SCHEDULE TRAINING 101 WELCOME SCHEDULE TRAINING 101 COMPANY

SCHEDULE TRAINING 101 WELCOME

SCHEDULE TRAINING 101 COMPANY UPDATE

SCHEDULE TRAINING 101 LEGAL IMPLICATIONS

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.

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.

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

IMPACTS OF COST

IMPACTS OF INCREASED SCOPE

SCHEDULE TRAINING 101 SURVEY RESULTS

SCHEDULE TRAINING 101 TERMINOLOGY

EXERCISE…

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)

SCHEDULE TRAINING 101 PROJECT PLANNING

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

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

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

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

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.

SCHEDULE TRAINING 101 SCHEDULE DEVELOPMENT

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

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

ACTVITY OR TASK DESCRIPTION BAD: BETTER: GOOD: BEST: Walls Frame Level 1 Area B Walls Example: L 1 B – Frame Interior Walls

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.

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.

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

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

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

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) Ø Task numbers now in left-most column • Enter task name and duration in their field Ø The default is weeks or “d” Ø “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

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) Ø Task numbers now in left-most column • Enter task name and duration in their field Ø The default is weeks or “d” Ø “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

EXAMPLE SEQUENCE

EXAMPLE SEQUENCE Task, Duration, and Predecessor Information for Exterior Sequence” TASK DESCRIPTION PREDECESSORS DURATION 1 WELD/DECK/DETAIL - 5 2 FRAME/SHEATH EXTERIOR PARTITIONS 1 5 3 INSTALL AIR BARRIER 2 2 4 INSTALL BRICK 3 10 5 INSTALL THIN STONE 4 5 6 INSTALL HORIZONTAL SIDING 5 5 7 INSTALL EIFS 6 5 8 INSTALL ALUMINUM, GLASS, & GLAZING 7 5

EXAMPLE SEQUENCE

TASK RELATIONSHIPS

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 20 K foot level. Are there any glaring errors with sequence, i. e. , are we installing drywall before the roof is complete?

SCHEDULE TRAINING 101 BASELINE

WHAT IS A BASELINE? 1. 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. 2. The original schedule created at the beginning of the project against which the project’s progress is measured. 3. The baseline schedule is the set of all task baselines. 4. 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.

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.

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.

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.

SCHEDULE TRAINING 101 UPDATING

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

MS PROJECT UPDATE

PULL PLANNING 101

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.

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

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)

HOW DOES IT WORK? 1. Develop milestone plan with HCI project team 2. Develop phase plan (activities and sequence of work) as subcontractors are brought on board 3. Transfer phase plan activities to Microsoft Project or other scheduling program as needed/required 4. Develop weekly work plan (look-aheads) from phase plan 5. Hold 15 -minute huddle with foremen each morning to review activities from yesterday and today 6. Hold weekly foreman’s meeting to review and update the weekly work plan 7. Update Microsoft Project schedule (weekly/bi-weekly) following weekly foremen meeting

MILESTONE PLAN 1. Develop milestone plan with HCI project team 2. Develop phase plan (activities and sequence of work) as subcontractors are brought on board 3. Transfer phase plan activities to Microsoft Project or other scheduling program as needed/required 4. Develop weekly work plan (look-aheads) from phase plan 5. Hold 15 -minute huddle with foremen each morning to review activities from yesterday and today 6. Hold weekly foreman’s meeting to review and update the weekly work plan 7. Update Microsoft Project schedule (weekly/bi-weekly) following weekly superintendents meeting

MILESTONE STICKY NOTE Milestone Target / critical date # durations

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.

PHASE PLAN STICKY Task & area Predecessor Duration (days)

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

WEEKLY WORK PLAN STICKY Task & area Predecessor Crew size

ROOT-CAUSE ANALYSIS 1. Why didn’t we finish that activity? ▪ The material wasn’t delivered. 2. Why wasn’t material delivered? ▪ We were waiting on shop drawings. 3. Why were we waiting on shop drawings? ▪ Because the manufacturing detail had not been secured. 4. Why not? ▪ We changed manufacturers three weeks ago.

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