Early Completion Schedules

SEI Scheduling

SCHEDULING COMMUNITY OF PRACTICE

Scheduling Excellence Initiative

Featuring

Early Completion SchedulesSchedulingExcellence Initiative

Early Completion Schedules

Chris Carson, PSP

Corporate Director of Project Controls

Alpha Corporation

[email protected]

757-342-5524

SEI Scheduling

SCHEDULING COMMUNITY OF PRACTICESCHEDULING COMMUNITY OF PRACTICE

SEI Update

• Best Practices & Guidelines for Scheduling

– Releasing first draft to start peer review

– Available at 2011 Annual Meeting

– Goal is to complete by end of 2011

• Best Practices & Guidelines for Schedule SchedulingExcellence Initiative

• Best Practices & Guidelines for Schedule

Impact Analysis, Volume 1

– Producing work product

– Need volunteers to help develop topics

– Goal is to release peer review draft end of 2012

• Joint Collaborative Project with AACEi

– Developing study - Quality Control Metrics

� Percentage of CP activities, Ratio of relationships to

activities, etc.PMI College of Scheduling

“PMI” is a registered trade and service mark of the Project Management Institute, Inc.2

SEI Scheduling


SEI Update


– Copy of Table of Contents available on SCoP website – “Share – Documents – Document Exchange – Documents – SEI – SM”

– “2010-06-04 BPG Volume 1 Final Outline”SchedulingExcellence Initiative

• Best Practices & Guidelines for Schedule

Impact Analysis

– Copy of Table of Contents available on SCoP website – “Share – Documents – Document Exchange – Documents – SEI – SIA”

– “2008-03-01 SIA Outline – Volume I”

– “2008-04-30 SIA Outline – Volume II” (future effort)

PMI College of Scheduling


SEI Scheduling

SCHEDULING COMMUNITY OF PRACTICE

SEI PublicationsSEI Publications


Best Practices

& Guidelines

Best Practices

& Guidelines

Project Planning

And Scheduling

Project Planning

And Scheduling

Volume IVolume I


Best Practices

& Guidelines

Best Practices

& Guidelines

Project Planning

And Scheduling

Project Planning

And Scheduling

Volume IVolume I

SchedulingExcellence Initiative

SEI Scheduling


Best Practices & Guidelines

• Topic authors and reviewers must answer six

basic questions about each topic:

– Definition

� What is it?

– PurposeSchedulingExcellence Initiative

– Purpose

� Why is it used?

– Default Condition

� When & under what conditions is it used?

– Best Practices

� What are acceptable implementations?

– Recommended Practice

� Is there a preferred implementation?

– Admonitions & Advisories

� What should be avoided? 5

SEI Scheduling


SEI Update

• SEI Core Team

– Chris Carson, Managing Director, SEI

– Pete Oakander, Deputy Director, SEI

– Craig Relyea, Editorial Team Leader, SEI

• Best Practices & Guidelines for SchedulingSchedulingExcellence Initiative


– Laura Williams, Volume Manager

– Recipient of the 2011 award for “Contribution to College of Scheduling/SCoP”

• Best Practices and Guidelines for Schedule

Impact Analysis

– Mark Sanders, Volume Co-Manager

– Mark Nagata, Volume Co-Manager



SEI Scheduling



� Copies of the Early Completion Schedules

draft documents available on website� “Share – Documents – Document Exchange – Documents –

SEI Webinar BPG Topics

� Early Completion SchedulesSchedulingExcellence Initiative



� Defined as submission of an as-planned schedule showing earlier completion than contractually mandated

� Early Completion Schedules

� Inadvertent

� Intentional

SEI Scheduling



� Inadvertent Early Completion Schedules� Usually not done intentionally

� May be missing scope

� May be rushed and just not finished

� May not have involved full PM team

� Not done for a specific reasonSchedulingExcellence Initiative



� Not done for a specific reason

� Intentional Early Completion Schedules� Developed to minimize time on project

� Developed to provide a “buffer” for completion

� Expects to be allowed to complete early

� Expects to be paid extended GC for owner delays

from early date, not just contract completion date

� May or may not provide notification of intent to finish

early

SEI Scheduling



� Inadvertent Early Completion Schedules

� Owner perspective

� Should prompt careful review� Verify reasonableness

� Verify full scope of work

� Verify inclusion of all non-work activities that might SchedulingExcellence Initiative



� Verify inclusion of all non-work activities that might

drive the schedule

� Determine if schedule represents full PM team

participation

� Verify resource planning and logic/sequencing

� Verify inclusion of reasonable weather planning

� Determine use of risk management

� Review coordination and owner-responsible activities

carefully

SEI Scheduling





� Share review results with contractor

� Recommend revision to accommodate missing items




� Once contractor has verified quality control and reasonable schedule, resubmission still requires careful secondary review

� Generally when owner questions contractor’s schedule, providing feedback in detail, revised schedule consumes more of the project duration

SEI Scheduling




� Contractor perspective

� Should prompt careful QC review� Verify resource planning and logic/sequencing

� Verify inclusion of reasonable weather planning

� Ensure use of risk management, particularly SchedulingExcellence Initiative



� Ensure use of risk management, particularly

identifying high risk activities and processes

� Provide careful Written Narrative to ensure that all

assumptions and requirements of the owner are

identified

� Schedule should provide reasonable expectation of

meeting project milestones, not overly optimistic or

pessimistic

� Revise as necessary and submit

SEI Scheduling



� Intentional Early Completion Schedules


� Proactive steps

� Address in contract documents

� Require as-planned schedule shows contractual

completionSchedulingExcellence Initiative



completion

� Require constraint on contractual milestones

� Forbid float in as-planned schedule

� Simply state that early completion schedules will

not be accepted

� Provide change order to reduce the contractual

completion to the early completion date

� Allow a contingency activity prior to Substantial

Completion – mandate joint ownership of

contingency time (float)

� Provide incentive contingency activity

SEI Scheduling





� Raises specific risks� Check to see that schedule does not impose

additional requirements on owner

� Short review timesSchedulingExcellence Initiative



� Short review times

� Early equipment delivery

� Other project coordination issues

� Owner will pick up maintenance and operating

charges from early completion date

� End user might have to occupy early

� Salaries will start early

� Third party coordination may be more difficult

� If the early completion schedule is too aggressive,

there is uncertainty in completion predictions

SEI Scheduling





� Legal risks may occur

� Failure to notify and/or spec language

precluding early completion may not be an

absolute bar to damages recovery when owner SchedulingExcellence Initiative



absolute bar to damages recovery when owner

causes delays

SEI Scheduling





� Contractor needs to identify true need for early completion schedule

� Due to limited general conditions costs, should

document and follow early completion requirementsSchedulingExcellence Initiative



document and follow early completion requirements

� Due to attempt to limit risk of late completion, should

discuss with owner and negotiate some buffer solution

� Due to limited resource availability, verify and choose

solution to support the risk

� With true need identified, contractor can take

measures to limit risks

SEI Scheduling





� Owner ability to simply move completion date to early completion schedule date could result in liquidated damages based on early date




� Float will likely still belong to project so owner-responsible changes might use up float

� Contractor could be required to stay on project beyond

early completion date to handle changes with no

additional general conditions costs

� This is still a risk with good production when the

project is ahead of schedule – owner changes could

still force contractor to remain on job

� But bid would have included full term GC costs

SEI Scheduling





� In order to recover damages from delayed early completion, contractor must show:

� Always intended to finish early

� Had the ability to finish earlySchedulingExcellence Initiative



� Had the ability to finish early

� Would have finished early but for owner actions

� Without these conditions, contractor likely will not

prevail with an early completion claim in litigation

� Could also notify owner that project was bid with only

general conditions for the early completion duration

� Jurisdictional differences in litigation make resolution

uncertain for both parties

� Ownership of float could be problematic if owner

attempts to retain

SEI Scheduling




� General recommendations

� Quality of as-planned schedule must be validated

before deciding on ability to finish early

� Risk management should be incorporated into

schedule to raise the probability of meeting SchedulingExcellence Initiative



schedule to raise the probability of meeting

scheduled completion

� Both parties should negotiate early completion

� Look at contingency options to provide some

protection

� Adjust contractual completion date

� If conditions work for owner, agree, and adjust contractual completion to early date

� If contractor is comfortable about schedule predictions, agree to adjust contractual completion

SEI Scheduling


SEI Best Practices and Guidelines for Scheduling

• Plans for published volume

– Working to get universities that provide CM education involved with peer review

– Plan to get copies into CM education departments as reference book


– Goal is to have volume reviewed, correlated, and published by 2012

• Opportunities for volunteers

– BP&G for Scheduling

� Develop remaining work product

� Opportunities for peer review

– BP&G for Schedule Impact Analysis

� Develop primary work product

� Influence best practice recommendations 19

SEI Scheduling



Questions?

Recommendations?

War Stories?SchedulingExcellence Initiative



War Stories?

Gripes?

SEI Scheduling


Chris Carson, PSP

BP&G for Scheduling





Chris Carson, PSP

Corporate Director of Project Controls

Alpha Corporation

101 West Main Street, Suite 7100

Norfolk, VA 23510

757-533-9368 Office

757-342-5524 Mobile

[email protected]

Early Completion Schedules

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