AGC Winter Conference CPM Schedule Review Workshop. Lowell Lingo, PE Dan Moore, PE Mary Harding December 2015

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1 AGC Winter Conference CPM Schedule Review Workshop Lowell Lingo, PE Dan Moore, PE Mary Harding December 2015

2 Presenter Lowell E. Lingo, PE 15 Years of Experience MO Project Management Office Region 7 Planning Office Project Management for the Bridge Program MO Office of Structures Bridge Inspections (Prudent) Bridge Design (Sear-Brown) M

3 Presenter Dan Moore, PE 23+ Years at NYSDOT MO Project Management Office MO Legal, Claims Unit 6 years Region 1 Construction EIC / PM Work on I-87 Exit 6 Single Point Urban Interchange 16 years Region 1 Design PM Designer Squad Leader M

4 Presenter Mary Harding 9.5 Years at NYSDOT 1 year MO Project Management Office 4 years MO Local Programs Bureau SRTS and TAP Program Management 4 years MO External Relations Community Relations State and Local Government Relations M

5 Course Agenda PMO Introduction I. NYSDOT Requirements for Scheduling II. III. Improved Business Processes for Scheduling PMO Assistance with High Level P6 schedule Review a) Importance of Schedule attributes b) Monthly Schedule Reports c) Benefits of a P6 Schedule as a Communication Tool M

6 Project Management Office Established February 2014 To provide project management, support and services for the Department s major projects and the capital program Identify opportunities to standardize project management practices in Planning, Design and Construction Focus on continuous improvement associated with on-time and on-budget delivery Consolidated scheduling responsibilities from Offices of Design and Construction High level and detailed schedule review M

7 PMO Management Structure Director Eric Celia Construction Project Management Lowell Lingo Planning and Design Project Management Dan Moore Reporting & Performance Measures Janet Simson Training and Communication Mary Harding *Policy and Governance - TBD M

8 Handouts This presentation Schedule Report Samples Schedule Checklist Schedule Importer Instructions Process for Automated Access Request Form M

9 Project Goals Contractor Safety Profitability Quality On-Time NYSDOT Safety Quality Budget On-Time Common Goals

10 Project Management Knowledge Areas Include: Integration Scope Time Budget Quality Resource Communication Risk Stakeholders Procurement How does a Project Schedule support the above PM practices?

11 Integration Management Coordinated interaction CPM Coordinates all activities via logic Defines how all parties interact and perform Provides a written record of the construction execution plan

12 Time Management Coordinated timing and execution of activities Plan to achieve on-time delivery CPM: Coordinates, allocates and measures performance Document and analyze time impacts if they occur Understand time related impacts Measure consequences of delays & impacts

13 Budget Management Planned Cost vs Actual Costs for on-budget delivery CPM: Can be cost loaded Can manages budget accountability and predict possible delay costs of impacts

14 Quality Management Ensures quality standards and requirements are met CPM: Baseline schedule formation should ensure that all quality standards are contemplated & met Incorporate all required elements to ensure quality Ensures consistency across the state

15 Resource Management Planned resources vs Actual resources CPM: Allows resources to be managed and measured during project execution Allows understanding of needed resources based on planned work or altered work Allows resource forecasting

16 Communications Management Plan, measure and control communication CPM: Allows planning, documenting and communicating the execution plan Uses reports, layouts and status to determine Responsible party On-schedule or Late Critical Path Identify impacts to whom, what, and when via the schedule Formalizes discussion of plan in documented format to share and exchange information

17 Risk Management Plan, identify and analyze risk Identify risk response to control risk CPM: Understand impacts of risk from scope change Performance measurement Impacts to critical path can be analyzed, monitored and controlled Forecast impacts

18 Stakeholder Management Manage and control stakeholders CPM: Identifies who does what and when Understand performance impacts to project External stakeholder identification.business impacted, traveling public impacts by schedule changes

19 A high quality, up-to-date project schedule is much more than just a Time Management tool! It facilitates many of the Project Management practices necessary to achieve a successful project!

20 I. NYSDOT Requirements for Scheduling

21 P6 Schedule Requirements Work in the NYSDOT Primavera P6 Environment Log-in through Citrix Get involved early! Timely baseline submission after Award Know who to contact CPM Scheduling Section M

22 NYSDOT Resources M

23 Specification Requirements NYSDOT Type 2 Scheduling Spec (Item 639.xxxx) HDM Chapter 21 references when this applies CPM Schedule Submission on Primavera P6 Software Prepared on NYSDOT network servers Revise and update the progress schedule Use it in planning, coordinating and performing all work Shall accurately depict the entire scope of work Narratives are required D

24 Specifications NYSDOT Scheduling Specification details Preconstruction Schedule Meeting Three types of Baseline Schedules Draft Baseline Schedule Baseline Progress Schedule at Award Final Baseline Progress Schedule at Award Progress Update Schedules D

25 Rules for Baseline Progress Schedule at Award Contractor to submit 10-days after Award Logical and realistic plan to execute the requirements of the contract This is the full Baseline Schedule submission Contractor s plan at the time of Bid Requires full in-depth review Baseline Schedule Includes: Schedule Narrative D

26 What should be in Baseline Schedule? All physical activity to complete the work detailed in the plans Procurement process Important Milestones Contractual constraints 3 rd party work that affects project (utilities) More if it can affect the schedule it should be in the schedule D

27 What Should be in a Baseline Narrative D-number Potential conflicts and issues Project name, location Contractor name Contract Award Date Current Contract Completion Date Scheduled completion of all work Interim milestone dates Critical and near-critical work elements 3rd party influences NYSDOT influences Key plans Identify acronyms and abbreviations General approach to the work Reasons for sequencing in schedule Resource limitations D

28 Preconstruction Schedule Meeting At the Preconstruction Schedule Meeting: Bring draft BL to facilitate discussion: Scheduling of project activities Resolve questions regarding contract requirements WBS structure Proposed Calendars and Activity Codes Milestones and Time-Related Clauses D

29 Best Practices Get to a Baseline Quickly Think about during bid process Recommend system access early At-Risk development possible NYSDOT can assist with draft baseline review Ask questions/clarify as needed L

30 II. Improved Business Processes for Scheduling Schedule data exporter On-line, automated request forms P Upgrade Schedule Manual Monthly Schedule Reports M

31 Schedule Importer Upload new data from any CPM Software to Department systems Data directly entered into an Excel spreadsheet, or using copy/paste functionality from external systems. Bulk Upload Template allows Contractors to create schedule logic in their own environment without the risk of corrupting NYSDOT global data. M

32 Automated Access Request Form Expedites the issuance of a P6 account Form completed and submitted on-line. Sign and notarize and scan to return. Upload of required documentation saves time and reduces the potential for data-entry error dot.ny.gov/ Identify your User ID/Log on in the Application to have new projects added Please remember to notify the PMO if an employee is no longer assigned to a project so the Department can remove that user s access to the software application and project data. M

33 P Upgrade Goal to complete by end of 2015 Corrects known bugs in software Does not significantly change user experience or processes Improves ability to connect with other enterprise system at NYSDOT: Unifier (Contract Management) D

34 Scheduling Manual Scheduling management best practices Goal is to shorten spec Remove instructional language Spec will be requirements only Manual will provide instruction Creates more user friendly Spec Scheduling resource for CPM Schedule users and preparers L

35 Monthly Schedule Reports PDF package reflecting High Level Schedule review Sent to NYSDOT staff and Contractor Ease of use More detail later.. L

36 III. High Level Schedule Review by NYSDOT s PMO Compliance with Section 100 High Level Review vs Detailed Review

37 a) Importance of a Good Schedule A well maintained schedule is a useful tool in project management. Becomes a tool to help support, verify and analyze project management ideas, scenarios and decisions. Good data supports reporting and schedule integrity In order to maintain the schedule, it has to be at the forefront of the project. It needs to be updated, reviewed and discussed continuously. The goal is to analyze schedule updates as close to when the work actually occurred as possible: Continuously adjust the schedule to reflect changes in the project plan Understand schedule movement and responsibility L

38 Important Schedule Attributes Work Breakdown Structure (WBS) Primary sort structure for P6 NYSDOT Provides high level structure in System Contractor creates own WBS under high level Activity IDs Activity Names Appropriate Calendars Activity Codes Activity Durations M

39 Good Practices when creating Contractor WBS WBS Names should reflect the detail of the project. Bridge Names and Staging and Phasing should be included in each level of the WBS so that a user of the schedule always knows where they are in the schedule. Upper levels match CPM Specification requirements Logical flow Detailed descriptions Information cascades from upper levels to lower levels M

40 Activity IDs Reasonable Intelligent Identify fabrication and delivery Identify Bridge Identify Stage M

41 The following activities shall be incorporated into the Progress Schedule: M

42 Activity Names What are you looking for? All Activity Names are unique Activity Name can stand alone Activity Name does not rely on WBS Scope of work is fully understood Has action verb Location of work is clear Stage or phase is clear Understanding of abbreviations Length is not excessive Work described is measurable Consistency M

43 Activity Names Activity Names are clear and uniquely defined descriptions of scope and location Detailed narrative description consisting of the following: A verb or work function (i.e. excavate, form, erect, install, place, etc.) An object (i.e. deck, footing, wing wall, parapet, etc.) A structure identifier (i.e. Bridge 1 - Br1 or B1, Pondfield Bridge - P-Br) A location (i.e. Pier 1, P1, East Approach, EA, Station to 40+00, Sta , etc.) Stage identifier (i.e. Phase 1, Ph1, Stage 3A, Stg 3A, etc.) M

44 Activity Codes Well defined codes enable schedule sorting for particular information Responsible Party (DOT vs Contractor) Stage Area of Work Type of Work Subcontractor (Subcontractor, Utilities, Railroads) Pay Item M

45 Activity Durations What are you looking for? Reasonable Original Durations Durations follow specification requirements Consistent durations Correct quantity assumptions Like work has similar durations Like work of increased quantity has increased durations Order of magnitude assessments Duration accuracy with calendar assigned Verify that all durations are whole numbers M

46 Calendars Calendars consider days and hours Define work and non-work periods Identify standard days and hours that Contractor plans to work Identify standard holidays Should extend beyond completion of project by 1-year Global, Resource or Project M

47 Compliance with Section 100 Topics Worth Discussing: NYS Department of Transportation Standard Specifications: Changes, Contingencies, Extra Work & Deductions Differing Site Conditions Suspension of Work Directed by the Engineer Notice & Recordkeeping Value Engineering Change Proposal (VECP) Disputed Work and Dispute Resolution Progress Schedule Completion Date Failure to Complete Work on Time Delay Provisions D Time Related Dispute Compensation D

48 High Level Review Immediate Rejection & NYSDOT Checklist Review schedule to ensure compliance with NYSDOT specifications (Type 2 Spec and Section 100) Identify schedule deficiencies as a basis of immediate rejection Use of Schedule Updates in Monthly Review Report for Type 2 Schedules M

49 High Level Review Immediate Rejection Failure to: Schedule as of the Data Date Include the Schedule Log (Leveling Report) Include Claim Digger Report Include a Narrative Inclusion of: Actual dates greater than the Data Date Invalid relationships M

50 High Level vs Detailed PMO performs high level reviews on all schedules Detailed review by PMO, EIC or CI agreement

51 Schedule Updates Goal is to maintain the integrity of the schedule so it can be used as a project management and communication tool. Use of a P6 schedule to make construction management decisions. Predict/forecast problems Measure project status Analyze information related to time disputes & appropriately allocate responsibility for delay Collaborate with stakeholders to find solutions to problems In general, be better informed regarding execution aspects of the project via detailed written communication. L/D

52 Contractor s Schedule Update Narrative Should reflect changes and progress Critical Path Discuss Critical Paths, driving Critical Path activities and changes to the Critical Paths Project Delays/Issues Discuss delays/issues/concerns experienced in the update period Suspended Work Discuss any work that has been suspended and why Schedule Changes Provide details on the changes and specifics on why each change was made Procurement/Submittals Discuss status of procurement submittals and RFIs that are in review or are upcoming Look Ahead Discuss work planned for next update period and any potential problems or concerns that could develop L D

53 b) PMO Monthly Schedule Reports using Global Layouts Layouts are customizable views of project information that can be saved so they can be used over again. How to use P6 schedule data in reports

54 Using Layouts Global Layouts Created by the CPM Scheduling Section Can t be modified Can be copied to the User and Project Layout areas and modified as needed by individual users. Project Layouts Specific to a project Can be exported with a project User Layouts Created by individual users and are only available to the user unless shared with another user. Can be used in any project that the user has open. M

55 NYSDOT PMO Generated Monthly Schedule Report Layouts for Construction: Use primarily in Baseline Review Layout 01: Milestones Constraint Level of Effort Layout 02: Longest (Critical) Path Layout 03: Longest (Critical) Path by WBS Primarily used internally Layout 12: NYSDOT Resp Party Layout 18: Type of Work Other: Layout 11: Near Critical Total Float <=20d Layout 14: Summary Roll-up Layout 15: All Date Changes from Last Update Layout 16: Full Schedule Layout 17: Remaining Schedule <100% Use in Monthly /Weekly Meetings Layout 00: 2 weeks out; 1 week back Layout 04: Slipping and Total Float <=20d Layout 05: All Slipping Activities Layout 06: New Near Critical Total Float <=20d Layout 07: Actuals in Last 5 Weeks Layout 08: 30d Look-Ahead Layout 09: 30d Look-Ahead Near Critical Layout 10: Negative Float Layout 13: Winter Activities <100% L

56 Using Layouts and Reports Schedule Layouts for Construction: M

57 Using Layouts and Reports Monthly Schedule Reports for Construction: M

58 Reviewing the Longest (Critical) Path Layout: 02_Longest (Critical) Path What are you looking for? A contiguous Critical Path from the Data Date to the end of the project Look at the near-critical paths, do they make sense? Do you think the near-critical work is really that important to the project? Is the Critical Path loaded with DOT responsible activities? Is the Critical Path loaded with 3rd party activities? Review/Track Critical Path to various contractual milestones Review/Track Critical Path to various key project milestones L

59 Reviewing the Longest (Critical) Path (Layout: 02_Longest (Critical) Path) L

60 Reviewing the Longest (Critical) Path L

61 Reviewing Near-critical Paths Layout: 06_New Near Critical Total Float <=20d What are you looking for when reviewing Near-critical Paths? Activities that are planned in the next few months that could possibly impact the project if they are delayed Activities with Late Finish Dates in the next few months of the project Elements of the project that you need to monitor and possibly expedite to prevent them from affecting the Critical Path or project completion dates Ways you can make sure NYSDOT, 3rd Party and even Contractor responsible activities are completed in a timely fashion without affecting the completion of the project Using the data to proactively managing project L

62 Reviewing Near-critical Paths L

63 Reviewing Updates Monthly Submissions Actual and Planned work Remaining Durations Logic Connections Added or Deleted Activities (104-02) Activity Code Assignments L

64 Reviewing Updates What are you looking for? Layout: 11 Near Critical Total Float <=20d Layout: 09 30d Look Ahead Near Critical Use 30 Day Look-Ahead in weekly progress meetings to ensure Contractor and NYSDOT have same expectations Near-critical paths Finding what activities are near-critical Management of the activities on these paths to prevent them from affecting the Critical Path and the contractual milestones Movement of near-critical activities in the schedule and why L

65 Reviewing Updates Original Duration Changes Layout: 07 Actuals in Last 5 Weeks Original Duration changes represent a change to the original plan. From the list prepared by the comparison software, you can pull up each activity and see how its change affected the predecessor and successor activities in the schedule. Review to insure that you are ok with the changes Reasonable Don t affect the Critical Path of project completion dates L

66 Reviewing Updates Duration Variances Layout: 05_All Slipping Activities Duration Variances are activities that are taking longer than scheduled or are progressing faster than scheduled. The most concerning Duration Variances are the activities that are taking longer than expected. A simple export of activities from P6 to Excel can produce a Duration Variance table Compare the Original Duration to the Actual Duration of each activity Focus on low float activities Check 3rd party activities and activities that are NYSDOT s responsibility L

67 Layout: 05_All Slipping Activities

68 Reviewing Updates Activities with Negative Float Layout: 10 Negative Float Check for Negative Float activities in each update even if the project is on or ahead of schedule. Negative float on a project that is on or ahead of schedule may indicate that an interim milestone is behind schedule, a constraint was added, an error in data input, incorrect constraints or bad logic. On projects that are behind schedule, activities with negative float should be reviewed to gain an understanding of what logic paths are behind schedule. Tend to focus on the Critical Path and the driving Critical Path activity as the cause of the slippage and the delay Near-critical paths may also be behind schedule and have negative float, indicating that more than one path and work element has to be mitigated in order to bring the project back on schedule. Use the Default Negative Float filter L

69 Reviewing Constraints Layout: 01_Milestones Constraint Level Of Effort (LOE) What To Look For All Contract I/D or LD periods and interim milestones should be included. Review LOE durations compared to Contract durations. Has scheduled duration increased (negative Variance)? Review Primary Constraint Dates to make sure they match Contract dates. Review Constraint Start/Finish dates versus Primary Constraint Dates. Are they on schedule? Are they slipping (negative Variance)? Are there Constraints that are not Contractual and not approved by the EIC? L

70 Schedule Meetings Verifying Progress Contractor responsibility to monitor schedule and update based on work complete and work planned Progress should be verified Verify actual dates - start/actual finish and remaining durations Use Layout: 07_Actuals in Last 5 Weeks D

71 c) Communication Tool: Importance of Schedule Layouts Can use the schedule to engage project staff Distribute specific look ahead schedules to inspection staff Targeted look ahead printouts give inspectors understanding of the Contractor s plan for the work Discuss at project meetings, including: Progress Meetings: Critical Path / Near-critical activities (Layout 02; Layout 03; Layout 06) Construction Look ahead (Layout 08; Layout 09) Construction activities taking longer than expected (Layout 04; Layout 05) Construction activities projecting delays (Layout 09; Layout 11; Layout 15) Submittal Meetings Look ahead Prioritizing submittals/rfis Submittals taking longer than expected Verifying submittal revise and re-submit durations Quantifying remaining duration for submittal review activities Verifying that all submittals/subcontractors are approved for upcoming construction work D

72 NYSDOT CPM Schedule Quick Reference Guide Checklist Monthly Report Layouts accomplish this as well M

73 Questions? Lowell E. Lingo, P.E. Construction Management Section (Primary contact)

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