Lowell Lingo, PEDan Moore, PEMary Harding

December 2015

AGC Winter ConferenceCPM Schedule Review Workshop

Presenter

Lowell E. Lingo, PE

◦ 15 Years of Experience

MO Project Management Office

Region 7 Planning Office

Project Management for the Bridge Program

MO Office of Structures

Bridge Inspections (Prudent)

Bridge Design (Sear-Brown)

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Presenter

Dan Moore, PE

◦ 23+ Years at NYSDOT

MO Project Management Office

MO Legal, Claims Unit

6 years Region 1 Construction

EIC / PM

Work on I-87 Exit 6 Single Point Urban Interchange

16 years Region 1 Design

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Designer

Squad Leader

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Presenter

Mary Harding

◦ 9.5 Years at NYSDOT

1 year MO Project Management Office

4 years MO Local Programs Bureau

SRTS and TAP Program Management

4 years MO External Relations Community Relations

State and Local Government Relations

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Course Agenda

• PMO Introduction

I. NYSDOT Requirements for Scheduling

II. Improved Business Processes for Scheduling

III. PMO Assistance with High Level P6 schedule Review

a) Importance of Schedule attributes

b) Monthly Schedule Reports

c) Benefits of a P6 Schedule as a Communication Tool

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Project Management Office

Established February 2014

◦ To provide project management, support and services for the Department’s major projects and the capital program

◦ Identify opportunities to standardize project management practices in Planning, Design and Construction

◦ Focus on continuous improvement associated with on-time and on-budget delivery

Consolidated scheduling responsibilities from Offices of Design and Construction

◦ High level and detailed schedule review

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PMO Management Structure

Director – Eric Celia

◦ Construction Project Management – Lowell Lingo

◦ Planning and Design Project Management – Dan Moore

◦ Reporting & Performance Measures – Janet Simson

◦ Training and Communication – Mary Harding

◦ *Policy and Governance - TBD

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Handouts

This presentation

Schedule Report Samples

Schedule Checklist

Schedule Importer Instructions

Process for Automated Access Request Form

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Project Goals

Contractor

◦ Safety

◦ Profitability

◦ Quality

◦ On-Time

NYSDOT

◦ Safety

◦ Quality

◦ Budget

◦ On-Time

Common Goals

Project Management KnowledgeAreas Include:

Integration

Scope

Time

Budget

Quality

Resource

Communication

Risk

Stakeholders

Procurement

How does a Project Schedule support the above PM practices ?

Integration Management

Coordinated interaction

CPM

◦ Coordinates all activities via logic

◦ Defines how all parties interact and perform

◦ Provides a written record of the construction execution plan

Time Management

Coordinated timing and execution of activities

Plan to achieve on-time delivery

CPM:

◦ Coordinates, allocates and measures performance

◦ Document and analyze time impacts if they occur

◦ Understand time related impacts

◦ Measure consequences of delays & impacts

Budget Management

Planned Cost vs Actual Costs for on-budget delivery

CPM:

◦ Can be cost loaded

◦ Can manages budget accountability and predict possible delay costs of impacts

Quality Management

Ensures quality standards and requirements are met

CPM:

◦ Baseline schedule formation should ensure that all quality standards are contemplated & met

◦ Incorporate all required elements to ensure quality

◦ Ensures consistency across the state

Resource Management

Planned resources vs Actual resources

CPM:

◦ Allows resources to be managed and measured during project execution

◦ Allows understanding of needed resources based on planned work or altered work

◦ Allows resource forecasting

Communications Management

Plan, measure and control communication

CPM:◦ Allows planning, documenting and communicating the

execution plan

◦ Uses reports, layouts and status to determine Responsible party

On-schedule or Late

Critical Path

Identify impacts to whom, what, and when via the schedule

◦ Formalizes discussion of plan in documented format to share and exchange information

Risk Management

Plan, identify and analyze risk

Identify risk response to control risk

CPM:

◦ Understand impacts of risk from scope change

◦ Performance measurement

◦ Impacts to critical path can be analyzed, monitored and controlled

◦ Forecast impacts

Stakeholder Management

Manage and control stakeholders

CPM:

◦ Identifies who does what and when

◦ Understand performance impacts to project

◦ External stakeholder identification ….business impacted, traveling public impacts by schedule changes

A high quality, up-to-date project schedule is much more than just a Time Management

tool !

It facilitates many of the Project Management practices necessary to achieve a successful

project !

I. NYSDOT Requirements for Scheduling

P6 Schedule Requirements

• Work in the NYSDOT Primavera P6 Environment

• Log-in through Citrix

• Get involved early!

• Timely baseline submission after Award

• Know who to contact

• CPM Scheduling Section CPMSchedulingSection@dot.ny.gov

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NYSDOT Resources

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Specification Requirements

NYSDOT Type 2 Scheduling Spec (Item 639.xxxx)◦ HDM Chapter 21 references when this applies

◦ CPM Schedule Submission on Primavera P6 Software

◦ Prepared on NYSDOT network servers

◦ Revise and update the progress schedule

◦ Use it in planning, coordinating and performing all work

◦ Shall accurately depict the entire scope of work

◦ Narratives are required

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Specifications

NYSDOT Scheduling Specification details

◦ Preconstruction Schedule Meeting

◦ Three types of Baseline Schedules

Draft Baseline Schedule

Baseline Progress Schedule at Award

Final Baseline Progress Schedule at Award

◦ Progress Update Schedules

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Rules for Baseline Progress Schedule at Award

Contractor to submit 10-days after Award

Logical and realistic plan to execute the requirements of the contract

This is the full Baseline Schedule submission

Contractor’s plan at the time of Bid

Requires full in-depth review

Baseline Schedule Includes:◦ Schedule

◦ Narrative

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What should be in Baseline Schedule?

All physical activity to complete the work detailed in the plans

Procurement process

Important Milestones

Contractual constraints

3rd party work that affects project (utilities)

More – if it can affect the schedule it should be in the schedule

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What Should be in a Baseline Narrative

D-number

Project name, location

Contractor name

Contract Award Date

Current Contract Completion Date

Scheduled completion of all work

Interim milestone dates

General approach to the work

Reasons for sequencing in schedule

Resource limitations

Potential conflicts and issues

Critical and near-critical work elements

3rd party influences

NYSDOT influences

Key plans

Identify acronyms and abbreviations

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Preconstruction Schedule Meeting

At the Preconstruction Schedule Meeting:

◦ Bring draft BL to facilitate discussion:

Scheduling of project activities

Resolve questions regarding contract requirements

WBS structure

Proposed Calendars and Activity Codes

Milestones and Time-Related Clauses

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Best Practices

Get to a Baseline Quickly

◦ Think about during bid process

◦ Recommend system access early

◦ At-Risk development possible

◦ NYSDOT can assist with draft baseline review

◦ Ask questions/clarify as needed

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II. Improved Business Processes for Scheduling

Schedule data exporterOn-line, automated request forms

P6 15.1 UpgradeSchedule Manual

Monthly Schedule Reports

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Schedule Importer• Upload new data from

any CPM Software to Department systems

• Data directly entered into an Excel spreadsheet, or using copy/paste functionality from external systems.

• Bulk Upload Template allows Contractors to create schedule logic in their own environment without the risk of corrupting NYSDOT global data.

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Automated Access Request Form Expedites the issuance of a P6 account

Form completed and submitted on-line.

Sign and notarize and scan to return.

Upload of required documentation saves time and reduces the potential for data-entry error

dot.ny.gov/____________

Identify your User ID/Log on in the Application to have new projects added

Please remember to notify the PMO if an employee is no longer assigned to a project so the Department can remove that user’s access to the software application and project data.

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P6 15.1 Upgrade

Goal to complete by end of 2015

Corrects known ‘bugs’ in software

Does not significantly change user experience or processes

Improves ability to connect with other enterprise system at NYSDOT:

◦ Unifier (Contract Management)

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Scheduling Manual

Scheduling management best practices

Goal is to shorten spec

◦ Remove instructional language

◦ Spec will be requirements only

◦ Manual will provide instruction

◦ Creates more user friendly Spec

Scheduling resource for CPM Schedule users and preparers

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Monthly Schedule Reports

PDF package reflecting High Level Schedule review

Sent to NYSDOT staff and Contractor

Ease of use

More detail later…..

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III. High Level Schedule Review by NYSDOT’s PMO

Compliance with Section 100High Level Review vs Detailed Review

a) Importance of a Good Schedule

A well maintained schedule is a useful tool in project management.

◦ Becomes a tool to help support, verify and analyze project management ideas, scenarios and decisions.

◦ Good data supports reporting and schedule integrity

In order to maintain the schedule, it has to be at the forefront of the project. ◦ It needs to be updated, reviewed and discussed continuously.

The goal is to analyze schedule updates as close to when the work actually occurred as possible:◦ Continuously adjust the schedule to reflect changes in the project plan

◦ Understand schedule movement and responsibility

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Important Schedule Attributes

Work Breakdown Structure (WBS)◦ Primary sort structure for P6

◦ NYSDOT Provides high level structure in System

◦ Contractor creates own WBS under high level

Activity IDs

Activity Names

Appropriate Calendars

Activity Codes

Activity Durations

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Good Practices when creating Contractor WBS

WBS Names should reflect the detail of the project.

Bridge Names and Staging and Phasing should be included in each level of the WBS so that a user of the schedule always knows where they are in the schedule.

Upper levels match CPM Specification requirements

Logical flow

Detailed descriptions

Information cascades from upper levels to lower levels

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Activity IDs

Reasonable

Intelligent

Identify fabrication and delivery

Identify Bridge

Identify Stage

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The following activities shall be incorporated into the Progress Schedule:

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Activity Names

What are you looking for?◦ All Activity Names are unique◦ Activity Name can stand alone◦ Activity Name does not rely on

WBS◦ Scope of work is fully understood ◦ Has action verb◦ Location of work is clear◦ Stage or phase is clear◦ Understanding of abbreviations◦ Length is not excessive◦ Work described is measurable◦ Consistency …

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Activity Names

Activity Names are clear and uniquely defined descriptions of scope and location

Detailed narrative description consisting of the following:

◦ A verb or work function (i.e. excavate, form, erect, install, place, etc.)

◦ An object (i.e. deck, footing, wing wall, parapet, etc.)

◦ A structure identifier (i.e. Bridge 1 - Br1 or B1, Pondfield Bridge - P-Br)

◦ A location (i.e. Pier 1, P1, East Approach, EA, Station 30+00 to 40+00, Sta. 30-40, etc.)

◦ Stage identifier (i.e. Phase 1, Ph1, Stage 3A, Stg 3A, etc.)

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Activity Codes

Well defined codes enable schedule sorting for particular information

◦ Responsible Party (DOT vs Contractor)

◦ Stage

◦ Area of Work

◦ Type of Work

◦ Subcontractor (Subcontractor, Utilities, Railroads)

◦ Pay Item

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Activity Durations

What are you looking for?

◦ Reasonable Original Durations

◦ Durations follow specification requirements

◦ Consistent durations

◦ Correct quantity assumptions

◦ Like work has similar durations

◦ Like work of increased quantity has increased durations

◦ Order of magnitude assessments

◦ Duration accuracy with calendar assigned

◦ Verify that all durations are whole numbers

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Calendars

Calendars consider days and hours

Define work and non-work periods

◦ Identify standard days and hours that Contractor plans to work

◦ Identify standard holidays

Should extend beyond completion of project by 1-year

Global, Resource or Project

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Compliance with Section 100Topics Worth Discussing:

NYS Department of Transportation Standard Specifications:

104-02 Changes, Contingencies, Extra Work & Deductions….

104-03 Differing Site Conditions

104-05 Suspension of Work Directed by the Engineer

104-06 Notice & Recordkeeping

104-10 Value Engineering Change Proposal (VECP)

105-14 Disputed Work and Dispute Resolution

108-01 Progress Schedule

108-02 Completion Date

108-03 Failure to Complete Work on Time

108-04 Delay Provisions

109-05D Time Related Dispute Compensation

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High Level ReviewImmediate Rejection & NYSDOT Checklist

Review schedule to ensure compliance with NYSDOT specifications (Type 2 Spec and Section 100)

Identify schedule deficiencies as a basis of immediate rejection

Use of Schedule Updates in Monthly Review Report for Type 2 Schedules

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High Level ReviewImmediate Rejection

Failure to:

◦ “Schedule” as of the Data Date

◦ Include the Schedule Log (Leveling Report)

◦ Include Claim Digger Report

◦ Include a Narrative

Inclusion of:

◦ Actual dates greater than the Data Date

◦ Invalid relationships

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High Level vs Detailed

PMO performs high level reviews on all schedules

Detailed review by PMO, EIC or CI agreement

Schedule Updates

Goal is to maintain the integrity of the schedule so it can be used as a project management and communication tool.

• Use of a P6 schedule to make construction management decisions.

• Predict/forecast problems

• Measure project status

• Analyze information related to time disputes & appropriately allocate responsibility for delay

• Collaborate with stakeholders to find solutions to problems

• In general, be better informed regarding execution aspects of the project via detailed written communication.

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Contractor’s Schedule Update Narrative

Should reflect changes and progress◦ Critical Path

Discuss Critical Paths, driving Critical Path activities and changes to the Critical Paths

◦ Project Delays/Issues Discuss delays/issues/concerns experienced in the update period

◦ Suspended Work Discuss any work that has been suspended and why

◦ Schedule Changes Provide details on the changes and specifics on why each change was made

◦ Procurement/Submittals Discuss status of procurement submittals and RFIs that are in review or are

upcoming

◦ Look Ahead Discuss work planned for next update period and any potential problems or

concerns that could developLD

b) PMO Monthly Schedule Reports using Global Layouts

Layouts are customizable views of project information that can be saved so they can be used

over again.

How to use P6 schedule data in reports

Using Layouts

Global Layouts◦ Created by the CPM Scheduling Section

◦ Can’t be modified

◦ Can be copied to the User and Project Layout areas and modified as needed by individual users.

Project Layouts◦ Specific to a project

◦ Can be exported with a project

User Layouts◦ Created by individual users and are only available to

the user unless shared with another user.

◦ Can be used in any project that the user has open. M

NYSDOT PMO Generated Monthly Schedule Report Layouts for Construction:

Use primarily in Baseline Review

Layout 01: Milestones Constraint Level of Effort

Layout 02: Longest (Critical) Path

Layout 03: Longest (Critical) Path by WBS

Primarily used internally

Layout 12: NYSDOT Resp Party

Layout 18: Type of Work

Other:

Layout 11: Near Critical Total Float <=20d

Layout 14: Summary Roll-up

Layout 15: All Date Changes from Last Update

Layout 16: Full Schedule

Layout 17: Remaining Schedule <100%

Use in Monthly /Weekly Meetings

Layout 00: 2 weeks out; 1 week back

Layout 04: Slipping and Total Float <=20d

Layout 05: All Slipping Activities

Layout 06: New Near Critical Total Float <=20d

Layout 07: Actuals in Last 5 Weeks

Layout 08: 30d Look-Ahead

Layout 09: 30d Look-Ahead Near Critical

Layout 10: Negative Float

Layout 13: Winter Activities <100%

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Using Layouts and ReportsSchedule Layouts for Construction:

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Using Layouts and ReportsMonthly Schedule Reports for Construction:

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Reviewing the Longest (Critical) PathLayout: 02_Longest (Critical) Path

What are you looking for?

◦ A contiguous Critical Path from the Data Date to the end of the project◦ Look at the near-critical paths, do they make sense? Do

you think the near-critical work is really that important to the project?◦ Is the Critical Path loaded with DOT responsible

activities?◦ Is the Critical Path loaded with 3rd party activities?◦ Review/Track Critical Path to various contractual

milestones◦ Review/Track Critical Path to various key project

milestones

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Reviewing the Longest (Critical) Path (Layout: 02_Longest (Critical) Path)

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Reviewing the Longest (Critical) Path

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Reviewing Near-critical PathsLayout: 06_New Near Critical Total Float <=20d

What are you looking for when reviewing Near-critical Paths?◦ Activities that are planned in the next few months that could

possibly impact the project if they are delayed◦ Activities with Late Finish Dates in the next few months of the

project◦ Elements of the project that you need to monitor and possibly

expedite to prevent them from affecting the Critical Path or project completion dates◦ Ways you can make sure NYSDOT, 3rd Party and even

Contractor responsible activities are completed in a timely fashion without affecting the completion of the project

Using the data to proactively managing project

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Reviewing Near-critical Paths

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Reviewing Updates

Monthly Submissions

Actual and Planned work

Remaining Durations

Logic Connections

Added or Deleted Activities (104-02)

Activity Code Assignments

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Reviewing Updates – What are you looking for?

Layout: 11 Near Critical Total Float <=20d

Layout: 09 30d Look Ahead Near Critical

Use 30 Day Look-Ahead in weekly progress meetings to ensure Contractor and NYSDOT have same expectations

Near-critical paths

◦ Finding what activities are near-critical

◦ Management of the activities on these paths to prevent them from affecting the Critical Path and the contractual milestones

◦ Movement of near-critical activities in the schedule and why

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Reviewing Updates – Original Duration Changes

Layout: 07 Actuals in Last 5 Weeks

Original Duration changes represent a change to the original plan.

From the list prepared by the comparison software, you can pull up each activity and see how its change affected the predecessor and successor activities in the schedule.

Review to insure that you are ok with the changes

◦ Reasonable

◦ Don’t affect the Critical Path of project completion dates

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Reviewing Updates – Duration Variances

Layout: 05_All Slipping Activities

Duration Variances are activities that are taking longer than scheduled or are progressing faster than scheduled.

The most concerning Duration Variances are the activities that are taking longer than expected.

A simple export of activities from P6 to Excel can produce a Duration Variance table◦ Compare the Original Duration to the Actual Duration of

each activity◦ Focus on low float activities◦ Check 3rd party activities and activities that are

NYSDOT’s responsibility

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Layout: 05_All Slipping Activities

Reviewing Updates – Activities with Negative Float

Layout: 10 Negative Float

Check for Negative Float activities in each update even if the project is on or ahead of schedule. ◦ Negative float on a project that is on or ahead of schedule may

indicate that an interim milestone is behind schedule, a constraint was added, an error in data input, incorrect constraints or bad logic.

On projects that are behind schedule, activities with negative float should be reviewed to gain an understanding of what logic paths are behind schedule. ◦ Tend to focus on the Critical Path and the driving Critical Path

activity as the cause of the slippage and the delay◦ Near-critical paths may also be behind schedule and have negative

float, indicating that more than one path and work element has to be mitigated in order to bring the project back on schedule.

Use the Default Negative Float filter

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Reviewing Constraints

Layout: 01_Milestones Constraint Level Of Effort (LOE)

What To Look For

All Contract I/D or LD periods and interim milestones should be included.

Review LOE durations compared to Contract durations. Has scheduled duration increased (negative Variance)?

Review Primary Constraint Dates to make sure they match Contract dates.

Review Constraint Start/Finish dates versus Primary Constraint Dates. Are they on schedule? Are they slipping (negative Variance)?

Are there Constraints that are not Contractual and not approved by the EIC?

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Schedule Meetings –Verifying Progress

Contractor responsibility to monitor schedule and update based on work complete and work planned

Progress should be verified

Verify actual dates - start/actual finish and remaining durations

Use Layout: 07_Actuals in Last 5 Weeks

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c) Communication Tool: Importance of Schedule Layouts

Can use the schedule to engage project staff Distribute specific look ahead schedules to inspection staff◦ Targeted look ahead printouts give inspectors understanding of the Contractor’s plan for

the work

Discuss at project meetings, including: Progress Meetings:◦ Critical Path / Near-critical activities (Layout 02; Layout 03; Layout 06)

◦ Construction Look ahead (Layout 08; Layout 09)

◦ Construction activities taking longer than expected (Layout 04; Layout 05)

◦ Construction activities projecting delays (Layout 09; Layout 11; Layout 15)

Submittal Meetings◦ Look ahead

◦ Prioritizing submittals/RFIs

◦ Submittals taking longer than expected

◦ Verifying submittal revise and re-submit durations

◦ Quantifying remaining duration for submittal review activities

◦ Verifying that all submittals/subcontractors are approved for upcoming construction work

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NYSDOT CPM Schedule Quick Reference GuideChecklist

Monthly Report Layouts accomplish this as well

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Questions?

CPMSchedulingSection@dot.ny.gov

Lowell E. Lingo, P.E.Construction Management Section (Primary contact)

518-457-0211