ASAMW PM Workshop Scheduling

1. ASAMW PM WorkshopScheduling Thursday March 14th, 2019

2. Agenda: • Critical Path Method – CPM • Pull Planning • Short Interval Plan – “SIP” • Look ahead Schedule • Scheduling as a Subcontractor • Cash-flow & Resource Planning • Other Important Topics

3. CPM SCHEDULING

4. Learning Objectives • Baseline Schedule. • What is the Critical Path or Critical Activity? • Total Float & Free Float • Critical Path Workshop • How Critical Path can be impacted? • How to Recognize the project’s Critical Path? • Best Practices • Schedule Update • Schedule Health • How Schedule revisions can stack the subs? • Fast Tracking- Change of Construction Strategy • Crash Duration- Resource Allocation • As a Subcontractor, what can we do? • Before construction • During construction • Q/A

5. Baseline Schedule What is it…? The original plan for construction schedule that all major parties agreed on… What does is include…? Contractual schedule requirements… Specified project milestones & contractual substantial completion date… Intended means and methods for reaching the aforementioned goals… Detailed activities, duration, and logic to develop a Critical Path to each milestone…

6. What is Critical Path Method (CPM) • The Critical Path Method (CPM) is an approach to project scheduling. • CPM is the most widely used scheduling technique in heavy construction projects. Projects with hundreds or Thousands activities.  • The Critical Path Method (CPM) defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks. • Gantt Chart is the most common view of a CPM schedule. • Critical activities are the project tasks that must start and finish on time to ensure that the project ends on schedule. • In applying the CPM, there are five major steps that can be summarized as follows: • Work Breakdown Structure (WBS) • Define Each Activity • Establish Dependencies (Activity Sequence) • Estimate Activity Duration • Draw the Network Diagram • Identify the critical and non-critical relationships (paths) among tasks.

7. Total Float vs. Free Float • Float is the amount of time that a task in a project network can be delayed without causing a delay to: subsequent tasks ("free float") project completion date ("total float"). • Total float is often known as the slack. • In CPM scheduling each activity has an Early Start date and Late Start date, or Early Finish date and Late Finish date. • The critical path activities have a float of zero. • Critical Path is the path for which ES=LS and EF=LF for all activities in the path. • Activities on critical path or close to critical path (Total Float less than 5 days) need extra attention.

8. Critical Path Workshop

9. Example OneResidential Building- 20 Floors (208 Units) Site Utilities (M) 5 Months Permanent Power (N) 2 Months Finishes (F) 6 Months NTP Mobilization (A) 1 Month Excavation (B) 3 Months Foundation (C) 3 Months Structure (D) 8 Months Building Envelope (E) 6 Months Start-up & Commissioning (G) 1 Months Inspection & Punch List (H) 1 Months MEP Rough-in (O) 3 Months Close-out & Turnover (I) 1 Months

10. Example OneResidential Building- 20 Floors (208 Units) • Path One: NTP-A-B-C-D-E-F-G-H-I, duration: 30 Months. • Path Two: NTP-A-B-C-D-O-F-G-H-I, duration: 27 Months. • Path Three: NTP-A-M-N-G-H-I, duration: 10 Months. Path Three Site Utilities (M) 5 Months Permanent Power (N) 2 Months Finishes (F) 6 Months NTP Mobilization (A) 1 Month Excavation (B) 3 Months Foundation (C) 3 Months Structure (D) 8 Months Building Envelope (E) 6 Months Start-up & Commissioning (G) 1 Months Path One Inspection & Punch List (H) 1 Months MEP Rough-in (O) 3 Months Close-out & Turnover (I) 1 Months Path Two

11. Example Two

12. Example Two • Start -> A -> B -> C-> End, duration: 31 days. • Start ->D -> E ->F -> End, duration: 18 days. • Start -> D -> B -> C -> End, duration: 26 days. • Start -> G ->H ->I -> End, duration: 13 days. • Start -> G -> E ->F -> End, duration: 16 days.

13. The Impact of Constraints on Critical Path • Constraint means a Limitation or Restriction for project that can impacts the schedule. • The main project constraint is the Contract’s Completion Date. Each Constraint has the potential to make a New Critical Path • Example of Constraints: • Contractual Completion Date • Phased Turnovers • Limitations

14. Where to Find the Constraints?

15. How to Recognize the project’s Critical Path? • In General: • Look for project Completion Date • Look for Critical Milestones (if available) • Check the Column for Total Float (if available) • Compare Early Start- Late Start or Early Finish- Late Finish (if available) • Check the Gantt Chart If there is no access to original schedule file (P6 or MSP), it can be hided easily. • If the original file (P6 or MSP) is available: • Filter activities with Total Float=0 • For activities close to critical path, filter activities which Total Float is less than X days.

16. Best Practices- CPM Scheduling What are they…? • Be conservative… • Collaborate with project team for activity durations… • No negative float. • No float over 100 days… • All activities need a predecessor and a successor… • Use correct work calendars.. (i.e. - weather, holidays, weekends)… • No lags with finish to start logic (as they use the float)… • No use of leads for Relationships (as they represent backward logic… • Use start to start & finish to finish logic together to avoid open ends… • Save copies of each schedule revision… • Include all owner deliverables required… • Ensure all milestone align with contract.. • Limit activity durations to no greater than 20 days…

17. Schedule Update • Usually a Monthly process. • The Schedule updating process can be summarized in five steps: • Collecting the Progress • Actual Start Dates (if started) • Actual Finish Dates (if completed) • Actual Progress (if started) • Updating Activities • Updating Dates • Updating Progresses • Re-Scheduling • Compare with Baseline/s • Making Adjustments & Corrections

18. Schedule Update

19. Schedule Health What is it…? • A metric of activities projected vs. actual activities started/finished… Why is it important…? • Helps identify if there is a present or forthcoming problem with a project… How do I read it…? After calculating… • 100% to 80% … Good Schedule Health • 79% to 60% … Caution; Potential issues may occur • 59% & below … Poor; Schedule delays are occurring

20. Schedule is Updated and there is a significant Delay!!! • Option One: Accepting New Delivery Dates • Option Two: Making Adjustments or Apply Changes on Project Schedule

21. How a Schedule Adjustment Can Stack the subs? • Fast Tracking- Change of Construction Strategy • In fast tracking, you look at the critical path and decide which activities can be done parallel to each other, to move the project along faster. • Fast tracking reduces your project timeframe, it also involves risk because you are performing parallel activities that were originally planned to be performed in sequence.  • Crash Duration- Resource Allocation • Crash duration, or crashing, refers to the shortest possible time for which an activity can be scheduled. • Crash duration adding more resources to completing that certain activity. • Results in lower quality of work because the goal in crash duration is speed. Links\Trade flow-stack diagram.xlsx

22. As a Subcontractor, what can we do? • Before Construction and During Planning/ Scheduling Phase • Get Involved and give General Contractor/Owner the Minimum durations needed. • Get Involved and share with General Contractor/Owner the important limitations or requirements you see. • During Construction • Ask for updated schedule. • Review and understanding the new/updated schedule. • Comparing the dates and durations with the contract schedule. • Share feedbacks Some Tips for Subs: • Ask for Look Ahead Schedules • Ask for your Trade Schedule

23. PULL PLANNING

24. Pull Planning • What is Pull Planning? • A method of planning where the flow of activities and information are based on the request (pull) of downstream work. • Pull Planning is a tool that strengthens the scheduling process by helping manage risk through detailed collaborative planning and continuous improvement. “It involves Subcontractor PM’s and Field Supervisors.” • Working from a target completion date (milestone) backward, tasks are defined and sequenced so that their completion releases work. • Pull Planning Vs. CPM Planning • CPM is forward looking and based on duration and sequence, but pull planning is working from a target completion date (milestone) backward. • CPM is usually prepared by PM or Scheduler, but pull planning involves all parties (owner, design team, and all trades/subcontractors).

25. Pull Planning • Steps need to be taken for pull planning: • Define the phasing of the work • Determine completion dates for the phases/milestones • Apply durations to each activity with no contingency or float in the estimates • Using team scheduling “Subcontractor’s PM and Foreman” and sticky’s on a wall, develop the network of activities required to complete the phase working backward from the completion date. “Note that each trade has specific colored post it note” • Re-examine logic to try to shorten the duration • Determine the earliest practical start date • Decide what activities to buffer or pad with time contingency • Is the team comfortable that the available buffers are sufficient to assure completion within the milestone? If not, either re-plan or shift milestone as needed and possible Note: It’s best practice to know the hours budgeted for each task with in each area/floor. (Example: 200 Hours to install domestic water pipe on 1st floor. 200hrs divided by 8 = 25 man days / 4 crew members = 6.25 days)

26. Pushvs. Pull System • Push:Materials and info pushed through the production process based on a predetermined schedule and upstream production • Pull:Work releases based on downstream demand, creating reliable workflow GET GET GET GET GET You probably used Pull Planning on vacation when planning to catch your scheduled flight GIVE GIVE GIVE GIVE GIVE Architect HVAC Start Pull Plan Plumbing Framer MILESTONE Electrical

27. Pull Planning • Refer to the list below for access to additional information related to Last Planner/Pull Planning. • Lean Construction Institute: https://www.leanconstruction.org/ • Information found online to refers to Last Planner/Pull Planning. • https://www.youtube.com/watch?v=5ecxE4XKrt4 • External Links\Online Introduction to Pull Planning.pdf

28. Short Interval Plan - SIP

29. Short Interval PLAN Schedule (SIPS) • What is SIP? Short interval schedule is a form of a more detailed plan that is developed in order to bridge the gap from the overall project schedule to the tasks performed by the crew. • Steps that need to be taken to develop a SIP: • Determine the start and finish dates based on project Master schedule. Typically the CPM or SIP published by the GC. • Break the operation into specific activities/areas • Determine the sequence of activities • Determine the subcontractors and resources • Develop a time-scaled schedule understandable for field crew and sub-contractors.

30. Shapiro & Duncan SIP/Look Ahead Example At Shapiro and Duncan the complete the SIP on weekly basis that looks ahead 4 weeks. The analysis also provides an accurate manpower projection. Click here to view the Excel file- Shapiro & Duncan SIP/Look Ahead. Click here – for SIP Template in excel format.

31. Short Interval Production Schedule (SIPS)Example of a GC Version Click here to view the Excel file- SIP schedule from Clark Project

32. Look Ahead schedule • What is a look ahead schedule? • A look ahead schedule is simply a view of your current project schedule but looking ahead for 1,2,4 or 6 weeks/months. • How to create a look ahead schedule using a scheduling software? • Look a head schedule is a filtered view of the overall project schedule. • Data date + 2 weeks for a 2 weeks look ahead, or Data date + 1 month for a month look ahead. • You can make a look ahead schedule by filtering one of: • Project CPM schedule • SIP schedule • Outcome of pull planning Click here to view S&D one month Look Ahead Schedule. Click here to view S&D three month Look Ahead Schedule.

33. Scheduling as a Subcontractor

34. Scheduling as a subcontractor • Scheduling for Subcontractors is different from the type of scheduling done for Owners or General Contractors. It usually requires a higher level of detail. • If possible, its important that the Subcontractor’s schedule be incorporated into the GC’s master CPM/SIP etc. • Having a system to track the GC schedule is crucial, especially on larger projects with long durations.

35. How to track A project master schedule (GC Schedule) • Review the project baseline or contract schedule • Determine the Work Breakdown Structure (WBS) designed by GC. Its usually by floor/area. • Determine the critical milestones • Find the list of activities related to your scope of work. Ask the GC for a copy of the schedule that’s filtered to your scope of work. • Record the data below for each activity • Activity ID • Task description • Activity duration • Start date • Finish date • Import information into a scheduling software or spreadsheet • Update information each month when a revised schedule issued by GC • Make a comparison analysis to see what has changed (if needed) Click here to view an example of schedule summary for Mechanical & Plumbing subcontractor- Shapiro & Duncan Click here to view an example of comparison analysis- Shapiro & Duncan

36. create a subcontractor schedule • Define work scope • Establish work breakdown structure in compliance with GC WBS • Define the cost codes or list of activities • Define the budget for cost codes (projected labor unit or budgeted cost) • Determine the sequence of activities. I recommend using post it notes to list the activities as you review the drawings. Stick them on large paper on the wall so they can be moved around to establish the sequence. • Estimate durations • Estimate resources • Make the links between subcontractor work packages and dates stated in GC schedule • Develop draft schedule • Review dates, resources, and cash-flow • Make adjustments or corrections • Establish the baseline Click here to view an example of S&D Baseline schedule- Shapiro & Duncan Click here to view an example of Equipment tracking log - Shapiro & Duncan

37. Resource Planning & Cash-flow

38. Resource loaded schedule • Resource Loaded Scheduleis a schedule that consists of a timeline with details on allocated resources. It explains how project resources (people, funds, inventories, subcontractors)are supposed to be consumed throughout scheduled project time. • Steps to create a resource loaded schedule : • Estimated quantities • Determine the list of resources (labor, material, equipment, subs, . . .) • Estimate productivity rates • Calculate amount of resources needed • Load information into project schedule Click here to view an example of Labor projection- Shapiro & Duncan

39. Resource leveling "A technique in which the start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.“ • Resource Leveling is a huge challenge for a sub-contractor. • How to balance level of resources (as a subcontractor)? • Communicate with GC when the resource distribution has a major issue. • If possible, start activities earlier and extend durations. • Using SIP or look ahead schedule Click here to view weekly Labor Projection - Shapiro & Duncan Click here to view Monthly Labor Projection - Shapiro & Duncan

40. Cost loaded schedule • Cost Loaded Schedule  • Is a schedule that includes the billing amount scheduled for each activity. • Building Owner’s use this method to forecast cash flow required for the project. • It may be a requirement of the bank that’s providing the loan to construct the building. • Things to consider as a subcontractor. • Make sure that your material values are broke out separately from your labor values. You will need to bill the GC for the material before its installed and it needs to be Included in the schedule. Example: • Below Grade PLBG Material. • Below Grade PLBG Labor. when you help the GC create a cost loaded • Make sure that you list items to be prefabricated in the schedule so you can bill for them before the work is scheduled to be installed onsite. Click here to view an example of a cost-loaded schedule- Shapiro & Duncan

41. Other Important TOPICS

42. Productivity analysis • We use the estimated QTY’s and Hours to establish our estimated production rate per system/task. • We compare the estimated production rate to the actual production rate to monitor our performance. • A fade in productivity needs to be evaluated quickly. It could be a result of multiple issues such as : • Material handling or lack of material onsite. • Not having the proper tools/equipment. • GC or other trades working out of sequence • Etc. • Tracking your production rates will help establish the measured mile. It is preferred method for computing efficiency. It consists of comparing the productivity during the impacted period to productivity during the un-impacted period. The difference is the amount of the claim. Click here to view Production Analysis - Shapiro & Duncan • Click here to view Production Rate Comp – Measured Mile

43. COORDINATON WITH OTHER TRADES • Its important that you are aware of requirements and sequence of work for the other trades. • It doesn’t benefit the project if you start your work out of sequence without communicating with the other trades. • Example: Mechanical Contractor installed pipe mains before the duct mains are installed. Duct mains are shown in the model above the pipe mains. PLBG Contractor has to remove pipe to give access to the duct contractor. • Example: Duct Contractor installs duct tight to wall before fire rated drywall gets installed. Duct has to be removed to allow the drywall to be installed and finished to gain 2 hour rating. • Example: Mechanical Contractor installed pipe and didn’t test in phases that would give the Pipe Insulation Contractor time to insulate pipe before ceiling grid is scheduled to be installed.