1. 02 May 11 1

2. Scheduling a Project
At Different Levels
Gui Ponce de Leon PhD, PE, PMP, LEED AP
Philip Spittler PMP
PMA Consultants, LLC
May 2,
M 2 2011
02 May 11 2

3. Schedule Level Resources
02 May 11 3

4. Scheduling a Project at the Right
Level at the Right Time
Level,
An important consideration in planning and scheduling
During management planning
When executive and senior managers are involved
Project-level schedules prevail
Schedules become detailed as the planning horizon
switches from the whole of the project to stages or
phases
With assumptions tested and information firmed-up
Management can engage in detailed planning
Various participants have different levels of interest
Some consensus but yet to reach standard status
y
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5. Protocols Considered
Jelen’s schedule levels
The CII schedule levels
Guide to the Forensic Scheduling Body of Knowledge
Part I (FSBOK Guide)
AACE International Recommended Practice No. 37R-06
Schedule Levels of Detail─As Applied in Engineering,
Procurement and Construction (RP 37)
( )
The Chartered Institute of Building Guide to Good
Practice in the Management of Time in Complex Projects
(CIOB Guide)
Mosaic’s Schedule Levels─Major Projects
DOE Schedule Planning and Development Guide 1.8
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6. Jelen s
Jelen’s
Levels
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7. Varying Interpretations of Level 2
Schedules in Construction
S h d l i C t ti
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8. Recent Developments
RP 37 describes a 5-level method based on schedule
level requirements, levels of interest and the intended
use of each schedule level
This RP 37 method is based on Stephenson’s levels
The CIOB Guide advocates five schedule reporting
levels
le els
Levels 1 - 3 accomplished through summarizations
Activity duration ranges vary within a schedule based on
planning h i
l i horizon
Neither the PMBOK Guide nor The Practice Standard
for Scheduling deals with schedule levels
Weaver/Mosaic offers a hierarchy of Level 1–5
schedules, from summary- to detailed- level schedules
Activity duration ranges may vary either based on schedule
y g y y
level or planning horizon within a schedule
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9. The CSI Approach to
Construction WBS Hierarchy
The Construction Specifications Institute publishes the
MasterFormat, a master list th t classifies project work
M t F t t li t that l ifi j t k
by deliverables and components and by construction
practices
General Requirements Division 01
Facility Construction Divisions 02-19
Facility Services Divisions 20-29
Site and Infrastructure Divisions 30-39
Process Equipment Divisions 40-49
The MasterFormat is one scheme
that can be used to organize the project
WBS, detail cost accounts and
activity codes
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10. Guide to the Forensic Scheduling
Body of Knowledge
A schedule hierarchy for coherent summary and detailed
detailed-
level schedules intended for mega contracts and major
contracts, but scalable to other contracts; it advocates:
Network-based
Network based level 1 4 schedules
1–4
Maintaining the Level 1 schedule and Level 2 schedule─both in
time-scaled network format─current for the duration of the project
Limiting rolling wave planning techniques to Level 4 schedules
Suitable to top-down and roll-up integration
Top-down─base a lower-level schedule on the next higher level
Roll-up─carry re-baselining and updating to higher levels
By way of example, the hierarchy is aligned with the
MasterFormat approach to construction WBS hierarchies
02 May 11 10

11. FSBOK Guide Level 1
Executive Schedule
E ti S h d l
General Intent and Format
Establishes Contractual Milestones (if Included with
the Request for Bids) or Demonstrates
Conformance to Contractual and Other Milestones
(if Included with the Bid and/or the Contract)
Time-Scaled Network Diagram─Commonly One
g y
Sheet
Kept Current with Level 2
Compares t RP 37 L
C to Level 1 Wi k i et al. L
l 1, Wickwire t l Level 1
l
and Mosaic Level 1
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12. FSBOK Guide Level 1
Executive Schedule
E ti S h d l
Scheduling Objective
Portrays Controlling, Summary-Level Activity(ies)
Between Milestones at CSI Division Grouping Level
Key Procurement Scope and Overall Commissioning
Sequence Included
Empirical Mega Construction Activity Duration: 20%
to 40% of Contract, Generally 6 to 18 Months
Empirical Major Construction Activity Duration: 10%
p j y
to 30% of Contract, Generally 3 to 12 Months
02 May 11 12

13. FSBOK Guide Level 2
M
Management S h d l
t Schedule
General Intent and Format
Project Manager Input and Sign-Off
Developed with the Bid or Before Mobilization
Time-scaled Network Diagram
Establishes the Critical Path, Near-Critical Paths and Key
Target Dates for the Initial (Rev. 0) Progress Schedule
Conforms to the Construction Plan, Including
Constructability, Targeted Means and Methods, Craft
Levels and Shared-Resource Dependencies
Mostly Finish-to-Start Logic Ties
Roll-Up of Level 3 Re-Baselining and Updating
Compares to RP 37 Level 2 and Mosaic Level 2
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14. FSBOK Guide Level 2
M
Management S h d l
t Schedule
Scheduling Objective
Driving Path for Structures & Major P
D i i P th f St t M j Process S t
Systems at CSI
t
Division Level (e.g., Earthwork, Foundations, Framing, etc.)
May Subdivide Into Area Grouping or Tier Grouping
Constructability and Normal Adverse Weather-Validated
Long-Lead Equipment & Material Procurements and Critical
Commissioning Sequences
Empirical Construction Activity Duration:
Mega contracts: 10% to 20% of Contract, Generally 3 to 9 Months
Major Contracts: 5% to15% of Contract, Generally 2 to 6 Months
Lower end is for activities for which hard logic applies
Upper limit is for activities scoping bulk commodities
02 May 11 14

15. FSBOK Guide Level 3
P
Progress S h d l
Schedule
General Intent and Format
Site/Construction Manager Input and Sign-Off
Time-scaled Network Diagram or Bar Chart with Logic
Drives the Updating Process
Integrates Vendor Design, Fab/Delivery, Construction,
System Completion and Commissioning
May be Craft Loaded (Typically, Critical Crafts) and Rely
on Critical Shared-Resource Dependencies (e.g.,
Shared Crane) )
Activity Cost Loading, if Contractually Required
Compares to RP 37 Level 3, Wickwire et al. Level 2 and
Mosaic Level 3
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16. FSBOK Guide Level 3
P
Progress S h d l
Schedule
Scheduling Objective
Grouping of CSI Divisions in Areas or Elevations for
Structures and Major Process Systems
Level 2 Earthwork, Foundation, Framing etc Subdivided
Earthwork Foundation Framing, etc.
into Component Chunks
Normal Adverse Weather-Validated
Detailed Delivery Sequences and Integrated, Detailed
Commissioning Sequence
Formula Mega Construction Activity Duration: 2% to 5%
g y
of Contract, Generally 3 to 12 Weeks
Formula Major Construction Activity Duration: 1% to 3%
of Contract, 2 to 6 Weeks
Contract
02 May 11 16

17. FSBOK Guide Level 4
W ki S h d l
Working Schedules
General Intent and Format
Supervision Input and Sign-Off
Developed Before Starting a Phase or Area
Often Developed as Separate Schedules
p p
Time-scaled Network Diagrams or Bar Charts with Logic
Coordinated with Field Supervision (Contractor) and
Subcontractor Input
Trade Coordination
May be Craft Loaded and Detail Crew Movements and other
Means & Methods
May be Done on a Rolling Wave Basis (e.g., Every 3 Months)
Compares to RP 37 Level 4, Wickwire et al. Level 3 and
Mosaic L
M i Level 4
l
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18. FSBOK Guide Level 4
W ki S h d l
Working Schedules
Scheduling Objective
Groups CSI Sections Within Elevation or Area for
Structure or Process System
Level 3 Earthwork, Foundation, Framing Enclosure MEP
Earthwork Foundation Framing, Enclosure,
& Process Installations Subdivided into Fragnets;
Activities Biased Towards a Subcontractor or Trade
Normal Ad
N l Adverse W th V lid t d
Weather-Validated
Working-Level Detail in Procurement and Commissioning
Formula Mega Construction Activity Duration: 1% to 3%
g y
of Contract, Generally 2 to 6 Weeks
Formula Major Construction Activity Duration: 1% to 2%
of Contract, Generally 2 to 4 Weeks
Contract
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19. FSBOK Guide Level 5
L k Ah d S h d l
Look-Ahead Schedule
General Intent and Format
Subdivide Progress and Upcoming Level 3 or
Level 4 Activities into Tasks for the Next 2 to 3
Weeks
Developed by Crew Foreman Typically in Bar
Charts or Similar Format
Tasks are Crew Loaded
Reviewed in Site Progress Meetings
g g
Compares to RP 37 Level 5 and Mosaic Level 5
02 May 11 19

20. FSBOK Guide Level 5
L k Ah d S h d l
Look-Ahead Schedule
Scheduling Objective
Work Assigned to Crews
Broken Down by Specific Components, Based
y p p
on Verification That Work Can Proceed and
That Materials, Design Documentation and
Other Installation Information are Packaged and
Made Available to Crew Foremen
Task Duration: From a Few Days to Three
y
Weeks
02 May 11 20

21. FSBOK Guide Advocates Network-
Based Level 1 4 S h d l
B dL l 1-4 Schedules
Absent Contrary Contractual Language:
y g g
Level 2 schedules and Level 3 schedules are
appropriate forecasting tools to evaluate:
Timely performance
Delay and disruption, and
Time extension requests
Whether
When
Wh such ih issues arise, or
i
Where the evaluation is undertaken post-completion
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22. FSBOK Guide View of Level
2S h d l
Schedules
g
A Relevant and Reliable Forecasting Tool if:
In a time-scaled network format
It portrays the contractor’s plan at contract award
at an appropriate granularity
t i t l it
It remains current and in conformance to the
contract
It establishes the critical/near-critical paths based:
On contract dates
On the construction plan, e.g., means and methods, etc.
On normal adverse weather
On key deliveries
02 May 11 22

23. FSBOK Guide View of Level
3S h d l
Schedules
As Source Document for Forensic Modeling g
Depending on the analysis method used, a Level 3
schedule may be overly detailed, particularly where
not relevant to the facts of the case
t l t t th f t f th
Forensic analysis using a Level 3 schedule may
divert attention to non issues and detract from the
non-issues
issues in dispute without gaining analysis accuracy
Where this compromises analysis accuracy, an
p y y,
acceptable protocol is to generate a reliable
summarization of the Level 3 schedule
02 May 11 23

24. FSBOK Guide View of Level 4
and L
d Level 1 S h d l
l Schedules
The subdivisions of Level 3 schedule activities
existing in a Level 4 schedule are often suitable
bases for time impact analysis at the fragnet level
A Level 1 schedule i a time-scaled network f
L l h d l in i l d k format
that is coherent with the Level 2 schedule is a valid
source for a forensic demonstrative provided:
demonstrative,
It portrays controlling summary activities between
milestones at the CSI Division Grouping Level or
equivalent indenture in another WBS scheme
It includes critical procurement activities, commissioning
activities and, possibly, schedule reserve
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25. Example of a Level 1 Schedule
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26. Schedule Granularity vs.
Schedule Density
When the
Wh th project i scheduled i multi-level schedules
j t is h d l d in lti l l h d l
For instance, where separate rolling wave Level 4 schedules are
generated, it is practical to design Level 2 and Level 3 schedules
with uniform activity duration ranges
Where duration range is uniform for the duration of level
2-3 schedules, appropriate to the level in the hierarchy
The
Th term activity or schedule granularity i used rather than
i i h d l l i is d h h
schedule density
CIOB Guide schedule density implies varying duration
ranges within a schedule
ithi h d l
FSBOK Guide schedule granularity prescribes a uniform
duration range for each schedule
g
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27. Recapping the
FSBOK Guide Hierarchy
Main Points
Network-based schedules at all levels but for look-ahead
Better ensures relevant and reliable forecasting tools
ALLevel 2 schedule k t current f th project d ti
l h d l kept t for the j t duration
promotes continuing executive and senior management
involvement when re-baselining schedule performance
Derive a lower-level schedule from the next higher-level
Limit use of rolling wave planning techniques to Level 4
Hold schedule granularity uniform as opposed to varying
schedule density with planning horizon
Interplay between WBS and Schedule level
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28. The Downside of Schedules that Become
Massive as D
M i Density I
it Increases
When the schedule multiplies in the number of activities as
schedule density increases from update to update, its
usefulness as a relevant reliable forecasting tool degrades
relevant,
Schedule integrity is affected by data machinations the scheduler
may have engaged in to attain realistic dates and critical paths
Ever-growing multi-thousand activity schedules trend toward a
highly-disordered schedule document
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29. FSBOK and CIOB Guidance on
Activity Duration R
A i i D i Ranges
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30. FSBOK Guide Schedule Hierarchy
in Summary
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31. The Sayonara Conclusion
The time has come to bid farewell to bar chart
techniques for Level 1 and Level 2 schedules,
as well as Level 4 schedules
This will not only promote more coherent
p
planning, but will allow all contemporaneous
g, p
schedules to play a role in forensic scheduling
02 May 11 31

32. The TMI Conclusion
An alternative to working with Level 3 schedules
that become massive as schedule density
increases is to approach the scheduling of a project
in a multi-level schedule sequence that involves
Deriving a lower-level schedule from the next higher-level
schedule
Limiting reliance on rolling wave planning techniques to
the network-based Level 4 schedules
For any schedule in the hierarchy, maintaining
granularity unniform, from beginning to end, better
ensures a highly-ordered network of realistic dates
and reasonable floats, ergo a relevant and reliable
forecasting document
02 May 11 32

33. The Less is More…
You Had Me at Level 2 Conclusion
The activity granularity designed into a Level 2
schedule is likely to yield a relevant and reliable
source document for forensic schedule analysis
Because of the activity granularity typically
followed, a Level 3 schedule may detail paths not
relevant to the facts of the case; analyzing non-
non
issues may detract from and confuse the issues in
dispute without gaining analysis accuracy
The d t il i
Th detail in a Level 3 schedule used i f
L l h d l d in forensic
i
schedule analysis should be made proportionate to
the facts at issue by means of reliable
summarizations
02 May 11 33

34. The New Standard Conclusion
Favor approaching the scheduling of a project
in separate but coherent summary- and
detailed-level schedules, each schedule with
uniform granularity
Note ─the principles discussed are adaptable to
schedule level approaches that are based on
pp
one schedule designed at different levels of
detail by varying schedule density based on
planning horizon
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35. Thank You
For Attending!
02 May 11 35