Schedule Review

Properly Reviewing a ScheduleMarch 20, 2008

Chris Carson, PSPDirector, Project Controls

Alpha [email protected]

Properly Reviewing a Schedule

GoalsConfirm that schedule is reasonable and attainableUnderstand Contractor’s Means & MethodsEstablish a good baseline for monitoringVerify durationsVerify logic and sequencingIdentify claims positioning issuesIdentify risks in schedule and assumptionsDocument concerns

Schedule ReviewBaseline Schedule Review

Review Scheduling SpecificationConfirm Submittal CompletenessGain Familiarity with ProjectImport Schedule & Verify Review Schedule ArchitectureReview Schedule ConstructionReview NarrativeReview SequencingEvaluate Metrics & Statistics Perform AnalysisWrite Report

Baseline Schedule ReviewReview Scheduling Specification

Section 01320 or 01.32.16Check Related Specifications Sections or Special ProvisionsSoftware requirementsData exchange requirementsMaster dictionaries/reports

Activity Code requirementsID Coding requirements

Preconstruction meetingQualifications of schedulerRequired submittal contentsOwner mandated milestone treatmentFloat ownership

CPM Network requirementsDuration definitions & restrictionsInitial schedule submissionFull detailed project schedule (baseline) submissionSchedule updatesDelays & time extensions

Notification RequirementsEarly completion schedulesFinal as-built submittalCost & Resource loadingNarrative RequirementsProhibitions on manipulation

Schedule SpecificationUse a checklist to capture specification requirementsIdentify time allowed for review and response

Baseline Schedule ReviewGain Familiarity with Project

Review Plans & SpecificationsReview specialty specs like DOT Bridge & Road ManualVisit job siteReview construction methodology or unusual techniquesBring in expertise if necessary

Confirm Submittal CompletenessCompare to schedule specification requirementsNotify Contractor immediately if not completeDo not start review until submittal is completeTypical missing items:

Schedule NarrativeElectronic FileExplanation of Calendars, Lags, Activity Codes, Constraints, Resources, CostsMilestones and Milestone definitions

Consider two part review if costs or resources are missing

Baseline Schedule Review

Baseline Schedule ReviewImport Schedule & Verify

Keep original submittal file, make copy to reviewShould review in original software if possibleRecognize that there are issues with import in many software packagesDevelop checklist to identify potential import issuesExample - Primavera P3 to P5 import :

In P3, Lags are driven by Predecessor CalendarIn P5, Lags can be driven by choice of CalendarsDefault P5 setting to drive Lags is not the Predecessor Calendar

Must verify that imported schedule used to analyze is identical to original submitted schedule


Develop a checklist for reviews

Baseline Schedule ReviewReview Schedule Architecture

Check Schedule Rules & SettingsRecalculate ScheduleReview Organizational Tools

Review Schedule ConstructionEvaluate ActivitiesReview LogicEvaluate Critical Path


Check Schedule Rules & SettingsRetained Logic vs. Progress Override

• Won’t affect Baseline, but could cause optimistic predictions during updates

Resource and Cost rules• Estimate to Complete setting might allow Estimate at

Completion to changeUnderstand all settings and how they affect Earned Value & reportsIdentify how Critical Path is calculated

• Longest Path• Total Float value


Recalculate Schedule, ensure no changeCheck NTP and Completion datesCheck all interim Milestone datesReview Organizational Tools

• Review Activity Code Dictionaries• Review Resource Code Dictionaries• Review Calendars• Review WBS

Baseline Schedule ReviewReview Schedule Construction

Evaluate ActivitiesSort by Activity Description

For good guidelines, see AACE publication No. 23R-02, Recommended Practice for Identification of ActivitiesSee if descriptions are consistent and uniqueEnsure all items that could delay project are represented by activities, such as procurement and other admin workCompare descriptions for reasonable and comparable Original DurationsConfirm that descriptions capture full scope of work

Sort by Original DurationCheck for specification maximum timesCheck for reasonable ODs


Review LogicSee AACE publication No. 24R-03, Recommended Practice for Developing Activity Logic for guidelinesCheck open-ended relationships

• Should only be two; start and end• Reduces accuracy of network calculations• Watch for “dangling” activities: SS or FS with

negative Lag which leave Predecessor open-ended upon updates

Evaluate relationships• Check on all Lags• Filter by trade, check same-trade relationships• Filter by Contractor, check those relationships


Evaluate Critical PathIs it reasonable and customary?Does it start at beginning of project and run to completion?Does it have an appropriate level of detail?Are there manipulations driving the Critical Path?

• Float sequestering where everything is critical• Manipulation where Critical Path runs inappropriately through all

owner responsibilities• Critical Path is the only highly detailed string of activities in the

project• Nothing is critical due to heavy constraint use• Numerous lags, perhaps not identified, inserted in the Critical Path,

forcing it through specific activities• Is there weather planning included in Critical Path activities or will

any adverse weather cause slippage?


Evaluate Near Critical PathsHow much work is just off Critical Path?Check Longest Path and lowest Total Float paths (Recommend review of TF < ½ Reporting Period)

Sort by Total FloatCheck reasonableness of high float itemsIs there a consistent range of TF?Lots of high TF activities means underdeveloped logicAll low TF suggests inappropriate logic

Sort by Late StartThis is the worst case expectation of work flowStart at end of schedule & see if reasonableOrganize by Late Start, Order Week Ascending, see if the amount of work planned each week is possibleCheck trade stacking, can they fit into spaces?


Sort by Early StartOrganize by Early Start, Order Week Ascending, again see if the amount of work planned each week is reasonableAre there trades stacking up?

Organize by Early Start, Sort by Late StartSummarize to Early Start, review overlaps between weeksSpecifically review strong overlaps (points out missing relationships)Helps focus on small segments of project working concurrently


Review resourcesCheck for resource “soft” logic used to control flow of manpower from area to areaSchedules without reasonable soft logic will likely show lots of high Total Float valuesOveruse of soft logic can sequester Total Float and force Critical PathDurations should be resource-based; that is calculated by production rate x quantity, so resource planning must be taken into account

Baseline Schedule ReviewReview Written Narrative

At a minimum, Narrative should identify sequence and work flow Identify phasingProvide the Area Designation PlanSummary of the workExplain plan for constructionIdentify potential problems or risksSummarize the Critical Path; does it match the schedule?Identify all MilestonesExplain schedule components:

Activity ID Coding, Activity Coding, Resources, Lags, Constraints, unusual logic relationships

Adverse weather planning

Baseline Schedule ReviewReview Sequencing

Use Narrative as guideCheck for missing Activity Codes that may not include work in sequencesChoose layout with sequencingCompare to specification requirementsSummarize to sequences, then drill into each sequenceCheck reasonableness of logicCheck overlap of sequencesCheck other layouts

Baseline Schedule ReviewGenerate Metrics

CountsActivities by type (procurement, construction, Owner responsibilities)Activities by trade (Section number, work package)Activities on Longest PathRelationships

• Total by types• Lags

ConstraintsVerify appropriate & consistent level of detail

Baseline Schedule ReviewData retrieval from schedule

Develop data crunching methodologiesMaster layouts with filtersExport filters to export to Excel or LotusStandard Pivot tablesInput/output worksheet spreadsheetsGraphical depictions for reasonableness

• Histogram distributions• Tables• Charts

Baseline Schedule ReviewUse Pivot Tables or other data collecting & collating methodologies

Baseline Schedule ReviewGenerate Statistics

Recommend use of Pivot TablesUse statistics to identify inconsistencies

Ratio work/non-work activitiesRatio trade workRatio durations (helps spot partial overdevelopment)Ratio work in each sequencePercentage of activities on Longest Path and Near Critical Paths


Distribution of Activities

0

50

100

150

200

250

300

Hammoc

ks an

d Mile

stone

s

Aspha

lt Plac

emen

t

Clearin

g and

Grub

bing

Demoli

tion

Demob

ilizati

onElec

trical

Erosion

& S

edim

ent C

ontro

lGra

ding

Land

scap

ing

Materia

l Deli

very

Mobiliz

ation

Mainten

ance

of T

raffic

Storm D

rain /

Stor

m Sew

erSou

ndwall

Striping

/ Pain

ting

Submitta

l / App

rova

l

Sidewalk

/ Med

ian

Underg

round

Utili

ties

Feature of Work

No.

Act

iviti

es

Histogram of Activity Work Scope (showing out of proportion detail in trade activities)

Baseline Schedule ReviewPerform Analysis

Review types of constraintsRemove constraints, one by oneLook at results with each removal and identify effectsEvaluate total number of constraints

Date constraints; should be minimum and only those dictated by OwnerDon’t allow mandatory constraints which sequester floatLogic constraints; watch for float removal constraints like Zero Total or Free FloatNetwork should be logic driven, not constraint driven

Constraints can cause multiple Critical PathsRequires analysis of each path in baseline and updates

Baseline Schedule ReviewPerform Analysis

With Cost Loading, use Earned ValueReview S-Curve for reasonablenessDon’t use Banana Curves, the Late Start curve provides a deceptive lower performance rangeRemember that this sets the baseline for monitoring the progress

Baseline Schedule ReviewReview shape of Earned Value S-Curve (BCWS)

Might point out front-end loading or unreasonable planMay show too aggressive expectations for billing

Baseline Schedule ReviewWrite Report

Organize checklist to match reportProvide Executive SummaryProvide recommendations for Best Practices improvement in scheduleProvide Deficiency ListRequire response to Deficiency ListDo not dictate means and methodsKeep report professional without addressing assumed motivation for schedule features

Don’t say, “Use of so many constraints is clearly a devious attempt to pervert Critical Path”

Update Schedule ReviewGeneral process similar to Baseline

Review Scheduling SpecificationReview Plans & SpecificationsConfirm Submittal CompletenessImport Schedule & Verify Data ValidationReview Schedule ArchitectureReview Schedule ConstructionReview NarrativeReview SequencingEvaluate StatisticsWrite Report

Update Schedule ReviewUpdate Schedule Review

Same steps as Baseline ReviewReview Scheduling SpecificationReview Plans & SpecificationsConfirm Submittal CompletenessImport Schedule & Verify

Data Validation – must be done with each updateSame steps as Baseline Review

Review Schedule ArchitectureReview Schedule ConstructionReview Narrative

Update Schedule ReviewData Validation

Field information – should have been kept on a daily basis

Verify Actual Start DatesVerify Actual Finish DatesVerify Predicted Finish for any activity started but not finishedVerify Percent Complete if schedule is cost loadedPrefer Remaining Duration, not Percent Complete, for time reporting

• Superintendents generally cannot provide accurate Percent Complete

Data validation is very important

Update Schedule ReviewData Validation

Office informationWatch status of buyout process; purchase orders & subcontracts – what is not bought outVerify Submittal & Approval statusVerify status of administrative tasks

• Utility paperwork status • Permits – site, building, right-of-way, Health Department • Environmental releases, etc.

Verify status of materials fabrication and order time - “Lead Time” – this is an area where schedule manipulation can occur

Update Schedule Review

Data ValidationOwner information

Independently verify status of Owner controlled activities• Owner utility applications & progress

- Electricity- Gas service- Water & sewer- Telephone- Cable or data- Security system

• Delivery dates for Owner furnished equipment• Other Owner contractual work• Verify coordination with Owner work

Update Schedule ReviewCalculate Schedule

Ensure software setting is Retained LogicVerify Data Date is correct date Calculate schedule

Check for Out-of-Sequence WorkChange setting temporarily to Progress OverrideIf the completion date changes significantly, then there is a lot of out-of-sequence work needing correctingIf minimal change, no significant out-of-sequence workChange the setting back to Retained Logic (default)

Update Schedule ReviewPrepare for Schedule Analysis

Use standard Layout with comparison to last updateCheck for slippage in Substantial Completion date or Milestones

If no slippage, project predicts on time completion• Perform standard analysis, use standard reports and

publishIf slippage, will need additional analysis of slipped schedule

Update Schedule ReviewStandard Schedule Analysis (On-Time Completion)

Three basic components to monitorCritical Path progress

• Slippage will directly delay workNear Critical progress

• Slippage could easily overtake Critical Path and delay work

Non-Critical (“mass volume”) work• Lack of progress will cause trade stacking and over-

crowding of work space at a later date• Could easily allow too much work for areas available• Good place to use Earned Value for monitoring• Can use Float Dissipation to monitor• Can use other methods to monitor


Two types of paths to watchCritical Path to end of project (Substantial Completion)Critical Path to Interim Milestones

Critical Path to end of projectIdeally use Longest Path Monitor minimum Total Float value Critical Path as well

Critical Paths to Interim MilestonesOne path per each Milestone to watchThis can be time consuming, but necessarySlippage in interim Milestones and achieving final Milestone can be basis for acceleration claims


Identify current period Critical Path (Longest Path)Identify current period Near-Critical activitiesIdentify Milestones to review

Owner mandated onlyWatch particularly for Milestones with Liquidated Damages

Identify historical trends and statistics (mass volume)Graphics are powerful in the report

Identify resource problems or concernsIdentify risks, either continuing or new

Update Schedule ReviewHistorical Comparisons & Statistics

Run Tipper (TPR) reportsRun Total Float dissipation (Erosion of Float) reportsRun Free Float dissipation reports (monitors disruption)Review Out-of-Sequence work by trade

Which trade is causing most out-of-sequence work?Are they working out-of-sequence due to other trade failures to complete?Or working in open areas without regard for planning?

Run Resource reportsAre appropriate resources working?Check against Tipper reports

Update Schedule ReviewReview (TPR) Time Performance Ratio trending

(AD/OD)

Time Performance Ratio

0.001.002.003.004.005.006.007.008.00

31-Oct

30-Nov-05

31-Jan-06

28-Feb-06

31-Mar-06

30-Apr-06

31-May-

06

30-Jun-06

31-Jul-06

31-Aug-06

30-Sep-06

31-Oct-06

30-Nov-06

31-Dec-06

31-Jan-07

28-Feb-07

Total

Period Ending

TPR

Update Schedule ReviewReview (TPR) Time Performance Ratio trending by

Milestone by Responsible Contractor (AD/OD)

Update Schedule ReviewReview (TPR) Time Performance Ratio per trade

(AD/OD)

Time Performance Ratio

0.02.0

4.06.08.0

10.012.0

Admin

Sitework

Concre

teMas

onry

Metals

Carpen

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fing

Doors/

Wind

ows

Finish

esEqu

ipmen

tFurn

ishing

sElev

ators

Mecha

nical

Electric

al

Type of Work

TPR

Update Schedule ReviewReview (TPR) Time Performance Ratio trending by

trade (AD/OD)

Time Performance Ratio (Concrete)

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

30-S

ep-06

31-O

ct-06

30-N

ov-06

31-D

ec-06

31-Ja

n-07

28-Feb

-07

Total

Period Ending

TPR

Update Schedule ReviewTrade Monitoring by Crew – no resource loading

available, load single crew resources into activities

AMP Terminals Yard Project


Relative Total Float of Area Completion Milestones

-50

0

50

100

150

200

BLKN08

KN09KN10KN11

KN12KN13

KN14KN15

KN16KN17KN18

KN19KN20

KN21 SI22SS23

KN24KN25

Rel

ativ

e To

tal F

loat

SCAC

MCAC/CCAC

Utility Bldg

MSGQ

NOB

Subst Comp

Watch erosion of float, do not let it continue• Print by trade when assessing available resources

RCA

WH

NBB

WBN

Update Schedule ReviewEarned Value Management Reporting

• Earned Value and Actual Costs• Compared against Planned Value

Ciudad Juarez Earned Value

$0.00

$10,000,000.00

$20,000,000.00

$30,000,000.00

$40,000,000.00

$50,000,000.00

$60,000,000.00

$70,000,000.00

Sep-05

Oct-05

Nov-05

Dec-05

Jan-0

6Feb

-06Mar-

06Apr-

06May

-06Ju

n-06

Jul-0

6Aug

-06Sep

-06Oct-

06Nov-0

6Dec-0

6Ja

n-07

Feb-07

Mar-07

Apr-07

May-07

Jun-0

7Ju

l-07

Aug-07

Sep-07

Oct-07

Nov-07

Dec-07

Jan-0

8Feb

-08Mar-

08

Period Ending

Bill

ing

Valu

e

Early CurveLate CurveActual Curve

Project Update Earned Value

Update Schedule ReviewEarned Value Management Reporting

• SPI and CPI metrics• Watch trending

Schedule Performance Index

0.00

0.20

0.40

0.60

0.80

1.00

1.20

Sep-05

Oct-05

Nov-05

Dec-05

Jan-0

6Feb

-06Mar-

06Apr-

06May

-06Ju

n-06

Jul-0

6Aug

-06Sep

-06Oct-

06Nov-0

6Dec-0

6Ja

n-07

Feb-07

Period Ending

SPI (

EV/P

V)


Schedule Analysis – Sequencing ReviewSet up a Layout for Sequence

Group by Phase or Location• Look for out-of-sequence work by trade

Summarize to PhaseNeck for non-work periodsReview the sequence shown by the summary bars

Set up a Layout for ResponsibilityGroup by ResponsibilitySummarize to ResponsibilityNeck for non-work periodsReview trade workload

Update Schedule ReviewSchedule Analysis – Constructability

Set up a Layout for weekly workGroup by Early StartOrder by WeekSort by ES, EF , TFZoom in to weekly weekSet Major Vertical Sight Lines to one weekExpose column for Responsibility and LocationReview work to be done weekly over the next few months for reasonableness

Update Schedule ReviewSchedule Analysis (Slipped Completion)

If slippage is due to the Owner, then a time extension is owed to the ContractorIf slippage is due to the Contractor or his Subcontractors, then the Contractor owes the Owner a Recovery ScheduleIf the Owner causes a delay and the Sub or GC causes a concurrent delay, then a time extension is owed to the Contractor with no costs; and no recovery schedule requiredUnderstand excusable/inexcusable and compensable/non-compensable timeClean up all Owner caused delays each period


Identify previous period Critical Path (Longest Path)Use layout to compare against current scheduleIdentify current Critical Path & changes from previousIdentify which activities slipped and drove progress

Causal Activities drive progressIdentify Start Gain or LossIdentify Production Gain or Loss

Identify specific Causal Activity or Activities for delayDevelop process for dealing with slipped completion before needed


Quantify start and production changes for each causal activity by working from the beginning of the period, using a standard layout with current baseline as schedule targetVerify the totalsResearch the issues that caused the changes to the causal activities

Interview Owner project admin teamReview project documents; issue files, minutes, RFI/submittal logs, field reports, photographsThis research is usually a discussion about reasonably current problems – quick, painless, and easy


Schedule Analysis (Slipped Completion)Identify the Driving Issues that Affect the Causal ActivitiesAssess Responsibility for Driving Issues Review Concurrency of Driving Issues– Can Be Delay and/or Acceleration/MitigationWork Through Concurrent Driving Issues from the Beginning of the Period, Identifying first driving issue, establishing any concurrency with next driving issuePerform a Careful Concurrent Delay Analysis, Record in Clear Graphical FormatAssign Responsibilities for All Driving Concurrent Delays


If Contractor team is responsible for any driving delays, or portions of Concurrent Delay, recovery schedule is required

Predetermine how much slippage is allowed before requiring a recovery scheduleRequest recovery schedule immediately

If Owner is Responsible for Any Driving Delays, or Portions of Concurrent Delay

Discuss with Owner Request Time Impact Analysis from ContractorCollaborate and determine best approach; Owner Mitigation, paid Contractor Mitigation, or Time Extension

Update Schedule ReviewReport should include general status summaries:

Update Schedule ReviewInclude Earned Value metrics in report

Update Schedule ReviewCustomized reports – Enterprise - myPrimavera

Update Schedule ReviewReview - Standard Reporting Format

Schedule Review CommentsReview provides claims avoidance opportunitiesReview identifies risksAlways request recovery schedule when Contractor has slipped completion of any milestoneAlways resolve Owner caused delays to limit exposure to constructive acceleration delaysBe reasonable, goal is to get a good schedule in place and update regularlyDo not be confrontational or judgmental in reportWatch trending of work slippageOwner should support report recommendationsProvide a clear Discrepancy List necessary for Contractor to correct

Questions?Properly Reviewing a Schedule

March 20, 2008

Chris Carson, PSPProject Controls Manager

Alpha [email protected]

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