Schedule is a tool to fulfill the contract time obligations in the construction contracts. Therefore, it is mandatory to prepare Schedule which incorporates and confirms to the obligation set in the contract. Reading and understanding contract requirements are, therefore, the first step towards schedule preparation. Contractor's Planner/Scheduler requires a certain degree of skill and knowledge to read the contract, and skim relevant time information and obligations for incorporation in the Schedule. Same is valid for the owner (or his representative) scheduler at the time of review/approval of the Schedule. In large and complex contracts, involvements of the specialist contract professionals are recommended to advise the Scheduler to ensure that all the important contractual information are incorporated in the Schedule. This blog discusses what information the scheduler should look at the contract.

Contract sets out the contractor and employer obligations. For scheduling point of view, these obligations boil down to three broad categories - a) Contractor obligations - to deliver the project within timeliness. b) Employer (and/or his representative) obligation to provide inputs (in a timely manner specified in the contract or requested by the contractor) to enable the contractor to complete the works. c) Schedule Preparation/update mythodology

To simplify and avoid any confusion I have used FIDIC Red Book 1999 references in the forthcoming sections. References to the clause are based upon General Conditions of the Contract. It is obvious that the Particular Conditions and appendices linked to the clauses should also be referred. Logical parallelism can be drawn with other contract forms too. To use the same terminology throughout, I have used term Schedule to refer the Contract Progamme or Contract Schedule.

ShareTweet

Let me first explain the context of this blog and what I mean by schedule specification. Here, I am talking about setting up systems and procedures for construction schedule management. This is in a situation where contractor is on board (or will be on board) for construction or for design and construction, and term schedule specification refers to time management system and procedure of the project. Schedule Specifications generally are annex to the contract or part of special condition of the contract. There is no standard term ‘Schedule Specification’ in the construction contract lexicon,   ‘Time Management Procedures’, ‘Programme and Reporting Requirement’ are few terms those which are interchangeably used to define scheduling and reporting requirements.

It needs no explanation or emphasis that the prime objective of a good Schedule Specification is eventually to ensure that the project is delivered within the durations specified in the contract. To achieve this, the Schedule Specification should describe the systems and procedures which should be implemented. Ensure that the described systems and procedures are implemented, and lastly update the system and procedure to reciprocate with the changing project need.

You are right; I am leaning towards decades old Deming Cycle. Therefore, it will be good for me, for the reader of this blog, as well for the drafter for the schedule specification, if we follow PDCA (Plan – Do – Check – Act) cycle. In my personal opinion, PDCA loop contains the essence of project management. Therefore, let’s take our discussion flow to the schedule management phases of Plan, Do, Check, and Act.

ShareTweet

After wandering in the labyrinth of various level and type of schedule for years, I decided to give myself a break and fathom out the fact – What are Schedule Levels?, what are their definitions? and When a particular level should be used?

Goggled for hours, referred PMI, AACEI knowledgebase and books. There is some confusion among the professional on Schedule Levels. Schedule Levels are generally not captured in the contract (directly in the conditions or in the appendices). There are no standards that define Schedule Levels, except AACE International Recommended Practice No. 37R-06 ‘Schedule Level of Detail’ which is, in fact, a recommended practice. These may be some of the reasons for lack of common professional opinion on Schedule Level.

However, upon investigation I could conclude and summarize the mandate of the professional community on Schedule Levels as below. I have also summarized the list of references to let you investigate further. If you  have comments or have an opinion on Schedule Levels different than I have mentioned here, it would a great opportunity to interact with you. Please do give your feedback through comment box.

Level 0 ‘Milestone Schedule’: This is can be total project in a single bar spanning the project time from start to finish. In another form 'Level 0 Schedule' would reflect only start and end milestone clubbed with intermediate delivery milestones. Functionally there is very little practical application for a schedule that is only a single bar other than to represent an element of a project or schedule time line. In some instances, it may represent end user expectations of project delivery.

Level 1  ‘Executive Summary Schedule’: This may represent overall project plan, progress and current forecast of network in a single page display. It is time-scaled and represents, in a summarised form, the schedule for each contractor, or each trade, or each project on a schedule or site. A Level 1 schedule is normally displayed as a Gantt or bar chart, and may include key milestones. These schedules typically include summary bars and summary milestone events (e.g. Notice to Proceed, Planned Completion Milestone, etc.) as required.

ShareTweet

We are witnessing a change in approach towards project delivery. Gone are those days when project delays used to go unnoticed. Public awareness, new project procurement models and market forces are few of factors which compels the sponsor to deliver the project on or before project deadlines.  These times limits are ultimately put on to the designer, contractor and to the whole project delivery chain. The tool which ensures delivery of project intermediate milestone and the whole project is schedule (or programme).

This is my eleventh year playing with project Schedules directly and indirectly. This journey has been full of learning and surprises. Learning because every project is unique and teaches you new ways to finish the project on time or new mistakes, which can delay your project. Surprises because very often Schedule fails to trigger timely alarm when the project is on the delayed path and sometimes the schedule rings alarm when the project is on the right path. The acme of surprise is when your schedule tells that your project is on time but at the last moment project misses the decline. In many case, it is not the schedule but the persons who read the schedule are to be blamed.

Critical Path Method (CPM) and Programme Evaluation and Review Technique (PERT) are two most commonly used scheduling technique in construction project. CPM which used singular activist duration is a common technique. Precedence diagram method is can be considered as refined form of CPM. Adoption of CPM in scheduling tools like Primavera or MSP adds a new dimension to CPM. It adds capabilities of Resources leveling, Earn value management, cost control, you name and it can be tailored. Decomposing project into manageable pieces thorough Work Breakdown Structure (WBS) is a great advantage when using Primavera and MSP. New frontiers are Schedule integration with organization wide Enterprise Resources Planning (ERP). Despite all such information technology advancements I haven’t found a project where no schedule revision was made, and things went the way they were planned. It is seldom possible to have a schedule to work like a ‘Crystal Ball’ foretelling all the time issues in the project.

So who is at fault? The Planner who could not make a realistic schedule or foretell the project time issues? Or the construction team who could not implement the schedule? Or the scheduling tool like P6 or MSP who can’t produce a perfect schedule. Let’s give some thoughts.

CPM is a mathematical tool which calculates a project critical path based on the activities duration and sequence. CPM does not take cognizance of factors like space constraint, workmen productivity etc. directly. These factors have to be added into the schedule as metadata to the activities, and the project schedule has to be fine-tunes with respect to theses constraint. Method of this fine tuning is not all scientific. Methods like Resources Leveling and Mante Carlo simulation are two mathematical tools but still these large inputs of ‘Expert Opinion’ is required for schedule ‘Fine-Tuning. ‘Fine-Tuning’ is subjective and depends on the project team at the time of preparing, updating and revising the schedule. ‘Expert Opinion’ comes with numerous assumption and if-then scenarios. It will wrong to say that project management and risk management subjects are not matured to give us scientific tools to produce a rather perfect schedule mathematically, but such skills to implement these tools may not be available, also there is no need to implement these complex for each project.

As project proceeds, several assumptions and if-then scenario may become invalid. Construction sequence may change because the team  finds efficient way. This may require schedule revision. When the schedule should be revised? What extent the schedule should be revised? There is no definite answer to these questions.  The team has to find these answered themselves. This is where the schedule diverges from science to arts.

While CPM based schedule is good to prepare the project time plan at first place, it must be reviewed in the light of others constraints. The Balance between art and science is must for schedule success. Same is valid for is schedule review, revision and update too.

ShareTweet