The Project Schedule Log: Charting the Project Path

The Project Schedule Log:
Charting the Project Path
Mark Doran
Paul Levin, PSP
Chris Carson, PSP

scheduling.vc.pmi.org

Author Biography – Mark Doran

 Degree:
– BS, Building Construction and Contracting Technology
 University:
– Purdue University
 Years of Experience:
– 25 years
 Professional Field:
– Construction Management, Administration and Consulting,
Construction Claims Analysis and Expert Testimony with
emphasis on scheduling and schedule analysis
– Founding Partner of Contract Solutions LLC
 Something you do not know about me:
– Provide scheduling /claims seminars for Federal
Publications Seminars.
– Hobbies include golf and scuba diving.
– Member: CMAA , ABC and ABA Construction Forum

3 scheduling.vc.pmi.org

Author Biography – Paul Levin, PSP

 Degree:
– BSCE, MEA
 University:
– BSCE, University of Maryland
– Masters in Engineering Administration, The George
Washington University
 Years of Experience:
– 25 years
 Professional Field:
– Construction Management, Administration and Consulting.
Focus on Project Controls and Scheduling. Primarily
heavy construction.
– Senior Schedule Engineer, Washington Metropolitan Area
Transit Authority
 Something you do not know about me:
– Also involved as publisher, editor and writer on various
construction subjects including claims, construction law,
BIM, scheduling and project controls.
4 – Hobbies include bicycles, motorcycles and one week of

black diamonds a year

Chris Carson, PSP, CCM, PMP

 Corporate Director of Project Controls, Alpha Corporation
– Responsible for standards, processes, and procedures for a team of
schedulers, analysts, and project managers in multiple office locations,
as well as analysis, work product, and testimony
– Developed and manages the in-house project controls training program
at Alpha
 Certified as PMI PMP, AACE Planning & Scheduling Professional, CMAA
Certified Construction Manager
 University: University of Virginia, Mechanical Engineering, 1972
 Professional Field: 38 years of experience in Construction Management
Services specializing in Scheduling, Schedule Analysis, Estimating, Claims
 Active in PMI (Project Management Institute) College of Scheduling
– Vice President of Scheduling Excellence, Managing Director for SEI
(Scheduling Excellence Initiative) writing Best Practices and Guidelines
for Scheduling and Schedule Impact Analysis
 Active in Association for the AACE International, Planning Planet, CMAA

5

Introduction


Three Topics

Basic Schedule Log
Dual Tracking Schedule Log
Schedule Notebook


Purpose of Schedule Logs

Organizational Tool
Management Tool
Schedule Analysis Tool


• Organizational Tool
• Keep track of various schedules and baselines
• Keep track of submissions and approvals



• Management Tool
• Track project’s progress (and cost) through time
• Look for trends and patterns
• Forecast where job is headed and make corrections



• Analysis Tool
• Overview of project history from scheduler’s
perspective
• List of schedules “of record” and approvals
• Starting point for schedule-related claims
• Identity patterns of changes from month to month


Schedule Logs – Basic Format

• Chart – table or spreadsheet
o Basic project schedule data
o Obtained from schedule software and payment data
o Includes data required by contract’s schedule
specifications


Typical Schedule Specifications

o Basic Schedule Clauses
• Prepared by contractor
• Baseline
• Approved by owner
• Monthly updates



• Basic Schedule Clauses (cont.)
• AIA 201
• Consensus Docs (formerly AGC200)
• EJCDC C-700
• Various public agency contract documents



• Advanced Requirements
• Cost loading – schedule of values
• Resource loading – man-hours



• Advanced Schedule Clauses (cont.)
• Unified Facilities Guide Specifications (UFGS) as
used by USACE, NAVFAC, AFCESA and NASA
• VA, DOE, FBOP and DOE
• Various state DOTs, public transit agencies
• Private EPC contracts



o Other Select Requirements

• Narrative – Description of progress, changes, job
highlights, etc.
• Specific reports (Critical Path, ES, EF)
• ClaimDigger report
• Copy of data file
• Support for time extension requests


The Construction Schedule Log

o Project Controls Tool

• Tracking
• Analysis
• Project Management



• Project Controls Tool

o Administrative tracking tool
o Useful for both Owner & Contractor
o On-time schedule submittals
o Timely approvals



• Project Controls Tool (cont.)

o Three Basic Types
• basic
• detailed
• dual-tracking



Project Controls Tool (cont.)
o Basic


Schedule Log

o Project Identification Name or ID
o Data Date of the Update
o Project’s Planned Completion Date (includes time
extensions)
o Current Early Finish Date
o Variance (Total Float)
o Slip/Gain (Change in Total Float from prior period)
o Number of Activities in the schedule update


Schedule Log

o Location of data file
o Update Identification Number or Version
o Date Submitted to Owner
o Date Approved by Owner


Schedule Log

Basic Schedule Log (cont.)
o Data from P3 Project Overview Screen:


Schedule Log

Project Controls Tool (cont.)
o Detailed (Additional project data)

25 o Percent complete for period and cumulative scheduling.vc.pmi.org

o Number of activities on the critical (longest) path

Schedule Report

Detailed Schedule Log (cont.)
o Data from P3 Schedule Update (SureTrak similar):


Detailed Schedule Log

o Substantial amount of data available to include in report.
(Considerations for a Recommended Practice.)
o Data from P3 (for example, cost and resource data)
o Data from 3rd party programs (ClaimDigger, Schedule
Analyzer)
o Data from Pay Applications, Daily Reports, Certified
Payrolls, etc.
o Labor hours planned
o Actual labor hours
o Work days planned
o Actual work days
o Earned value
o Lost days due to weather


Detailed Schedule Log

• Use Excel to compute values for further
analysis
o Percent completes
o Time gained or loss for the period
o Planned vs actual manpower variance
o Earned value
o Schedule data, including added/deleted activities,
durations, relationships and resources



• Perform quantitative and qualitative
overview of the health and progress of
the project.
• Contractor progress versus planned
• Identify trends; project performance
• Identify and quantify changes and events
• Reconcile schedule changes with scope changes



Schedule Update or Contract Net Time Gain Responsible
Period Data Date SC Date Total Float Reason
Filename Revision SC Date or Loss (cd) Party
Baseline 8/20/07 BOAC Baseline 7/22/2010 7/22/2010 0 0
1 7/7/08 B002 Revision 7/22/2010 8/24/2010 -33 33 steel erection & monumental stair shop dwgs Contractor

2 8/1/08 B003
Revision
Schedule Log Reviews – Examples Level 1
7/22/2010 9/15/2010 -55 22 steel & SOD Contractor

3 9/2/08 B004 Revision 7/22/2010 9/24/2010 -64
ExampleLevel 2
9 SOD
1 Contractor

o Note the continual trend of delays due to the same issue – Steel.
o Notice how delays in shop drawings continued into the
installation of steel.
o Lost 3 months in 3 months – better get control of this work ASAP!



• Schedule Log Reviews – Example 2
Schedule Update or Contract Net Time Gain Responsible
Period Data Date SC Date Total Float Reason Notes
Filename Revision SC Date or Loss (cd) Party
3 9/2/08 B004 Revision 7/22/2010 9/24/2010 -64 9 SOD Level 2 Contractor ajdusted for OOS progress
4 10/1/08 B005 Revision 7/22/2010 8/31/2010 -40 (24) 1st Floor layout & HVAC rough-in; Fire Alarm Shop Dwgs Contractor Revised forecasted work sequences
Electrical Riser Drawings, MEP Coordination Drawings,
5 11/3/08 B006 Revision 7/22/2010 8/30/2010 -39 (1) Contractor Revised forecasted work sequences
Structural Steel & Concrete Placement
6 11/3/08 B007 Revision 7/22/2010 7/22/2010 0 (39) Structural Steel fabrication: Elevator Submittals Contractor Revised forecasted work sequences
Revised Dur activitiy 9910167; delete
7 1/1/09 B008 Revision 7/22/2010 7/22/2010 0 0 Elec/FA OHRI Lvel 1 & 2 Contractor
Preds for 3015200
8 2/2/09 B009 Revision 7/22/2010 7/22/2010 0 0 Masonry Walls at Mech Spaces levels 1-4. Contractor Revised forecasted work sequences

o Note the continual trend of schedule recovery.. Or is it?
o Notice that the schedule recovery is actually “forecasted recovery” in the future
based on revised, planned work sequences.
o Be aware of “masking” of delays by revising future durations or work sequences
that have not been proven, yet!
o This type of schedule “recovery” can shift the critical path without actually
resolving the issues that has/is delaying the Project, this can also shift the
perceived critical path (and delays) to a different party (ie. Owner/,designer,
etc.)



8 2/2/09 B009 Revision 7/22/2010 7/22/2010 0 0 Masonry Walls at Mech Spaces levels 1-4. Contractor
negative progress on South CW Shop dwgs; lack of
9 3/2/09 B010 Revision 7/22/2010 10/27/2010 -97 97 progress OHRI on lvl 4; lack of Progress on Pavilion CW Contractor
fab

o Note the delay of more than 30 days in one month
o Negative progress can be for items of failed work that needs to be
removed and re‐installed; disapproved shop drawings that had been
assigned progress in previous updates, etc.



Contract Net Time Gain Responsible
SC Date Total Float Reason
SC Date or Loss (cd) Party
Submittal/Rev/approve South CW Shops sooner; 10th floor
7/22/2010 9/15/2010 -55 (82) Contractor
floating slab slipped 1 wk.
Lack of progress on Fab/Del Initial Del South CW; Lack of
7/22/2010 10/8/2010 -78 23 Contractor
progress Int & perim CMU Flr 10.
One day slippage on Fab & Del South CW resulted in 3cd
7/22/2010 10/11/2010 -81 3 Contractor
schedule slippage.

7/22/2010 1/6/2011 -168 87 Lack of Progress South Curtainwall Contractor

Lack of progress prep & Build Chamber ATI S Curtainwall;
7/22/2010 2/3/2011 -196 28 Contractor
Lack of progress on Fab/Del Initial Del South CW.

3 wek slippage to prep & Build Chamber ATI S Curtainwall;
7/22/2010 3/3/2011 -224 28 Contractor
3 week slippag on Fab/Del Initial Del South CW.

7/22/2010 3/8/2011 -229 5 Prep & Build ATI S CW; South CW Fab Contractor

o Note the pervasive delays to the same issue – South Curtainwall
design and mock‐up/testing at ATI. How could you prevent this on your
project?

Delay Analysis Organization with the Schedule Log

 Review Project and Case Background
– Example
• General Contractor client – DBB delivery
• Construction of new high school
• Disputed issues summary
– Foundation problems
– Slow shop drawing submittals
– Pre-engineered building problems
– Contractor production problems
– IT re-design issues
– Utility changes



• Review Project and Case Background
– Availability & legitimacy of baseline & updates
• Baseline approved
• Monthly updates produced, no response about
approvals
– Availability & legitimacy of documents
• Daily field reports reasonably detailed
• Meeting minutes haphazard
• Correspondence file light
• RFI, Change Estimate and Change Order logs
available
• Monthly invoices available
• Several TIAs submitted contemporaneously



• Schedule Log
Chron Activity Critical Update Window Project Remain.
File Name Start Date Data Date Early Finish Cum Delay Notes
Order Count Activities Size (cd) Duration (cd) Time (cd)

6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 578 29 0 N/A 467 467 baseline DC 2003
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 580 83 0 N/A 467 467 revised baseline DC Hodges 03
16-Jul-08 15-Apr-09 16-Jul-09 10-Aug-10 578 61 10 92 482 390 Revised baseline (Zero Progress)
9-Mar-09 15-Apr-09 15-Apr-09 26-Jul-10 571 50 0 N/A 467 467 Baseline Revisions DC 03
15-Apr-09 15-Apr-09 15-Apr-09 26-Jul-10 571 50 0 N/A 467 467 Baseline Final
1
15-Apr-09 1-May-09 N/A #VALUE! 16 #VALUE!
DESIGN 8 8 Design Issues Schedule
19-Oct-09 15-Apr-09 19-Oct-09 29-Sep-10 571 112 65 171 532 345 Update October 19, 2009
2
4-Dec-09 15-Apr-09 4-Dec-09 571 91 46 558 325 Update December 04, 2009
3 25-Oct-10 133
Update December 04, 2009, with
4-Dec-09 15-Apr-09 4-Dec-09 9-Dec-10 571 221 136 0 603 370 Glenwood
3
21-Jan-10 15-Apr-09 21-Jan-10 15-Dec-10 571 212 142 48 609 328 January Update 2010
4
15-Apr-09 571 154 41 621 299
5 3-Mar-10 3-Mar-10 27-Dec-10 213 February Update 2010
15-Apr-09 571 154 77 621 222
6 19-May-10 19-May-10 27-Dec-10 127 May update 2010
15-Apr-09 571 133 44 600 157
7 2-Jul-10 2-Jul-10 6-Dec-10 134 June Update 2010
15-Apr-09 571 144 26 611 142
8 28-Jul-10 28-Jul-10 17-Dec-10 185 July Update 2010
15-Apr-09 28-Jul-10 172 0 639 170
IT 14-Jan-11 577 185 IT Claim with July Update
15-Apr-09 571 199 65 534 266
9 1-Oct-10 1-Oct-10 10-Feb-11 113 September Update 2010
15-Apr-09 3-Oct-10 227 2 694 158
TANK 10-Mar-11 576 114 Day Tank Claim with Sept Update
15-Apr-09 571 213 31 680 113
10 3-Nov-10 3-Nov-10 24-Feb-11 82 October Update 2010
15-Apr-09 571 219 37 686 82
11 10-Dec-10 10-Dec-10 2-Mar-11 62 November Update 2010
15-Apr-09 571 210 67 677 6
12 15-Feb-11 15-Feb-11 21-Feb-11 18 January Update 2011
15-Apr-09 571 256 31 723 21
13 18-Mar-11 18-Mar-11 8-Apr-11 6 February Update 2011
15-Apr-09 571 295 39 762 21
14 26-Apr-11 26-Apr-11 17-May-11 6 March/April Update 2011



• Schedule Log
Chron Activity Critical Update Window Project Remain.
File Name Start Date Data Date Early Finish Cum Delay Notes
Order Count Activities Size (cd) Duration (cd) Time (cd)

6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 578 29 0 N/A 467 467 baseline DC 2003
580 83 0 N/A
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 467 467 revised baseline DC Hodges 03
578 61 92
16-Jul-08 15-Apr-09 16-Jul-09 10-Aug-10 10 482 390 Revised baseline (Zero Progress)
9-Mar-09 50 0 N/A
15-Apr-09 15-Apr-09 26-Jul-10 571 467 467 Baseline Revisions DC 03
50 0 N/A
1 15-Apr-09 15-Apr-09 15-Apr-09 26-Jul-10 571 467 467 Baseline Final
#VALUE! 16
DESIGN
15-Apr-09 1-May-09 N/A
8 8
#VALUE! Design Issues Schedule

2
19-Oct-09

4-Dec-09
15-Apr-09
19-Oct-09

4-Dec-09
29-Sep-10
Note – Activity Count does not change within
571
112 65

91
171

46
532 345 Update October 19, 2009

15-Apr-09 571 558 325 Update December 04, 2009
3 25-Oct-10
updates 133

4-Dec-09 15-Apr-09 4-Dec-09 9-Dec-10 571 221 136 0 603 370 Update December 04, 2009, with Glenwood
3
21-Jan-10 21-Jan-10 15-Dec-10 212 142 48
4 15-Apr-09 571 609 328 January Update 2010
154 41
5 3-Mar-10
15-Apr-09
3-Mar-10 27-Dec-10
571
213
621 299 February Update 2010
154 77
6 19-May-10
15-Apr-09
19-May-10 27-Dec-10
571
127
621 222 May update 2010
133 44
7 2-Jul-10
15-Apr-09
2-Jul-10 6-Dec-10
571
134
600 157 June Update 2010
144 26
8 28-Jul-10
15-Apr-09
28-Jul-10 17-Dec-10
571
185
611 142 July Update 2010
172 0
IT
15-Apr-09 28-Jul-10
14-Jan-11 577 185
639 170 IT Claim with July Update
199 65
9 1-Oct-10
15-Apr-09
1-Oct-10 10-Feb-11
571
113
534 266 September Update 2010
227 2
TANK
15-Apr-09 3-Oct-10
10-Mar-11 576 114
694 158 Day Tank Claim with Sept Update
213 31
10 3-Nov-10
15-Apr-09
3-Nov-10 24-Feb-11
571
82
680 113 October Update 2010
219 37
11 10-Dec-10
15-Apr-09

15-Apr-09
10-Dec-10 2-Mar-11
571

571
62
Schedule generates a Cumulative Delay
210 67
686
677
82
6
November Update 2010

12 15-Feb-11 15-Feb-11 21-Feb-11 18 January Update 2011

13 18-Mar-11
15-Apr-09
18-Mar-11 8-Apr-11
571
6 Chart 256 31
723 21 February Update 2011
295 39
14 26-Apr-11
15-Apr-09
26-Apr-11 17-May-11
571
6
762 21 March/April Update 2011
37


• Add Columns to Schedule Log for Delays



• Chart Cumulative Delays directly from Schedule Log



 Chart Cumulative Delays – Overlay known delay event
timeframes



 Chart Cumulative Delays – Label known delay
timeframes



 Annotate Cumulative Delays

Period of possible concurrent submittal problems



 Chart Cumulative Delays – Note any general issues/concerns

Shows two schedules with same data date & different EF dates

Could be acceleration or mistake, but worthy of investigation?



 Chart Cumulative Delays – Identify specific
delay/acceleration concerns

No overall delay due to IT design



 Chart Cumulative Delays – Identify specific delay/acceleration
concerns

Period of possible concurrent production problems




Period of possible concurrent production problems
No overall delay due to IT design

Period of possible
concurrent submittal
problems

Shows two schedules with same data date & different EF dates

 Chart Cumulative Delays



 Chart Cumulative Delays
– Only provides simplified overview for discussion
• Shows schedule results with no research
– Can show if analysis will be dealing with simple delay
– Helps expose more complicated analysis needs
• Acceleration/mitigation
• Concurrency
• Disruption?
– Also helps quickly point out “normal” production for
use in Measured Mile analysis of disruption



 Another Example of Annotated Cumulative Delay Chart


Dual-Tracking Schedule Update


Dual-Tracking Schedule Log
o Background – Shortcomings of traditional update specs.
o Do not require pure update
o Do not require comparison of actual progress to
planned progress
o Do not promote accountability to meet the reported
plan
o Do not promote accountability report actual
sequencing


Dual-Tracking Schedule Log
o Background – Idea of dual-tracking, or dual-update
o Engaged to help develop and implement a scheduling
and monitoring specification tool by the Federal
Bureau of Prisons (FBOP) in ~ 2001 and the GSA in ~
2002
o Experience from the “Big Dig” provided basis


Dual-Tracking Schedule Log (Cont.)

o Background – First started using on United
States Federal Courthouse in Youngstown, OH.
o Utilized by GSA Region 5 starting in ~ 2002
o Generally required by the GSA national
scheduling specifications for major capital
projects since ~ 2003



o Background – Key factors for success
o Provides timely, accurate, relevant
information to make informed business
decisions regarding time, money, and claims
o Provides focus and accountability on the
responsible parties to solve issues quickly
and timely, and provides a historical record
of critical paths and near critical paths


o Result is a schedule log with two lines per
update that highlights differences between two
and provides a more accurate representation of
project schedule status.
o Provides focus on the results of revisions
incorporated into schedule updates.
Cumulative
Schedule Update or Contract Time Gain or Net Time Gain Responsible
Period Data Date SC Date Time Gain or Reason Notes
Filename Revision SC Date Loss (cd) or Loss (cd) Party
Loss
Baseline 8/20/07 BOAC Baseline 7/22/2010 7/22/2010 0 0 0
1 7/7/08 CS02 Update 7/22/2010 12/22/2010 153 steel erection & monumental stair shop dwgs Contractor
1 7/7/08 B002 Revision 7/22/2010 8/24/2010 (120) 33 33 logic revision for Mon Stair SDs Contractor forecasted recovery
2 8/1/08 CS03 Update 7/22/2010 9/10/2010 17 steel & SOD Level 1 Contractor
added a crew restraint for Electrical SOD Rough in Floor 2 this crew restraint was not in the
2 8/1/08 B003 Revision 7/22/2010 9/15/2010 5 22 55 Contractor
Part A to be dependant on Floor 1 Part B baseline schedule BOAC
3 9/2/08 CS04 Update 7/22/2010 9/29/2010 14 SOD Level 2 Contractor
3 9/2/08 B004 Revision 7/22/2010 9/24/2010 (5) 9 64 Logic revision Contractor ajdusted for OOS progress
4 10/1/08 CS05 Update 7/22/2010 11/12/2010 49 1st Floor layout & HVAC rough-in; Fire Alarm Shop Dwgs Contractor
4 10/1/08 B005 Revision 7/22/2010 8/31/2010 (73) (24) 40 Logic revision Contractor Revised forecasted work sequences
Electrical Riser Drawings, MEP Coordination Drawings,
5 11/3/08 CS06 Update 7/22/2010 9/22/2010 22 Contractor
Structural Steel & Concrete Placement
5 11/3/08 B006 Revision 7/22/2010 8/30/2010 (23) (1) 39 Logic revision to Coordination Dwg Submittals Contractor Revised forecasted work sequences
6 11/3/08 P007 Update 7/22/2010 9/27/2010 28 Structural Steel fabrication: Elevator Submittals Contractor
Recovery schedule revised work sequences HVAC; OHRI;
6 11/3/08 B007 Revision 7/22/2010 7/22/2010 (67) (39) 0 Contractor Revised forecasted work sequences
Elevators
7 1/1/09 CS08 Update 7/22/2010 7/28/2010 6 Elec/FA OHRI Lvel 1 & 2 Contractor
Revised Dur activitiy 9910167; delete
7 1/1/09 B008 Revision 7/22/2010 7/22/2010 (6) 0 0 Logic revision Contractor
Preds for 3015200
8 2/2/09 CS09 Update 7/22/2010 8/11/2010 20 Masonry Walls at Mech Spaces levels 1-4. Contractor
8 2/2/09 B009 Revision 7/22/2010 7/22/2010 (20) 0 0 Logic revisions for OOS & Mech OHRI. Contractor Revised forecasted work sequences

 There is a simple way for schedulers to create a pure update at the end of the
month.

 Export progress (actual starts, actual finishes, percent completes) from the new
updated/revised schedule into a spreadsheet.
 Copy the previous update and rename the file.
 Import progress from the spreadsheet into the new file.
 Change the data date to reflect the new update data date.
 Calculate the schedule.
 Run a compare program (Digger) to ensure no other revisions are included in the
pure update except for actual starts, actual finishes and percent complete.


 Export progress (actual starts, actual finishes, percent completes)
from the new updated/revised schedule into a spreadsheet.


Title goes here


 Copy the previous update and rename the file.

 Import progress from the spreadsheet into the new file.


 Change the data date to reflect the new update data date.

 Calculate the schedule.

 Run a compare program (Digger) to ensure no other revisions are
included in the pure update except for actual starts, actual finishes
and percent complete.


Comments

 Progress should be analyzed first, leaving all other non-
progress changes for the bifurcation
 Non-progress revisions include:
– Addition or deletion of activities.
– Split or combined activities, using new activity IDs.
– Addition or deletion of logic links.
– Changes to lag value or logic links.
– Addition, deletion or changes to constraints.
– Changes to OD.
– Increase in RD such that RD becomes greater than OD.
– Changes to calendar assignments.
– Changes to holiday assignments within a pre-existing
calendar.


When Excel Export Fails

 Sometimes the export fails repeatedly, especially with large schedules
– If so, use Global Changes to import data
• Actual Start dates
• Actual Finish dates
• Remaining Duration


Using Global Changes

 Actualized activities in the future will skew results
– Use Global Changes to correct any RDs made to activities not
actualized (done by mistake fairly often)
– Don’t forget to change the Data Date for the next update


Analysis Using P6

 Primavera Project Management is more difficult to use with analysis bifurcating
the update
– May still be done using User Defined Fields (UDF)


Analysis Using P6

 Requires storing data in the UDF using the Update Options


Forensic Schedule Analysis RP

 This technique is covered in the AACE International
Recommended Practice No. 29R-03, Forensic Schedule
Analysis
– Separates progress in each update
– Relies upon validity of both as-built and as-planned
portions of schedule
– Initial conclusions are drawn from the schedule,
which can be misleading
• Critical that research is done to verify schedule
conclusions


Basic Methods: Observational, Dynamic

 3.4. Dynamic – Contemporaneous “Split” (Bifurcated
Contemporaneous Period)
– Applicable on complicated projects
– Uses contemporaneous updates as new baselines
– The “split” separates Logic changes from Actual
Progress


Update Schedule Validation

 Recommendations
– Assemble all officially submitted updates (or updates used to
manage project)
– Review consistency of as-built actual dates on an activity basis
from update to update, verify with documentation
– Review validity of as-planned portion of schedule
– Verify consistency of calculation mode from update to update
(RL/PO)
– Document & provide basis for all schedule changes affecting
the Longest Path or CP
– If possible, check RD & %C for accuracy



 5.3 Source Data Reliability
– How much is available?

Source Schedules or METHOD
Data 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8

Baseline Schedule Need Need Need Need

Schedule Updates Need Need

As-Built Record Need Need Need Need



• 5.3 Use of analysis
– What can this type of analysis conclude?
Forensic Use of METHOD
Analysis 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8

Non-Compensable
OK OK OK OK OK OK OK OK
Time Extension

Compensable Delay OK OK OK OK OK OK

Right to Finish Early
OK
Compensable Delay

Entitlement to Early
OK OK OK OK OK OK OK OK
Completion Bonus

Disruption Without
OK OK OK OK OK OK OK
Project Delay

Constructive
OK OK OK
Acceleration


The Schedule Notebook


The Schedule Notebook

o Old School Organizational Tool
o For the project scheduler, engineer or
project manager
o Solely a reference to:
o Look up schedule status
o Have specs and other authoritative data
handy
o Place to keep schedule log
o Place to keep current schedule(s)


The Schedule Notebook (cont.)

o Schedule Notebook Organization
o Three ring binder
o Tabs:
o Award/NTP (official documents)
o Contract Milestones (from specs and drawings)
o Schedule Specification
o Schedule Log
o Baseline (Original + any recovery schedule
baselines)
o Updates (As room allows; including narratives.
Include at least a longest path report.)
o Project Control Reports
o Other/Notes


Questions?


The Project Schedule Log: Charting the Project Path

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