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

Transcription

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

2 Schedule?

3 A PLAN Schedule?

4 Schedule? A PLAN With Respect to Time

5 Schedule? A PLAN With Respect to Time Sequence

6 Schedule? A PLAN With Respect to Time Sequence Resources

7 Schedule? A PLAN With Respect to Time Sequence Resources Contract

8 Types of Schedules

9 BAR CHART Types of Schedules

10 Types of Schedules BAR CHART CRITICAL PATH Method (CPM)

11 Schedules (+) and (-)

12 Schedules (+) and (-) BAR CHART

13 Schedules (+) BAR CHART Easy to prepare Easy to understand Easy to update Inexpensive

14 Schedules (-) BAR CHART Lacks Detail Lacks Relationships More difficult to determine delays

15 CPM Schedules (+) and (-)

16 Schedules (+) CPM Can be very detailed Shows relationships Usually results in better planning

17 Schedules (-) CPM More difficult to prepare More expensive Requires knowledgeable staff Contractor Owner

18 What is a CPM Schedule?

19 What is a CPM Schedule? A graphical representation of my plan With activities related to one another All activities are connected A network is created

20 Attributes of a CPM Schedule Defines the critical path of work

21 Attributes of a CPM Schedule Defines the critical path of work Critical Path the longest path of activities in the network diagram Identifies the critical activities

22 Attributes of a CPM Schedule Defines the critical path of work Critical Path the longest path of activities in the network diagram Identifies the critical activities Float: Allows you to identify the float to specific activities

23 Why Would a Contractor want to Schedule His Work?

24 Why Would a Contractor want to Schedule His Work? Planning Scope of the Work Reasonable Durations for Activities Logical and Efficient Sequence

25 Why Would a Contractor want to Schedule His Work? Planning Communication Tells all parties When How Long Who Portrays a detailed plan to all parties

26 Why Would a Contractor want to Schedule His Work? Planning Communication Time Savings Efficient Use of Resources Timely Procurement Enhances ability to manage problems (delays)

27 Why Would a Contractor want to Schedule His Work? Resources/Project Management Ability to focus on critical and near-critical Ability to use float wisely Ability to plan resources (manpower and equipment)

28 Why Would a Contractor want to Schedule His Work? Resources/Project Management Accountability for Delays Should be able to readily recognize delays or potential delays Owner can be alert to its time requirements Subs made aware of time obligations Staff can make informed decisions

29 Why Would a Contractor want to Schedule His Work? Resources/Project Management Accountability for Delays Contract Requirements It had better! Should be specified in detail, correctly, and accurately

30 Why Would the Owner Want a Schedule from the Contractor?

31 Why Would the Owner Want a Schedule from the Contractor? Communication Owner needs to understand the plan Does the contractor understand the work? Is the entire scope of work included? Is the plan reasonable? Does it meet the contract? What must the Owner do? Are third parties included? Time for Owner to perform?

32 Why Would the Owner Want a Schedule from the Contractor? Communication Ability to Manage Delays Schedule/Updates Define Delays Critical Non-critical Blueprint to develop options to mitigate/prevent delays

33 Why Would the Owner Want a Schedule from the Contractor? Communication Ability to Manage Delays Written Record of the Contractor s Plan Helps settle questions about time Helps determine affect of a proposed or completed change Very valuable if a dispute arises

34 Getting Started Contractor provides what you require A clear detailed specification is essential

35 Contract Schedule Requirements Submission Dates Updates Frequency Level of Detail Software? Form of submission Narrative with schedule Changes to the schedule Resources? Payment?

36 The Owner s Tasks Review the Schedule and EVERY Update

37 Reviewing the Schedule Train your staff Seek professional help The Devil is in the Details

38 What to Review Work Items = Contract Scope Sequence of Work Missing Items Durations of Activities Activities for the Owner Completion Dates

39 Scheduled Finish Dates Early Finish Late Finish

40 AFTER the Review Approve? Accept? Reject? Put in the drawer?

41 Schedule Updates Review Just like the Baseline Be Proactive Make Sure they are Submitted

42 Time Extensions The schedule should be the measure Time versus Money Be late versus Accelerate