This paper will study how industries use scheduling, attempt to categorize industry scheduling by common needs and component solutions, and provide an understanding of the differences between industry schedule use that should allow for better communications and increase the opportunity to enable innovation from each industry to improve scheduling in all industries.

1. 2011 AACEi Annual Meeting
Anaheim, CA, June 2011
Chris Carson, PSP
35191
Raf Dua
Improving Industry Cross-Pollination by Classification of Schedule Types
January 15, 2010
2011 AACEi Annual Meeting 1
“Improving Industry Cross-Pollination by Classification of Schedule Types”
By Chris Carson, PSP, and Raf Dua

2. Table of Contents
List of Tables iii
Abstract 4
Introduction 4
Overview 5
Scheduling Component Determinants 6
The Matrix Concept 9
Compile Matrix into Summaries 10
Identify types of schedules 10
Conclusion 12
Bibliography 13
ii
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3. List of Tables
Table 1, “Schedule Type Matrix” 14
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4. Abstract
One scheduler says resource leveling is vital to producing a reasonable schedule, another says no one
uses resources, let alone leveling. Scheduling discussions get passionate yet often schedulers in
different industries do not seem to speak the same language. Some industries are naturally far ahead
of others in the use of specific scheduling components, such as resources, EVM, or Risk
Management, and those leaders are often the source for innovation in the use of those components.
This paper will study how industries use scheduling, attempt to categorize industry scheduling by
common needs and component solutions, and provide an understanding of the differences between
industry schedule use that should allow for better communications and increase the opportunity to
enable innovation from each industry to improve scheduling in all industries.
Introduction
Professional schedulers, those who use scheduling to enhance and improve project management
actions, often lose themselves in their own world of planning and scheduling. They work with other
schedulers who are in the same industry or even the same segment of the same industry, understand
their unique needs and even develop lingo and buzz words that are specific to their segment. The
use of scheduling is fairly standardized, although there is variation in competence and general use of
schedules. Understanding how each segment of the scheduling world is different can help categorize
types of schedules.
Often what seems to be innovative scheduling for one industry is a common practice in another
industry. This observation shows the way to improve scheduling across all industries if the common
practices in one industry that seem innovative in another industry could be shared with other
industries that might be able to use those common practices if they only understood them. This is
typical of the way that Earned Value Management (EVM) has been absorbed into commercial
construction; at one time, EVM was strictly used in defense and other industries. Then contractors
who performed both military defense and commercial construction used the techniques in military
projects and soon realized that there were benefits from the use of EVM in the commercial
construction field.
Currently, there is no scheduling –wide categorization of types of scheduling so there is no simple
way for one industry to view new best practices and incorporate those into their routine scheduling
tasks. In most cases industries do not even know what is being used in other industries with success.
Without the knowledge of what is available and used professionally, industry schedulers will not
have the opportunity or inclination to experiment with new techniques.
The Association for the Advancement of Cost Engineering international (“AACEi”) publication,
Total Cost Management Framework, A Process for Applying the Skills and Knowledge of Cost
Engineering,[1] clearly encompasses all types of industries, yet does not categorize those type of
industries requiring different types of scheduling practices.
The Total Cost Management Framework defines the “strategic assets” of an enterprise as
“shorthand for any unique physical or intellectual property that is of long term or ongoing value to
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5. the enterprise” and notes that “the asset may be a building, an industrial plant, a software program,
or a stage production.”
Compiling a system of categorization of schedule types would help to allow the comparison of
similar schedule types, and the more definition that can be applied to each type, the more likely that
improvements that would be useful will be identified and incorporated.
As schedulers recognize that there are scheduling techniques being used successfully in other
industries, there should be an increased demand for understanding the taxonomy of scheduling types.
This is an area where the leading industry associations, like AACE International and the PMI
Scheduling Community of Practice, should encourage studies and opportunities for cross-pollination
between different industries and sectors of industries.
Overview – Rationale for Paper
The authors come from slightly different sectors of the construction industry, with Mr. Dua working
in Australian and Far East manufacturing and construction projects that require extensive planning
and monitoring of resources for us in planning Design-Build-Operate-Maintain type projects. He
has developed his own ADM software, Micro Planner Expert, in an effort to provide the software
flexibility necessary to handle the demands on resource driven scheduling. Mr. Carson works in the
United States primarily in commercial and military projects that require claims avoidance and
subcontractor management efforts. His work primarily involves use of Oracle/Primavera schedule
software and to a much lesser extent, some Microsoft Project software. Both provide risk
assessment and monitoring as part of their planning services, and both work as consultants for both
owners and contractors in their fields. And both require well planned networks that are highly
technical and accurate so that the network calculations will provide reasonable and legitimate values
of total float and identifications of critical and near critical path activities.
Both authors are involved in the industry associations related to planning and scheduling like
AACEi, and as such, have deep exposure to other planners and schedulers in many different
segments of or industries. We have found that communications among all these different planners
and schedulers can often be difficult mostly due to the emphasis on various components used in the
different industries.
Just the differences between Mr. Dua’s extensive involvement in individual manpower resources and
Mr. Carson’s involvement in more crew-related resources highlight the disparities that result in
misunderstandings about scheduling best practices and needs. With the proliferation of more and
more social networks and well managed forums that are related to project controls, there are greater
numbers of schedulers from all sectors of and industries that are exposed to each other. Judging
from the discussions, it is clear that some of the disputes about best practices actually revolve around
the use of the schedules more than the quality of the schedules.
Review of the forums and groups shows how one scheduler will note that resource leveling is not
used in his/her industry, and another scheduler showing concern that without good resource leveling
it is not possible to accurately plan and schedule a project of any kind. Or, one industry scheduler
feels that the attempt to cost load a schedule and use earned value to manage a project reduces the
time management component’s usefulness of the schedule, where another industry scheduler cannot
believe that anyone could plan and schedule a project without using earned value.
The authors believe that the real value in the recognition of these differences is the opportunity to
cross-pollinate industries with scheduling component expertise. If one sector of an industry is using
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6. individual labor resource components effectively to plan and manage a project, learning from that
sector in order to bring better individual labor resource components into another sector will enable
this other sector to improve the plan.
This is also true with sectors where high penalty risk and legal ramifications of failure promote
higher levels of technical development of the CPM network. This higher level of network
development, if absorbed by other industries where the risks are not as high, will still improve the
value of the output statistics and metrics used to analyze the schedule progress.
Scheduling Component Determinants That Affect Types of Schedules
After numerous discussions and brainstorming, as well as searching for studies or academic papers
that might provide a taxonomy for schedule types, we determined that this would be a useful topic
for an academic study and could be very useful to scheduling associations attempting to provide
value to their membership. That value would arise from the cross-pollination of the technical
scheduling components used in various industries and segments of industries. We call these
scheduling components “determinants” for types of schedules.
From our research and brainstorming, there appear to be approximately nine major schedule
technique and component determinants that define scheduling efforts:
1. Level of detail of the schedule
2. Frequency of schedule updates
3. Resource data and techniques used
4. Activity level data collected in updates
5. Project participants (categories monitored in schedules)
6. Scheduling components
7. Drivers for update monitoring and analysis
8. Primary project management constraint
9. Schedule accuracy
The level of detail in the schedule is often a function of how the schedule is developed; bottom up
schedule development generally experiences a higher level of detail than a top down development.
However the purpose for the chosen level of detail is usually based on the needs; will it be used for
reporting to senior management, managing field and/or engineering resources, general project
overview, or for management of contractors and resources? When a schedule is designed to be used
for reporting, the level of detail is generally fairly low since only enough monitoring is required to
provide an executive summary. When the schedule is used for managing engineering time, the level
of detail must extend to the identification of individual deliverables and the work packages necessary
to provide those deliverables; this will require much more detail.
The frequency of updates is another determinant that drives the type of schedule. For projects such
as engineering projects, software design, or plant maintenance and shutdown, monitoring and
controlling the manpower tends to require hourly level monitoring. The schedule must be
maintained in sufficient detail that updates cannot wait for a week or month. For most commercial
construction projects, if they are managing by the schedule, they need weekly updates, and if they
are managing in more of an overview approach, or allowing the superintendent to provide the short
interim planning, they are happy with monthly updates.
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7. The use of resource planning and monitoring is one of the areas which has a wide variance among
schedulers, ranging from projects with no resource loading or monitoring to projects where
managing individuals or crews, or quantities and costs, are vital. In projects where each resource is
reasonably equivalent, such as engineering design or piping installers, and the resource is a main
driver of the costs, managing resource data down to the individual or role is necessary to provide the
monitoring and control. But in industries where the labor relies on a foreman and numerous levels
of labor, helper, journeyman, it can be more efficient and effective to manage resources at a crew
level. Crew level resources are not very hard to identify as well. In his paper published in the 2007
AACE International Transactions, “Artificial Resource Loading for Schedule Review” [2], Al Kuhn,
PSP, addresses a way for a schedule reviewer to load crews into a schedule in an effort to evaluate
the network logic and activity durations. Notably, the examples in the paper are from commercial
construction where the labor force is varied in their individual competencies, so crew resource
monitoring works well, but role based individual resource monitoring is very difficult to do because
the data is generally not available.
Another division in industries and sectors of industries involves the use of resource leveling, and this
breaks down into labor and equipment leveling in general. Industries that use large amounts of
similar role resources consider it vital to run resource leveling heuristics to attempt to smooth out
resource usage, or to model limitations in availability of certain resources. This effort cannot be
used in industries or sectors of industries where the technical schedule must remain such that the
network calculations are accurate, and resource leveling will provide float values that do not identify
true critical paths. These sectors or industries typically use CPM calculations of delay to assess
damages for late completion.
Sometimes industry schedule practices can be described by the activity level data collected during
the monitoring phase, if actual resources are recorded and compared to planned resources, it is likely
that the industry or sector deals with large amounts of labor resources or small amounts of labor but
lesser equipment, subcontractors, or materials resources. Identifying whether updates require actual
labor, equipment hour, or materials installed will shift what type of scheduling is performed.
Whether the schedule is updated by time remaining or percent complete helps determine whether the
schedule is driven more by time or costs, or in the case of some construction sectors, both are used
but kept separate by delinking the two components in the scheduling software.
Another way that separates types of schedules is the issue of the project participants in terms of cost
drivers; is it only labor such as engineering, or labor, materials, and equipment such as bridge work,
or labor, materials, equipments, and subcontractors such as commercial or military construction. If
the schedule does not need to monitor subcontractors, that schedule can focus much more on
resource consumption because all resources are under the control of the project management team
and the schedule will be used for planning and controlling the expenditure of those resources. When
subcontractors are involved in the project, the risk of performance is generally carried by those
subcontractors and the master schedule does not need to address monitoring of the subcontractor
resources, except as it affects project performance and delay.
As one examines scheduling components, the use of them in a schedule break down into four major
areas as the authors see it; labor resources, costs resources, earned value, and how the schedule
correlates with project budget. Obviously these could all be interconnected; however, schedules are
very different when used to control labor than when used to control costs. Labor resources evolve
from resource loading to resource leveling to resource driving and then to resource tracking. The
term resources mean many things to many people, from individual engineers to large pieces of
equipment to simply costs of installation.
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8. Earned Value Management (“EVM”) has been around for years, and it is one of the technical
scheduling components that are migrating from those industries, such as defense, that were early
serious users of the process, to commercial construction, where the need evolved as schedule
analysts needed more tools to monitor projects. Within EVM systems, the two major divisions occur
between costs and labor resources, and to a much lesser extent, materials quantities. Using costs
assigned to activities, it is possible to compare what has been earned to date with what should have
been earned to date based on the original schedule. This is also true of hours earned which can be
compared to what hours should have been earned to date based on the plan. The use of EVM
systems helps categorize types of schedules at a technical level.
Some schedules are correlated with the project budget while many are not correlated with any
benchmark for comparison. Within those industries that use cost control accounts and Work
Breakdown Structures (“WBS”) to monitor expected cost overruns, often they have a greater
maturity in the correlation between cost and time. This is a different approach from many other
industries who do not correlate cost and time, since the WBS in those mature industries is elaborated
to the level of deliverables or work packages, and those are linked to the cost control accounts,
providing accounting metrics for review and monitoring.
One of the prime determinants for the type of schedule is that of the driving rationale for update
monitoring and analysis. The drivers can range from critical path slippage control to milestone
monitoring to the need to ensure that all activities are progressing according to their plan. There
may be incentives or penalties based on individual milestones, but rarely are there any penalties for
individual activity slippage.
Schedules whose primary drivers are critical path slippage generally are used with projects subject to
damages from penalties for late completion. The range of schedule types purposes include this
protection from damages, the need for re-baselining the schedule for monitoring, protection against
cost overruns due to prolongation of the project, or those schedules where the milestone or
completion dates are allowed to slip without penalty. The existence of penalties creates a culture
where claims prevail, as each party is both protecting itself and documenting the other party’s
failings. As these claims are litigated, case law has developed and established principles based on
previous rulings, and the need to design schedules and manage schedule analysis according to these
overarching legal principles becomes a prominent drive for schedule documentation. Near critical
path monitoring drivers for schedules are similar to critical path drivers, but generally they are
elevated to a higher purpose with multiple contractual milestones or the need to identify and respond
to mid-period critical path shifts. Non-critical path slippage is an important driver for scheduling
when cost overruns due to performance impact the project such as with ship building and aerospace
where huge cost overruns must be identified and monitored. Government demand for monitoring
systems and documentation help push those industries towards similar scheduling types. Where
resources can cause large problems due to lowered production rates and stacking of resources,
schedules tend to focus on resource management. This can even be a secondary purpose for
schedules in industries such as commercial and military construction where disruption can cause
large cost overruns.
Some industries are focused on making sure that each activity is completed on time using the
planned resources, or at least evaluating those activities such as is done in forensic analysis cases,
while others only care about activity slippage as it relates to trade stacking or other disruption issues.
So the major division related to activity slippage monitoring and reporting is the question of the
severity of the risk of activity slippage. And then some industries have fully embraced the use of
EVM for monitoring and controlling, sometimes to the detriment of the critical path analysis.
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9. One of the other prime schedule type determinants is the issue of which of the project management
“triple” constraints is most important to the project. While every owner will insist that everything is
important, that is rarely true. The major project management constraints include scope, time, cost,
(often called “the triple constraints”) and sometimes adding quality and/or risk. Most projects have
one prime driver; in fact most contractors have a natural inclination to focus on one of the
constraints more than others, no matter what the owner’s point of view. The authors believe that the
most successful and simplest projects occur when the owner and the contractor have an alignment of
these constraints. A quality driven contractor will be more at risk of failure when building a project
for a cost oriented owner. These constraints are an important schedule type determinant.
The last determinant that the authors believe separate schedules into common types is that of the
accuracy of the schedule; meaning the smallest time period used for planning and updates. Very
broad long-term program overview schedules may only be accurate to the nearest year, where more
commonly schedules are accurate to a low level of accuracy at the monthly range, and some projects
take the accuracy down to the day or even hour. A maintenance and shutdown schedule for a coal
fired power plant might need to plan to the nearest hour so they can cycle crews in as soon as
another crew is complete. A commercial or military construction project is likely accurate to the
nearest week, but may be monitored to a daily plan. A forensic schedule is likely trying to identify
the cause of delay in order to assign responsibility to assess liability, so that schedule may likely plan
to be accurate to the nearest day. And a schedule whose output is primarily a monthly invoice may
only be accurate to that level. The accuracy should be a good determinant to categorize schedule
types.
The Matrix Concept
In an effort to develop categories of schedule types, the authors developed a Schedule Type Matrix,
designed to facilitate the ordering of scheduling into appropriate types based on how the various
industries and sectors of industries use the schedule technique and component determinants.
The process developed included identifying a number of different industries and sectors of industries
and evaluating those sectors as to how they use any of the schedule component determinants. The
industries chosen included:
• Commercial construction
• Military construction
• Hospital construction
• Power plant construction
• Maintenance and shutdown of factories and plants
• Defense projects
• Oil and gas projects
• Manufacturing
• Energy projects
• Shipbuilding and aerospace construction
• Pharmaceutical projects
• Software development projects
• Information technology projects
• Engineering projects
• Transportation construction
• High-rise construction
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10. • Wide-rise housing construction
• Financial projects
• Forensic scheduling projects
The construction projects included all types of project delivery; design-bid-build, multi-prime
contracting, EPC, design-build, design-build-operate, design-build-operate-maintain, and At Risk
CM. Of course, once you include other industries outside of construction, the project delivery
methods
It is noteworthy that the authors found that some of the types of projects operate with different
scheduling types at different times during the life cycle of the project. For instance, pharmaceutical
projects may use critical chain methodology early in the pre-project, research and regulatory stages,
with different levels of CPM methodology detail between FEL stage and detailed design,
construction, commissioning, and qualifications. The pharmaceutical regulatory scheduling is
simply milestones, while they use EVM for productivity metrics in engineering and construction
phases.
After the informal research, interviews, and study involved in the development of this topic, the
authors realize that developing a schedule type taxonomy will likely require a formal study with
thousands of schedulers involved, but that is beyond the scope of this paper.
There is clearly not complete agreement as to what schedule type determinants are predominant in
all industries and sectors, mainly due to the complexity and variance in scheduling techniques.
However, the authors have attempted to pull together what they believe is an accurate view of those
industries and sectors of industries.
Compile Matrix Markers into Summaries
After compiling industry and sectors of industries into categories of schedule technique and
component determinants and mapping those industries, the authors combined similar use of the
schedule technique and component determinants so as to cluster industries and sectors of industries.
The result of that correlation and combination is the Schedule Type Matrix.
Identify types of schedules based on schedule components
Based on the effort in developing the Schedule Type Matrix, the authors believe that schedule types
fall into eleven broad categories. These categories are:
• Technically-oriented scheduling
• Complex phasing-oriented scheduling
• Recovery-oriented scheduling
• Large resource-oriented scheduling
• EV-oriented scheduling
• Rolling wave oriented scheduling
• Timesheet-oriented or small resource-oriented scheduling
• Location-oriented scheduling
• Program-oriented overview scheduling
• Financial management oriented scheduling
• Forensic scheduling
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11. Technically-oriented scheduling is used where litigation results in case law that forces highly
technical knowledge to be used in the schedule development and maintenance so that careful CPM
analysis of delay and disruption are supported. The risk of time related disputes that result in claims
drives the preparation, review and approvals of schedules to technical extremes so that delays are
identified and responsibility for delay assessed. The use of resources in this schedule type is limited
to macro level, mostly crew resources, and used to verify both duration calculations and resource
planned usage to form a benchmark for analysis of delays, and more importantly, disruption in the
form of labor inefficiencies. Specifications often require resource loading with reporting of actual
resource usage. Resource leveling is rarely used in this type. Examples of this type of scheduling
include most commercial and military construction.
Complex phasing-oriented schedule is used in projects where the location coordination and logistics
of movement of resources around the project, and the component assembly of systems requires
careful use of scheduling. This type may also carry needs of technically oriented scheduling. These
projects often combine with technically-oriented and large resource-oriented scheduling. Examples
of this type of scheduling include hospital construction and renovation as well as process plants.
Recovery-oriented scheduling types of projects evolved due to the fact that costs of each day of
delay could be millions of dollars or abject project failure - the main thing that matters is to crunch
the schedule to meet the original planned completion; mitigation of delay is the main emphasis. The
type often requires some emphasis on the capture of full scope of work in order to complete as much
work as possible within the rigid project time span, and the use of rapid response teams or involved
mitigation schedules. Often the project participants include multiple parties with interrelationships
that require monitoring to avoid disruption. Examples of this type of scheduling include airport
renovation and shut down and maintenance of power plants.
Large resource-oriented scheduling is another type of scheduling that crosses several industries or
sectors of industries and sometimes is combined with other types. It is used where the huge
resources, mostly labor, must be planned and managed at a much greater level of detail than
"normal" – labor resources are so large that they drive production and the system must plan and
manage those large groups of resources. Project participants are mostly labor workers of all trades
and competencies. Examples of this type of schedule use include defense, some phases of oil and
gas construction, and manufacturing.
Earned Value-oriented scheduling becomes a separate category of schedule types due to the primary
management effort; the use of Earned Value metrics. These projects are focused on budgets and
number crunching to check project status. The need for identification and management of the
critical path is not as severe as the technically-oriented scheduling but completion date slippage must
be monitored and documented. Examples of this type of scheduling include large energy projects,
ship and plane building, some defense, and pharmaceutical projects.
Rolling wave oriented scheduling are often those projects where project cycles are very long,
potentially years from approval to final testing, and different phases of the project have vastly
different levels of schedules due to the available information. The ability to plan in detail for work
to be done perhaps years later drives the type to the use of rolling wave scheduling methodology
where the schedule is planned at a high level, typically using milestone and summary master
schedules, and the work is managed by developing detailed schedules for short periods of current
time. Individual project phases may fall into other types of scheduling, such as Earned Value, or
other methodologies such as Critical Chain. Examples include pharmaceuticals, research and
development.
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12. Timesheet-oriented or maybe more accurately labeled small resource-oriented scheduling occurs
where schedules are used to manage personnel and often capture actual costs - it's all about
managing individuals. Examples include Information Technology projects as well as software
development and engineering.
Location-oriented scheduling is defined by many repetitive fragnets, with logic ties in CPM
scheduling made to sequence work within specific locations of the project. This scheduling type is
popular for use with linear scheduling, often using velocity diagrams, and sometimes combines
velocity diagrams and CPM scheduling. Examples of this schedule type include transportation-type
projects such as utilities, roadways, bridges, and facilities-type such as high-rise office buildings and
housing or condominiums.
Program-oriented overview scheduling is represented by project conditions where schedules have
both resource and delivery constraints, with budgets that span across years while new sections of the
development are opened and completed. These schedules do not need a deep level of detail since the
work is generally repetitive, but sometimes uses very detailed CPM scheduling. Completion dates
are not cast in stone due to the overview nature of the product, so critical path slippage is often
allowed. Examples include the “wide-rise” housing industry where programs typically run over
decades of development as well as general program master schedule monitoring.
Financial management oriented-scheduling is a schedule type that provides schedules used to plan
and monitor business acquisitions, restructuring, and spin offs of divisions. CPM methodology is
not very important; schedule used more to direct wide range of participants, but requires no real
monitoring of Critical Path or float.
Forensic scheduling evolved since schedules are used to determine causality and to identify
responsibility in order to assess liability and resolve time related delay and disruption disputes. It is
most often used in conjunction with technically-oriented, complex phasing-oriented, large resource-
oriented and location-oriented schedule types. Examples include dispute resolution and claims
analysis projects in many industries.
Conclusion
Although we are all working on improving the practices of CPM scheduling, it is difficult sometimes
to communicate across the whole realm of schedule types, so we need to develop a taxonomy to help
identify commonality among schedule types. This will become more and more important as
schedulers continue to look for innovative ways to improve efficiency for the scheduling process.
Identifying the schedule types that are at the forefront of new and established professional
techniques will allow industry associations to help promote those schedule techniques and
component determinants predominant in specialized industries to all industries, providing cross-
pollination of industries with schedule techniques.
2011 AACEi Annual Meeting 12
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By Chris Carson, PSP, and Raf Dua

13. Bibliography
No. Description
1 Hollmann, J.K., PE CCE
Copyright 2006
Total Cost Management Framework, A Process for Applying the Skills and
Knowledge of Cost Engineering
First Edition
AACE International, Morgantown, WV
2 Kuhn, A., PSP
2007
Artificial Resource Loading for Schedule Review
2007 AACE International Transactions
AACE International, Morgantown, WV
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14. Schedule Type Matrix Schedule Types - Crosses Industry or Segments of Industry
Large Earned Rolling Small Location - Financial
Schedule Technique & Component Determinants Technical Phasing Recovery Program Forensic
Resource Value Wave Resource Linear Mgmnt.
Energy, Dispute
Hospitals, Plant Defense, IT, Software Transportation, Wide-Rise Also called
Commercial Defense, Pharma- Resolution &
Examples: Construction
Process Shutdown & Oil/Gas,
shipbuilding, ceuticals
Development, High-Rise Housing Mgmnt
Claims
Plants Maintenance Manufacturing Engineering Construction Industry Accounting
Pharma Analysis
Level of detail
Overview Management for Reporting x x
Resource Management x x x x x x x x x
Detailed Labor Management x x x x x x
Detailed Subcontractor Management x x x x x
Frequency of Updates
Hourly
Daily x x x x
Weekly x x x x x x x x
Monthly x x x x x x x x x
Larger Period
Resource Data Managed
No resources x
Individual resources (by name) x
Role resources (by position) x x x x x
Crew resources (by trade crew) x x x x x
Cost resources x x x x x x x x x x
Quantity resources x x x x x x x x x
Leveling of resources commonly performed x x x x x
Activity Level Data Collected in Updates
Resource Time Consumed x x x x x x x x x x
Resource Quantity Consumed x x x x x x x
Time Remaining x x x x x
Percent Complete x x x x x x x
Project Participants
Labor only x
Labor and Materials x
Labor, Materials, Equipment x x
Labor, Materials, Equipment, Subcontractors x x x x x x
Subcontractors only x x
Scheduling Components
Resources - Labor
Resource loading x x x x x x x x x
Resource leveling x x x x x x x
Resource driving x x x x x
Consumed labor x x x x x x x x x x
Resources - Costs
Sell costs x x x x x
Planned costs x x x x x x x x x x
Actual costs x x x x x x x
Resources - Quantity
Planned quantities x x x x x
Consumed quantities x x x x x
Earned Value Orientation
Costs x x x x x x x
Quantities x x x x
Labor x x x x x
Uses Earned Schedule x x
Correlation with Budget
WBS x x x x x x x x x x x
Cost Accounts x x x x x x x x
Primary Driver for Update Monitoring/Analysis
Critical Path Slippage x x x
Near Critical Path Slippage
Non-Critical Path Slippage
General Activity Slippage x
Table 1, “Schedule Type Matrix”
2011 AACEi Annual Meeting 14
“Improving Industry Cross-Pollination by Classification of Schedule Types”
By Chris Carson, PSP, and Raf Dua