Download Pull planning

ASA PM WORKSHOP
SCHEDULING
Thursday March 2nd, 2017
TABLE OF CONTENTS
• SIP/Look ahead Schedule
• Pull Planning
• Scheduling as a Subcontractor
• How to track a project master schedule (GC schedule)
• How to create a subcontractor schedule
• Cash-flow & Resource Planning
•
•
•
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Resource loaded schedule
Cost loaded schedule
Project Cash-flow
Resource leveling
• Other Topics Important
• Earned Value Management
• Productivity Analysis
• Coordination with other trades - understanding, cooperating, and
being sensitive to other trades
SIP/LOOK AHEAD SCHEDULE
SHORT INTERVAL PLAN SCHEDULE (SIPS)
• What is SIP?
Short interval schedule is a form of a more detailed plan that is developed in order to
bridge the gap from the overall project schedule to the tasks performed by crew level.
• Steps that need to be taken to develop a SIP:
1.
2.
3.
4.
5.
Determine the start and finish dates based on project Master schedule
Break the operation into specific activities/areas
Determine the sequence of activities
Determine the subcontractors and resources
Develop a time-scaled schedule understandable for field crew and subcontractors.
LOOK AHEAD SCHEDULE
• What is a look ahead schedule?
 A look ahead is simply a view of your current project schedule but looking ahead
for 1,2,4 or 6 weeks/months.
 It’s typically a schedule of the short term (4 week) for weekly meetings and 3090 day for monthly review meetings.
• How to create a look ahead schedule?
 Look a head schedule is a filtered view of the overall project schedule.
 Data date + 2 weeks for a 2 weeks look ahead, or Data date + 1 month for a
month look ahead.
 You can make a look ahead schedule by filtering one of:
1.
2.
3.
Project CPM schedule
SIP schedule
Outcome of pull planning
Click here to view the - Shapiro & Duncan one month Look Ahead
SHAPIRO & DUNCAN
SIP/LOOK AHEAD EXAMPLE
At Shapiro and Duncan the PM and foreman complete the SIP on weekly basis that looks
ahead 4 weeks. The analysis also provides an accurate manpower projection.
Click here to view the Excel file- Shapiro & Duncan SIP/Look Ahead
SHAPIRO & DUNCAN
SIP/LOOK AHEAD EXAMPLE
Click here to view the Excel file- SIP/Look Ahead Excel Template
SHORT INTERVAL PRODUCTION SCHEDULE (SIPS)
EXAMPLE OF A GC VERSION
Click here to view the Excel file- SIP schedule from Clark Project
PULL PLANNING
PULL PLANNING
• What is Pull Planning?
1.
A method of planning where the flow of activities and information are based on the
request (pull) of downstream work.
2.
Pull Planning is a tool that strengthens the scheduling process by helping manage
risk through detailed collaborative planning and continuous improvement.
3.
Working from a target completion date (milestone) backward, tasks are defined and
sequenced so that their completion releases work.
• Pull Planning Vs. CPM Planning
1.
CPM is forward looking and based on duration and sequence, but pull planning
working from a target completion date (milestone) backward.
2.
CPM is usually prepared by PM or Scheduler, but pull planning involves all parties
(owner, design team, and all trades/subcontractors).
PULL PLANNING
• Steps need to be taken for pull planning:
1.
2.
3.
4.
5.
6.
7.
8.
Define the phasing of the work
Determine completion dates for the phases/milestones
Using team scheduling and sticky’s on a wall, develop the network of activities
required to complete the phase working backward from the completion date
Apply durations to each activity with no contingency or float in the estimates
Re-examine logic to try to shorten the duration
Determine the earliest practical start date
Decide what activities to buffer or pad with time contingency
Is the team comfortable that the available buffers are sufficient to assure
completion within the milestone? If not, either re-plan or shift milestone as
needed and possible
Note: It’s best practice to know the hours budgeted for each task with in each
area/floor. (Example: 200 Hours to install domestic water pipe on 1st floor. 200hrs
divided by 8 = 25 man days / 4 crew members = 6.25 days)
PULL PLANNING
SCHEDULING AS A
SUBCONTRACTOR
SCHEDULING AS A SUBCONTRACTOR
Scheduling for Subcontractors is different from the type
of scheduling done for Owners or General Contractors. It
usually requires a higher level of detail.
Its important that the Subcontractor’s schedule be
incorporated into the GC’s master CPM/SIP etc.
Having a system to track the GC schedule is crucial,
especially on larger projects with long durations.
HOW TO TRACK A PROJECT MASTER SCHEDULE
(GC SCHEDULE)
• Review the project baseline or contract schedule
• Determine the Work Breakdown Structure (WBS) designed by GC
• Determine the critical milestones
• Find the list of activities related to subcontractor work scope
• Record the data below for each activity
1.
Activity ID
2.
Task description
3.
Activity duration
4.
Start date
5.
Finish date
• Import information into a scheduling software or spreadsheet
• Update information each month when a revised schedule issued by GC
• Make a comparison analysis to see what has changed (if needed)
Click here to view an example of schedule summary for Mechanical & Plumbing subcontractor- Shapiro & Duncan
Click here to view an example of comparison analysis- Shapiro & Duncan
CREATE A SUBCONTRACTOR SCHEDULE
•
•
•
•
•
•
•
•
•
•
•
•
Define work scope
Establish work breakdown structure in compliance with GC WBS
Define the cost codes or list of activities
Define the budget for cost codes (projected labor unit or budgeted cost)
Determine the sequence of activities
Estimate durations
Estimate resources
Make the links between subcontractor work packages and dates stated in GC
schedule
Develop draft schedule
Review dates, resources, and cash-flow
Make adjustments or corrections
Establish the baseline
Click here to view an example of S&D Baseline schedule- Shapiro & Duncan
RESOURCE PLANNING
&
CASH-FLOW
RESOURCE LOADED SCHEDULE
 Resource Loaded Schedule is a schedule that consists of a timeline with details on
allocated resources. It explains how project resources (people, funds, inventories, subcontractors)
are supposed to be consumed throughout scheduled project time.
 Steps to create a resource loaded schedule :
• Estimate quantities
• Determine the list of resources (labor, material, equipment, subs, . . .)
• Estimate productivity rates
• Calculate amount of resources needed
• Load information into project schedule
Resource Sheet
Level Area
Phase
Code
Description
Resources
Unit Quantity
Labor
Rate
(Hour)
Labor
Material
Hour
MECH/PLBG
Equipment
L2
West 23-20-020
Steel Pipe
L, MAT, EQUIP
Ft
1000
2.13
469.48
1000
welding equipment
L2
East
Steel Pipe
L, MAT, EQUIP
Ft
700
2.13
328.64
700
welding equipment
23-20-020
Click here to view an example of
Labor projection- Shapiro & Duncan
COST LOADED SCHEDULE
 Cost Loaded Schedule
Is a schedule that Schedule of Values have been allocated across the activities. In
complex construction projects, there is usually one “resource” and is referred to as a
lump sum amount.
 Ways to create a cost loaded schedule:
• Use Schedule of Value (cash in flow)
• Apply costs of resources, plus other expenses and indirect costs (cash out flow)
 Combination of Cost Loading and Resource Loading
In this combination, one resource (lump sum) is cost loaded and the resources are loaded
without a cost. To include the resources provides via charting the distribution of
resources across the duration of the project.
Click here to view an example of
a cost-loaded schedule- Shapiro & Duncan
CASH-FLOW
 The total amount of money being transferred into and out of a business/project.
 Cash In: If the cost loaded schedule prepared based on Schedule of Value (SOV)
 Cash Out: If the cost loaded schedule prepared based on costs of activities.
RESOURCE LEVELING
 Project Management Body of Knowledge (PMBOK Guide) defines resource
leveling as:
"A technique in which start and finish dates are adjusted based on resource constraints
with the goal of balancing demand for resources with the available supply.“
 Resource Leveling is a huge challenge for a sub-contractor.
 How to balance level of resources (as a subcontractor)?
 Communicate with GC when the resource distribution has a major issue.
 If possible, start activities earlier and extend durations.
 Using SIP or look ahead schedule
Click here to view weekly Labor Projection 1 - Shapiro & Duncan
Click here to view weekly Labor Projection 2 - Shapiro & Duncan
OTHER TOPICS IMPORTANT
EARNED VALUE MANAGEMENT
• What is EVM?
Earned value management (EVM), is a project management technique for measuring
project performance and progress.
• Main Parameters/ Requirements to Implement EVM in a Project:
I.
Budget
II.
Schedule
III. Planned Value, or Budgeted Cost/Hours Work Scheduled (BCWS)
IV. Earned Value, or Budgeted Cost/Hours Work Performed (BCWP)
V.
Actual Value, or Actual Cost/Hours Work Performed (ACWP)
• How EVM helps?
I.
Cost Control (Over or Under Budget)
II.
Schedule Control (Ahead or Behind Schedule)
III. Forecasting hours to complete and labor cost to complete.
Click here to view Forecasting Tool - EPC Earned % Complete works - Shapiro & Duncan
Click here to view Labor Feedback Report - Shapiro & Duncan
EARNED VALUE TERMS AND FORMULAS
• SV=Schedule Variance
SV=EV-PV
• SPI=Schedule Performance Index
SPI= EV/PV
• EAC= Estimate at Completion
• CV=Cost Variance
CV= EV-AC
• CPI=Cost Performance Index
CPI= EV/AC
• BAC= Budget at Completion
• ETC=Estimate to complete
Click here to view an example of Earned Value Calculation WS- Shapiro & Duncan
PRODUCTIVITY ANALYSIS
• We use the estimated QTY’s and Hours to establish our estimated production rate per
system/task.
• We compare the estimated production rate to the actual production rate to monitor our
performance.
• A fade in productivity needs to be evaluated quickly. It could be a result of multiple issues
such as :
• Material handling or lack of material onsite.
• Not having the proper tools/equipment.
• GC or other trades working out of sequence
• Etc, etc.
• Tracking your production rates will help establish the measured mile method for computing
efficiency.
Click here to view Production Analysis - Shapiro & Duncan
Click here to view Hours used versus earned - Shapiro & Duncan
COORDINATON WITH OTHER TRADES
• Its important that you are aware of requirements and sequence of work for the
other trades.
• It doesn’t benefit the project if you start your work out of sequence without
communicating with the other trades.
• Example: Mechanical Contractor installed pipe mains before the duct mains
are installed. Duct mains are shown in the model above the pipe mains.
PLBG Contractor has to remove pipe to give access to the duct contractor.
• Example: Duct Contractor installs duct tight to wall before fire rated drywall
gets installed. Duct has to be removed to allow the drywall to be installed
and finished to gain 2 hour rating.
• Example: Mechanical Contractor installed pipe and didn’t test in phases that
would give the Pipe Insulation Contractor time to insulate pipe before
ceiling grid is scheduled to be installed.