1 SPECIFICATIONS - DETAILED PROVISIONS Section Project Control Schedule C O N T E N T S PART 1 - SCHEDULE REQUIREMENTS PROGRESS SCHEDULE... 1 PART 2 - SUBMITTAL PROCEDURES... 2 PART 3 - DEFINITIONS... 3 PART 4 - PROJECT CONTROL SCHEDULE (BASELINE)... 4 PART 5 - PAYMENT FOR PROJECT CONTROL SCHEDULE PART 6 - ATTACHMENTS ATTACHMENT A - DISTRICT WBS CODE FIELDS FOR USE IN SCHEDULES Rev: 10/24/15
3 Section SECTION PROJECT CONTROL SCHEDULE PART 1 - SCHEDULE REQUIREMENTS PROGRESS SCHEDULE The work specified in this section includes planning, scheduling and reporting required by the CONTRACTOR. It is expressly understood and agreed that the time of beginning, the rate of progress, and the time of completion of the work are essential elements of this CONTRACT. A. The Project Control Schedule (PCS) shall be prepared and maintained by the CONTRACTOR as described in this section. B. The PCS shall be the CONTRACTOR'S working schedule and will be used by the CONTRACTOR to plan, organize, and execute the work, record and report actual performance and physical progress, and to show how the CONTRACTOR plans to complete all remaining work as of the beginning of each progress report period (data date). C. In addition, the PCS shall provide the DISTRICT with a tool to monitor and follow the progress of all phases of the work. The PCS shall comply with the various limits imposed by the scope of the work, contractually specified milestones and completion dates included in the contract. D. The PCS shall be a Critical Path Method (CPM) schedule, utilizing the Precedence Diagramming Method (PDM). E. The PCS must clearly show the sequence and interdependence of activities required for complete performance of the work, beginning with the Contract Start Date (CSD) and concluding with the Contract Completion Date (CCD). The maximum duration of any physical work activity shall not exceed twenty (20) working days unless approved by the DISTRICT. F. The CONTRACTOR shall use a scheduling system capable of handling, processing, printing and plotting data to satisfy all requirements of this section. The scheduling system must be capable of producing project reports and other digital (electronic) data that can be directly read and interpreted by the DISTRICT'S scheduling system, without conversion by the DISTRICT, and without error. The DISTRICT uses the latest version of the Primavera Project Planner software.
4 Section PART 2 - SUBMITTAL PROCEDURES The DISTRICT will schedule and conduct a Preconstruction Conference within fifteen (15) calendar days after the issuance of the Notice of Acceptance of Proposal. At this meeting, the requirements of this section, as they apply to the contract, will be reviewed with the CONTRACTOR. The CONTRACTOR shall be prepared to review and discuss methodology for the schedule and sequence of operations and labor, equipment and material constraints. A. PROJECT CONTROL SCHEDULE (PCS)(PRELIMINARY) - within fifteen (15) working days after the Preconstruction Conference, the CONTRACTOR shall submit to the DISTRICT the Preliminary Project Schedule (PPS), which shall be the basis of the PROJECT CONTROL SCHEDULE (BASELINE), and which will be used to schedule early activities of the project. The PPS shall include a detailed plan of operations for the first sixty (60) calendar days from the Contract Start Date. The PPS shall be a network diagram or bar chart, utilizing the DISTRICT'S WORK BREAKDOWN STRUCTURE (WBS) Example Format (Attachment A), showing in detail: 1. Notice of Acceptance of Proposal. 2. Pre-Construction Conference. 3. Contract start date. 4. Mobilization. 5. Submission and approval of key submittals. 6. Procurement of key materials and equipment. 7. All activities occurring or starting within the first sixty (60) calendar days. 8. Milestones and other contractual dates. 9. Contract completion date. B. Submittal and acceptance of the Preliminary Project Schedule is a condition precedent to the issuance of and payment of Initial Mobilization payments. C. PROJECT CONTROL SCHEDULE (BASELINE) - within sixty (60) calendar days of the CSD, the CONTRACTOR shall submit, for acceptance by the DISTRICT, the Project Control Schedule (Baseline). The PCS-Baseline shall represent the CONTRACTOR'S complete plan for the execution of the CONTRACT in accordance with the BID and CONTRACT documents. Although limited technical
5 Section assistance is available to the CONTRACTOR from the DISTRICT upon written request and prior to any formal review and/or finalization of the baseline schedule, it is the responsibility of the CONTRACTOR to employ or engage the services of a technically qualified scheduler on this project. The PCS-WBS shall be similar to the DISTRICT-WBS (Attachment A). D. PROJECT CONTROL SCHEDULE (UPDATES) - Once each month, or more often if deemed necessary by the DISTRICT, the CONTRACTOR shall review and update the PCS to incorporate all current information, including progress, approved adjustments of time and logic, and proposed changes in sequence and logic. All copies of the updated PCS submitted to the DISTRICT, shall be signed and dated by the CONTRACTOR. E. PROJECT CONTROL SCHEDULE (AS-BUILT) - The last PCS update submitted shall be identified as the "As-Built Schedule", and is a condition precedent to issuance of Final Acceptance of the CONTRACT by the DISTRICT. PART 3 - DEFINITIONS The principles and definitions of the terms used herein shall be as set forth in the Associated General Contractors of America (AGC) publication "The Use of CPM in Construction," copyright Additional definitions are set forth as follows: A. Critical Path(s) - shall be defined as the longest path of activities from the Contract Start Date (CSD) to the Contract Completion Date (CCD). B. Near Critical Path - shall be defined as those paths of activities having a total float value equal to the total float value of the defined critical path (longest path) plus ten (10) working days. C. Activity Codes - are values assigned to schedule activities to organize the Schedule Activities into manageable groups for updating, analyzing, reporting, plotting, and summarizing. D. WBS - (Work Breakdown Structure) is a definition of project related activity codes, to be used by the CONTRACTOR to organize the CONTRACTOR'S Project Control Schedule in a manner that facilitates the DISTRICT'S use of the PCS information. E. Constraint - is a restriction imposed on the start, finish or duration of an activity. F. Data Date - (DD) The date used as the starting point for schedule calculations. For Baselines, the DD is the first day of the project, the CSD date. For subsequent schedule updates, the DD is the first workday of the remainder of the schedule, normally the first calendar day after the schedule close-out date (usually month end).
6 Section G. Total Float - is the amount of time that the start or finish of an activity can be delayed without impacting the Contract Completion Date. Total float is a CALCULATED value. H. Free Float - is the amount of time that the start or finish of an activity can be delayed without impacting the early start or finish of a successor activity. Free float is a CALCULATED value. I. Lag - is an offset or delay from an activity to it's successor, or from it's predecessor. Lag is physically defined by the scheduler. Lag is NOT CALCULATED. J. Open End - is an activity that has either no predecessor or no successor relationships. K. Out of Sequence Progress - means that all or a portion of an activity has been completed before the predecessors to the activity are complete. L. Percent Complete - the portion of an activity that is complete based on physical measurement of the scope of work included in the activity that has been completed by the CONTRACTOR and accepted by the DISTRICT. M. Target (Baseline) - a different version of the project schedule that can be compared to as the basis for measuring differences between the versions of the project schedule. PART 4 - PROJECT CONTROL SCHEDULE (BASELINE) The CONTRACTOR shall be responsible for assuring that all work sequences are logical and the network shows a coordinated plan for the complete performance of the CONTRACT. Failure of the CONTRACTOR to include any element of the work required for the performance of the CONTRACT in the network shall not relieve the CONTRACTOR from completing all work within the time specified for the completion of the CONTRACT. In the event the CONTRACTOR fails to define any element of the work in the network, when the omission or error is discovered by either the CONTRACTOR or DISTRICT, it shall be corrected by the CONTRACTOR at the next scheduled update or submittal.
7 Section A. The PCS Baseline shall be organized to clearly define separate groups of activities detailing: 1. key submittals, 2. procurement of major materials and equipment, 3. delivery of DISTRICT furnished materials and equipment, 4. approvals required by regulatory agencies or other third parties, 5. plans for all major subcontract work, 6. access to and availability of all work areas, 7. identification of interfaces and dependencies with preceding, concurrent, and follow-on contractors, 8. tests and inspections, 9. identification of any manpower, material or equipment restrictions. Additionally, the PCS Baseline shall utilize for example the DISTRICT-WBS (Attachment A) to facilitate the organization of the CONTRACTOR'S PCS Baseline in relation to the DISTRICT-WBS. B. Relationships shall be defined between the CONTRACTOR'S activities based on the following criteria. PHYSICAL - relationships occur when a successor activity cannot physically start (or finish) until a predecessor activity completes (or starts). example: forming before pouring SAFETY - defined relationships exist when a successor activity cannot start until a predecessor activity (which may be creating a safety hazard for the successor activity), completes allowing for the start of the successor in a safe environment. example: completing overhead work before starting work underneath RESOURCE - driven relationships occur when a successor activity cannot start until a predecessor activity completes and releases it's resources to work on the successor. example: form slab # 1 before forming slab # 2 when allocating one crew to a job PREFERENTIAL - logic occurs when a contractor prefers to perform the work in a given sequence. example: completing painting before starting finished flooring
8 Section NOTE: The basis of Safety, Resource and Preferential logic requirements for all critical or near critical activities shall be documented in the Baseline Schedule Narrative or as requested by the DISTRICT. C. The basis of constraints and lags utilized in the PCS-BASELINE and subsequent UPDATES must be documented in an accompanying schedule narrative. D. The CONTRACTOR shall not utilize float suppression techniques or artificial restraints, constraints, lags or durations to lessen or control the amount of total or free float contained in the network. E. Float shall not be considered as time for the exclusive use of or benefit of either the DISTRICT or the CONTRACTOR. Float shall be considered as a resource available to both parties for the benefit of the project. F. Early Completion An early completion schedule is one which anticipates completion of the work ahead of the corresponding Contract Time. Since Total Float is measured to the Contract Completion Date (CCD), and belongs to the Project, the CONTRACTOR shall not be entitled to any extension in Contract Time, or recovery for any delay incurred because of extensions in an early completion date, until all total float is used or consumed and performance or completion of the WORK extends beyond the corresponding Contract Time. G. Project Schedule Reports shall be submitted to the DISTRICT as follows: Graphics - 24" x 36" (D size) 1. Time Scaled Logic Diagram based on early dates, organized by DISTRICT-WBS Codes with the longest (critical) path printed in red. (Attachment A.) 2. Bar chart, organized by DISTRICT-WBS Codes, indicating early and late date bars with critical path printed in red. Graphics 8½" x 11" (A size) 3. Detailed Bar Chart, Grouped by DISTRICT-WBS, Codes (Attachment A) 4. Estimated Cash Flow Histogram (if cost loaded) with planned value per period (bar) and cumulative to date (curve). Tabular Reports 8½" x 11" (A size)
9 Section Predecessor / Successor listing including relationship type and lag value, organized by Activity ID. 6. Tabular activity listing, sorted by Activity ID, with Early and Late Dates, Total and Free Float values. 7. Tabular activity listing, Grouped by Responsible party, sorted by Early Start, with Early Dates, Total and Free Float values. 8. Listing of all schedule constraints and open ends with explanation of each. 9. Identification of all lags contained in relationships and explanation of each. 10. Narrative report explaining the key "basis and assumptions" of the Project Control Schedule Baseline schedule. 11. Submittal / Procurement Status Report - A P3 Activity Matrix Report detailing for each submittal item, the Planned Dates for each step in the submittal/ procurement process. 12. Bid Item Listing. H. Submittal 1. Six (6) sets of all graphics 2. Six (6) sets of all tabular reports 3. Computer diskette containing files compatible with "P3 Backup" format, capable of being restored directly into DISTRICT'S Primavera Project Planner software with no conversion or error from enclosed graphics and reports. Any errors encountered when loaded by the DISTRICT will be corrected by the CONTRACTOR. Errors encountered when loading the CONTRACTOR'S P3 Backup files may result in rejection of the CONTRACTOR'S PCS submittal. I. Acceptance 1. The DISTRICT may accept the PCS-Baseline submittal and subsequent updates as having been submitted in accordance with the Contract Specifications. The DISTRICT will review and make comments on the PCS. Meetings may be held between the DISTRICT and the CONTRACTOR, and all SUBCONTRACTORS and SUPPLIERS whom the CONTRACTOR may desire to invite or whom the DISTRICT may request be present.
10 Section The PCS submittal must meet in all respects the time and order of work requirements of the contract. The work shall be executed in the sequence indicated in the accepted baseline and subsequent accepted updates and revisions. If the CONTRACTOR changes the sequence of work, a baseline revision submittal will be required in accordance with Section Comments made by the DISTRICT on the PCS or any subsequent updates and revisions, will not relieve the CONTRACTOR from compliance with requirements of the Contract Documents. 4. If requested by the DISTRICT at any time during the project, the CONTRACTOR shall provide detailed, short term schedules for specific items of the work. J. Baseline Schedule Revisions 1. No change shall be made to the accepted Project Control Schedule Baseline without the prior written authorization of the DISTRICT. 2. If the CONTRACTOR desires, or the DISTRICT requests that the PCS Baseline be revised to reflect specific ISSUES of the current project plan, the CONTRACTOR shall prepare a detailed analysis of the time related impacts of the specific ISSUE, demonstrating how the CONTRACTOR proposes to incorporate the ISSUE into the PCS Baseline. 3. Each time impact analysis shall be submitted prior to approval of any change in the contract to facilitate the incorporation of the impact in the next schedule submittal by the CONTRACTOR. 4. Time extensions will be granted only to the extent that equitable time adjustments for the activity or activities affected exceed the remaining total float along the path of activities impacted by the ISSUE. 5. When an authorized revision is made to the PCS Baseline, the revised baseline shall be identified by a Revision Number, giving the revised Baseline a distinct identification separate from all previous or subsequent Baseline Revisions. K. Schedule Updates 1. The CONTRACTOR shall submit the Project Control Schedule - Update to the DISTRICT each month, on a date assigned by the DISTRICT. The Update submittal shall include all information available up to the Data Date established by the DISTRICT.
11 Section The PCS-Update submittal shall be reviewed jointly (if necessary) with the DISTRICT for the purpose of verifying update information. The DISTRICT may request key SUBCONTRACTORS or SUPPLIERS to participate in the review with the CONTRACTOR. Information to verify includes but is not limited to: a) Actual start / finish dates for activities started or finished in the current period. b) Activity Percent Complete for activities that are currently in progress. c) Remaining durations or expected finish dates for activities that are currently in progress. d) Revised logic (as-built and projected) and changes in activity durations. e) Impacts of Issues identified by the CONTRACTOR or DISTRICT. f) Incorporation of DISTRICT approved time extensions. 3. The CONTRACTOR may not make changes to any actual events previously entered in prior updates without written concurrence by the DISTRICT. 4. PCS-Update submittals shall be prepared as follows: Graphics - 24" x 36" (D size) a) Timescaled Logic Diagram of early dates, organized by EMWD-WBS Codes with the calculated critical path printed in red. (Attachment A) b) Bar chart, organized by DISTRICT-WBS Codes, indicating early and late dates with critical path printed in red, with Target (Baseline) Bar. Graphics - 8½ x 11" (A size) c) Detailed Bar Chart, Grouped by DISTRICT-WBS, with Target (Baseline) Bar. (Attachment A) Tabular Reports - 8½" x 11" (A size) d) Tabular activity listing, sorted by Activity ID, with Early and Late Dates, with Total and Free Float values.
12 Section e) Tabular activity listing, sorted by Early Start, with Current Early and Current Baseline dates and Variance between Current Early and Current Baseline Finish Dates. f) Tabular activity listing, Grouped by Responsible party, sorted by Early Start, with Early Dates, Total and Free Float values. g) Listing of any NEW or DELETED schedule constraints and open ends with explanation of each. h) Identification of all NEW or DELETED lags contained in relationships and explanation of each. i) Identification of all NEW or DELETED activities and an explanation of each. j) Narrative report including description of problem areas, current and anticipated delaying factors, and their expected impact, and an explanation of current actions taken or proposed. In addition, alternative for possible schedule recovery to mitigate any potential delay and/or cost increases should be included in the monthly narrative by the CONTRACTOR. k) Submittal/Procurement Status Report. l) Bid Item Listing Report. m) If the CONTRACTOR fails to submit any of the PCS update submittal deliverables, the DISTRICT may withhold approval of progress payment estimates until such time as the CONTRACTOR submits the required update submittal. PART 5 - PAYMENT FOR PROJECT CONTROL SCHEDULE A. Project Control Schedule will be paid for at a lump sum price, as bid by the CONTRACTOR. B. The lumps sum price paid for the Project Control Schedule shall include full compensation for furnishing all labor, materials (including computer and software), tools, equipment and incidentals, and for doing all of the work involved in preparing, furnishing, updating, statusing and revising the Project Control Schedule. C. Payments for Project Control Schedule will be based on the lump sum value bid for this item and will be made as follows:
13 Section Submittal and Acceptance of Preliminary Project Control Schedule 10% 2. Submittal and Acceptance of Project Control Schedule Baseline 40% 3. The remaining 50% shall be prorated equally over the remaining months of the project from the Acceptance Date of the Project Control Schedule Baseline to the Contract Completion Date. (CCD). PART 6 - ATTACHMENTS A. DISTRICT-WBS (Project Specific) B. Example Reports 4.7.A Time Scaled Logic Diagram - D Size.B Bar Chart - D Size.C Bar Chart - A Size.D Histogram - A Size.E Predecessor/Successor Report.F Activity Listing by Activity ID.G Activity Listing by Responsibility.H Constraints and Open Ends Listing.I Identification of Lags.J Narrative Reports.K Submittal/Procurement Status Report.L Bid Item Listing 4.11.D.5 Target Comparison Report END OF SECTION 01310
14 Section [PAGE LEFT INTENTIONALLY BLANK]
15 PRIMAVERA PROJECT PLANNER -----ACTIVITY CODES DICTIONARY----- SECTION PROJECT CONTROL SCHEDULE SPECIFICATIONS ATTACHMENT A - DISTRICT WBS CODE FIELDS FOR USE IN SCHEDULES EXAMPLE CODE VALUE TITLE SEQUENCE Date: Project: Activity Codes: PROJ Specification # DISTRICT contract Specification Number FUND Const Order # DISTRICT Construction Order Number BITM CPKG RESP Bid Item 999 Contract Bid Item Number (Each activity in the contractor s schedule should be coded to their appropriate Contract Bid Item) Constr Package GENCN General Conditions & Milestones 1 MOB Mobilization 2 SUBM Submittals 3 PROC Procurement 4 CONST Construction 5 TEST Testing 6 REST Restoration 7 CLOSE Closeout & De-mobilize (These codes represent the DISTRICT S Construction Work Packages incorporated in the DISTRICT-wide Master Schedule. Contractor s activities should be coded to their appropriate Construction Work Packages as defined by this Attachment.) 8 Responsible Party DIST Eastern Municipal Water District 1 CONT Contractor (These codes are used to identify responsibility for different activities) 2
16 PRIMAVERA PROJECT PLANNER -----ACTIVITY CODES DICTIONARY----- SECTION PROJECT CONTROL SCHEDULE SPECIFICATIONS ATTACHMENT A - DISTRICT WBS CODE FIELDS FOR USE IN SCHEDULES EXAMPLE CODE VALUE TITLE SEQUENCE PHAS DIST Project Phase G General Conditions 1 M Mobilization 2 S Submittals 3 P Procurement 4 C Construction 5 T Testing 6 F Finalize & Closeout project (This character is used as the first character of the DISTRICT activity ID in the DISTRICT Construction Management schedule) 7 District Construction Management Activities (PROJECT SPECIFIC) G001 Notice of Acceptance of Proposal G005 Pre-construction Conference G010 Contract Start Date (CSD) G099 Contract Completion Date (CCD) M000 Field Mobilization M005 Secure Contractor Furnished Permits S00-P SUBMIT - Preliminary Project Control Schedule S00-B SUBMIT - Project Control Schedule (BASELINE) S01-1 SUBMIT - Trench Shoring Plan S01-2 REVIEW - Trench Shoring Plan S01-3 APPROVE - Trench Shoring S02-1 SUBMIT - Precast Vaults S02-2 REVIEW - Precast Vaults S02-3 APPROVE - Precast Vaults S02-4 PROCURE - Precast Vaults S02-5 DELIVER - Precast Vaults S03-1 SUBMIT - Butterfly Valves S03-2 REVIEW - Butterfly Valves S03-3 APPROVE -Butterfly Valves S03-4 PROCURE - Butterfly Valves S03-5 DELIVER - Butterfly Valves S04-1 SUBMIT - A. R. & V. Valves S04-2 REVIEW - A. R. & V. Valves
17 PRIMAVERA PROJECT PLANNER -----ACTIVITY CODES DICTIONARY----- SECTION PROJECT CONTROL SCHEDULE SPECIFICATIONS ATTACHMENT A - DISTRICT WBS CODE FIELDS FOR USE IN SCHEDULES EXAMPLE CODE VALUE TITLE SEQUENCE S04-3 APPROVE - A. R. & V. Valves S04-4 PROCURE - A. R. & V. Valves S04-5 DELIVER - A. R. & V. Valves S05-1 SUBMIT - Blow-Off Assembly S05-2 REVIEW - Blow-Off Assembly S05-3 APPROVE - Blow-Off Assembly S05-4 PROCURE - Blow-Off Assembly S05-5 DELIVER -Blow-Off Assembly S06-1 SUBMIT - Steel Casing for Bores S06-2 REVIEW - Steel Casing for Bores S06-3 APPROVE - Steel Casing for Bores S06-4 PROCURE - Steel Casing for Bores S06-5 DELIVER - Steel Casing for Bores S07-1 SUBMIT - Concrete & Rock Sources S07-2 REVIEW - Concrete & Rock Sources S07-3 APPROVE - Concrete & Rock Sources S08-1 SUBMIT - Pipe Joint Details S08-2 REVIEW - Pipe Joint Details S08-3 APPROVE - Pipe Joint Details S09-1 SUBMIT - Pipe Lay Sheets S09-2 REVIEW - Pipe Lay Sheets S09-3 APPROVE - Pipe Lay Sheets S10-1 SUBMIT - Fittings S10-2 REVIEW - Fittings S10-3 APPROVE - Fittings S10-4 PROCURE - Fittings S10-5 DELIVER - Fittings S11-1 SUBMIT - Traffic Control Plan S11-2 REVIEW - Traffic Control Plan S11-3 APPROVE - Traffic Control Plan S12-1 SUBMIT -Cathodic Protection Materials S12-2 REVIEW - Cathodic Protection Materials S13-4 PROCURE - 30" Dia Pipe S13-5 DELIVER - 30" Dia Pipe S13-4 PROCURE - 54" Dia Pipe S13-5 DELIVER - 54" Dia Pipe C001 Clear & Grub
18 PRIMAVERA PROJECT PLANNER -----ACTIVITY CODES DICTIONARY----- SECTION PROJECT CONTROL SCHEDULE SPECIFICATIONS ATTACHMENT A - DISTRICT WBS CODE FIELDS FOR USE IN SCHEDULES EXAMPLE CODE VALUE TITLE SEQUENCE C010 Unload & String Pipe C015 Trench, Lay & B fill - Sta Pipe to C020 Jack & Bore Pipe - Sta to C025 Trench, Lay & B fill - Sta Pipe to C030 T, L & B fill Drop C035 Trench, Lay & B fill - Sta Pipe to C040 Jack & Bore Pipe - Sta to C045 Trench, Lay & B fill - Sta Ppe to C050 Jack & Bore Pipe - Sta to C055 Trench, Lay & B fill - Sta Pipe to C060 Jack & Bore Pipe - Sta to C065 Trench, Lay & B fill - Sta Pipe to C070 Jack & Bore Pipe - Sta to C075 Trench, Lay & B fill - Sta Pipe to C080 Trench, Lay & B fill - Sta Pipe to C085 Trench, Lay & B fill - Sta Pipe to C087 Steel Casing - Sta to C090 Trench, Lay & B fill - Sta Pipe to C095 Conc Enc Sta to C100 T,L,B fill -in Pipe Sta Tie to C105 Install Blow-off Assemblies C110 Install Valves C115 Landscape Restoration C120 Pavement Restoration C125 Clean-up & Punch List T130 Hydrostatic Testing M135 De-mobilize
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In this article, as part of a continuing series of articles regarding critical path method (CPM) scheduling, Warner reviews various facets of the process of preparing, analyzing and utilizing schedules
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Chapter 6 Project Time Management (PMBOK Guide) Mohammad A. Rajabi Dept. of Geomatics Eng., University it of Th Tehran Tel: +98 21 8833 4341, Cell: +98 912 132 5823 Email: email@example.com ir Homepage:
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College of Engineering VDOT-VT Partnership for Project Scheduling Charles Edward Via, Jr. Department of Civil and Environmental Engineering 200 Patton Hall (0105) Blacksburg, Virginia 24061 540/231-0923
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8. Project Time Management Project Time Management closely coordinated Two basic approaches -bottom-up (analytical) -top-down (expert judgement) Processes required to ensure timely completion of the project
Appendix A Glossary Terms of Project Management Appendix Table of Contents REFERENCES...761 750 Appendix A. Glossary of Project Management Terms Appendix A Glossary Terms of Project Management A Activity
Scope Management Scope management can be defined as controlling what is and what is not a part of the project. According to the 2004 PMBOK scope management: Includes the processes required to ensure that
eea financial mechanism Project Implementation Plan (PIP) User Guide 23 November 2007 norwegian financial mechanism Page 2 of 20 1 Introduction The Project Implementation Plan (PIP) is a representation
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DESCRIPTION: Under this item the Contractor shall prepare, status, electronically file and send all project correspondence, Shop Drawings, Requests For Information, meeting minutes, and schedule narratives
Massachusetts Bay Transportation Authority Design & Construction Department Project Controls Policy Manual Rev.09.01.2011 Table of Contents Page No. I. PREFACE...iii II. ESTIMATING... 1 III. PROJECT SCHEDULE....
Welcome to the Eastwood Harris Pty Ltd MICROSOFT PROJECT 2010 AND PMBOK GUIDE FOURTH EDITION training course presented by Paul E Harris Administration Evacuation Timings, meals and facilities Mobile phones
PROJECT CONTROLS The right combination of software management tools, proper initial project set-up, timely and accurate data input, continuous tracking of progress, a meaningful reporting structure, strong
Project Time Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please