WHAT IS CONSTRUCTION
SCHEDULING?
WHAT IS CONSTRUCTION
PROJECT SCHEDULING?
Scheduling = Planning, managing and controlling when each part of
the project happens
It’s the process and tools we use to manage time
THE SCHEDULE DETERMINES
HOW WHEN
The methodology used to For each activity:
deliver the project: Planned start/finish
Mandatory Linkages -
Discretionary predecessor/successor
Duration
CONSTRUCTION SCHEDULE
List of all tasks (activities)
Shows start and finish dates for each task
Maps dependencies bewteen tasks
Highlights milestones and critical deadlines
Identifies the critical path - tasks that control the project’s finish date
CONSTRUCTION SCHEDULE
The schedule is then the planned that’s followed during construction
Baseline schedule
Updated during delivery
Sub-schedules
6 week look ahead
Procurement schedule
Daily plan
HOW IS SCHEDUING USED ON
PROJECTS?
SCHEDULING ON PROJECTS
What textbooks will tell you:
“Project scheduling is critical to accurately planning and delivering
a construction project”
“It’s critical to have 10,000,000 line Gantt charts that show exactly
when every task is happening and if you don’t, it will be impossible
to manage the project”
SCHEDULING IN PRACTICE
Project owner has fixed completion date
“We want this open in 12 months”
Goes to market
Contractors validate they can achieve this date and sign a contract
Contractor reverse engineers schedule
Provides progress updates as a tick and flick/reporting exercise
Does not inform/change anything
Madly work towards the finish date
Adjusts resourcing and $$$ to finish on time
Argue over EoT/Claims without proper reporting or substance
THE DIRTY SECRET OF
SCHEDULING
You don’t actually need a schedule to deliver a project
You NEED a contract, estimate, compliance certificates, etc.
You don’t actually NEED a schedule to deliver a project
Run the job in your head
Rely on experience, gut-feel etc.
Experienced construction managers actually do a really good job
of this
SCHEDULING WITHOUT
SCHEDULES
The “art” of scheduling
They intuitively know
How the job will be built
What the key constraints will be
What resourcing they need
Relies on years of experience and expert knowledge
WHAT IS WRONG WITH THIS
APPROACH
Does not scale
Complexity
Delegating to team members
Increases likelihood that things get missed
Does not comply with contracts
Impossible to substantiate claims
Will frustrate stakeholders
Difficult to manage cash-flow/estimates
WHY SCHEDULING MATTERS AND
HOW IT MAKES YOU MONEY
PLANNING TOOL
Captures intuition/gut-feel
into a methodology
Allows you to optimize and
improve
Identifies issues early
Faster completion = less
money
Better planning = fewer
mistakes, delays and rework
COMMUNICATION & DELEGATION
Clear direction on what needs to happen and when
Framework for involving key parties into the planning process
Communication with
Project team
Sub-contractors and suppliers
Everybody is aware of deadlines and milestones
What day do we come to site?
Not just final - interim
CONTRACT MANAGEMENT
Often contract requirement to develop and maintain programme
Forms part of the contract baseline
Supports claims for extension of time and delays costs
Helps you avoid liquidated damages
Prove delays weren’t your fault
STAKEHOLDER MANAGEMENT
Keeps the client informed - builds trust/credibility
Helps manage expectations and realistic timelines
Provides a basis for progress meetings and status reports
Reduces disputes - everybody can see the plan
COST REDUCTION
Optimize methodology
Own or hire plant
Sub-contract or self-perform
Resourcing
Reduce mobilisations
BETTER CASH-FLOW
Aligns payment claims with actual progress
Justification of claims
Helps forecast when costs hit (labour, materials, equipment)
Avoids over-ordering or under-utilizing resources
YOUR COMPETITIVE ADVANTAGE
Finishing early or on-time means higher margins
Reliable delivery = more repeat business and referrals
Positions you as a professional
Allows you to take on more projects confidently
MAXIMISE PROFIT
REVENUE LIMIT COSTS
Fulfill contractual Deliver the work efficiently
obligations Avoid clashes between work
Finish the project on time groups
Avoid liquidated damages Avoid delays/standown
and penalties Deliver the project fast - reduce
Demonstrate contracual indirect costs
entitlements Avoid impacts and disruption
from stakeholders
CORE SCHEDULING CONCEPTS
ACTIVITIES/TASKS
Basic units of work in a schedule
Each task has a:
Start/finish date
Duration
Dependencies
MILESTONES
Zero-duration events marking key achievements
Examples
Contract award
Foundations completion
Handover
Deadlines drive progress
COMPLETION
Zero-duration events marking key achievements
Examples
Contract award
Foundations completion
Handover
Deadlines drive progress
ACTIVITY DURATIONS
Time each task will take
Based on quantities, productivty and resources
RESOURCES
Assigning labour, plant and materials to tasks
50m trenching per day - 1 x excavator + operator and spotter
Aligns estimate with schedule
Levelling: Avoiding overloading resources (impacts duration)
Smoothing: Spread work without extending project time (optimises
usage)
RESOURCES
CRITICAL PATH
The series of tasks that if delayed, delay project completion
Longest path of dependent tasks
Controls the earliest possible finish date
If you can delay a task without impacting the finish date, it’s not on
the critical path
Focus of schedule optimization
CRITICAL PATH
FLOAT
Total Float: How much delay is allowed without affecting project
finish.
Free Float: Delay allowed without affecting next task
CONSTRAINT
Any limit or restriction that affects how and when activities can be
carried out in a project schedule
Time constraint - deadlines, fixed start/finish dates
Resource constraint - limited labour, plant, materials
Physical constraints - site access, weather
Contractual constraint - i.e. handover date
SCHEDULE OPTIMIZATION
Reducing the duration of the project by
optimizing the schedule
Focus on critical path
Fast tracking - overlapping activities -
adds risk
Crashing - adding resources to
accelerate progress - adds cost
ACTIVITY LINKAGES
Define workflow/methodology
Task linkages
Mandatory vs discretionary
ACTIVITY LINKAGES
ACTIVITY LINKAGES
Finish-to-Start (FS) – Most Common
Task B cannot start until Task A finishes.
Example:
Task A: Pour concrete for foundation.
Task B: Start structural framing.
You must finish pouring concrete before framing can begin
ACTIVITY LINKAGES
Task B cannot start until Task A starts.
Example:
Task A: Start excavation.
Task B: Start installing shoring.
As soon as excavation starts, shoring can begin in parallel.
(Sometimes referrred to as a lag)
ACTIVITY LINKAGES
Task B cannot finish until Task A finishes.
Example:
Task A: Install ceiling grid.
Task B: Install ceiling tiles.
Both must finish at the same time for the area to be complete.
ACTIVITY LINKAGES
Task B cannot finish until Task A starts.
Example:
Task A: Start new switchboard installation.
Task B: Existing switchboard decommissioned.
You can't turn off the old system until the new one starts coming
online.
ACTIVITY LINKAGES
MANDATORY DISCRETIONARY
The sequence tasks MUST
Tasks sequenced to save
be carried out in
money, optimize resources,
Concrete pour can only be
and other benefits
completed after the
Extending duration of
foundations are excavated
construction works to limit
amount of supervision required
LEADS & LAGS
Lead Time: Start a task before the
previous finishes.
Lag: Delay after a task before the
next starts.
BASELINE SCHEDULE
The approved plan.
Contract
Used to track progress and assess variations.
SCHEDULE LEVELS
Refers to the level of detail
Level 1-2: For clients, executives.
Level 3-5: For project teams, contractors.
Level 6: Activity based quantities (e.g., roads, pipelines).
SCHEDULE LEVELS
STAGES OF SCHEDULING
IMPLEMENTATION - THE
FORGOTTEN STEP
Everybody loves planning
W0rkshops
Brainstorming sessions
Etc.
BUT we need to PLAN and IMPLEMENT
PROJECT SCHEDULING - STAGES
01 02
DEVELOPMENT IMPLEMENTATION
Creating a Putting the plan
realistic, into action, Co-
achievable and ordinating and
delivering the
integrated construction
schedule works
DEVELOPMENT
Creating a plan for how to
deliver the project
Plan = Project Schedule
List of activities
Start and finish dates
Durations
Linkages
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
IMPLEMENTATION
Building a plan and doing
nothing with it is POINTLESS
The only value a plan has is
when it is implemented
Schedule implementation =
putting the plan into action
IMPLMENTATION 1. Understand and interpret
PROCESS 2. Develop a SRP
The steps to put the plan 3. Enablers - Get Ready
into action
4. Manage lead times
5. Track and monitor
6. Implement corrections
SCHEDULE DEVELOPMENT
SCHEDULE DEVELOPMENT
How do you build a schedule that:
Complies with the project requirements
Captures the construction methodology
Optimises the construction methodology (cost and time)
Factors in constraints - resources, access, etc.
Easy to understand and follow
Can be used as a tool to manage the construction works
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
STEP 1 - IDENTIFY ALL THE WORK
Activity/Task list
All the tasks to be completed
Work Breakdown Structure
Hierarchical
Decompose the project scope into pieces
STEP 1 - IDENTIFY ALL THE WORK
Project Scope
Activity List
Methodology
Example WBS
WBS EXAMPLE
WBS EXAMPLE
STEP 1 - IDENTIFY ALL THE WORK
Why does methodology matter?
Example
Concrete slab - 200m3
We could do 2 x pours, resulting
in 2 sets of activities
Or 1 pour
Depends on our methodology
and constraints
Example - Entering the data into smartsheets for a
building slab
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
STEP 2 - SEQUENCE THE TASKS
The order the works needs to be done
What needs to be done before a task?
What can be done after?
Network schedule
Linkages
Leads/lags
TYPES OF LINKAGES
MANDATORY DISCRETIONARY
The sequence tasks MUST
Tasks sequenced to save
be carried out in
money, optimize resources,
Concrete pour can only be
and other benefits
completed after the
Extending duration of
foundations are excavated
construction works to limit
amount of supervision required
TYPES OF LINKAGES
MANDATORY DISCRETIONARY
The sequence tasks MUST
Tasks sequenced to save
be carried out in
money, optimize resources,
Concrete pour can only be
and other benefits
completed after the
Extending duration of
foundations are excavated
construction works to limit
amount of supervision required
FIRST CUT - FOCUS ON
MANDATORY
EXAMPLE
Example - Link the activities with the construction of a
slab
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
STEP 3 - ESTIMATE THE
DURATIONS OF TASKS
How long will each task take?
Function of:
Activity
Resources
Self-perform vs subcontract
Calendar
ACTIVITY DURATIONS
Quantum of work i.e. Productivity i.e. 40m
30 shifts
1200m of trenching per shift
Resourcing Activity Productivity
SELF-PERFORM
Self-perform - use our own
labour, plant and materials
Full bottom-up estimate
Parametric and top-down
check from other projects
SUB-CONTRACT
Sub-contractors have agreed
upon programs in their
contracts
Use activity durations in
agreed-upon programs
Independently check/verify
using bottom-up, top-down
parametric
CALENDAR
SCHEDULE
Activity durations heavily
impacted by schedule
calendar
Schedule calendar
determines available
working hours
Mon - Fri 7am to 5pm
Day/Night work
Weekends and
overtime
EXAMPLE
CIVIL SCOPE - BOTTOM UP ESTIMATE
Daily Productivity Estimate
Work Hours (7am pre-start, 5pm finish) 10 Hrs
Non-Productive Hours (Pre-start, lunch, breaks,
3 Hrs
mobilisation / set-up)
Productive Hours 7 Hrs
Productivities
Conduit Installation (Trench, back-fill, compaction) 20 ln. m / hr
Conduit Installation per shift 140 m
Pit Installation 0.5 pits / hr
Pit Installation per shift 3.5 ea
Foundations (street lighting) 0. 5 / hr
Foundation per shift 3.5 ea
CIVIL SCOPE - BOTTOM UP ESTIMATE
Total Durations
Conduit Installation per shift 140 m
Total Quantity of Conduit (m) 3500 m
Total Shifts – Conduit (Total / Quantity per
25 Shifts
shift)
Pit Installation per shift 3.5 ea
Total number of Pits 35
Total Shifts – Pits (Total / Quantity per shift) 10 Shifts
Foundation per shift 3.5 ea
Total number of Foundations 140
Total Shifts – Foundations (Total / Quantity
40 Shifts
per shift)
Total Number of Shifts (Conduit + Pits + Foundations)(25 + 10 + 40) = 75 Shifts
Example - Add in the durations
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
STEP 4 - DEVELOP THE SCHEDULE
MODEL
Activities displayed against time
Represented by bar
Show
Activities
Planned beginning and end
Activity duration
Start and end dates of project
EXCEL MICROSOFT PROJECT
Simple SRP More complex MRP
3WLA 6WLA, Activity program
Project Engineers
Planners
SOFTWARE
PRIMAVERA P6 INEIGHT
Complex, multiple Complex, multiple
activities activities
Master project schedule Master project schedule
GANTT EXAMPLE
Set-up the gantt chart
GANTT EXAMPLE
Milestone from earthworks program
Based off network
Based off estimated
schedule
activity durations
GANTT EXAMPLE
Activity start date is
predecssor finish date
GANTT EXAMPLE
Activity finish date = start
date + duration
GANTT EXAMPLE
Activity finish date = start
date + duration
GANTT EXAMPLE
Where there is a lag, activity
start date = predecessor
finish date + lag
GANTT EXAMPLE
Where there are multiple
predecessor activities, start
date will be latest finish of
ALL predecessors
GANTT EXAMPLE
GANTT EXAMPLE
Example - Review the model
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
STEP 5 - OPTIMIZE AND ANALYZE
Review and optimize the schedule
Is the schedule going to meet its objectives?
STEP 5 - OPTIMIZE AND ANALYZE
Are we going to meet the finish date?
Are there any interim milestones?
What is the critical path?
Which activities have float?
Can we optimise resources?
Are there ways to minimise risk?
Is it correct?
STEP 5 - OPTIMIZE AND ANALYZE
Focus on the critical path - this determines the overall project duration
In reality, critical (depending on the length of the project) is also
activities with small amounts of float
Questions
Does it make sense?
Is it correct?
Are the activity durations correct?
STEP 5 - OPTIMIZE AND ANALYZE
How to optimize
Come up with a smarter way to do things
All activities
Spend money/add risk - critical path/near critical path
Crashing - adding resourcing
Fast-tracking - overlapping
Example - Optimize the model
DEVELOPMENT 1. Identify all the activities
PROCESS 2. Sequence the activities
The steps to create the 3. Estimate durations
construction project
schedule 4. Develop the model
5. Optmise and analyse
6. Stakeholder Review
STEP 6 - BUY-IN
Agreement and buy-in from stakeholders
“Yes, we can achieve that”
“Yes, we are happy with those dates”
Useless schedule = a schedule nobody follows
Ensure the plan is realistic and people OWN it
SCHEDULE IMPLEMENTATION
DEFINITION IMPLEMENTATION
Turning plans into action
PLANNING WITHOUT ACTION IS
PROCASTINATION
IMPORTANCE
The only value scheduling
has is when it’s implemented
Pointless to develop a
schedule without
implementing it
Putting the plan into action
Plan, co-ordinate and deliver
the works in accordance with
the plan
SCHEDULE IMPLEMENTATION
It's the process of executing the plan laid out in the master schedule.
You take the high-level schedule and break it down into clear, detailed
actions.
The goal: Make the schedule usable on-site — turn it into a real-world
to-do list.
STEP 1 - UNDERSTAND THE
SCHEDULE
Read, analyse and interpret
Be hypercritical
STEP 1 - UNDERSTAND THE
SCHEDULE
Read, analyse and interpret
Be hypercritical
STEP 1 - UNDERSTAND THE
SCHEDULE
Schedules are always wrong
Reality ≠ The Plan
Activity/Linkages get missed
Constraints/circumstances
Detail Missing
Change
STEP 1 - UNDERSTAND THE
SCHEDULE
Question everything
Understand logic
Your job is to achieve the project outcomes NOT follow the schedule
STEP 2 - DECOMPOSE THE
SCHEDULE
The master schedule will be high-level
Break it down into specific activities/tasks
Captured in a Short Ranage Program
SHORT-RANGE PROGRAM
Highly detailed short term
schedule
Plan and coordinate all the
minor activities that need to
facilitate the works
Excel, whiteboard, staging plans
DECOMPOSE THE SCHEDULE
Time-slice
Window of focus - 3,6,9 weeks
Everything that needs to
happen
Extensive detail
DECOMPOSE THE SCHEDULE -
DETAIL
3-WEEK LOOK AHEAD
Float machine to site
MASTER SCHEDULE
Survey set-out
BASEMENT EXCAVATION
Set-up Barricading
Excavate to 1.5m
Set-up shoring
DECOMPOSE THE SCHEDULE -
DETAIL
Significant detail added
Task decomposed into sub-
steps
Understand the methodology in
detail
Sub-tasks have their own
dependencies, linkages, etc.
3WLA EXAMPLE
STEP 3 - PULL PLANNING &
COORDINATION
Use pull planning to develop schedule
What is everything that needs to be in place?
Transform schedule into a to-do list
Pre-works
CONCRETE
Excavation
Survey set-out
Service penetrations
POUR
Materials - Formwork, steel
reinforcement
Sub-contractor/Labour
Safety documentation
Quality documentation
None of this in Master Schedule
GETTING THESE THINGS READY TAKES
TIME!!
ACTIVITY LEAD TIMES
The time taken to organise
everything
Consider materials for concrete
foundation
Lead time for fabrication
Fabrication drawings
approved
Supply contract awarded
Multiple quotes received
MATERIAL PROCUREMENT CONCRETE
POUR
07-APRIL 07-MAY 07-Jun 28-Jun
DRAWINGS QUOTES, CONTRACT CONCRETE
READY FOR NEGOTIATION, AWARDED AND POUR
CONSTRUCTION APPROVAL ORDER PLACED
3-Week lead time for Steel fixing,
4-weeks for design 4-weeKS formwork and
steel reinforcement
drawings concrete pour
WE NEED TO BE THINKING ABOUT A
JUNE CONCRETE POUR IN APRIL
PROCESS
DECOMPOSE IDENTIFY LEAD-TIMES
Take a time-slice Identify Understand lead-
of the Master everything that times for activities
Project Schedule needs to be done and focus
to facilitate works duration
TO-DO LIST
Where scheduling meets time management
Your decomposed schedule becomes your to-do list (not a Gantt
Chart)
Microsoft Planner
Excel
Whiteboard
Notebook
TO-DO LIST - EXAMPLE
Example - Concrete Pour
Pre-works - Excavation, Survey
Materials - Formwork, Steel Reinforcement
Sub-Contractor/Labour
Safety Documentation
Quality Documentation
SCHEDULE MONITORING AND
CONTROL
HOW DO WE ENSURE WE ARE
FOLLOWING THE PLAN?
MONITORING AND CONTROL
The plan is a guess
The schedule will be wrong the second after it is written
Change
Unknown/unknowable
Progress tracking
Relevant and useful
Stakeholder
Identify issues early
HOW DO WE MAKE SURE WE ARE
FOLLOWING THE PLAN?
Track progress
Understand delays
Apply treatments
MONITORING AND CONTROL
Ensure the schedule is still relevant
Planning and co-ordination tool
Plan activities, book resources, make decisions
If information is wrong, can’t be a useful tool
EXAMPLE - CABLE INSTALL
Cable installation begins after conduits
Conduit install 10% complete
Should be 90%
Cable install is planned to start next week
Cable procurement has been delayed
We can pay for expedited delivery
Should we do it?
MONITOR AND CONTROL -
STAKEHOLDERS
Schedule used to inform stakeholders of progress
Contractual requirement
Provide accurate and realistic information
How far through procurement?
Piling % complete
MONITOR AND CONTROL - LEAD
INDICATOR
We know something is wrong BEFORE it goes wrong
Opposite to lag indicator
Example
Piling is 10% complete in week 1
4 week baseline program
Critical path activity
What can we do?
DEFINITION PROGRESS TRACKING
Accurately determining the
percentage complete of each
task
TRACKING PROGRESS
01. UNDERSTAND 02. PROGRESS 03. MONITOR
TRACKER
Understand the
Set-up a progress Monitor progress and
activity we are
tracker maintain the tracker
tracking
UNDERSTAND
PRODUCTION DRIVEN MILESTONE DRIVEN
Activity can be represented by Activity is a group of
a baseline quantity subactivities
Progress in quantity directly No consistent metric
represents activity progress I.e. Procurement - writing a
Examples scope of works, issuing the
Trenching - lineal m tender, getting quotes,
Piling - number of piles contract award
SET-UP A PROGRESS TRACKER
1. Determine activities to be
tracked
2. Total quantity from design
3. Determine planned quantity
over time
EXAMPLE - PRODUCTION DRIVEN
EXAMPLE - PRODUCTION DRIVEN
EXAMPLE - PRODUCTION DRIVEN
EXAMPLE - PRODUCTION DRIVEN
MILESTONE DRIVEN
1. Determine milestones
2. Set-up credit system
3. Monitor against credit
system
MILESTONE DRIVEN - EXAMPLE
Determine milestones
1. Tender package ready
2. Tender issued
3. Quotes received
4. Contract award
5. Mobilisation
MILESTONE DRIVEN - EXAMPLE
Rules of Credit
1. Tender package ready - 10%
2. Tender issued - 20%
3. Quotes received - 50%
4. Contract award - 75%
5. Mobilisation - 100%
CREDIT SYSTEM
Logical weighting of tasks
Based on level of effort or
duration
1 week to prepare tender
2 weeks to quote
Quoting worth 2x tender
CREDIT SYSTEM
Based on stage we can
estimate the percentage
complete
More subjective
Better the metric, the better
the information
TRACKING PROGRESS
01. UNDERSTAND 02. PROGRESS 03. MONITOR
TRACKER
Understand the
Set-up a progress Monitor progress and
activity we are
tracker maintain the tracker
tracking
%age Complete:
Work Complete/Total Quantity
METRICS
Production
Quantity Complete/Elapsed
Schedule Variance:
SV = EV - PV
Schedule Performance Index:
SPI=EV/PV
Estimated Completion Date:
ECD = Elapsed + Work
Remaining/Production Rate
Solar Farm Installing Inverters
Total quantity 100
EXAMPLE
Plan - 4/day
Estimated Duration - 25 days
Progress
Day 10
25 Inverters Installed
Day 10 Report
Percentrage complete - 25%
Production
METRICS
25 Inv/10 Days
2.5/day
Schedule Variance
SV = 25-40 = -15 Inverters
Schedule Performance Index
SPI = 25/40
0.625
Estimated Completion Date
ECD = 10 + 75/2.5
Day 40
INFORMATION IS ONLY USEFUL IF
WE ACT ON IT
TREATMENTS
Only value information has is
if we use it
What do we do if works are
delayed?
Apply a treamtent
Understand our options and
choose the right treatment
TREATMENTS
01. UNDERSTAND 02. CAUSE 03. OPTIONS
What type of activity
Identify the cause of Explore options to
is being delayed?
the delay correct the delay and
implement
TYPE OF ACTIVITY DELAYED
CRITICAL PATH NON-CRITICAL PATH
Activities that will Activities that have
delay project float
completion Can delay without
Incl. near critical impact
path
CAUSE OF DELAY
Resource constraints
Planning/Scheduling issues
Project Management
Technical challenges
External Factors
Stakeholder approvals
WHAT CAN WE DO ABOUT A
DELAY?
OPTIONS
OPTIMISE AND IMPROVE ADD COST/RISK
Improve systems Crashing - adding
and performance resources
Optimise delivery Fast-tracking -
methodology overlap tasks
OPTIONS
OPTIMISE AND IMPROVE ADD COST/RISK
Improve systems Crashing - adding
and performance resources
Optimise delivery Fast-tracking -
methodology overlap tasks
All Activities Critical/Near-Critical
THE 10 BIGGEST SCHEDULING
MISTAKES
PRECISELY WRONG RATHER
THAN ROUGHLY CORRECT
Mistake: Trying to build a Level 5 schedule in Week 1 with incomplete
design, no procurement, etc.
Wastes time on tasks that will change, creates false precision, and
overwhelms users.
Solution:
Start high-level
Progressively add detail as design, procurement, and site access
become clearer.
IGNORING THE LOGIC
Mistake: Assuming that once activities are linked, the logic is sound.
Problem: Dependencies often don’t reflect reality, and errors
compound as the schedule evolves.
Fix: Routinely ask: "Does this sequence reflect how the work will
actually happen?" Do regular logic checks, especially before updates
or baseline submission
BLINDLY COPYING OTHER
PROJECTS
Every project is different and unique
Templates can be recycled but other projects should only be used
with caution
Example - solar farm fencing linkage
Understand project specifics
DISCRETIONARY LINKAGES TOO
EARLY
Mistake: Adding lots of soft (non-contractual or preference-based)
dependencies early in the schedule.
Problem: Inflates the network unnecessarily, hides real float, and
causes confusion.
Fix: Focus first on hard logic (contractual or physical dependencies),
then layer in discretionary links during implementation planning.
IGNORING IMPLEMENTAITON
Mistake: Creating a schedule that no one on-site uses.
Problem: The plan exists on paper, but decisions on-site are made
without reference to it.
Fix: Translate the master schedule into lookaheads, task lists, and daily
planning tools. The schedule should live on the wall or tablet—not just
in a PDF.
TREATING THE SCHEDULE AS A
BIBLE RATHER THAN A GUIDE
Mistake: Following the schedule blindly, even when site conditions
change.
Problem: Reduces flexibility and leads to impractical decisions.
Fix: Use the schedule as a management tool, not a commandment. It
should adapt with the project and help solve problems, not cause
them.
OBSESSING OVER NUMBERS
RATHER THAN WHAT THEY MEAN
Mistake: Focusing on percentages, dates, and floats without
understanding what’s happening on-site.
Problem: False sense of control. A task marked “90% complete” tells
you nothing if you don’t know what’s left.
Fix: Always link numbers to real-world progress. Ask: “What’s
physically complete? What’s holding us up?”
DISCONNECT BETWEEN
PLANNERS AND CONSTRUCTION
Mistake: Schedules are created in isolation by someone who’s not on-
site.
Problem: Sequences don't match real site conditions, and the team
doesn't feel ownership.
Fix: Involve site engineers, supervisors, and key subcontractors in
building and reviewing the schedule. This creates buy-in and practical
logic.
FAILING TO UPDATE AND
REFORECAST
Mistake: Treating the schedule as “set and forget.”
Problem: You lose visibility into delays, can’t justify claims, and drift off
course without noticing.
Fix: Update regularly (weekly/fortnightly), record actuals, and forecast
completion based on trends, not hope.
NOT LINKING TO PROCUREMENT
AND DESIGN
Mistake: The schedule only shows construction tasks.
Problem: Procurement delays or design constraints cause unplanned
hold-ups.
Fix: Include lead times, design milestones, and critical procurement
items in the schedule. The best schedules are cross-functional.
HOW TO GET AHEAD OF 99% OF
SCHEDULERS
BE ROUGHLY RIGHT - NOT
PRECISELY WRONG
Don’t obsess over ultra precise durations or start dates if the inputs are
shaky
Get the overall duration and logic ROUGHLY correct
Ensure things make sense
Then focus on adding detail to the things that matter
False precision gives a misleading sense of control - improve the
accuracy over time
YOU DON’T HAVE ALL THE
ANSWERS - SO LISTEN
Don’t pretend to know everything (you don’t have to)
Talk to the people who have the answers - supervisors, foreman, sub-
contractors
A great scheduler asks good questions and listens to the answers
Understand how to get the correct information
Production rate, linkage, duration, task list
HAVE A LIE DETECTOR, NOT A
MEGAPHONE
While I said to listen, don’t follow blindly
You need to pay attention to the RIGHT information
People generally don’t give you good answers
If you ask how long something takes - they’ll answer without telling
you what their resource assumptions are
Or how long something takes to order - they don’t consider all the
contract negotiations beforehand
So pay attention to what people tell you - but you also need to ask the
right questions and have a good filter for when you get bad
information
KNOW THE PURPOSE OF THE
SCHEDULE
Always understand the purpose and reason you’re building a schedule
Ultimately a schedule is a tool and you need to understand what you’re
using it for
Are you building a tender program to show a client you can meet their
dates and convince them to win the project? In that case make sure
you qualify it with all your key assumptions
Are you managing sub-contractors and trying to work out their
mobilsiation dates? Well that’s a completely different goal and you’ll
need to get into the nitty gritty and understand their works in detail
UNDERSTAND HOW LONG IT
TAKES TO GET READY
90% of the time, activities are delayed before they start
That is reliably true in my experience
The start of an activityisn’t just a date - its the accumulation of multiple
steps
Procurement
Design
Permits
Access
Think you’re gonna start piling the day after contract award? Wrong, it’ll be
6 to 10 weeks minmum
UNDERSTAND HOW LONG IT
TAKES TO GET READY
90% of the time, activities are delayed before they start
That is reliably true in my experience
The start of an activityisn’t just a date - its the accumulation of multiple
steps
Procurement
Design
Permits
Access
Think you’re gonna start piling the day after contract award? Wrong, it’ll be
6 to 10 weeks minmum
BE RUTHLESS WITH LOGIC AND
FLOW
Don’t build a schedule to achieve a date
Build it to match reality
What is actually achievable? What exactly needs to be ready before you
start work? How long will works really take to mobilise?
Challenge everything and question your own assumptions
CONCLUSION
A schedule isn’t about dates - it captures the methodology and reality of
the project
The best schedulers are curious, critical and collaborative
They understand construction but they also know what they don’t know
CONCLUSION