032815 DBM Schedule Development Workshop

D B M S c h e d u l e D e v e l o p m e n t C o l l a b o r a t i v e W o r k s h o p Page 1
TABLE OF CONTENTS
PAGES
1.0 INTRODUCTION.....................................................................................................2
2.0 OBJECTIVES.............................................................................................................3
3.0 PARTICIPANTS.......................................................................................................3
4.0 RESPONSIBILITIES OF FACILITATORS.......................................................4
5.0 SUGGESTED FACILITATOR...............................................................................4
6.0 INFORMATION NEEDED BY FACILITATOR/S .........................................5
7.0 PRECAUTION ..........................................................................................................6
8.0 DEFINITION.............................................................................................................6
9.0 PROGRAM.................................................................................................................7
10.0 MATERIALS REQUIRED .................................................................................9
10.1 MATERIALS FOR FACE-TO-FACE COLLABORATION .......................9
10.2 MATERIALS FOR REMOTE COLLABORATION..................................11
11.0 FOOD....................................................................................................................11
11.1 FOOD (FACE-TO-FACE COLLABORATION)........................................11
11.2 FOOD (REMOTE COLLABORATION).....................................................12
12.0 SCHEDULE.........................................................................................................12
12.1 FACE-TO-FACE COLLABORATION SCHEDULE.................................12
12.2 REMOTE COLLABORATION SCHEDULE..............................................14
13.0 RULES OF ENGAGEMENT...........................................................................15
13.1 FACE-TO-FACE COLLABORATION RULES OF ENGAGEMENT...15
13.2 REMOTE COLLABORATION RULES OF ENGAGEMENT................15
14.0 PROCEDURE.....................................................................................................16
14.1 FACE-TO-FACE COLLABORATION PROCEDURE.............................16
14.2 REMOTE COLLABORATION PROCEDURE..........................................24
15.0 APPENDIX..........................................................................................................28
16.0 INDEX ..................................................................................................................34

1.0 INTRODUCTION
After putting together and facilitating at least fifteen schedule development
collaborative workshops in the last fifteen years, I have decided to share my
experience through this short article. The subject should elicit interest from the
management communities, most particularly those in project management because
of its significance. Developing the project schedule has to start somewhere and it
has to start properly. One cannot just pull activities together to plan and schedule. It
is not as simple as that.
Design-based memorandum (DBM) is the stage when project execution and
supporting documents are not yet fully complete for final sanction and approval
(see Appendix Section 15.0, Figure 4). A DBM schedule is down to the discipline
level of details. The project manager and/or the project controls manager shall
decide how to reflect the Level 2 activities.
In lot of cases, the DBM schedule has engineering phase at or almost at the
EDS stage. Engineering is the most matured phase during DBM as it is in the front
end. This is a reflection of the fact, that DBM and EDS overlaps. There are EDS efforts
started as soon as a particular engineering discipline captures his DBM data.
If this is the case, the DBM schedule shall be resource-loaded with frozen
estimated quantities for the particular stage. The level of details of all the phases
should be more or less about the same. This is particularly important if the project
plans to subject the schedule to risk analysis.
There are two major collaborative choices in developing the DBM schedule.
The preferred option is a face-to-face workshop. An alternative method is a remote
(virtual) collaborative workshop. Each one has advantages and disadvantages over
the other. We will discuss some of them in the succeeding sections.

2.0 OBJECTIVES
This write up shall explain the collaborative methodology of developing the
project schedule. We will attempt to describe, as well as demonstrate the preferred
inter-active approach to planning and scheduling where stakeholders have more
personal and effective face-to-face contacts.
The DBM schedule development collaborative workshop delves into the
review and validation of the project scope, overall strategy, key level 2 activities and
sequence, required documents, standards/procedures, participants’ combination
experience will then become the key source of information. This interactive
planning session results into a Level 2 DBM Schedule. The project shall not approve
the project DBM schedule without holding an acceptable collaborative development
workshop as described in the succeeding sections.
Through active interaction, the gathered group will assess the Level 2
schedule activities against the current goal posts and come up with the necessary
adjustment to the schedule in order to meet expectations. The other angle to
consider is to look at the sensibleness of the goal posts.
At the end of the session, the project team shall come up with an achievable
integrated DBM schedule. During the EDS stage, the DBM schedule will provide the
major basis of the Baseline Execution schedule.
3.0 PARTICIPANTS
Participants of the subject workshop are composed of all stakeholders
representing the major phases of the project; engineering, procurement, fabrication,
modularization, field construction, commissioning, start-up, and close out.
Participants include representatives from each of the engineering disciplines
(process, civil, architectural, structural, mechanical, piping, stress, electrical,
instrumentation, distributed control system, etc.), designated representatives from

engineering management, project management, integration management, project
risk management, fabrication, modularization, procurement, contracts, field
construction, prime contractors, commissioning, start-up, regulatory compliance,
environmental, health, safety, and other stakeholders, depending on their influence
and relevance.
The aforementioned list serves only as a guide but bear in mind that the more
complete the complements of schedule stakeholders are, the better. The lead
planner, project manager and/or the project controls manager responsible in
arranging the workshop shall make the call whom to involve. The stakeholder
participants’ combined experience is the basic source of information.
4.0 RESPONSIBILITIES OF FACILITATORS
4.1. Start the workshop on time.
4.2. Give all participants effective instructions.
4.3. Steer the participants so they can give the best inputs
4.4. Do not try to solve everything in the workshop.
4.5. List down the parking lot items or get someone to help him.
4.6. Give everyone an opportunity to participate.
4.7. Avoid dominating the engagement floor.
4.8. Give appreciation to active participants/disciplines.
4.9. Check for understanding.
4.10. Listen actively and complete the loop of communication.
5.0 SUGGESTED FACILITATOR
At least one designated planning subject matter expert will do. It is ideal if the
workshop will have two so they can work in tandem. One facilitator for every

twenty participants is a good rule that we can use for the workshop to be more
effective and efficient.
The usual and more common facilitators are anyone of the following:
5.1 Lead Planner/Scheduler
5.2 Senior Planning Specialist
5.3 Senior Project Controls Specialist
5.4 Designated Planning and Scheduling Subject Matter Expert (SME)
5.5 Project Controls Lead or Project Controls Manager
5.6 Project Leader or Project Manager
6.0 INFORMATION NEEDED BY FACILITATOR/S
The facilitator needs the list of participants and other would be
attendees/observers. They should all be schedule stakeholders representing the
major phases of the project (EPFMC/C&SU), i.e. engineering, procurement,
fabrication, modularization, construction, commissioning, and start-up.
The list of driving goal posts is very important. These goal posts comprise
major critical milestones including the expected start of the project, project finish
dates, operational outage window, regulatory dates, key interface milestones,
turnover dates, and other salient dates that are driving the rest of the other Level 2
activities.
Facilitators have to read and familiarize with available working information
from DBM Project Execution Plan, DBM PC Management Plan, DBM Basis of
Schedule, PC Risk Management Plan, DBM Estimate, latest progress report, Project
Kick-off Presentation, preliminary Path of Construction (POC) and
Commissioning/Start-up documents.

Knowledge of typical scheduling fragnets will be a big help during the
planning session. Standards and guidelines surrounding model reviews are essential
in being able to steer the engineers to the right direction. Such knowledge provides
an unwavering confidence that translates to good facilitation. Participants easily
recognize a faltering facilitator burdened by ignorance and inexperience. The
facilitator must avoid such situations using all the resources at his command.
Otherwise, some of the substance in the DBM participative planning session will be
lost.
7.0 PRECAUTION
The schedule should not pass the DBM checkpoint unless the engineering
resource-loaded schedule undergoes a series of interactive planning review
sessions. An integrated DBM schedule should be a mandatory project requirement
(Frago, Preliminary Project Execution Plan (Schedule & Cost), 2013).
The schedule developed during DBM is not the execution baseline. It is not
the schedule approved for execution. The DBM schedule is the initial or preliminary
schedule leading to the formulation of an integrated execution baseline schedule,
commonly tagged as the EDS schedule (Frago, Integrative Planning and Scheduling
Process, 2015).
8.0 DEFINITION
a) The term “blank paper wall timeline” in this document points to the
pre-printed Phase/Discipline versus calendar time rows/column
format a DBM face-to-face collaborative workshop uses as
medium/tool for interactive scheduling.

b) Participant/discipline is any important, influential, and qualified
project stakeholder who represents a responsible group in the project.
They actively participate and provide essential planning and
scheduling inputs. The terms participants, disciplines,
participants/disciplines, discipline/participant, schedule stakeholders,
and stakeholder participants/disciplines are interchangeable in this
document.
c) Interactive planning, collaborative planning, collaborative planning,
participative planning, collaborative workshop, and schedule
development workshop are interchangeable terminology in this
document.
d) This write up is applicable to all projects developing the DBM schedule
regardless of project size and complexity.
e) The goal posts comprise major milestones including the expected start
of the project, project finish dates, turnover dates, and other salient
dates.
9.0 PROGRAM
Just like any collaboration, a special session like this requires a program or a
specific agenda. The agenda shall at least answer the following.
• Who are the participants?
• Who is/are the facilitator/s?
• What are required from the participants?
• What information the participants need?
• What is the framework of the workshop?
• What is the main objective of the workshop?
• What is the rule of engagement?
• What are the other expectations?
• What is the interaction timeline?
• What should the participants bring?

• What are the pre-works to accomplish?
• What are the discussion items to avoid?
• What are the roles of these participants?
• What group does each participant represent?
• What is the deadline of DBM schedule submission?
• Why should the participants attend?
• Why is this collaboration session important?
• Where is the venue? (Provide map as needed)
• Where is the emergency exit and wash room?
• When is it?
• When is the submission of the pre-works?
• How should the participants prepare themselves?
• How should the participants accomplish pre-work?
• How should the facilitator resolve conflicts and indecisions?
The designated facilitators should try to formulate other relevant questions
that can help solidify the participant’s understanding of what is required. The more
they understand the upcoming proceedings, the better the chances of success. The
higher the quality of the DBM schedule and the more robust the foundation of the
EDS schedule.

Typical Agenda:
DATE : December 8, 2015
Venue: Conference Room 1, Carriage Inn, Calgary, Alberta
TIME ACTIVITY DESCRIPTION RESPONSIBLE
6:00 AM - 7:00 AM Breakfast As per arrangement
7:00 AM - 7:05 AM Pass the agenda and the
attendance sheet.
Facilitator
7:05 AM - 7:15 AM Welcome the
Participants/Safety Moment
PC
Manager/Facilitator
7:15 AM - 7:30 AM Round Table Introduction ALL
7:30 AM - 8:00 AM PPS Instruction/Guide
Summary
Facilitator
8:00 AM -11:30 AM Morning Session
(with one 10 minutes break)
ALL
11:30 AM -12:30 PM Lunch ALL
12:30 PM - 4:30 PM Afternoon Session
(with two 10 minutes break)
ALL
4:30 PM - 5:00 PM Recap/Summarize
(Day 1 PPS ends)
Facilitator
10.0 MATERIALS REQUIRED
10.1 MATERIALS FOR FACE-TO-FACE COLLABORATION
9.1.1. Prepare a pre-printed blank timeline on a paper at least 60”
wide, with length enough to accommodate the expected duration
of the project. If the project is expected to start in July 2015 and
end in June 2017, it is suggested to have -/+ 6 months
incorporated unto the timeline. It means that the wall timeline
shall reflect the January-June 2015 as well as the July-December
2017 windows of opportunities. The additional timeframes are
there to accommodate possible changes, making the ongoing
effort to develop a fit for purpose schedule possible. Fit-for-

purpose schedule strategy is fundamental to a more effective
risk-based management approach. Note that project
management might also require the close out phase included in
the developed schedule. If such requirement exists, I recommend
adding another three to six months into the timeline for visual
clarity. If not added on the wall timeline, the project controls
manager must explain such that all schedule
stakeholders/participants understand what the close out period
is about and that it will be a part of the final developed DBM
schedule, and the subsequent EDS schedule development.
• The paper must have the row and column format shown in
Figure 1, Figure 2, and Figure 3. The row contains the list of
all pertinent stakeholder disciplines/participants for each of
the phase (EPFMC/C&SU). The columns define the time-
period that covers the entire project.
9.1.2. Additional materials to prepare:
• Fifteen pads different colors of stick-on/post-it note, two
each. There are 34 available colors of post-it notes.
• Two free standing white boards
• Two flip charts with refill (see Figure 8)
• Four boxes of whiteboard markers (see Figure 9)
• Two Elmer’s glue-sticks
• Three boxes of masking tape & scotch tape each (Figure 10)
• Three boxes of coloured push pins (Figure 6)
• Five pen corrector (see Figure 11)

10.2 MATERIALS FOR REMOTE COLLABORATION
9.2.1. Common collaborative folder or shared folder
9.2.2. Tools and applications; e.g. Excel, Oracle Primavera P6 Project
Management, MS Projects, others
9.2.3. Blank table timeline (see Figure 7) generated from the available
tool; e.g. Excel
9.2.4. Video/Web-conferencing application; e.g. Citrix GoToMeeting,
Lync, Blackboard, Viber, Blackberry Video Chat/Messenger,
Skype, and several others
9.2.5. Participant’s active workstations, loaded with the necessary
application.
11.0 FOOD
11.1 FOOD (FACE-TO-FACE COLLABORATION)
The face-to-face schedule development workshop of a relatively large
complex project can take from one to three days (sometimes even more). It
is advisable to have food available on the same venue, as close to the
engagement room (breakfast, and lunch). Dinner is optional. This prevents
participants from straying off course due to distractions. Free-flowing
coffee, snacks, and hunger relieving food tidbits are excellent mental
sustenance while interaction is going on.

11.2 FOOD (REMOTE COLLABORATION)
Not applicable unless a group is to gather in one web/video
conference room. The primary facilitator has to assign a remote facilitator. If
that happens, it will somehow defeat the portability of the remote option.
12.0 SCHEDULE
12.1 FACE-TO-FACE COLLABORATION SCHEDULE
The recommended workshop schedule should follow an unbroken
consecutive days of engagement. If the expected time to complete the
workshop is three days, then it means three consecutive days. Experience
dictates that Tuesday is the best first day to start when duration is less than
four days.
Although majority of participants are refreshed come Monday, a good
percentage of them are still recovering from the weekend activities. Monday
represents the start of the employee’s weekly productivity curve, the time
when he catches up with the requirements of the next few days. Friday on
the other hand, is the day when employees tend to slow down and get
distracted, looking forward to family affairs. Monday holds more promise in
terms of productivity compared to a Friday. In conclusion, it is wiser to
avoid Friday.
Do not expect that each day is an effective eight-hour day. Although,
the daily schedule is for eight, the effective collaborative engagement is
about five to six hours. Start at 7 AM if possible (might sometimes depend on
key participant/s). Avoid a 9 AM and later start. It is too late for the day.
Breakfast starts thirty minutes to one hour earlier. The ideal lunch is from
thirty to forty-five minutes only. Participants can bring their food to the
discussion table if they want to. Look at the following examples.

• For two-day workshop:
Tuesday, Wednesday
7 AM to 11:30 AM, 12 PM to 4:30 PM
Optional breaks:
o Two 10 minutes breaks in the morning
o One 10 minutes break in the afternoon.
• For three-day workshop:
Tuesday, Wednesday, Thursday
7 AM to 11:30 AM, 12 PM to 4:30 PM
Optional breaks:
o One 10 minutes break in the afternoon
• For four-day workshop:
Monday, Tuesday, Wednesday, Thursday
7 AM to 11:30 AM, 12 PM to 4:30 PM
Optional breaks:
o One 10 minutes break in the afternoon

12.2 REMOTE COLLABORATION SCHEDULE
The recommended remote workshop schedule should recognize the
differences in time between localities. As the time difference between
international location increases, the effective collaboration hours
diminishes. It can come to a situation where a remote workshop is no longer
practical and can become less attractive, burdensome, and uneconomical. It
can result to longer window but resulting in less engagement and
unacceptable results that cannot be resolved properly.
Let us say three of the twenty-five important participants are from
the engineering offices in Mumbai, India while the rest are in Calgary,
Alberta, Canada. The biggest challenge facing the organizers is the time
difference of almost twelve hours. Mumbai, India is ahead by ~12 hours.
When it is 7 AM in Calgary, Alberta, Canada, it is already 6:30 PM in Mumbai,
India (see Figure 5). In cases like this, depending upon the urgency of the
situation, it is advisable for the sponsoring company to bring the three
individuals to Calgary instead for a face-to-face collaboration workshop.
On the other hand, remote workshop becomes possible if the three
individuals are willing to work outside their normal work time provided it
does not violate any of the local labor code or in-house company rules. The
lesser number of affected participants there is, the greater the possibility of
holding a virtual session.
A more aligned working time of the participants provides a better
avenue for arranging a remote workshop.

13.0 RULES OF ENGAGEMENT
13.1 FACE-TO-FACE COLLABORATION RULES OF ENGAGEMENT
• Pass the agenda and the attendance sheet.
• Start every session with what the sponsoring organization value most;
e.g. safety moment, recital of vision or mission, or a prayer for success.
• Start a short round table introduction (Name, Role/Designation,
Group/Department, Years of experience in the industry)
• Show emergency exit and washrooms.
• No texting allowed while in the engagement room. Respectfully step
out before texting.
• No phones allowed while in the engagement room. Respectfully step
out before texting.
• Abide by the workshop start and finish time.
• Participate actively and ask questions if in doubt.
13.2 REMOTE COLLABORATION RULES OF ENGAGEMENT
• Display the agenda on the virtual board.
• Everyone shall put the microphone to mute if not speaking.
• Start session with what the sponsoring organization value most; e.g.
safety moment, recital of vision or mission, or a prayer for success.
• Start a short round table introduction (Name, Role/Designation,
Group/Department, Years of experience in the industry)
• Raise electronic virtual hand to have the virtual floor and speak in a
clear voice.

• Respect the facilitator and other participants by speaking only when
called to speak.
14.0 PROCEDURE
14.1 FACE-TO-FACE COLLABORATION PROCEDURE
13.1.1. Send the agenda and the invitation via e-mail to mark the e-
calendar as early as possible so everyone can plan and block
their calendars. An earlier invitation sets a higher expected
participation.
13.1.2. Send facilitation instructions at least two to three weeks ahead
of time.
13.1.3. Each participant shall block his calendar in accordance to the
face-to-face collaboration schedule.
13.1.4. Set the goal posts from beginning to end. Responsible: Project
Director, Project Manager, Engineering Manager/Director, PC
Manager, Lead Planner, Project Engineer, or whoever is
designated by the Project Manager. This action at the beginning
of the workshop will set the objectives and the boundaries.
13.1.5. The facilitator shall identify these milestones three to four weeks
before the collaborative workshop.
13.1.6. Inform all participants of the final working goal posts at least
two to three weeks before the planning session.
13.1.7. Each participant/discipline shall identify five to fifteen major
high-level activities. These are Level 2 activities where future
Level 3 activities rollup to. If the participant feels he should have
more than fifteen activities, he approaches the facilitator. The

facilitator assesses the request on a case-to-case basis. Approval
will depend on merits.
13.1.8. The participants have to identify the forecast start and/or finish
dates of each activity they submit.
13.1.9. The participants have to understand the constraints,
assumptions, driving predecessor/s and successor/s of each
activity. They should be able to explain the logical sequence and
path of the activity chains where it lies.
13.1.10. Each of the participants is encouraged to discuss and interface
with the other disciplines/participants before the workshop.
13.1.11. If there are conflicts on dates or sequences affecting own
activities and/or activities of other disciplines, it is best to
resolve those issues between affected parties before the
workshop.
13.1.12. The participants shall submit their list of major Level 2 activities
to the facilitator at least five-days ahead of the scheduled
collaborative workshop by e-mail.
13.1.13. Each participant shall legibly write down his/her activities on
colored stick-on/post-it, size 3” X 3”, using a black marker. Use
one stick-on/post-it for each activity. The participant must
complete this in advanced of the workshop to expedite the
interactive session. Write down the activity attributes.
• Short Activity ID
• Short Activity Description
• Start and/or Finish Dates
• Duration (not mandatory at this time)

Lead Planner will review durations individually with
disciplines after the workshop. If the information is
available, then it has to be part of the discussion.
13.1.14. Lead Planner will review durations individually with disciplines
after the workshop. If the information is available, then it has to
be part of the discussion.
13.1.15. Code Key*
PR=Process
CV=Civil
SS=Structural Steel
AR=Architectural
BG=Building
ME=Mechanical
MT=Mechanical Heat Tracing
PP=Piping
ST=Stress
EL=Electrical
ET=Electric Heat Tracing
IN=Instrumentation
CS=Control System
TE=Telecommunication

Post-it Nomenclature
Sample Post-it (Process)

Activity ID = PR04
Remaining Duration = 90 days
Activity Description = P&ID IFD
P&ID IFD = Piping & Instrumentation Diagram Issued for
Design
Predecessor = PR02
PR02 = Heat and Material Balance Process Flow Diagram
Successor = PP03
PP03 = Equipment Layout IFD
13.1.16. The participant/discipline shall observe the assigned color-
coding. Each participant will use a different stick-on/post-it
color. This arrangement serves as visual aid, so each discipline
activities are recognizable from the others even at a distance.
13.1.17. The actual color assignment depends on the availability of the
color stick-on. If there are not many colors available at the time
of the session, some participants can opt to use the same color.
Issue similar color every other discipline listed on the wall
timeline so the differentiations are still visible.

Suggested participant-color distribution:
Major Milestones/Goal Posts = Yellow
Process=Orange
Civil=Violet
Structural=Light Violet
Mechanical=Red
Piping=Light Red
Electrical=Pink
Instrument=Green
Procurement=Light Green
OFT/Module=Blue
Construction=Light Yellow
Commissioning and Start up=Light Blue
Regulatory Compliance = Light Orange
Remaining participants can repeat existing colors
13.1.18. Participants shall bring their stick-on (post-it) to the workshop.
They are ready to stick it on the blank wall timeline anytime.
13.1.19. Review the facilitation instructions and rules of engagement
before starting the session on the actual date.
13.1.20. The Facilitator shall post the agreed-to goal posts (Major
Milestones) on the blank wall timeline to set the boundaries of
the plan/schedule.
13.1.21. Stakeholder participants representing Regulatory Compliance,
Project Management Governance, and EH&S can provide their
milestones as needed depending on how important they are in
the project schedule. These are most likely milestones pointing
to Priority 1 Regulatory Compliance Milestone of approvals,
Check Point Project Reviews, Environmental, Health and Safety
milestones and others.

13.1.22. After posting the major milestones, following the Agenda for the
day, the facilitator will call all the engineering
disciplines/participants in the following order to install their
post-it activities on the wall timeline. The participant shall
explain what each activity is about and what are the reckoning
activities, goal posts, durations, and dates are.
Process
Civil
Structural
Architectural/Building
Mechanical
Mechanical Heat Tracing
Piping
Stress
Electrical
Electric Heat Tracing
Instrumentation
13.1.23. Each time a participant post an activity, the rest of the
participants should take the opportunity to raise concerns, make
corrections, ask questions, and make suggestions especially
activities affecting their own.
13.1.24. The latter can voice his concern when the posted activity will
affect his activity or activities directly. The facilitator gives the
affected participants to post their own activity or activities in
order to show why.
13.1.25. Call Commissioning and Start Up (C&SU) to the engagement
floor to provide their start and finish milestones if not yet part of
the goal posts. C&SU is welcome to add some high priority
System Turnover milestones if available.

13.1.26. Call Construction representative (disciplines/participants) to
post their inputs. Ask them to comment on the viability of the
upstream engineering and downstream C&SU activities.
13.1.27. The facilitator shall review the active wall timeline and proceed
to review in cascade starting from the very first activity to the
left after construction had posted its inputs.
13.1.28. Facilitator can draw the clear relationship lines on the wall
timeline between activities as the discussion progresses.
13.1.29. On the last day, the facilitator gives all participants/disciplines
last chance to make minor changes (not big ones). It must be a
change that can be accommodated by the existing active wall
timeline.
13.1.30. After validating all inputs, corrections completed, suggestions
heard, the last parking lot and action plan items recorded, the
facilitator and the PC Manager declares the wall timeline frozen
and the engagement floor closed.
13.1.31. The facilitator with the help of the other group members shall
tape the all the post-it together against the paper wall timeline to
fix them in place, preventing them from being moved or
detaching. Use a transparent scotch tape for this activity.
13.1.32. After taping and securing all post it notes, the facilitator shall
take a high-resolution picture of the active wall timeline. The
minimum resolution shall not be lower than 2275 pixels X 1520
pixels or 3.5 megapixels.

File Size Table ( (Urban75, 2012)
13.1.33. Load the pictures to the team’s common folder.
13.1.34. The Lead Planner/Scheduler will use the picture file as reference
in developing the final DBM Schedule using Oracle Primavera P6
Project Management or any other scheduling tool of choice.
13.1.35. The Lead Planner/Scheduler on an individual or group basis sets
follow-up reviews until the final DBM schedule approved.
14.2 REMOTE COLLABORATION PROCEDURE
13.2.1. Send the agenda and the invitation via e-mail to mark the e-
calendar as early as possible so everyone can plan and block
their calendars. An earlier invitation sets a higher expected
participation.
13.2.2. Send facilitation instructions at least two to three weeks ahead
of time.

13.2.3. Each participant shall block his calendar in accordance to the
remote collaboration schedule.
13.2.4. Set the goal posts from beginning to end. Responsible: Project
Director, Project Manager, Engineering Manager/Director, PC
Manager, Lead Planner, Project Engineer, or whoever is
designated by the Project Manager. This action at the beginning
of the workshop will set the objectives and the boundaries.
13.2.5. The facilitator shall identify these milestones three to four weeks
before the collaborative workshop.
13.2.6. Inform all participants of the final working goal posts two to
three weeks before the remote interactive planning session.
13.2.7. The participants have to identify the forecast start and/or finish
dates of each activity they submit.
13.2.8. The participants have to understand the constraints,
assumptions, driving predecessor/s and successor/s of each
activity. They should be able to explain the logical sequence and
path of the activity chains where it lies.
13.2.9. Each of the participants is encouraged to discuss and interface
with the other disciplines/participants before the workshop.
13.2.10. If there are conflicts on dates or sequences affecting own
activities and/or activities of other disciplines, it is best to
resolve those issues between affected parties before the remote
workshop.
13.2.11. The participants shall input their list of major Level 2 activities
straight into the table timeline (see Figure 7), accessible in the
common folder. Estimated table timeline entry time should take

no more than an hour for each participant. The participants can
start inputs as soon as they are ready.
13.2.12. If the common document is not available for entry because
someone is actively using it, send the form to the Facilitator and
he will make the entry in behalf of the participant.
13.2.13. Each participant/discipline shall identify five to fifteen major
high-level activities. These are Level 2 activities where future
Level 3 activities rollup to. If the participant feels he should have
more than fifteen activities, he shall e-mail/call the facilitator.
The facilitator assesses the request on a case-to-case basis.
Approval will depend on merits.
13.2.14. Never change the format of the form at any time. Only focus on
making the entry required. Do not delete someone else entry.
13.2.15. Use the blank field, at the correct column and correct row to
enter information. Participants can add rows if necessary.
13.2.16. Notify the facilitator upon completion of entries.
13.2.17. Complete all entries at least one week before the remote
interactive session. Write down the activity attributes.
• Short Activity ID
• Short Activity Description
• Start and/or Finish Dates
• Duration if available (not mandatory at this time)
13.2.18. If a group remote session is not possible for whatever reasons,
the facilitator will call the absent participants to complete the
collaborative process.

13.2.19. Collate all the activities and logically tie them together using a
scheduling tool like Primavera.
13.2.20. Send the PDF of the preliminary DBM schedule to the
participants/discipline to get the duration inputs and other
finishing attributes such as logical sequences, lags, and
constraints.
13.2.21. Participants will comment on the printed PDF and send
feedbacks to the facilitator.
13.2.22. Facilitator incorporates the instructions/comments and iterates
the schedule until acceptably refined for final project
management review.

15.0 APPENDIX
Figure 1 - Pre-printed Blank Wall Timeline
Figure 2 - Pre-printed Blank Wall Timeline

Figure 3 - Active Wall Timeline
Figure 4 - Design-base Memorandum (Frago, R., 2013)

Figure 5 – Time Zone Converter (World Clock, 2015)
Figure 6 – Push Pins

PROJECT AB SCHEDULE DEVELOPMENT
(Remote Workshop)
Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-16 Jan-17
Major
Milestones
30% Model
Review (A1)
30-Nov-15
1 Start Project
01-Jul-15
All Tier 1
RC
Approved
30-Sep-15
Finish Project
31-Jan-17
2
… 15
PROCESS P&ID IFD (A1)
20-Oct-15
LDT IFD (A1)
02-Nov-15
1 P&ID IFD
(P/R)
15-Sep-15
… 15
PIPING Last
Equipment
Layout IFD
01-Sep-15
1
… 15
MECHANICAL
Figure 7 – Active Excel Tabulated Timeline

Figure 8 – Flip Chart
Figure 9 – Whiteboard Markers
Figure 10 – Masking Tape/Scotch Tape

Figure 11 – Pen Corrector

16.0 INDEX
activity attributes......................................17
Additional materials ................................10
additional timeframes................................9
agenda...............................................................7
blank field.....................................................26
Blank table timeline.................................11
Code Key........................................................18
collaborative choices..................................2
color distribution ......................................21
combination experience............................3
common document...................................26
conflicts on dates.......................................17
constraints....................................................17
Design-based memorandum...................2
differences in time....................................14
food..................................................................11
integrated execution schedule...............6
Interactive planning....................................7
Introduction....................................................2
list of participants........................................5
OBJECTIVE......................................................3
Participant/discipline................................7
Participants ....................................................3
pre-printed blank timeline......................9
Primavera..................................................... 27
printed PDF ................................................. 27
relationship lines...................................... 23
remote interactive.................................... 25
scheduling fragnets.....................................6
shared folder............................................... 11
stakeholders...................................................3
SUGGESTED FACILITATOR ................ 4, 5
TABLE OF CONTENTS ...............................1
wall timeline ..................................................6
working information..................................5
working time............................................... 14
workshop schedule.................................. 12

032815 DBM Schedule Development Workshop

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032815 DBM Schedule Development Workshop