Control Schedule
NARRATIVE REPORT
The narrative accompanying the progress
schedule should comprehensively describe the
critical aspects of the submitted schedules.
The report shall provide clear and detailed
insights into the schedule's status and its
progress, highlighting key changes and
updates. The narrative should include.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Schedule Status and
1 Milestones
• An overview of the current scheduled completion
date and any contract milestone dates.
• A summary of changes or updates since the last
submitted schedule.
As of this update, the project is scheduled to be completed on March 15,
2025, which aligns with the baseline schedule. All contract milestones
remain on track with no deviations from their originally planned dates.
Key Milestone Dates
• Foundation Works Completion: February 5, 2025 (on track).
• Structural Works Completion: February 28, 2025 (on track).
• MEP Installation Start Date: March 1, 2025 (planned).
• Project Handover: March 15, 2025 (no change).
Summary of Changes or Updates Since Last Schedule
• Excavation and Earthworks: Completed on January 10, 2025, ahead of
schedule by 3 days.
• Structural Works Progress: Delayed by 2 days due to unforeseen site
conditions; recovery measures are in place to avoid impacting critical
milestones.
• Procurement Updates: All major equipment has been procured, except
for HVAC units, which are delayed by 1 week due to vendor issues.
Mitigation efforts, including expedited shipping, are being implemented
to prevent schedule impact.
• New Risks Identified: A potential delay in obtaining the final inspection
permit has been flagged. Contingency actions are being coordinated
with relevant authorities.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Comparative
2 Analysis
• A comparison between the current schedule
update and the previous one, highlighting any
deviations or adjustments.
Overview
The comparison between the current schedule update (Update #5, dated January 1,
2025) and the previous update (Update #4, dated December 1, 2024) reveals the
following key deviations and adjustments:
[Link] Date Changes:
• Original Milestone: Installation of HVAC systems was scheduled for
completion by December 20, 2024.
• Current Status: HVAC installation has been delayed and is now forecasted to
complete on January 15, 2025, due to delays in the delivery of critical
components.
[Link] Variance:
• Planned Progress: 80% completion as of December 31, 2024.
• Actual Progress: 72% completion, reflecting an 8% shortfall due to slower-
than-expected progress in interior finishing activities.
[Link] Path Adjustments:
• Activity ID A202 (Foundation works) was initially on the critical path and
completed as planned.
• Activity ID B305 (Electrical wiring) has now moved to the critical path due to
sequencing issues, increasing the risk of further delays.
[Link] Rescheduling:
• Previous Schedule: Landscaping works (Activity ID C401) were planned to
commence on January 5, 2025.
• Current Schedule: Landscaping has been pushed to start on January 25,
2025, to prioritize delayed structural works.
[Link] Adjustments:
• A shortfall in available skilled labor for interior works during December 2024
contributed to delays. Additional labor has been allocated in January 2025 to
recover lost time.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
S-Curve
3 Analysis
• An S-curve chart comparing actual progress
against planned progress to visually represent
schedule adherence.
S-Curve Analysis
The S-curve chart below illustrates the cumulative progress of the project:
[Link] Progress (Baseline Curve):
This curve represents the expected progress of the project based on the
original schedule. It demonstrates how work and resources were planned to
be distributed over time.
[Link] Progress (Performance Curve):
The actual progress curve tracks the cumulative percentage of work
completed up to the current reporting period.
[Link] Observations:
1. Variance: As of this update, the actual progress curve shows a
deviation from the planned curve.
2. Critical Period: The deviation is most significant in the second
quarter, where the project experienced delays due to unforeseen
procurement issues.
3. Recovery Plan: Efforts are being made to realign actual progress
with the planned curve by accelerating critical activities in
subsequent periods.
[Link] Summary:
1. Planned Progress as of [Date]: 65%
2. Actual Progress as of [Date]: 55%
3. Variance: -10%
[Link] Representation:
(Insert S-Curve Chart showing planned vs. actual progress, with time on the
X-axis and cumulative progress percentage on the Y-axis)
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Manpower &
4 Equipment Utilization
• Histograms showing manpower and equipment
deployment, comparing planned versus actual
usage aligned with the schedule.
Manpower Utilization Histogram
Title: Manpower Utilization - Planned vs. Actual (January 2025)
Description:
This histogram represents the comparison between planned and actual
manpower deployment for the project during January 2025.
• Planned: 50 workers per day for excavation and concrete works.
• Actual: 40 workers on average due to delays in subcontractor
mobilization.
Key Observations:
• Peak manpower was planned at 60 workers/day but reached only 45
workers/day.
• The variance indicates a shortfall of 15% in manpower utilization,
potentially impacting schedule-critical activities.
Visualization (Histogram)
Day of Month Planned Workers Actual Workers Variance (%)
1 50 45 -10%
10 60 40 -20%
20 50 35 -30%
(Graph Representation)
• X-Axis: Days of the month
• Y-Axis: Number of workers
• Two bars for each day: one for planned, one for actual.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Schedule Variance
5 Analysis
• Detailed analysis of variances
1. Schedule Variance (SV)
Definition: Schedule Variance measures the difference between planned
progress and actual progress in terms of time or work completed.
• Planned Progress: 75% (as per baseline schedule)
• Actual Progress: 68% (current progress)
• Variance: 75% - 68% = -7%
• Impact: The project is behind schedule by 7%, equivalent to
approximately 14 days based on the critical path.
Root Cause Analysis
• Delayed procurement of critical materials.
• Slower-than-expected progress in trench excavation due to
unforeseen ground conditions.
Mitigation Plan
• Expedite procurement processes with suppliers.
• Increase equipment resources for excavation to recover lost time.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Schedule Variance
5 Analysis
• Detailed analysis of variances
2. Cost Variance (CV)
Definition: Cost Variance measures the difference between planned cost
and actual expenditure.
• Planned Cost: SAR 5,000,000
• Actual Cost: SAR 4,700,000
• Variance: SAR 5,000,000 - SAR 4,700,000 = SAR 300,000
(favorable)
• Impact: Although costs are within budget, the lower expenditure
reflects the lagging progress.
Root Cause Analysis:
• Underutilization of manpower and equipment due to
delays in certain activities.
Mitigation Plan:
• Align resource allocation with recovery plans to ensure
efficient use of budget.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Schedule Variance
5 Analysis
• Detailed analysis of variances
3. Variance at Completion (VAC)
Definition: Variance at Completion estimates the difference between the
planned total budget and the projected cost at completion.
• Planned Total Budget (BAC): SAR 12,000,000
• Projected Cost (EAC): SAR 12,200,000
• Variance: SAR 12,000,000 - SAR 12,200,000 = SAR -200,000
(unfavorable)
• Impact: The project is expected to exceed the budget by SAR
200,000 due to overtime costs and increased resource
requirements for schedule recovery.
Mitigation Plan:
• Optimize resource usage and negotiate supplier discounts
to minimize additional costs.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Schedule Variance
5 Analysis
• Detailed analysis of variances
4. % Complete Variance
Definition: Percentage Complete Variance compares planned completion
percentage with actual progress.
• Planned Completion (%): 80%
• Actual Completion (%): 72%
• Variance: 80% - 72% = -8%
• Impact: The project is trailing 8% behind planned progress,
indicating risks to achieving the targeted milestone dates.
Root Cause Analysis:
• Delayed mobilization of subcontractors for specific
activities.
Mitigation Plan:
• Engage additional subcontractors to fast-track delayed
activities.
• Conduct weekly progress monitoring meetings to ensure
adherence to the recovery schedule.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
6 Elapsed Duration
• A breakdown of elapsed durations for critical
activities and their impact on the overall
schedule.
Example of Elapsed Duration Breakdown
Activity Name: Installation of Foundation Reinforcement
• Activity ID: A1020
• Planned Duration: 15 days
• Elapsed Duration: 12 days
• Remaining Duration: 3 days
• Impact on Schedule:
• This activity is progressing as planned, with 80%
completion achieved. The remaining work is expected
to be completed within the planned timeframe,
ensuring no impact on downstream activities or the
overall project timeline.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Critical Path &
7 Concerns
• An assessment of the critical path, including
progress and any emerging areas of concern
affecting critical activities.
Critical Path and Concerns Example
The critical path includes the following activities:
1. Excavation and Site Preparation (Completed on schedule).
2. Foundation Work (Finished 5 days ahead of schedule).
3. Structural Steel Erection (70% complete, on track but with
limited float).
4. Mechanical Equipment Installation (Scheduled in two weeks).
5. System Testing and Commissioning (Zero float).
Emerging Concerns:
• Structural Steel Delivery: Delayed by 3 days, with
expedited shipments in place to prevent impact.
• Dependency on Mechanical Installation: Any delay in
steelwork completion could cascade to this phase.
• Zero Float on Testing: Highly sensitive to upstream delays;
weekly reviews are ongoing for proactive risk management.
Action Plan: Resources reallocated to ensure steelwork completion,
and shipment timelines are monitored closely to avoid further
delays.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Submittals, Engineering,
8 and Procurement
• Status updates on submittals, engineering
deliverables, and procurement activities, with any
noted delays or advancements.
Submittals:
• Status: 85% of all submittals have been reviewed and approved. The
remaining 15% are under review and expected to be finalized within the
next two weeks.
• Delays: The structural steel shop drawings (Activity ID: SUB-042) were
delayed by 10 days due to design revisions. Mitigation measures include
prioritizing the review process and allocating additional resources for
expedited approval.
• Advancements: The mechanical equipment submittals were approved two
weeks ahead of schedule, allowing for early procurement and installation
planning.
Engineering Deliverables:
• Status: All engineering designs for the foundation and superstructure have
been completed and approved.
• Delays: Electrical systems design faced a delay of 5 days due to a late change
request from the client. The revised designs are now on track for completion
by the next reporting period.
• Advancements: The plumbing system design was finalized ahead of
schedule, enabling the contractor to begin related procurement activities
earlier than planned.
Procurement Activities:
• Status: 70% of procurement activities have been completed, with critical
long-lead items such as HVAC units and structural steel already ordered.
• Delays: Delivery of imported tiles (Activity ID: PRC-019) is delayed by 7 days
due to port clearance issues. Coordination with customs authorities is
underway to expedite the process.
• Advancements: The delivery of rebar was completed 10 days ahead of
schedule, allowing early progress on structural works.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
9 Permitting Status
• Status updates on submittals, engineering
deliverables, and procurement activities, with any
noted delays or advancements.
Permitting Status
As of this reporting period, the permitting process is progressing as
follows:
[Link] Approvals:
• Building Permit: Application submitted on January 1, 2025;
currently under review by the municipal authority.
Expected approval by February 15, 2025.
• Environmental Clearance: Awaiting feedback from the
Environmental Agency. Follow-up meeting scheduled for
January 20, 2025.
[Link] Obtained Permits:
• Utility Connection Permit: Approved on January 5, 2025,
enabling commencement of utility installation activities.
• Temporary Construction Permit: Secured on December 29,
2024, valid until project completion.
Potential Issues:
Delays in obtaining the Environmental Clearance may impact the
excavation and foundation activities scheduled to begin in mid-
February. Mitigation strategies include expediting responses to
agency queries and preparing alternative workflows to reduce idle
time.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Risk Identification
10 & Mitigation
•A detailed account of potential risks, their potential
impacts on the schedule, and recommended
mitigation strategies.
1. Risk Identification
Risk: Delay in Procurement of Critical Materials
• Description: Delivery of structural steel for the main framework is delayed
due to supplier production issues.
• Impact: This delay could affect the critical path, causing a 15-day slippage in
the completion of the structural works.
2. Potential Impacts
• On Schedule: Delay in the delivery of materials will impact downstream
activities, such as installation and finishing, resulting in potential schedule
slippage.
• On Costs: Prolonged timelines may incur additional costs due to idle
resources and potential penalties.
• On Resources: Workforce and equipment may remain underutilized,
impacting overall efficiency.
3. Mitigation Strategies
• Expedited Procurement: Source materials from an alternate supplier with
confirmed availability and a shorter lead time.
• Re-Sequencing Work: Reallocate resources to non-affected areas of the
project to ensure continued progress while awaiting material delivery.
• Vendor Collaboration: Work closely with the current supplier to expedite
production and delivery timelines. Regular updates and monitoring will
ensure transparency.
• Buffer Adjustment: Add a buffer to other procurement activities to account
for potential unforeseen delays in the future.
• Contingency Plan: Keep pre-qualified backup suppliers ready for similar
critical materials to minimize risks of dependency on a single vendor.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Anticipated
11 Delays
• A detailed description of any anticipated delays
Activity ID and Description
• Activity ID: A1020
• Activity Description: Installation of underground utility lines.
Type and Cause of Delay
• Type of Delay: Non-excusable delay (due to unforeseen site conditions).
• Cause of Delay: Unexpected rock formations were encountered during
excavation, requiring additional equipment and time for removal.
Impact of the Delay
• Dependent Activities:
• Delayed completion of underground utility installation will affect the
commencement of backfilling (Activity ID: A1030) and foundation
construction (Activity ID: A2010).
• Milestones Affected:
• The milestone for "Foundation Ready for Inspection" will be delayed
by 10 calendar days.
• Overall Project Completion:
• The project's completion date is projected to shift by 10 calendar days
if no corrective actions are implemented.
Recommended Actions to Avoid or Mitigate Delays
1. Mobilize additional excavation equipment capable of handling rock removal
efficiently to reduce the impact on the schedule.
2. Increase workforce allocation to expedite rock clearing operations and
subsequent activities.
3. Request approval from the project owner for a minor re-sequencing of activities
to allow non-dependent tasks (e.g., material procurement for later phases) to
proceed concurrently.
4. Implement a 24-hour shift schedule for excavation work to accelerate progress.
5. Review and update the risk management plan to include contingency measures
for similar unforeseen conditions in future excavation phases.
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP
Control Schedule
Narrative Report
THANK YOU
PMO Project Manager
MBA, PMP, PMI-RMP,
PMI-SP, P3O, PMO-CP