Construction Project Scheduling Keys To Success

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Construction Project Scheduling: Keys to Success
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by\u160\'3fKelly M. Heuer, Ankura Consulting Group, LLC, and James G. Zack, Jr.,
James Zack Consulting, LLC, with Practical Law Real Estate
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This Practice Note provides guidance to the owner of a construction project on how
to draft a scheduling specification mandating that the contractor prepare a
comprehensive schedule that supports proper planning of the work. It also provides
guidance to ensure that the schedule is accurately updated as work progresses to
enable the parties to identify potential issues that may delay the work and impact
the cost of construction.
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\u160\'3fPurposes of Project Scheduling
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\u160\'3fElements Often Missing from Standard Contracts
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\u160\'3fA Detailed Scheduling Specification
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\u160\'3fSchedule Submittals Tied to the Notice of Award
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\u160\'3fA Preliminary Construction Schedule
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\u160\'3fMonthly Schedule Updates
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\u160\'3fAn As-Built Schedule Submittal
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\u160\'3fFinancial Incentives in the Contract Documents
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\u160\'3fPre-Construction Scheduling Conference
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\u160\'3fScheduling Software Requirements
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\u160\'3fWork Breakdown Structure
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\u160\'3fKey Activities and Considerations for the Schedule Specification
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\u160\'3fSubmittal and Resubmittal Review Times
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\u160\'3fSubstantial Completion
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\u160\'3fProject Realities and Effective Solutions
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\u160\'3fPractical Need for Dedicated Schedulers
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\u160\'3fElectronic Submittals
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\u160\'3fAccuracy of As-Built Activities
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\u160\'3fContemporaneous Schedule Revisions
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\u160\'3fContractor\rquote s Project Management Team
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\u160\'3fA Primer on Scheduling Terminology
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Construction contracts usually specify that time is of the essence in performing
the contract work (as defined in the contract). The scheduling of work is often of
paramount importance to an owner for reasons including:
\par
}
}
}
\u160\'3f
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The need to complete a project within a certain time frame or by a specific date.
\par {\pntext }
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Limitations on the availability of required labor, materials, or
}
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equipment
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.
\par {\pntext }
}
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}
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The need to perform certain weather-sensitive construction operations.
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Cost impacts associated with idle labor and equipment.
\par {\pntext }
}
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}
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Schedule delays and disputes over time extensions or impact costs are a major
source of claims on a construction project, often because the contractor did not
prepare a comprehensive or accurate baseline schedule or did not properly update
the schedule as work progressed. The owner\rquote s failure to detail the required
information in the project\rquote s scheduling specification or to timely review
schedule updates can also contribute to scheduling failures.
\par
}
}
}
\u160\'3f
\par
}
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This Note provides guidance for an owner on:
\par
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Preparing a detailed, comprehensive scheduling specification.
\par {\pntext }
}
}
}
{\pntext }
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{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Examples of key activities to be detailed in the schedule.
\par {\pntext }
}
}
}
{\pntext }
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{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Practical solutions to ensure that the baseline schedule and all updates are
reviewed and understood.
\par {\pntext }
}
}
}
}
}
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This Note also provides basic definitions of commonly used scheduling terms (see
}
Box, A Primer on Scheduling Terminology
}}}
).
\par
}
}
}
\u160\'3f
\par
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{\b0 \cf21 \f0 \i0 \fs18
}
\u160\'3f
\par
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{\b1 \cf25 \f0 \ri0 \i0 \qj \fs28 \li0
Purposes of Project Scheduling
\par
}
}
\u160\'3f
\par
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Scheduling requirements on a construction project help ensure that all activities
required by the contract documents to be performed by the contractor to complete
the work are:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
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Properly planned.
\par {\pntext }
}
}
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{\pntext }
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Adequately staffed.
\par {\pntext }
}
}
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{\pntext }
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Appropriately coordinated.
\par {\pntext }
}
}
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{\pntext }
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Executed in an orderly and expeditious manner.
\par {\pntext }
}
}
}
}
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Schedules also contribute to the owner\rquote s decision-making regarding the
evaluation of:
\par
}
}
}
\u160\'3f
\par
}
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The contractor\rquote s monthly progress payment applications (see
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Practice Note, Payment Provisions in Construction Contracts: Drafting Strategies:
Payment Application Process
}}}
\sa180
\sb160
).
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Proposed changes to the contract, including whether the contract time should be
extended.
\par {\pntext }
}
}
}
}
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Depending on the nature and scope of the project, a construction schedule can be as
simple as a list of activities that are organized in a logical, time-scaled
sequence. However, on large construction projects such simple schedules are likely
not adequate to meet their intended purpose.
\par
}
}
}
\u160\'3f
\par
}
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There is, however, a perceived risk involved in an owner requiring the contractor
to submit schedules which the owner then reviews and accepts. An owner-approved or
accepted schedule takes on a certain legal significance and can later be used by a
contractor as the basis of a claim.
\par
}
}
}
\u160\'3f
\par
}
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{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The downside of not requiring a schedule is that the contractor\rquote s project
plan is not communicated to the owner. In that instance, the owner is unable to:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Effectively measure the progress of the work.
\par {\pntext }
}
}
}
{\pntext }
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Confirm that the work is being properly coordinated to avoid delay.
\par {\pntext }
}
}
}
{\pntext }
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Verify the timing for performing its own responsibilities required to complete the
work.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
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The owner and contractor should endeavor to agree on a schedule that meets the
intent of the contract documents and outlines a logical path for completing the
work. In the absence of a clearly articulated scheduling specification in the
contract documents, proper project scheduling may be dispensed with by the
contractor as a cost-saving measure.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Most experienced owners recognize that the risk of not requiring comprehensive
project schedules far outweighs the risk of requiring, reviewing, and accepting a
contractor\rquote s project schedules and incurring the potential increased costs
carried in the project\rquote s budget.
\par
}
}
}
\u160\'3f
\par
}
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{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
During the design phase the owner and its engineer should devote the time necessary
to draft a scheduling specification that is commensurate with the amount of detail,
involvement, and control the owner wants exercised on the project. It should be
aligned with the complexity of the project and modified on a project-by-project
basis. A balance must be struck to prevent the requirements from becoming so
burdensome that the schedule becomes unmanageable and disconnected from the
contractor\rquote s actual project management.
\par
}
}
}
\u160\'3f
\par
}
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{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The time and effort spent on developing an appropriate scheduling specification
during the design phase is usually rewarded by the planning and coordination
benefits provided throughout the life of the project.
\par
}
}
}
\u160\'3f
\par
}
}
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{\b0 \cf21 \f0 \i0 \fs18
}
\u160\'3f
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs28 \li0
Elements Often Missing from Standard Contracts
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Standard industry form contracts often provide the contractor with minimal
direction regarding scheduling requirements. Contracts often contain general
language, such as \ldblquote Prior to the start of any work, the contractor shall
submit its proposed construction schedule for the engineer\rquote s review.\
rdblquote This all but invites the contractor to provide an inadequate project
schedule.
\par
}
}
}
\u160\'3f
\par
}
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For example, experience shows that if a generic scheduling specification is used, a
ten- or 12-line bar chart may be submitted for a $20 million project. While this
type of submittal may technically meet the contractual requirements, it provides
little or no detailed information concerning how the project is planned to be
constructed. It also makes analyzing project
}
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change orders
}
}}}
}
, schedule risks, or delay impacts difficult for both parties.
\par
}
}
}
\u160\'3f
\par
}
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The owner should consider including the elements discussed in this Practice Note in
its scheduling specification to strike a balance between the appropriate amount of
detail and requirements that may lead to scheduling challenges.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
A Detailed Scheduling Specification
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Most standard industry form contracts are silent on the key aspects of project
scheduling. Critical elements that are not addressed clearly, if at all, include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Specific timing for submitting schedules and updates.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Level of detail required in the schedules.
\par {\pntext }
}
}
}
{\pntext }
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{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Content of the information required in the schedules.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Format of the schedules, including specific
}
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software
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requirements.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Without mandating the scheduling detail, adequate project schedules likely will not
be developed nor the multiple benefits of creating them achieved. When planning the
project, the owner must determine the information and level of detail required to
meet its objectives for project controls.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Schedule Submittals Tied to the Notice of Award
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Project scheduling is often started too late. In fact, it is not uncommon for a
baseline schedule to first be submitted or approved many months after construction
has already started, which defeats the purpose and benefits of creating a baseline
schedule.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Many traditional scheduling specifications tie the initial schedule submittal to
the notice to proceed with language, such as \ldblquote The project schedule shall
be submitted within 30 calendar days after the notice to proceed.\rdblquote There
are typically as many as 30 calendar days, or more, between the notice of award and
the notice to proceed. While this time is typically used for startup activities,
such as buying out suppliers, executing subcontracts, and obtaining permits, it
should also be used for planning the execution of the work and the initial
development of the project schedule.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
An earlier start to scheduling may potentially be achieved by tying the submittal
of the initial schedule to the notice of award rather than to the notice to
proceed. For example, a specification requirement can be written as \ldblquote
Submittal of the project schedule shall be made within 30 calendar days after
notice of award,\rdblquote which may help to start the planning and scheduling
process earlier.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
A Preliminary Construction Schedule
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
On anything other than a small-scale construction project, a requirement that the
project schedule be submitted within 30 calendar days after notice of award or even
notice to proceed is probably not enough time to prepare a well thought out,
thoroughly coordinated schedule.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The development of a detailed construction plan often requires input from
}
{\b1 \cf20 \f0 \i0 \fs18 \chcbpat30
subcontractors
}
}
}
, some of which may not yet be selected or are just getting involved at the
earliest stages of the project. As a result, the contractor may be forced to put a
schedule together simply to comply with the submission requirement even though that
schedule:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
May not represent the way the contractor or its
}
subcontractors
}
}
}
eventually decide to proceed.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Is not likely to be followed during the construction of the project.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The owner can manage this challenge by requiring a startup or preliminary schedule
covering activities during the first 90 days, followed by a detailed construction
schedule. For example, language can be incorporated into the scheduling
specification, such as:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
A preliminary project schedule shall be submitted within 30 calendar days after
notice of award which details the work the contractor intends to accomplish during
the first 90 calendar days after the notice to proceed is issued and includes
summary level activities through project completion. The Contractor shall then
submit a detailed construction schedule within 60 calendar days after the notice to
proceed that details all work required to complete the project scope within the
entire construction period.
\par
}
}
}
\u160\'3f
\par
}
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This detailed construction schedule should ideally include and be fully integrated
with the work identified in the preliminary schedule. Once the owner accepts the
detailed construction schedule, it becomes the baseline schedule for the project.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This specification gives the contractor an opportunity to promptly develop a
detailed and logical short-term schedule and a fully detailed baseline schedule in
a reasonable time frame following the notice to proceed.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Monthly Schedule Updates
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The scheduling specification should also require regular schedule updates with an
accompanying schedule narrative. While the updates are typically provided on a
monthly basis, they can be required more frequently depending on the duration and
complexity of the project.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The monthly schedule update documents and monitors the progress of the construction
work and should reflect:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Actual start and finish dates for all completed activities.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Actual start and anticipated finish dates for all in-progress activities.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Anticipated start and finish dates for all future activities.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
A provision should also be included that allows the owner\rquote s scheduler or the
engineer to request a revised schedule submittal within a set time frame if the
schedule requires revision, in whole or in part, for a specific reason, such as
inaccurate as-built schedule dates or percentage complete estimates.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Each construction schedule update should also contain a narrative describing the
work accomplished during the reporting period, with specific attention to the
project\rquote s critical path. Included in the report should be:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Current or anticipated delays or problems.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
All planned corrective measures to mitigate any delays.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
A list of all modifications to the schedule in the current update that reflect a
departure from earlier schedules, at a minimum including:
\par {\pntext }
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480 {\fi-360 \li {\*\pn \pnlvlblt \ilvl0 \
ls29 \pnindent480 \pnf1 {\f2 \pntxtb \u8226\'3f}}{\listtext \b0 \cf1 \f0 \ri0 \i0 \
qj \fs18 \li960 \u8226\'3f\tab }\ls29 {\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
changes in activity durations;
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
addition or deletion of activities;
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
changes to logic ties, resources, or constraints; and
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
notations of the reasons for each departure.
\par {\pntext }
}
}
}
}{\pntext }
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li570
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
It is often helpful to include summary tables or charts depicting executive level
highlights, such as:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Contractual milestones.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Currently scheduled dates for contractual milestones.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Previously scheduled contractual milestone dates.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
All modifications to the schedule should require approval by the owner\rquote s
scheduler or the engineer.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
An As-Built Schedule Submittal
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
As the project nears its end, contractors commonly focus on tasks necessary for
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I03f4d8bfeee311e28578f7ccc38dcbee/View/
FullText.html?
final completion
}}}
}
, such as
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/Id4cf1967f3ad11e28578f7ccc38dcbee/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
commissioning
}
}}}
}
systems and
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I4cf86e6eef2a11e28578f7ccc38dcbee/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
punch lists
}
}}}
}
. As a result, regular monthly schedule updates can be forgotten, leaving the
project record unclear regarding actual activity completion dates.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
One way to ensure these updates are not forgotten, is to include an as-built
schedule as part of the documents required for final payment and release of
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I5f085814d49e11e398db8b09b4f043e0/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
retainage
}
}}}
}
(see
}
FullText.html?
Final Payment
}}}
). This as-built schedule should contain a list of all activities performed on the
project with their recorded start and completion dates and provides a record of the
timing of all project work.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Financial Incentives in the Contract Documents
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Construction contracts typically do not include a pay item for developing and
submitting a project schedule. However, many do include a mobilization payment to
the contractor to recognize that it is critical to maintain adequate cash flow at
the start of a project.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Therefore, the mobilization payment, or some portion of it, can be made contingent
on receipt and approval of the contractor\rquote s schedule. If the mobilization
payment is to be paid in more than one installment, the payments can be structured
as follows:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
First payment is contingent on submittal of the baseline schedule.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Second payment occurs on acceptance or approval of the baseline schedule.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Third payment occurs on submittal and approval of the first monthly schedule
update.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Alternatively, scheduling can be included as a specific pay item on the
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I5f08587dd49e11e398db8b09b4f043e0/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
schedule of values
}
}}}
}
. However, the specification should state that the contractor is entitled to bill
this line item only after submittal and approval of the baseline schedule and each
monthly schedule update. This provides the contractor with a financial incentive to
submit project schedules and clearly acknowledges that proper project scheduling is
a cost item for a contractor. However, this arrangement could present challenges if
project completion is delayed and additional schedule updates are required, but
contract funding for that line item has been exhausted (see
}
FullText.html?
Schedule of Values
}}}
).
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Pre-Construction Scheduling Conference
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Scheduling is too often not performed on a project because:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The importance to the owner of the schedule requirements is not clearly
communicated to the contractor.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The contractor does not fully understand the detailed requirements of the
scheduling specification.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Requiring a pre-construction scheduling conference within a few days after contract
award can help overcome these issues. In addition to other key planning items, the
meeting should:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Be attended by the owner and contractor and their respective project managers and
schedulers.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Emphasize the importance of project scheduling.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Include a detailed discussion of the scheduling specification requirements.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Address any other project-specific requirements that are related to or could impact
scheduling.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Scheduling Software Requirements
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The scheduling specification should also specify the scheduling software
requirements. If the owner and its scheduling consultant use specific software, the
specification should require the contractor to use the same system.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Due to compatibility issues, different software can create consistency problems
when the information is exchanged electronically between team members. This can
lead to confusion and impact the team members\rquote ability to:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Accurately define progress.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Understand delays.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Identify scheduling risks.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Other requirements of the scheduling specification can include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Requiring the software to be capable of being cost and resource loaded (see
}
Resource Loading
}}}
\sa180
\sb160
).
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Identifying specific formats for the data transfer of schedule files, layouts, and
reports.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Providing a scheduling template that is consistent with the owner\rquote s internal
systems, including pre-defined calendars and a work breakdown structure (WBS) (see
}
Work Breakdown Structure
}}}
\sa180
\sb160
).
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The owner may require the contractor to provide specialty schedules that extract
specific types of activities from the overall project schedule, including, for
example:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Information related to submittals.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Work in specific areas.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Activities performed by certain trades.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
In this circumstance, a detailed scheduling specification may require the
contractor to use WBS coding that associates each schedule activity with multiple
categories, such as:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Submittal review and approval.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Procurement and fabrication.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Delivery.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Construction and installation.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Change order.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Area of work or trade responsibility.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
If these requirements are made known to the contractor\rquote s scheduler before
the project begins, the detailed coding structure is easily incorporated into the
schedule, relieving any burden associated with providing specified additional
reports.
\par
}
}
}
\u160\'3f
\par
}
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
}
\u160\'3f
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs28 \li0
Key Activities and Considerations for the Schedule Specification
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The scope and reliability of a project schedule can be better determined by
defining and incorporating certain key activities. The specification should
identify the owner\rquote s requirements, which can be modified if necessary after
consulting the contractor. Several comprehensive activities can be incorporated
into the scheduling specification.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Submittal and Resubmittal Review Times
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The specification should define the amount of time the engineer is given to review
both the contractor\rquote s submittals and any required resubmittals. This helps
provide proper planning for the contractor, the owner, and the
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I2e45ae3b642211e38578f7ccc38dcbee/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
design professional
}
}}}
}
reviewing the submission. A clause can be inserted in the contract documents to
the effect that, \ldblquote The engineer shall have [NUMBER] calendar days from
receipt of a contractor\rquote s submittal in which to review and respond to the
submittal.\rdblquote
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Different time frames can be stipulated for different submittals, such as:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Short durations for simple submittals and catalogue cuts.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Longer durations for more complex submittals.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Even longer durations for submittals requiring review by an independent party, such
as a state highway department or railroad.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
However, the owner should be mindful of the potential risk if the owner or its
engineer fails to return the submittal within the stipulated time frame. An owner
can expect the contractor to point to any deficiency as support for any delay or
impact claim from the contractor.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The contract documents should also address the time frame to review resubmittals by
either:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Providing the engineer with the same amount of time allowed to review the initial
submittal.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Specifying a reduced amount of time as determined by the owner and the engineer.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This clarifies whether:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The owner and engineer only have a single time frame in which to review the
submittal and all resubmittals.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The clock starts all over again with each resubmittal.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Without direction in a specification, schedules sometimes contain a single activity
labeled Submittal and Procurement for each item or material installed. The parties
should instead require at least these four separate activities for each item or
material provided:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Submittal.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Submittal review.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Resubmittal and resubmittal review.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Procurement and delivery.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The specification should also contain a master list of all required submittals
prepared by the engineer to assist the contractor. However, the contractor should
also be required, after reviewing the engineer\rquote s schedule, to:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Prepare and submit its own schedule listing all submittals required by the contract
documents.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Include the date it anticipates furnishing each submittal to the owner and engineer
for review.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The contractor\rquote s submittal schedule should be one of the initial submittals
on the project, along with the schedule of values and project schedule. A separate
submittal schedule:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Helps to ensure that the contractor is aware of and plans for all submittals.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Allows the owner and design professionals to plan their staffing and workload in
response to the contractor\rquote s planned timing.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Can be used to counter a contractor\rquote s claim that the owner or engineer
delayed reviewing submittals if the contractor dumps all its submittals on the
owner at the same time rather than staggering them as contractually planned.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Procurement and Delivery
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The scheduling specification can be written to mandate that fabrication, delivery,
and installation times for all major contractor-furnished materials and equipment
are separate activities on the construction schedule. Long-lead items requiring
significant fabrication time should be identified and separately tracked in the
procurement section of the schedule. The engineer should consider identifying in
the contract documents which items of equipment fall under this requirement.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Another option is to require the contractor to provide a schedule report showing
the anticipated order and delivery dates for each major piece of equipment. Once
again, the contract documents should specify which equipment is included to prevent
any disagreement over this defined term. This ensures that critical procurement
activities are identified, coordinated, and completed as necessary in order to
support the project. It also identifies areas of potential risk associated with
vendor deliveries.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
If a specialty schedule, such as a procurement schedule, is determined by the owner
to be necessary or desirable, the scheduling specification should include a
provision requiring specific coding within the WBS coding structure for procurement
activities. This allows the contractor to produce a separate procurement schedule
without any additional work (see
}
}}}
).
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Owner-Furnished Items
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Owner-furnished items must be coordinated with the contractor\rquote s work. This
can be accomplished by requiring the contract documents to identify not-earlier-
than delivery dates for owner-furnished items and to require these dates be
included in the contractor\rquote s schedule. The dates should be based on delivery
dates set by the manufacturer or supplier, plus an appropriate contingency time
factor. This contract requirement can be worded as:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
Deliveries of owner-furnished equipment or materials shall be shown on the schedule
with the dates set forth in the contract documents or provided by the owner or its
designated representatives.
\par
}
}
}
\u160\'3f
\par
}
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Alternatively, the contract documents can define schedule windows for owner-
furnished items by stipulating that owner-furnished items must be delivered no
earlier than a certain date and no later than a specified date. This alternative
approach gives the contractor some reasonable assurance of when the owner-furnished
items are to be on site to enable it to plan accordingly. The language above can
also be included in the scheduling specification.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The owner should contemporaneously provide the contractor with the status of these
items as schedule updates are prepared and submitted. However, the contractor
should not be permitted to modify activities in the schedule associated with owner-
furnished items without the owner\rquote s approval.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Operating Constraints
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
A careful review of project requirements by the owner and its operating staff must
take place during the design phase so all necessary constraints are identified and
noted in the bidding documents. Examples of constraints during the project
construction that an owner may impose to meet its needs may include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The contractor shall have no more than two influent pumps off line at any time.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
No more than one battery of clarifiers can be taken out of service at a time.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Power shutdowns and cut overs must take place between midnight and 5:00 a.m.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The work in a specific area needs to be completed before work in another area
begins.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
It should not be assumed that at the time of bidding a contractor can successfully
guess the constraints to which it must adhere during construction. Therefore, all
constraints and construction sequences must be incorporated in the specification
for them to be enforceable without a change order. The specification should also
mandate that the construction schedule reflect any constraints.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Interim Milestone Dates
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Another method of establishing construction sequences is by setting interim
milestone dates in the contract documents defining the timing for performing
certain work, such as:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The contractor must complete all work of the contract required to complete a
watertight exterior envelope and a temporary climate-controlled environment by a
specific date.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Work on the digesters shall not commence until on or after a specific date.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This language assists the contractor in planning, coordinating, and sequencing the
work. Milestone requirements are especially useful for projects:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Involving the renovation of existing facilities that must remain operational during
construction.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
With multiple prime contractors.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
That interface with other concurrent projects.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Where specified constraints or sequences are embedded in the contract documents,
the scheduling specification must require that all these items be reflected in the
schedule exactly as they are called out in the contract documents. The owner must
also carefully review the baseline schedule and all schedule updates to confirm
that these mandated items are correctly reflected in the project schedule before
accepting or approving any schedule or update.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Some contractors may take the position that the owner waived any requirements not
shown on the schedule at the time the owner accepted the baseline schedule. To
protect itself from this argument, the owner should include the following language
in the scheduling specification:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
{\b0 \cf1 \f0 \ri800 \i0 \qj \fs18 \li800
To the extent a contract requirement is not incorporated into any schedule
submittal, acceptance of the schedule submittal does not relieve the contractor of
its responsibility to adhere to the contract requirements.
\par
}
}
}
\u160\'3f
\par
}
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
If the contractor requests relief from a requirement and the owner agrees, the
acceptance letter should specifically identify that concession. The owner should
promptly follow up with a written change order memorializing the changed contract
requirement.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Substantial Completion
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Before bidding, the owner should carefully define in the contract documents what is
necessary to achieve
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I03f4d8bdeee311e28578f7ccc38dcbee/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
substantial completion
}
}}}
}
of the contract work. For example, the owner should decide whether start-up and
testing activities must occur for the project to achieve substantial completion or
if these activities can take place after the work is declared to be substantially
complete.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This determination can only be made by the owner and engineer during the project\
rquote s design phase. Clearly defining these requirements helps avoid disputes
regarding the imposition of
}
{\b0 \cf1 \f0 \i0 \fs18
"http://www.westlaw.com/Document/I210618eaef0811e28578f7ccc38dcbee/View/
FullText.html?
{\b1 \cf21 \f0 \i0 \fs18
liquidated damages
}
}}}
}
, completion, and project close-out. During review of the contractor\rquote s
baseline schedule, the owner should verify that all activities scheduled to occur
after the substantial completion milestone do not impede the owner\rquote s
beneficial occupancy or use of the project.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Maximum Duration Requirements
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
A detailed scheduling specification can also set the maximum duration of any
activity on the schedule (although exceptions often are made for submittal,
fabrication, and delivery activities). This influences the level of detail of the
construction schedule without interfering with the contractor\rquote s means and
methods of performing the work.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
While more detailed scheduling requirements often result in better planning and
coordination, an owner should be careful not to make the specification overly
burdensome. To do so may lead to a schedule that is provided simply to meet a
submittal requirement rather than actually being a useful project management tool.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
For example, the scheduling specification on one project mandated that no activity
be longer than five working days in duration. Unfortunately, with few exceptions,
the contractor\rquote s schedule reflected almost all activities with five-day
durations.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Resource Loading
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Currently many projects contain a specification requirement that all on-site
construction activities on the schedule be resource loaded with costs, manpower
(labor by craft or trade), and equipment. This enables the owner\rquote s schedule
consultant to compare the planned resource loading with the planned schedule
duration to check if each is logical, reasonable, and mutually supportable. This
also allows the owner to review the reasonableness of the contractor\rquote s plan
for constructing the project and forms a baseline against which to measure actual
performance and allocation of resources during construction.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Some owners have started using a pay off the schedule specification in which every
schedule activity is cost loaded with the appropriate portion of the total project\
rquote s schedule of payment values. This emphasizes the need for proper planning
and execution and gives the contractor a financial incentive to properly and timely
update its schedules.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
At the end of every month, the contractor\rquote s payment application consists of:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
A list of all schedule activities completed or in progress.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
The percentage of work accomplished.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
A calculation of the value of the work performed, consisting of the percentage
completed times the cost loaded value of the schedule activity, less applicable
retainage.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This approach may appear to greatly enhance the quality of the contractor\rquote s
scheduling. However, it also makes the monthly progress payment process more
complicated. It also requires all owner personnel responsible for reviewing monthly
payment applications to be schedule-oriented and knowledgeable about both the
progress of the project and the status of the schedule.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Change Order Impacts
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Some owners have started requiring that each change proposal or time extension
request be accompanied by a time impact analysis or fragmentary network (referred
to as a fragnet) to demonstrate the effect of specific delays on the overall
project schedule. If this specification is created and actually adhered to,
arguments over the potential impact of a change should be easier to resolve.
\par
}
}
}
\u160\'3f
\par
}
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
}
\u160\'3f
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs28 \li0
Project Realities and Effective Solutions
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
While a detailed scheduling specification sets the groundwork for a comprehensive
construction schedule, attention to the schedule must continue throughout the
project duration. Both the contractor and the owner must show commitment to
respecting and documenting the schedule through project completion. What follows
are some suggestions for implementing the scheduling specification to achieve the
desired benefits.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Practical Need for Dedicated Schedulers
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
A contractor\rquote s failure to properly schedule a project is frequently the
result of its failure to employ the services of a qualified construction scheduler.
Contractors sometimes assign schedule responsibilities to a project staff engineer
who has many other responsibilities, which can include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Coordinating submittals.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Submitting requests for information (RFIs).
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Generating and submitting change proposals.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
As a result, scheduling may not be the project engineer\rquote s primary charge and
may not even be seen as a high priority for that individual.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
However, a contractor who includes in its bid the cost of a dedicated scheduler
when one is not required by contract may have a difficult time competing in a tight
bidding climate. To level the playing field for all bidders, owners should include
a scheduling specification that requires the project to have a dedicated scheduler.
This emphasizes the criticality of project scheduling and ensures that the
opportunity and climate for proper scheduling exists.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Some other possible considerations when drafting the specification for the
dedicated scheduler include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Requiring the contractor to submit a resume for the proposed scheduler for review
and acceptance by the owner, that includes:
\par {\pntext }
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
a description that meets minimum scheduling experience requirements; and
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
references from past projects who will attest to the scheduler\rquote s skills.
\par {\pntext }
}
}
}
}{\pntext }
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li570
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Requiring the contractor\rquote s dedicated scheduler to:
\par {\pntext }
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
be on site at set intervals or full time depending on the project\rquote s size and
complexity; and
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
attend all meetings concerning project progress.
\par {\pntext }
}
}
}
}{\pntext }
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li570
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Enabling the owner to direct the contractor to:
\par {\pntext }
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
remove an incompetent scheduler; and
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li960
install a qualified replacement within a defined time frame.
\par {\pntext }
}
}
}
}{\pntext }
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li570
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Inadequate scheduling can also stem from the owner\rquote s lack of review of or
input into the project schedule. To address this, the owner should have its own
qualified scheduler to review the schedule for:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Accuracy.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Contract compliance.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Risk management.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Project planning.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The owner has a shared responsibility for an accurate schedule that does not
conclude when the scheduling specification is issued. An owner may publish a
specification that includes some of the recommendations outlined in this Note, but
may not have the time or expertise to review the submitted schedules to ensure
contract compliance. Depending on the project requirements and the importance of
timing for project delivery, the owner may choose to retain its own scheduling
consultant to review and monitor the contractor\rquote s schedule submissions.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Thorough Review of Baseline and Updated Schedules
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Owners, engineers, and project managers must understand the liability associated
with reviewing and accepting a contractor\rquote s schedules. Schedule review plays
just as important a role in the successful timely completion of a construction
project as the review of technical submittals is to the long-term life of a
facility.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Schedule review also has a similar amount of associated legal risk. Therefore, a
thorough, detailed review of the contractor\rquote s baseline schedule and all
schedule updates is necessary to ensure the schedules comply with the specification
requirements. Key flags for potential trouble include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Unrealistically shortened activity durations.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Artificially increased activity durations.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Unreasonable logic ties (see
}
}}}
\sa180
\sb160
).
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Inappropriate review times.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Sequestering of float.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Open-ended activities.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Failure to include critical activities or known constraints identified in the
contract documents (see
}
Operating Constraints
}}}
\sa180
\sb160
).
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
Schedule update reviews should also include comparing the start and finish dates
with:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Daily field reports.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Inspection records.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Monthly progress reports, including photographs.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Weekly project meeting minutes.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Contractor weekly bar charts or three-week look-ahead schedules, or both.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Electronic Submittals
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
It is advisable for the scheduling specification to include language requiring the
contractor to electronically transmit all scheduling submittals in the native
scheduling format, in addition to the paper copies and written narratives that are
typically required. With the electronic data, the owner\rquote s scheduler can run
computer comparisons and identify any changed data. A review of the electronic
schedules can assist in identifying areas affected by changed durations or logic,
which signal potential delay.
\par
}
}
}
\u160\'3f
\par
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Accuracy of As-Built Activities
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
The owner\rquote s scheduler should routinely check every schedule update to
confirm that no changes were made to previously-completed activities. To make this
review easier, the scheduling specification may require the contractor to submit a
separate report with each schedule update specifically identifying every change
made since the last monthly update, including changes in:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Logic.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Durations.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Actual start and finish dates.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Activity additions and deletions.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
This requirement can be buttressed with language confirming the owner is not
responsible for the impact of any change made to the schedule that is not
specifically identified in the monthly schedule change report.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
It is also possible to electronically check for changes in schedule updates by
employing forensic scheduling software that identifies all changes from the last
update. The owner or its scheduler can use either the schedule analysis program
built into the scheduling software or third-party software that compares and
analyzes the two schedules. With this information in hand, the owner or its
scheduler can quickly determine whether any changes were made to previously-
completed activities or those activities not worked on during the update period.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
After the schedule update, including the contractor\rquote s narrative, has been
thoroughly reviewed, the owner\rquote s scheduler can review the changes made and:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Verify the necessity for the changes.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
Open a dialogue with the contractor about the reasoning for the changes with a
focus on minimizing schedule delay risk.
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Contemporaneous Schedule Revisions
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
As a contractor\rquote s planned means and methods are often re-thought or changed
during the course of construction, the schedule may be changed to mirror the
current conditions and the revised plans of execution. This occurs often and does
not necessarily represent a concern if there is no critical path impact to the
project schedule. Some of the more common changes made to electronic schedule
updates that should be reviewed by the owner\rquote s scheduler include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf1 \f0 \i0 \fs18
Deleted or added activities.
}
}
Deleting or adding activities to an approved baseline schedule should only be done
to reflect changes in the scope of work or as warranted by changes in means and
methods.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf1 \f0 \i0 \fs18
Changing original durations.
}
}
Original durations submitted with the baseline schedule should not change unless
justified by the contractor and reviewed by the owner for reasonableness.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf1 \f0 \i0 \fs18
Changes in relationships.
}
}
Adding or deleting logic relationships is another way to increase or decrease the
time to complete the project and these changes must be reviewed for reasonableness
by the owner\rquote s scheduler.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf1 \f0 \i0 \fs18
Use of constraints.
}
}
Adding constraints can interrupt the calculation of the schedule by overriding the
calculation of the critical path method forward and backward pass algorithm. If
added to the schedule updates, constraints should be justified by the contractor
and reviewed for reasonableness and necessity.
\par {\pntext }
}
}
}
{\pntext }
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf1 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf1 \f0 \i0 \fs18
Retained logic versus progress override.
}
}
The progress override feature accelerates a schedule by ignoring logic ties or
relationships within the schedule model when activities are commenced out of
sequence. This can result in a schedule reflecting an earlier completion date than
may be realistically possible. Therefore, it may be prudent for the scheduling
specification to require that retained logic be used (see
}
}}}
\sa180
\sb160
).
\par {\pntext }
}
}
}
}
}
{\b0 \cf1 \f0 \ri90 \i0 \qj \fs18 \li90
}
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
\par
}
{\b1 \cf25 \f0 \ri0 \i0 \qj \fs24 \li0
Contractor\rquote s Project Management Team
\par
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
When the contractor\rquote s project management team is involved with planning the
project but not with developing the project schedule, there is often a disconnect
between the schedule and management\rquote s plan for executing the work. This
increases the likelihood that the schedule will not be an effective planning tool
but is only used to meet a contract requirement or to assert or defend against
claims.
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf1 \f0 \ri0 \i0 \qj \fs18 \li0
A detailed specification should require the contractor to identify the specific
member of its project management team who is responsible for providing input and
signing off on project schedules. This helps to ensure that the schedule accurately
reflects the planned means and methods and actual events in the field and is used
in the manner for which it was intended.
\par
}
}
}
\u160\'3f
\par
}
}
}{
\clcbpat26 \clpadt100 \clpadft3 \clpadb100 \clpadfb3 \clpadl100 \clpadfl3 \
clpadr100 \clpadfr3 \clbrdrt \brdrcf1 \brdrw20 \brdrs \clbrdrb \brdrcf1 \brdrw20 \
brdrs \clbrdrl \brdrcf1 \brdrw20 \brdrs \clbrdrr \brdrcf1 \brdrw20 \brdrs \trql \
clwWidth10091 \cellx10091
\intbl
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf21 \f0 \i0 \fs18
}
\u160\'3f
\par
}
{\b1 \cf19 \f0 \ri0 \i0 \qj \fs28 \li0
A Primer on Scheduling Terminology
\par
}
}
\u160\'3f
\par
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li0
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li0
While an owner can draft a specification mandating certain schedule and reporting
activities, the information is only useful if the owner understands the information
being reported. Even where the owner employs a scheduler, an understanding of a few
basic terms is necessary for an owner to even speak knowledgeably with its own
consultant. These terms include:
\par
}
}
}
\u160\'3f
\par
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li0 \b0 \cf19 \f0 \ri0 \ul0 \strike0 \i0 \qj \
fs18 \li0 \sa0 \sb0 {\fi-360 \li {\*\pn \pnlvlblt \ilvl0 \ls127 \pnindent0 \pnf1 {\
f2 \pntxtb \u8226\'3f}}{\listtext \b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480 \
u8226\'3f\tab }\ls127 {\pntext }
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Critical path.
}
}
When discussing the schedule, project participants often speak in terms of the
project\rquote s critical path. This is the longest continuous chain of activities
used to establish the minimum overall duration for performing the project.
Depending on the nature of the project, one or more critical paths can be used to
monitor the project\rquote s duration. A delay in completing any activity on the
critical path will extend final completion of the project accordingly.
\par {\pntext }
}
}
}
}\b0 \cf19 \f0 \strike0 \i0 \fs18 \sa180 \sb160 \ri0 \ul0 \qj \ql \li480 {\fi-360 \
li {\*\pn \pnlvlblt \ilvl0 \ls128 \pnindent0 \pnf1 {\f2 \pntxtb \u8226\'3f}}{\
listtext \b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480 \u8226\'3f\tab }\ls128 {\pntext }
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Sequence.
}
}
The order in which activities occur with respect to one another by establishing
the priority and dependencies between activities. This allows project participants
to visualize the work flow.
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Constraint.
}
}
Any external factor that impacts the scheduling of an activity. The restriction
can include:
\par {\pntext }
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480 \b0 \cf19 \f0 \strike0 \i0 \fs18 \sa180 \
sb160 \ri0 \ul0 \qj \ql \li480 {\fi-360 \li {\*\pn \pnlvlblt \ilvl0 \ls130 \
pnindent480 \pnf1 {\f2 \pntxtb \u8226\'3f}}{\listtext \b0 \cf19 \f0 \ri0 \i0 \qj \
fs18 \li960 \u8226\'3f\tab }\ls130 {\pntext }
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
a limitation on the start (no earlier than), finish (no later than), or duration of
(not longer than) an activity;
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
a resource, such as labor, cost, or equipment; or
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
a physical event that must be completed as a condition to performing an activity.
\par {\pntext }
}
}
}
}\b0 \cf19 \f0 \strike0 \i0 \fs18 \sa180 \sb320 \ri0 \ul0 \qj \ql \li960 {\pntext }
}
{\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li570
}
}
}\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li570 {\fi-360 \li {\*\pn \pnlvlblt \ilvl0 \
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Milestone.
}
}
An event or activity used to establish a particular point in time for reference or
measurement. Achieving a contractual milestone is generally capable of being
objectively confirmed by having completed a checklist of requirements for that
milestone.
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Logic.
}
}
A description of the relationship between activities and events based on the
interdependency of their start and finish dates. Except for the first and last
activity, each activity:
\par {\pntext }
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
follows another activity, referred to as a predecessor; and
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
is followed by another activity, its successor.
\par {\pntext }
}
}
}
}
{\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li570
}
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
The logic of each activity is determined by the need to meet competing constraints
on that activity as defined by such things as:
\par {\pntext }
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
contract requirements;
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
physical capabilities of the trades the performing work;
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
safety concerns; and
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li960
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li960
resource allocations.
\par {\pntext }
}
}
}
}
{\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li570
}
}
}\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li570 {\fi-360 \li {\*\pn \pnlvlblt \ilvl0 \
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Retained logic.
}
}
One of two types of logic used to address activities that occur out of sequence.
Scheduling software reschedules the remaining duration of the out-of-sequence
activity according to the current logic and following its predecessors.
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Progress override.
}
}
The other type of scheduling software logic used to address activities that occur
out of sequence. The activity is treated as though it has no predecessor
constraints by scheduling its remaining duration to start immediately.
\par {\pntext }
}
}
}
{\b0 \cf19 \f0 \ri0 \i0 \qj \fs18 \li480
{\b0 \cf19 \f0 \ri0 \i0 \ql \fs18 \li480
{\b1 \cf19 \f0 \i0 \fs18
Preferential logic.
}
}
A contractor\rquote s approach to sequencing work over and above those sequences
indicated in or required by contract documents. Also used when the work flow in a
contractor\rquote s critical path schedule uses logic ties, constraints and other
mechanisms that are contrary to what would be expected for that type of effort. The
term normally has a negative connotation.
\par {\pntext }
}
}
}
}\b0 \cf19 \f0 \strike0 \i0 \fs18 \sa180 \sb160 \ri0 \ul0 \qj \ql \li480 \intbl
}
{\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li90
}
}\b0 \cf19 \f0 \ri90 \i0 \qj \fs18 \li90 \intbl \cell \row }}\par
}
}\sect }

Construction Project Scheduling Keys To Success

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