Work Flow Are there Conflicts Among Concurrent Activities • Is there an Excessive amount of Work at any Time

Updating Schedule • Frequency – Depends on • Complexity – More complex -> more updates • Unexpected events – Update after event to determine new completion date – Helps team evaluate strategies to mitigate impacts • When specified – By contract documents

Updating Schedule • How – Gather Activity Status Info • Update Date – when the info is gathered • Activity status – Actual start date – meaningful work begins – % complete » Work in place -> work in place/planned work quantity » Time expended -> time expended/ planned duration (only good for time dependent activities like concrete curing) » Cost Incurred - >cost incurred/planned cost (depends on actual resource productivity being constant and resource costs not varying) » Resource used -> Resource Used/Planned resource amount

Updating Schedule • How – Activity status – Remaining duration – Remaining Work quantity/Anticipated Productivity – Actual finish date – all completed activities » Provides data for future jobs – Gathering Data • Direct observation, Update meetings, field reports, turnaround reports, photos and videotape

Modify and Revise Schedule • Revise network logic – Change duration to meet contracted completion – Reflect changes in planned means and methods for completing activity – Shift activity to better time (summer for concrete)

Modify and Revise Schedule • Revise Activity Durations – Planned quantity of work has changed – Amount of resources has changed – Productivity is either higher or lower than planned • Add & Delete Activities – Scope of work changed – Activities divided into smaller activities

Review and Analyze Schedule • Make sure new schedule does not contain errors • Implement updated schedule

Analyzing Schedule Status • What is the basis for evaluating schedule status? – Usually the original schedule is the baseline • What is planned completion date – Is updated schedule completion date same as baseline • If not – why not (is there an error)

Analyzing Schedule Status • Has the critical path shifted? – If so – why – Are CP activities really “critical” • Has the float changed on any activities? • Has weather become a factor for any activity • Are there trends worth watching • Any changes since last update?

Out of Sequence Work • Why? – Keep crews busy – Preparatory work starts early • Gives crew a chance to test means and methods • Preserve Schedule Logic – Shorten successor activity caused by out of sequence work – Keep all other logic intact

Value Engineering • Provides alternatives to the proposed design – Save Owner $$ – Must be as good or better than original design – Must save enough $$ so that contractor can recover his cost of doing VE – Usually comes from contractor’s or engineer’s previous experience

Value Engineering • Can save $$ either due to savings in time or materials – Ex: Composite Wall and roofs – Material cost per sf is higher than regular roof – Labor cost is lower – Requires a crane

Value Engineering • Ex: – Replace infiltrators with Eljen In drains • • System size is reduced to 50% Also reduces amount of sand, clay, topsoil Reduces dozer time and installation time In-drain costs about 2 x infiltrator