Good Scheduling Program

a) Technical Considerations

Major considerations for developing a quality and cost effective program are as follows:

1. Levels of detail

2. Manual or computer schedules

3. CPM or barchart formats

4. The need for early planning and scheduling

5. Identification of critical path(s)

6. Evaluation of required resources

7. Development of progress/productivity measurement method

8. Develop an 80% probable schedule

The detailed methods of scheduling are outlined in the scheduling manual and also illustrated with the list of exhibits.

b) Schedule Development/Operations

Too often, schedules, especially logic networks, appear to be a mass of arrows, lines, squares and circles. At first sight, project, engineering and construction managers throw up their hands in horror and resort to barcharts which they have maintained for just such a situation. Schedule engineers need to be reminded, regularly and forcibly, that "their" schedule is not the end product. The successful completion of the project is the end product. The best schedules keep the following in mind:

1. Their fundamental purpose is to communicate

2. Technical excellence will not compensate for non-communicative schedules

3. They cannot work in a vacuum but must make themselves part of the daily give-and-take of the project

4. They must avoid poor layouts and poor formats

5. The activities they establish must be quantifiable

6. Simplicity is essential

7. Their schedule formats must be organized for updating and showing progress.

Last, they will find that when the preceding are observed, their schedules will have credibility and will receive the serious consideration and usage they deserve.

PROJECT CONTROL SPECIFICATION FOR MAJOR CONTRACTS

This specification should expressly state the necessary techniques and methods for controlling costs and schedules, and the contractor would be required to give assurances that its program would meet this criteria. The reporting requirements to the owner would be clearly outlined.

Should the contractor take exception to this approach and not wish to work at the level of detail outlined in the specification, the contractor must specifically state, in writing, its objection to providing any information, procedure or report.

The specified requirements/criteria will vary according to the type of contract.

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