Project Scheduling Public Works Projects. E- Contractor Academy, Level II

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1 Project Scheduling Public Works Projects E- Contractor Academy, Level II

2 Instructor Joe Miller, CPE Construc2on Consultant Mr. Miller has over 35 years experience as a General Engineering & Building Contractor and Construc2on Consultant working on major Public Works Projects. Currently a Senior Consultant with Lenax Construc2on Services, a consul2ng firm that has completed projects ranging from as small as $25,000 to over $10- billion construc2on value, including Sewer and Water Infrastructure, Rail, Hospital, Federal Government & Military, and Avia2on projects. He is president of the Los Angeles Chapter of the American Society of Professional Es2mators and an instructor and guest lecturer for many of our local colleges and universi2es. 2

3 Seminar Overview For this Seminar we will walk through the steps followed to prepare the es2mate for a Hard Bid Public Works Project. This Secession will focus on Schedules. For seasoned hard- bid contractors, this will be a review and confirma2on of your good bid prac2ces. For contactors new to hard- bid Public Works, this will be eye- opening. 3

4 How do rate your current level of scheduling effort on your projects? 4

5 Today s Session Answering Important QuesJons IMPORTANCE OF SCHEDULES Types of Schedules Uses of Schedules Garbage IN Garbage OUT 5

6 General Many contractors who would never bid a job without an esjmate consistently do not prepare a schedule for their bid. If you esjmate or manage construcjon, you must plan and schedule. 6

7 General WHY? 1.A plan and schedule is a road map (on paper) to get from A to B Allows focus of asenjon on doing the job Can be communicated to all members of the construcjon team Will free your mind for creajve thinking 7

8 General 2. A schedule is a tool which does many things Allows for selec2ng from various alterna2ves Allows WHAT - HOW - WHEN and WHO decisions to be made Facilitates iden2fying problems and opportuni2es, gathering facts, and follow- up Indicates commitment, task understanding, efficiency, and control. 8

9 General 2. A schedule is a tool which does many things Baseline Schedules Describe the As- Planned sequence of work for the project based on contract scope of work RFI/Change Order Schedule Impact Analysis quickly analyze to determine whether it impacts the project dura2on and cri2cal path ConstrucJon Schedule Updates Document Slippage and Causes Know your project s status 9

10 General 2. A schedule is a tool which does many things Resource Loading and Analysis slippage to non- cri2cal ac2vi2es once the project has started changes the dynamics of the expected labor and equipment distribu2ons and could impact cri2cal path Risk management Use the schedule to recognize and respond to poten2al bodlenecks and delays. IdenJfy the issues early and mijgate the damages. Allows for selecjng from various alternajves 10

11 AnJcipate the ConstrucJon Schedule 11

12 Sample QuesJons & Answers Q: What is the most basic construction schedule at our disposal? A: Time to complete as shown in the specifications Q: Does the time to complete allow for optimum pricing? A: Yes/No 12

13 Access to an Approximate ConstrucJon Schedule Provides Answers to QuesJons Will the project fit into our schedule? Will addi2onal crews and equipment be required to meet the schedule? Will there be over2me required to meet the schedule? 13

14 OpJmum Pricing RelaJve to Time to Complete Optimum Time to Complete Yields Best Price $$ Price Price $$ Project Start Date Project Time Line Optimum time to complete = The longest time necessary to complete the project for the lowest possible price 14

15 Planning and Scheduling Planning is the separa2on of a construc2on job into small parts, es2ma2ng the 2me and manpower to complete each part, and arranging them in sequence in conformance with space, manpower, and equipment requirements. Scheduling is the assignment of dates to the parts, and rearranging them to complete the work in the most economical manner. Planning may also designate the method for each por2on of the work, which includes a 2me- and- mo2on- study rou2ne. 15

16 Project Life Cycle 16

17 Planning and Scheduling EsJmaJng is an essen2al part of planning and the star2ng point for all further plans. For many contractors, a job es2mate is the only plan necessary. Customarily, es2mates have been made in terms of money and unit prices, rather than in labor- hours, as the labor- hour es2mate must then be converted into dollars. When a job is bid, the contractor must prepare a preliminary schedule, if for no other reason than to es2mate his general condi2ons exposure. Most contractors will rely on their experience in the type of job being bid and will base the preliminary schedule on that fact alone; others rely on the owner s allocated 2me for the project, which can be wrong. 17

18 Purpose of Scheduling Set project goals and objec2ves Iden2fy man power requirements Establish a clear project approach (due dates) Communicate roles and responsibili2es Monitor performance Resolve claims and disputes 18

19 CriJcal- Path Method The CriJcal- Path Method (CPM) is a standardized system and nomenclature for arranging items of work for a construc2on project, so that the sequence of work is readily apparent and the 2me schedule can be easily prepared. In this lesson, the principles and nomenclature of the method will be presented with a very simple example; this will enable you to use the products derived from the method. Considerable study and prac2ce are required to plot a chart, and prepara2on of the data for a chart required a major effort of highly experienced people. 19

20 The Bar Chart The modified GanS Chart illustrated in Figure 1 is the form of bar chart usually used (and preferred by superintendents and subcontractors) and gives a summarized overall view of progress on a job, in terms of overall work done and por2ons of the work in which delays have occurred. An advantage is its simplicity, in that it may be prepared in a day and kept up to date with an hour s work a week. Of course, it may be made as complete as a CPM diagrams, with comparable work, in which case it becomes a bar chart for each CPM ac2vity. 20

21 The GanS Chart lacks detail, par2cularly in that it fails to show cri2cal items which, although of small cost, will delay the en2re job. This fault does not show up as long as other work is ahead, so the value of the work is up to schedule. Why? 1st and 42nd Wet Utilities Schedule (Preliminary) Activity March April May Submittals Mobilization Layout Dig / Lay / Backfill SD in street Dig / Lay / Backfill 18 &24" site SD Dig / Lay / Backfill onsite fire water system Dig / Lay / Backfill small PVC SD onsite Install Water and Sewer Services SD Structures 21

22 Today s Session Answering Important QuesJons Resource Loading a Schedule 22

23 23

24 Today s Session Answering Important QuesJons Resource Loading a Schedule Most construc2on schedules in the United States are not resource loaded, meaning that cost data and/or hours have not been assigned to the ac2vi2es. 24

25 Today s Session Answering Important QuesJons Resource Loading a Schedule WHY? 25

26 IdenJfy Required Resources From the Estimate: Activity - Labor Cost Man Hours - Equipment Cost - Material Cost - Subcontractor Cost - Other Cost 26

27 From the EsJmate IdenJfy CondiJons that may impact schedule Example: Site CondiJons - Tight Work Space - Hard Ground - Wet Condi2ons - Contaminated Soils - Environmentally Sensi2ve Areas - Difficult Access - Haul Routes - Scheduling Conflicts - Conflicts with Other Trades 27

28 Environmental MiJgaJon What Must I Protect? What Must I Replace? How Much Will it Cost? How Long Will It Take? 28

29 The use of CPM to plan, schedule and manage construcjon projects has become the accepted standard in the construcjon industry In analyzing a delay claim one court began: We note parenthe+cally and at the outset that, except in the middle of a ba8lefield, nowhere must men coordinate the movement of other men and all materials in the midst of such chaos and with such limited certainty of present facts and future occurrences as in a huge construc+on project 29

30 The use of CPM to plan, schedule and manage construcjon projects has become the accepted standard in the construcjon industry Undoubtedly, the planning and use of a project schedule is one (and probably the first) key for effec2ve management and successful performance. Moreover, given the number of Federal, state and board decisions that have discussed and relied on CPM methods, it appears that it is not only the method widely accepted but also the method required by the courts. 30

31 The WBS reflected in the Schedule EsJmators use it during the development of the detailed esjmate. Architects and Engineers develop design specifica2ons based on it. Contractors use it to develop a bid es2mate ConstrucJon managers use it to track project costs.

32 Task IdenJficaJon Major Division Categories Systems Site Work Site Grading Rough Grading Finish Grading Site UJliJes Site Storm Drain Site Sewer Site Water 32

33 WBS (More Detail) Site Water Line Item Activities (Each will yield a unit price) 12 C- 900 Water Main 10 C- 900 Water Main 8 C- 900 Water Main 6 C- 900 Water Main 2 Copper Water Services Fire Hydrants 8 Fire Services (includes FDC and PIV) 33

34 WBS (Even More Detail) Logical sequence of work (Methods) 12 C- 900 Water Main Layout String Pipe Excavate Lay Shade Backfill Test 34

35 WBS (Even More Detail) More detailed sub-activity Resources (Cost Details) Test Chlorinate Hydrosta2c Test Flush Labor Equipment Materials Subs Other 35

36 The value of a detailed WBS 1 Concrete Slab 1200 sf $ - Prep 1200 sf $ - Foreman 12 hr $ $ Laborers 36 hr $ $ x8x12 38 ea $ $ Stakes 60 ea 4.00 $ $ Backhoe 1 day $ $ Dump trk 2 hrs 85 $ $ Dump fees 2 ea 140 $ $ Additional prep required under very low overhang - sht S6-3' clearance from FS -400sf Laborers 4 hr $ $ Pour CY Concrete 24 CY $ $ 1, $ 3, Use sufficient detail to allow for the assignment of risk at any given place within your bid now resource load your schedule 36

37 From the Long Lead Items Log IdenJfy in the schedule Long Lead Items Sht # Spec # Item Source Lead Time Possible acceptable alternate

38 From the Bid Proposal (cont.) Specific defini2ons An2cipated schedule Required alternates Appropriate Value Engineering Ideas and Alternates Contact Informa2on 38

39 Final Bid Proposal 5-3

40 Submit a Rough Schedule with the Bid (CPM Scheduling is typically required on Public Works Projects ) 1st and 42nd Wet Utilities Schedule (Preliminary) Activity March April May Submittals Mobilization Layout Dig / Lay / Backfill SD in street Dig / Lay / Backfill 18 &24" site SD Dig / Lay / Backfill onsite fire water system Dig / Lay / Backfill small PVC SD onsite Install Water and Sewer Services SD Structures 40

41 Follow Up for Subs Adend Pre- Construc2on Mee2ngs Review Prime Contractor s Baseline Schedule Make adjustments to schedule. 41

42 An Overview of The Three Things A Contractor Does With InformaJon 1. Collect The Information 3. Distribute The Information Owners Scope 2. Organize The Information Takeoffs Plans and Specs Your Own Experience The Experience of Others Internal Distribution Understanding Basis for Bidding Procedure External Distribution Prioritizing Bid Packages Costs Schedule Budget Schedule Feed Project Mgmt Team Add to YOUR Database of Info Invitations to Bid Requests for Price Quotes Proposal Contracts 42

43 What is a Master Schedule? 43

44 What are the most important things you learned today? QUESTIONS? 44

45 Next Week s Session Answering Important QuesJons Moving On! We ve reviewed the Schedule. WHAT DO YOU DO NOW??? Next secession Project Management 45

What Should an Owner Do With the Contractor s Schedules? Seminar for the FEFPA Ted Trauner Trauner Consulting Services, Inc.

What Should an Owner Do With the Contractor s Schedules? Seminar for the FEFPA Ted Trauner Trauner Consulting Services, Inc. Schedule? A PLAN Schedule? Schedule? A PLAN With Respect to Time Schedule? A