Key Benefits
Update
the Project Schedule Weekly
There
are some construction companies that are committed to implementing a
computerized scheduling program and building a detailed project schedule.
They will build a detailed project schedule, print it and hang it up in
the field office for every one to see. They
may or may not update the schedule regularly.
They have not realized the full benefits of computerized scheduling, by
updating the schedule on a weekly basis.
Over the course of several weeks time, the actual progress of the
construction activity can make a tremendous amount of change to the project
schedule. This causes the other
members of the project team to plan around outdated scheduling information.
An
accurate schedule should be updated weekly.
A schedule that isn't updated causes the project team to plan around
outdated information. This will
prevent them from timely identifying corrective actions necessary to keep the
project on track. And, without
proper communication the schedule simply becomes a historical reference of
where the project has been. A
company is not able to identify that the project is not on schedule in enough
time to take adequate corrective action to keep it on schedule.
This does not result in an accurate project finish date.
Utilize
the Project Schedule to Identify a 2-week Schedule
A link should be provided
between the project schedule and the actual activities coordinated by the
Project Superintendent in the field. The
failure to provide this link prevents companies from achieving an accurate
scheduled completion date. Each
week the update of actual progress requires them to rearrange the coordination
of tasks in the project schedule to match how the Project Superintendent built
it in the field. In this case,
the project schedule is reacting to the actual activities on the project.
By not following the project schedule the Project Superintendent has to
rely on his instincts to know if they are on schedule or not.
In order for a construction company to fully utilize the benefits of
computerized scheduling, the Project Superintendent should have input into how
the tasks are coordinated in the schedule and should buy into the overall
project schedule. This is best
accomplished by having the Project Superintendent review and have input into
the 2-week game plan extracted from the overall project schedule. This will build a link between the project schedule and the
actual activities accomplished on the project each week.
The Project Superintendent can use this as a planning tool to become a
more productive Project Team Leader.
Project Assistant's Weekly Schedule will automatically extract a 2-week
schedule from the project schedule. The Weekly Schedule provides a link
between the project schedule and the actual activities coordinated by the
Project Superintendent.
Communicate
the weekly updates
Some
companies have an updated accurate schedule, but have failed to communicate
the schedule properly. A schedule
that is not communicated in a proactive sense is only is a historical
reference of where the project has been.
To utilize the full benefits of computerized scheduling, a company
should communicate an updated 2-week game plan to all project team members on
a weekly basis. This will give
everyone the ability to plan ahead using the most accurate schedule available. A Company will benefit by all team members working to achieve
a common project goal. Weekly Schedule compiles the 2-week information
into one document that can be communicated each week.
Two-Week
Critical Path
The
two-week schedule will identify the critical path for the next two weeks.
By prioritizing the critical path for the next two weeks, a
construction company will see that the project stays on schedule.
By looking two weeks ahead and identifying what is critical to
accomplish in two weeks, they will identify any potential problems with
accomplishing the two-week schedule and incorporate a solution to their weekly
game plan. They may
have accomplished quite a bit of work over the past week, but have failed to
accomplish the critical tasks that will keep the project schedule on track.
By identifying which tasks have priority over other tasks, a construction
company can lead the project team to accomplish those tasks prior to non-critical tasks. Also, by looking ahead and identifying the critical tasks to accomplish in
two weeks, and communicating the schedule weekly, a company can identify any
potential problems with accomplishing the two-week schedule and can
incorporate a solution into their weekly game plan.
By prioritizing the solutions to these potential problems, a
construction company will ensure that the critical tasks are not delayed, and
will maintain the scheduled completion date. Weekly
Schedule identifies the critical tasks on its 2-week schedule.
Project
Superintendent use the 2-week schedule as a planning tool
Most companies task the Project
Superintendent with being a productive Project Superintendent, by coordinating
and planning the daily activities on the project, solving all the day to day
problems and seeing that the project is completed on schedule and in a safe,
timely, and efficient manner. This
requires a Project Superintendent to go through a time consuming manual
process of the same procedures used in building a computerized project
schedule. They think that the
Project Superintendent is not capable of being involved in the computerized
scheduling procedures. These same
construction companies entrusts their profit margin to the gut instincts of
their Project Superintendent, and the only tools they give them are a legal
pad and pencil. Project
Assistant’s Weekly Schedule can replace the legal pad and pencil by
providing a document that can identify the overall two-week game plan for the
project and be used as a planning tool for the Project Superintendent.
Productive
Project Superintendents
There
are all types of Project Superintendents.
There are those that are productive and those that aren't quite as
productive. The difference
between the two is that the productive Project Superintendent is in a planning
mode, where the non-productive Project Superintendent is in a reactive mode.
When you asked the productive Project Superintendent "How are things
going?" their answer is "We are going to complete the interior sheetrock
two weeks from now on February 28, 2003."
When you asked the non-productive Project Superintendent "How are
things going?" Their answer is
"The plumber was supposed to be here this morning to start the plumbing
rough in the walls. I don't
know where he is; hopefully he will be here tomorrow."
The productive Project Superintendent has calculated and planned out
his project for the next 2-weeks, communicated it to the subcontractors and
received a commitment from them to accomplish the tasks on his schedule.
They have asked the project team members "What will keep you from
accomplishing these 2-week tasks?" and taken a proactive attitude toward
solving these problems and getting commitments from everyone involved.
They realize that this process will facilitate a project team
atmosphere, by getting all team members to work towards a common project goal.
Productive Project Superintendents make the actual project activities
react to their schedule instead of the schedule reacting to the actual project
activities. It takes a dedicated
organized person with a make-it-happen attitude to accomplish this with only
the use of a pencil and paper. The
non-productive Project Superintendent does not have the organizational skills,
and has never been given the proper tools to become a productive Project
Superintendent. If Project Superintendents can become productive, using only
a pencil and paper, think of what they could accomplish if they used today's
computerized scheduling technology to coordinate, plan and prioritize the
activities on their project.
Non-productive Project Superintendents should be tasked with becoming
productive Project Superintendent. Project Assistant software can give each of a companies' Project
Superintendents the tools they need to become productive Project
Superintendents that have control of their project's scheduled completion
date.
Technology
used as planning tools for Project Superintendents
Most companies are hesitant
about integrating technology into the work processes of the Project
Superintendent. Their Project
Superintendent's have all ways relied on a pencil and paper and reacted to
the problems at hand instead of planning for the solutions to problems of
tomorrow. "This is the way it has always been done," is not a true
statement any more. Through the
use of our Project Assistant software there are some companies out there that
are integrating technology into the work processes of their Project
Superintendent's and realizing a tremendous return on their investment.
These companies are able to establish a more accurate scheduled
completion date. This integration
of technology into the work processes of the Project Superintendent has built
a new breed of Project Superintendent by giving them the tools they need to
become an organized efficient and productive Project Team Leader.
Project Assistant's Daily Schedule will help you take the next step in
building organized efficient and productive Project Team leaders out of all of
your Project Superintendents.
Project
Assistant's Weekly Schedule
A Construction company should focus on a detailed two-week game plan.
They should have control of every task that could affect this game
plan. They should communicate the
game plan to every one involved. There
are a lot of other details that have to be managed along with the project
schedule. The two-week game plan
should include safety, scheduled tasks, progress, delays, preinstallation
conferences, Material delivery, submittal schedule, subcontracts, questions,
request for information, proposal requests, and quality control. Project
Assistant's Weekly Schedule brings all these details together in one document.
It uses the project schedule to extract a 2-week schedule, and identify
a 2-week critical path. Project Assistant's Weekly Schedule will
compare original project completion date with the current project completion
date. The Weekly Schedule organizes this information so that a
construction company can determine the correct action to take to have control
over these items. The Weekly Schedule provides one central
document that can communicate all the outstanding details in the project at
one time.
Submittal Schedule
Most Subcontractors don't have the ability to manage their material procurement
processes, in a sufficient way to see that material is available when a project
needs it. This problem will keep the
construction company from identifying an accurate game plan. In order for a Subcontractor to have the material resources available
for a commercial construction project, there are a number of actions that
need to take place. Step one; the
subcontractor needs to be given a subcontract to perform the work. Step two; the subcontractor needs to formulate a product submittal
that states all the specific details of the product that they are going to
use. Step three; the submittal needs
to be submitted to the contractor and the project architect for approval. Step four the subcontractor needs to receive the approved submittal
and order their material for delivery.
Step 5 the product needs to be produced and shipped to the project. Project Assistant's Weekly Schedule identifies
specific dates in the submittal schedule
that are monitored to see that these dates are accomplished in enough time
that the material will be delivered when needed. The
dates in the submittal schedule are established by Project Assistant's
Project Schedule. When the project
schedule is updated the submittal schedule dates are simultaneously updated. The information in this schedule is included in Project Assistant's
Weekly Schedule.
The submittal process doesn't drive the schedule, the schedule will drive
the submittal process.
The Submittal Schedule helps a construction company keep track of the
submittal process and see that it doesn't affect the overall game plan.
Identify Possible Delays with
Submittals, RFI's and RFP's
Project
Assistant's Submittal Schedule can also be used to see that the submittal
process, RFP's and RFI's don't
affect the project schedule. A company can identifying if an RFI or RFP
will cause a different material to be ordered or will cause the installation
of the current material to be delayed. They can use this information and
the Submittal Schedule to identify a date that each RFI or RFP will affect the
project schedule. This date can be communicated weekly in the Weekly
Schedule, so that the Architect, Consultants, and the Owner have a deadline
for these items.
Submittal Log
The
Weekly Schedule includes a Submittal Log. The Submittal Log has a log of
all Submittals that are kept on the Project. The Weekly Schedule will
show just the outstanding Submittals. You can also establish a date that
you need each submittal returned, in order to stay on schedule.
RFI Log
The
Weekly Schedule includes a RFI Log. The RFI Log has a log of all RFI's
that are written on the Project. The Weekly Schedule will show just the
outstanding RFI's. You can also establish a date that you need each RFI
answered, in order to stay on schedule. The Weekly Schedule will print
an RFI, after the description is typed into the log the information is
automatically transferred to the RFI form.
RFP Log
The
Weekly Schedule includes a RFP Log. The RFP Log has a log of all RFP's
that are dept on the Project. The Weekly Schedule will show just the
outstanding RFP's. You can also establish a date that you need each RFP
approved, in order to stay on schedule.
Weekly Routine
Project Assistant
establishes a weekly routine for the entire project team. The weekly
schedule management processes are broken up into the five days of the week.
Day one update the project schedule. Day two print weekly schedule and
send to field personnel to review. Field personnel should review the
critical path for accuracy to see that it matches their gut instincts.
They should make adjustments until the two agree with each other. They
should then review the remainder of the two-week schedule for accuracy to
see that it matches their gut instincts. Day three the two week
schedule needs to be communicated to each of the subcontractor's foremen and
crew leaders, to receive commitments to accomplish the two-week schedule.
This is accomplished by asking "What do we have to do to accomplish this
task by the scheduled completions date?" Day three hold weekly meeting
with each of the subcontractors scheduled to do work for the next two weeks.
Day four hold meeting with the Owner, Architect, and design team to discuss
the outstanding issues on the project.
Sample Weekly Schedule
Weekly Schedule
11/23/02
SAFETY
Hard Hats to be worn at all times
2-WEEK SCHEDULE
SUBCONTRACTOR TASK START FINISH % CRITICAL
GENERAL CONDITIONS BUILDING PERMIT 11/21/02 11/27/02 0% X
GENERAL CONDITIONS SUPERINTENDENT START 11/28/02 11/28/02 0%
GENERAL CONDITIONS NOTICE TO PROCEED 11/28/02 11/29/02 0% X
GENERAL CONDITIONS BONDS 12/2/02 12/2/02 0%
GENERAL CONDITIONS UMBRELLA INSURANCE 12/2/02 12/2/02 0%
GENERAL CONDITIONS AUTO FLEET INSURANCE 12/2/02 12/2/02 0%
GENERAL CONDITIONS EQUIP. FLOATER INSURANCE 12/2/02 12/2/02 0%
GENERAL CONDITIONS BUILDERS RISK INSURANCE 12/2/02 12/2/02 0%
GENERAL CONDITIONS GENERAL LIABILITY INSUR 12/2/02 12/2/02 0%
FIELD ENGINEERING LOCATE EXISTING UNDERGRO12/2/02 12/2/02 0%
STRUCTURAL STEEL STRUCTURAL STEEL SUP. 12/2/02 12/2/02 0%
SAFETY FIRE PROTECTION PROGRAM 12/2/02 12/2/02 0%
MOBILIZATION TEMP. TOILET 12/2/02 12/2/02 0%
MOBILIZATION DUMPSTER 12/2/02 12/2/02 0%
MOBILIZATION PROJECT SIGNS 12/2/02 12/2/02 0%
MOBILIZATION OFFICE TRAILER 12/2/02 12/2/02 0%
SAFETY TEMP. FENCING 12/2/02 12/4/02 0%
MOBILIZATION WEEKLY CLEANUP 12/2/02 12/4/02 0%
EXCAVATION TEMPORARY CONST. FENCE 12/2/02 12/4/02 0%
LANDSCAPING TREE PROTECTION 12/2/02 12/4/02 0%
SAFETY FIRE PROTECTION PROGRAM 12/2/02 12/5/02 0%
ELECTRICAL TEMP. POWER 12/2/02 12/6/02 0%
DEMOLITION DEMOLITION 12/2/02 12/6/02 0% X
GENERAL CONDITIONS SCHEDULE OF VALUES 12/2/02 12/13/02 0%
SAFETY FIRST AID SUPPLIES 12/2/02 3/5/03 0%
SAFETY MOBILIZATION INSPECTION 12/3/02 12/3/02 0%
FIELD ENGINEERING PROJECT LAYOUT 12/3/02 12/4/02 0%
MOBILIZATION TELEPHONE 12/3/02 12/9/02 0%
EXCAVATION SILT FENCE 12/4/02 12/4/02 0%
QUALITY CONTROL LAYOUT INSPECTION 12/5/02 12/5/02 0%
PROGRESS
submitted for building permits
DELAYS ORIGINAL CURRENT +/- CAL. DAYS
FINAL INSPECTION COMPLETE 07/21/03 07/21/03 0
PREINSTALLATION CONFERENCES SCHEDULED
MATERIAL DELIVERY DATES
DESCRIPTION DATE ONSITE
MATERIAL ORDER DATES
DESCRIPTION DATE ORDERED
SUBMITTALS NEEDED FROM SUBS DATE
DESCRIPTION NEEDED RECEIVED
ELECTRICAL ROUGH UNDER SLAB 12/02/02
SITE UTILITIES 12/02/02
SUBCONTRACTS DESCRIPTION NEED CONTRACT
ELECTRICAL ROUGH UNDER SLAB 11/25/02
SITE UTILITIES 11/25/02
HM FRAMES MASONRY 12/02/02
PLUMBING UNDER SLAB 12/06/02
SUBMITTAL LOG DATE DATE DATE
SUBMITTAL # DESCRIPTION SENT APP. NEEDED
1 Fill Building Pad 11/20/02
2 Pier Reinforcing 11/20/02
QUESTIONS & COMMENTS
RFI LOG
DATE DATE DATE
RFI # DESCRIPTION SENT RETURN NEEDED
1 What is the location 11/20/02 12/2/02
of the silt fence?
PROPOSAL REQUEST DATE DATE DATE
RFP # DESCRIPTION SENT APP. NEEDED
1 extra demolition at existing building 11/23/02 11/27/02
QUALITY CONTROL
city Layout Inspection
testing lab Proctor on Fill Material
AS BUILT
YES
THIS MONTH'S PROJECT GOAL
Permitting Process complete
Time Saver Technologies LLC can provide consultation, training,
software and services that will guide you in the successful implementation
of a schedule management program. Contact us for details.
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