Time Management

Project Planning, Scheduling, and Control

Part 2
Dr. Saleh Mubarak
 Precedence Networks
Precedence Diagramming Method, PDM, uses
node diagrams with four types of logical
relationships:
 Finish-to-Start, F-S, Most used
 Start-to-Start, S-S, Often
 Finish-to-Finish, F-F, combined

 Start-to-Finish, S-F. Never used

It was first introduced by professor John

Fondahl of Stanford University in 1961
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 Precedence Networks – 2
Precedence networks incorporate:
 Lags and leads
 Overlapping activities
CPM calculations are somewhat different and
more complicated than those in regular
networks
 Activities may be contiguous or interruptible
 Float calculations also take a different approach,
particularly with interruptible activities

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 Overlapping Activities: Ladder-Type

Excav I Excav II Excav III

Subbase I Subbase II Subbase III

Pipe I Pipe II Pipe III

Backfill I Backfill II Backfill III

Compact I Compact II Compact III

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 Overlapping Activities: Ladder-Type

Excavate
Subbase

Excav I Excav Excav Lay Pipe

II III
Backfill
Compact
Subbase Subbase Subbase
I II III

Pipe I Pipe II Pipe III

Backfill Backfill Backfill

I II III

Compact Compact Compact III

I II

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 Learning Precedence Networks
thru Simple Examples
In precedence networks, calculations depend
on whether activities are contiguous or
interruptible
 A contiguous activity cannot be interrupted
 So Finish Date – Start Date = Duration
 For interruptible activities: Finish Date – Start Date
≥ Duration

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 Example 1: SS Relationship, No Lags

0, 10 0, 5 0, 3
A B C
10 5 3
0, 10 5, 10 7, 10

Legend
A
Critical
B
Non-critical
C
Float
1 2 3 4 5 6 7 8 9 10 Days

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Example 2: SS Relationship with Lags

6 1

0, 10 6, 11 7, 10
A B C
10 5 3
0, 10 6, 11 8, 11

C
1 2 3 4 5 6 7 8 9 10 11 Days

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 Example 3: FF Relationship, No Lags

0, 10 0, 12 9, 12
A B C
10 12 3
2, 12 0, 12 9, 12

C
1 2 3 4 5 6 7 8 9 10 11 12 Days

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Example 4: FF Relationship with Lags

0, 10 1, 13 11, 14
A B C
10 12 3
0, 10 1, 13 11, 14

3 1

C
1 2 3 4 5 6 7 8 9 10 11 12 13 14 Days

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 Combination (SS+FF)
Relationship
With Combination relationships, the Forward Pass
gives two different date sets (Start – Finish):
 One resulting from the SS relationship and one resulting from
the FF relationship
 One of the two sets of dates violates the logic or delays the
project, so it is rejected. The other set is accepted. The
relationship with the accepted dates is considered “driving”
The same argument applies to the Backward Pass (in
reverse)

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 Combination Relationship:
Example
When we have a combination relationship between
the same two activities, usually SS+FF, there will be 2
forward passes and 2 backward passes between these
2 activities. Typically, one of the 2 passes is rejected
and one is accepted

2 3

0, 10 7, 10 10, 15
A B C
10 3 5
0, 10 7, 10 10, 15

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 Practical Examples for
Combination Relationships
Many situations in construction can be represented by
a combination SS+FF relationship: two successive
activities with the predecessor has to stay ahead of
the successor at all times
 Trenching, installing a utility pile
 Framing, installing drywall, painting
 Roofing; framing, sheathing, insulation, shingles/tile
 Some concrete operations: formwork, rebar, concrete
placement, finishing
However, there are situations where a single SS or FF
relationship is sufficient
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 Types of Lags
1. The wait lag: The wait time is not part of
work in either predecessor or successor

Place 3
Strip Forms
Concrete

Apply for 60 Permit

the Permit issued

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 Types of Lags
2. The start lag: is when the successor depends
on a portion of the predecessor. Once that
portion is achieved, there is no more
dependency between the two activities.

Clear & Grub 1 Clear & Grub 2

4
4 days 6 days

Clear & Grub Excavation

10 days 8 days Simplify
Excavation
8 days

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 Types of Lags
3. The continuous lag is when the predecessor
and the successor are overlapping
throughout their duration but there must be a
buffer between them.
1

Sheathing Shingles
8 days 12 days

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 Different ways to show logic
In this example, the successor is dependent on a
portion of, not the entire, predecessor
3
Clear & Excavate for
Clear & Excavate for Grub -7 Footings
Grub Footings 10 6
10 6

Clear & Excavate for

Clear & Grub
Grub Footings
Excavate 10 6

1 2 3 4 5 6 7 8 9 10 11 Days

-1

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 Combination Relationship:
Roofing
1 1 1
Keep a
0, 5 3, 6 5, 7 6, 11
Install Install Install Install
minimum one
Rafters Sheathing Felt Shingles day lag
5 3 2 5 between any
0, 5 3, 6 5, 7 6, 11 two activities
1 1 1 at all times

Rafters

Sheathing
Felt
Shingles
1 2 3 4 5 6 7 8 9 10 11 Days

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Summer 2020
 Dynamic Minimum Lag (DML)
Relationship: The Concept

A B
10 8

DML maintains a minimum lag throughout the

duration of the activities
 At any time: PCA > PCB
 Where Activity Percent Complete PC is defined as
PC = AD / ACD = AD / (AD+RD)

Actual
At Completion Remaining
Duration
Duration Duration

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 Fast-Tracking
Fast-tracking is a technique where activities that
traditionally are performed sequentially are performed
in an overlapping fashion.
It is used an acceleration technique; both between
design and construction activities, and among some
large construction activities
 Fast-tracking design and construction usually comes under
Design-Build contract
In almost all cases, there must be a combination of
SS+FF relationships between the fast-tracked activities

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 Fast-Tracking

Design

Construction

Excavation

Foundation

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 Quiz
Does the following relationship mean:
3

A B

a. Activity B has to start exactly 3 days after the start of A

b. Activity B can start at least 3 days after the start of A
c. Activity B can start at most 3 days after the start of A
d. None of the above

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 Quiz
Does the following relationship mean:
3

A B

a. Activity B has to finish exactly 3 days after the finish of A

b. Activity B can finish at most 3 days after the finish of A
c. Activity B can finish at least 3 days after the finish of A
d. None of the above

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 Quiz
Does the following relationship mean:
2

A B

a. Activities A and B must start simultaneously, but B has to finish exactly 2 days
after the finish of A
b. Activity B can start after the start of A but has to finish at least 2 days before
the finish of A
c. Activity B can start before the start of A but has to finish at most 2 days after
the finish of A
d. Activity B can start after the start of A but has to finish at least 2 days after
the finish of A

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 Quiz
Does the following relationship mean:

A -2 B

a. Activity A can start 2 days before the start of activity B

b. Activity B can start 2 days after the completion of activity A
c. Activity B can start no more 2 days before the completion of
activity A
d. Activity B has to start at least 2 days before the completion
of activity A

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 Resource Management

Resource Allocation / Leveling:

 Definitions
 Assigning budget to activities
 Resource leveling through an example
 Resource leveling in Computers
 Driving resources
Materials Management

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 Resource Allocation

In the context of construction scheduling, resources

include labor, materials, and equipment
Resource allocation is assigning the required resources
for each activity, in the required amount and timing
In most project management software programs, there
are two ways of assigning budget:
 Lump-sum
 Assign the required resources for the activity. The budget of
the activity will be automatically calculated by the program

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 Resource Allocation - 2

Advantages of assigning resources:

1. Ability to level your resources.
2. Produce procurement reports specifying the
resources need by type, quantity, date, and cost.
3. Helps more in project control and earned value
management.
4. Easier to change the cost or availability of a
resource.
5. Ability to use a ‘‘resource calendars’’ and resource-
driven activities / schedules

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 Example

Activity: Place 1,900 of concrete blocks (CMU) for roof

parapets. This will take 3 days. Resources needed:
 1 foreman, paid $45/hour
 3 masons, paid $40/hour each
 2 helpers, paid $30/hour each
 0.25 crane, cost $2,400/day
 1900 Blocks, cost (along with accessories) $1.80 each
 Ignore waste allowance for simplicity or assume materials unit
cost is already adjusted for waste allowance.

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 Example

An activity has a duration = 3 days and total budget =

$17,820, or these resources:
= How many * cost/day ea * duration

How How Cost /day

Resource many Resource many each Total cost
Foreman 1 Foreman 1 $360 $1,080
Masons 3 Masons 3 $320 $2,880
Helpers 2 Helpers 2 $240 $1,440
Crane 0.25 Crane 0.25 $2,400 $1,800
Blocks (with Blocks (with
accessories) 1900 accessories) 1900 $1.80 $3,420
Total $10,620

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 Resource Leveling

Resource leveling: minimizing the fluctuation in

day-to-day resource usage throughout the
project
Resource leveling is usually done by shifting
non-critical activities within their available float
In general, only labor and equipment may
need leveling
 Because they cost $$ while on site; working or not

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 Resource Leveling - 2

Resource allocation looks into the feasibility of

resources while resource leveling is an optimization
technique
Almost all projects start with few activities, peak up,
then wind down with few activities (the oval-shaped
network). For this reason, resource usage profile may
not be a uniform line throughout the project.
Resource leveling may be done at a single or multiple
project level

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 Typical Work Flow in
Construction projects

Time

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Summer 2020
Resource Resource Profiles
needs

Actual, not leveled

Time

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Resource
Resource Profiles
needs

Ideal,
unrealistic

Time

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 Resource Profiles
Resource
needs

Leveled,
realistic

Time

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 Forward & Backward Leveling

Forward Leveling is leveling resources within activities’

available float, starting from the project start date.
Depending on availability of resources, this may push
the project finish date back.
Similarly, Backward Leveling is leveling resources within
activities’ available float, finishing at project calculated
finish date. Depending on availability of resources, this
may force the project to start earlier than its scheduled
start date

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 Forward & Backward Leveling

In both forward and backward leveling, the

limitation of resources may not allow the
project to finish / start as planned.
Options may be:
1. Allow the project to finish later than planned
2. Allow the project to start earlier than planned
3. Assign more resources

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 Resource Leveling – Example

A subcontractor needs to install flooring to two areas:

 Area one: has old vinyl tile that has to be taken out and
replaced by new vinyl tile, and
 Area two: concrete slab that needs to be topped with
ceramic tile.
 The subcontractor has six laborers and we assume –for
simplicity- that any laborer can do any activity
The project is broken into the activities as shown

39 Constr.
Project
Resource Leveling Example: The
Network
Act ID Activity Description IPA Dur Laborers
A Purchase & Deliver materials - 5 2
B Remove old vinyl tile - 7 4
C Install ceramic tile A 3 3
D Install new vinyl tile A, B 5 3
E Clean up & inspect C, D 2 2

0, 5 5, 8
A C
5 3
0 12, 14
2, 7 9, 12
E
PS 2
0, 7 7, 12
12, 14
0 B D
7 5

0, 7 7, 12

40 Constr.
Project
Bar Chart & Resource Histogram

41 Constr.
Project
Resource Leveling:
Solution, Step 1

42 Constr.
Project
Resource Leveling:
Solution, Step 2

43 Constr.
Project
 Site Plan & Logistics

Contractor must visit and inspect the site prior to

mobilization
The entire site must be planned to manage:
 Construction activities
 Construction support activities
 Storage (indoor, outdoor, special storage)
 Entrance / exit for delivery and other traffic
 Site offices
 Workers’ housing, if any
 Utilities: drinking water, portable toilets, cafeteria, lounge
The site plan may change during construction
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 Work Space
Project manager must make sure that at all times the
following occur:
1. The site is safe for all workers.
2. Every worker has sufficient and efficient work space.
3. Logistics are not impeded.
4. Storage is located appropriately for the best work and cost
efficiency.
5. Sufficient and convenient services and utilities are available
to all subcontractors. This includes, but not limited to, (space
for) site offices, storage, workshops, parking, portable toilets,
and utilities.

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 Work Space

6. Clear and safe instructions / signage for workers and visitors

7. Overall, the objectives of work space management are
safety, work efficiency, and optimum cost. Compatibility
with local laws and regulations is a given.

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 Work Space as a Resource?

Is space a resource?
If yes, does it have to be leveled?
 Things on the ground are changing continuously!
Impact of acceleration (or any increase of
crews) on space

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 Resource Leveling from the GC’s
Viewpoint
General contractor:
 How much work is performed with own forces versus work
performed by subs?
 Do you allocate a tower crane (or other major resource) to
your subs?
Subcontractor’s resource leveling:
 You must conform to the master-schedule at all times
 Make sure you operate within allowable float
 Do you own your float?
Subs’ schedules have to still fit within the master
(GC’s) schedule and conform to all contract terms

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 Multi-project Resource Sharing

Can resources be shared among projects?

 It is a matter of feasibility and economy
 It is usually done for expensive resources that can not be
fully utilized in one project
 Consider:
1. How much the resource is needed in each project
2. Distance between the sharing projects
3. Cost of transporting the resource between the sharing
projects
4. Short versus long term need; future market expectations;
staff morale; fatigue; and satisfaction, and relationships with
other project participants / stakeholders

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 Resource Management and Cash
Flow
Financial management for construction companies is
the most important part of the business
Preparing a cash-flow diagram is of utmost
importance
 Need collaboration of cost estimating and scheduling
 Must be done by both owner and contractor (different
perspectives)
Impact of resource leveling on cash flow
Resource leveling impacts cash flow, can the
opposite be also true?

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 Resource Leveling and the Critical
Path
Upon leveling the resources, all activities may be
considered “critical” in a way, but not necessarily
unique:
 Moving an activity, even if doing so does not violate the
logic or delay the project, may disturb the resource
allocation and result in over-allocation in certain periods.
Therefore, logic and resource constraints must be
met at the same time.

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 Characteristics of a Good Schedule

1. A good project breakdown system

 The key point is: The ease of measuring and controlling any
activity
 Keep in mind that you may (and usually do) chose a lower level
of details for project control
2. The right info for activity: ID, Title, duration, codes,
resources / budget.
3. Are durations adjusted to the project conditions?
4. Does it include activities by “external” parties?
 For example: materials delivered by the owner, testing and
inspection, permits issued by authorities
5. The right logic: There might be several ways to depict
logic.
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 Characteristics of a Good
Schedule
6. Why resource loading is better than cost
loading?
7. Did the scheduler read the contract, especially
the part that deals with the schedule?
8. Have the teams’ leaders accepted (embraced) it?
9. Dynamic and accurate updates are a must.
10. A good and powerful software program and
computer system.
 Along with the human expert who knows the concepts!

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 Materials Management

Materials management is defined as:

 the planning and controlling of all necessary efforts to
insure that the correct quality and quantity of materials and
equipment are appropriately specified in a timely manner,
are obtained at a reasonable cost, and are available when
needed (CII, Publication No. 7-1).
A materials management system includes the major
functions of identifying, acquiring, distributing, and
disposing of materials needed for a construction
project

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 Materials Management

The objectives of materials management are to:

1. Obtaining the best value for purchased materials
2. Assuring supplies are on hand when and where required
3. Reducing inventory to the lowest amount required
4. Assuring quality requirements are met
5. Providing efficient low cost movement of supplies to the
site and within site storage (CII, SD-1, p. 3)
[Link]
practices/materials-management/topics/rt-007

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 Cost of Materials Categories

1. Purchase costs
2. Order costs
3. Holding costs
4. Shortage (unavailability) costs
The “two extreme” theories:
 Just in time
 Inventory buffer

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 Projects between the Extreme
Theories
Just-in Inventory
time Buffer

Project in Project in Project in the

downtown small town desert / away
from populated
large city
areas
• Limited storage space • Abundant space for
• High likelihood for storage
theft and vandalism • Low likelihood for theft
• Close to many vendors and vandalism
• Can obtain any order • Away from vendors
quickly and at low • Deliveries take time
delivery cost and have high cost

57 Constr.
Project
 Procurement

3-D WBS Cost

Design System Estimating

Accounting
CPM
Procurement
Scheduling

Contract
documents
58 Constr.
Project
 Materials versus Labor & Equipment

Comparison category Labor Equipment Materials

Subject to productivity fluctuations Yes Yes No
Add waste allowance No No Yes
Overtime cost > normal ≤ normal NA
Add taxes to cost Yes* Yes* Yes*
Add fringe benefits to cost Yes No No
May need resource leveling Yes Yes No
May need safe storage No Yes Yes
May be subject to damage, theft, or vandalism No Yes Yes
Protected by Workers Compensation Insurance Yes No No
Protected by Builder's Risk Insurance No Yes Yes

* Taxes differ among the three categories and also depend on local laws and regulations

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 Quiz

True or False:
1. When we talk about resource leveling in construction
projects, we mean cash flow leveling.
2. Managing materials is different in principle from managing
labor and equipment in construction projects.
3. Resource leveling is done in construction projects to make
sure each activity obtains the required resource.
4. Resources must not be shared between two different
projects.
5. The GC who performs work by his own forces is more likely
to do resource leveling to his CPM schedule than the GC who
subcontracts all or most of the work.

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 Schedule Updating and Project
Control
Updating Schedules:
 Why update projects
 Definitions: Project control, Baseline schedules, Data Date
 Steps for project updating
 Hints for Creating and Storing Updates
 Example for updating a schedule
Project Control and Earned Value Analysis
 Percent complete
 Measuring Work Progress
 Earned Value Analysis

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 Why Update Schedules?
Because things never go exactly as planned!
Schedules (like cost estimates) are always
prepared before the project begins. However,
updates must take place routinely for
unintentional variations and intentional
changes
Detecting and measuring variances is one half
of the job. Analyzing and managing them is
the other half
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 Updating Schedules: Definitions
An updated schedule is “A revised schedule reflecting
project information at a given data date regarding
completed activities, in-progress activities, and
changes in the logic, cost, and resources required and
allocated at any activity level.”
Data Date: The date as of which all progress on a
project is reported
 It is also called as-of-date or status date
 It is NOT current date or time now
 The bank statement example

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Updating Schedules: Info Needed
When updating, the following information must be
reported. This include two main categories:
Past: What has happened since last update such as:
 Activities that have started, their actual start date, percent
complete, remaining duration and/or “Expected Finish Date”,
cost (or resource consumption) to date,
 On-going activities (reported started last data date but still in
progress): new percent complete, remaining duration and/or
“Expected Finish Date”, cost (or resource consumption) this
period,
 Activities that are completed with actual completion date and
cost (or resource consumption) this period

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 Updating Schedules: Info
Needed-2
Future: Any changes to the schedule or to
schedule-related items such as:
 Activities that have been added, along with their
information (duration, logic, budget, resources,
constraints, etc.)
 Any activities that have been deleted
 Be careful!
 Activities that have changed in duration, logic,
budget, resources, constraints, codes, or any other
change

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 Updating Schedules: Info
Needed-3
Future (continued):
 Any approved change to the “imposed finish date”
for the entire schedule or the constraint date for
certain milestones
 Any schedule-related, but not activity-specific
change such as:
 cost and availability of resources,
 change in calendar work days,
 change in responsibility

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 Updating Schedule: The Interval

Current Data Date:

-Anything left to this line
is past.
Previous Data
Date: You are -Anything right to this line
not supposed to is future
change any info -Anything in the grey area
to the left of this has to be marked with
line actual date or postponed

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 Updating Schedules:
The Interval
A suitable time interval has to be chosen for schedule
updates: weekly, bi-weekly, monthly, or other
Sometimes, this interval is shortened towards the end
of the project or when the schedule is accelerated
Balancing between:
 Long interval: May get overwhelmed by amount of info, and
maybe too late for correction action
 Short interval: Too much administrative work and distraction

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 Updating Notes

Log / notes, at the project and activity levels

Project managers and field crews must
provide notes along with updates, particularly
when things don’t go as planned or simply
need explanation or justification
 Why?
 Documentation and accessibility
 Internal vs. external reporting

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 Steps for Updating a Schedule
1. The Scheduler produces a list of incomplete
activities (percent complete < 100%) and
submit it (on paper or electronic) to the
project manager
• See sample
• Eliminating activities in the far future?

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 Example 1: No Cost

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 Example 2: With Cost

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 Steps for Updating a Schedule-2

2. The PM (or superintendent) fills up the form in red

ink, signs and dates it; and submit it to the
scheduler
 Possibility that PM/superintendent wants to change past
events
 It is a good idea for the PM to keep a copy for himself
3. The scheduler enters the info in the computer and
updates the project (see hints), signs and dates the
forms preferably using green or blue ink

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 Steps for Updating a Schedule-3

4. The scheduler prints a preliminary report and

discusses it with the PM
 It is a good idea to produce a summary report (what
happened between last update and this update)
 Based on this discussion, the scheduler makes any
necessary adjustments to the schedule or reports
 Any changes to the schedule requested by the PM have
to be documented by the scheduler

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 Steps for Updating a Schedule-4

5. The scheduler produces new reports (different

reports for different parties).
If the scheduler receives info on changes in between
two updates, he (along with the PM) has to make a
decision:
 To wait till the next update, or
 Make a special update

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 Another Report: The Checklist
Washington County, Florida

List of Projects by Project Manager

Data Date: 3/15/2003

Project Manager: John Doe

Schedule Cost
Proj. No. Project Name
As Planned Change No change Change
ABC1200 Washington Street Drainage Improvement, Phase I X X
FGH3211 Road Resurfacing, Main St between 42nd and 52 Ave. X X
LMN4500 Bridge No. 10345, US 41 over Hillsborough River X X
XYZ7812 Traffic Signal at Intersection of Busch Blvd and Florida Ave. X X

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 The Schedule Update Form
Schedule Update Form
Data Date: 3/15/2003

PM Signature: Date:
Schedule Signature: Date:

PM: John Doe Project No.: FGH2133 Project Name: Office Building, downtown Tampa

Activity name Start Date A Start Date End Date A End Date Orig Rem %
Change Change Dur Dur Comp
1 NTP 1/3/2003 A 0 0 100%
2 Mobilize 1/6/2003 A 1/8/2003 A 3 0 100%
3 Dewatering 1/9/2003 A 1/19/2003 A 11* 0 100%
4 Excavation - North Side 1/20/2003 A 1/29/2003 A 9 0 100%
5 Excavation - South Side 2/3/2003 A 2/25/2003 A 10 0 100%
6 Drill Piles - North Side 1/30/2003 A 2/28/2003 A 13 0 100%
7 Drill Piles - South Side 3/3/2003 A 3/19/2003 13 3 77%
8 Concrete Piles - NS 3/3/2003 A 3/11/2003 A 7 0 100%
9 Concrete Piles - SS 3/20/2003 3/28/2003 7 7 0%
10 Pile Caps - North Side 3/12/2003 A 3/28/2003 13 10 23%
11 Pile Caps - South Side 3/31/2003 4/16/2003 13 13 0%
12 Footings - North Side 3/24/2003 4/4/2003 10 10 0%
13 Footings - South Side 4/7/2003 4/22/2003 12 12 0%
14 Elevator Pit - NS 3/31/2003 4/9/2003 8 8 0%
15 Elevator Pit - SS 4/14/2003 4/23/2003 8 8 0%
(*) This activity is on a 7-day per week calendar.

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 The Cost Update Form

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 Hints for Creating and Storing
Updates
Always make a copy of the schedule before you make
any changes
Establish a policy for naming the updates and storage
location. Be consistent with this policy
Primavera P6 “Baselines”
“What if” schedules?
Archive completed / canceled projects
Who has the right to edit the schedule?

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 Updating Schedule: An Example

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 Updating Example:
10 Days Later…
Ten days after the project has started, you received
the following report:
 Activities A and D are complete. Actual dates: A: (0, 2), D:
(5, 9),
 Activity B started on day 5. Remaining duration =2
 Activity C started on day 2. Some problems encountered
Remaining duration = 4
 Activity F’s duration was adjusted to 8 days
 Activity J was canceled
 New activity P, duration 4, IPA = E & F, ISA = K

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 Updating the Network
2, 9 9,15 P
4 22,27
B E
72 6 K
5
8,15 21,27
12,17 17,22 27,32
F J
58 5
0, 2 2,12 17,21 32,35
A C 15,20 22,27 M N
2 10 4 3
4
2,12 12,20 20,32 28,32 32,35
0, 2
G I
8 12
2, 6
6,15 20,26
D 12,20 20,32
4 H L
9 6
8,12 26,32
17,26

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 The Updated Network
10, 12 12, 18 22, 26 26, 31
B E P K
2 6 4 5

17, 19 19, 25 25, 29 29, 34

14, 22
10 10, 14 34, 37
F
C 8 N
22, 34 3
PC 4
14, 22 I
10, 14 12 34, 37
10
14, 22 22, 34 22, 26
G M
8 4
10, 19 22, 28 30, 34
14, 22
H L
9 6

19, 28 28, 34

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 Example Solution Analysis
What was the reason for the 2-day delay in
the completion date of the project?
A. The addition of activity P
B. The delay in activity C
C. The increase of duration of activity F
D. Activity B did not start on its ES date
E. The cancelation of activity J

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 Updating Schedules: Example
Discussion
Critical path may change:
 Another path got extended:
 An existing activity took more days than planned
 A new activity was added
 The critical path was shortened:
 An existing activity took less days than planned.
 An activity was deleted
 A combination of the above

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 Example Discussion - 2

Project finish date may change:

 Good news or bad news?
 Justification
 Need / Suggestions for recovery / remedy?
Any changes in imposed finish date?
 Change orders
 Approved additional rain days / unused rain days
 Unforeseen site conditions / Other
Impact of adding or deleting activities on the
predecessors and/or successors, and cost /
resources
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 Project Updating: Data and
Information
The main objective for project control is:
 Find out the situation of the project as of current
data date
 Explain any variances: where, how much, and why
 Extrapolate to end of project
 Suggest remedies
Comparison may be made to two “baselines:
 The original baseline, and
 The previous update
 Claim digger
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 Myths/Misconceptions About
Schedule Updating
We always produce a complete schedule
before the commencement of construction.
We just don’t update it, We trust our field staff
and subcontractors to follow it
We update projects only when there is a
“need” for the update
Everything is going well. There is no need for
an update

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 Quiz
True or False:
1. Updating is needed for projects that have duration of at
least one year or a minimum budget of $1 million
2. Data date is the date all information was entered in the
computer
3. In updating schedules, we must enter not only actual
work progress but also any future changes
4. Negative float is an indication that the schedule is not
meeting its expected completion date or an interim
imposed date

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