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Expert Scheduling Consultants in Construction

Various parties in the construction process often seek assistance from scheduling experts. The Holloway Consulting Group, LLC has completed over $40 billion of construction around the world and is a leading consultant and expert in construction scheduling. This post continues our series on the construction scheduling process by examining progress measurement and reporting.

Expert Scheduling Consultants in Construction

Schedule Progress Measurement and Reporting

After preparation and approval of the schedule, the contractor should begin the process of preparing accurate and timely periodic updates. As the project progresses, the schedule provides a record of what has occurred and when. If a claim situation arises, and this information is not available, the contractor may have a very difficult time demonstrating delay. This is not to say that the owner should be indifferent toward schedule updating. Proper presentation of progress is essential in managing a project, and accurate updating obviously is beneficial to both the owner and the contractor. Further, updates are mandatory where the schedule updates and progress are used to measure progress payments. When schedule progress information is used for contract progress payments, periodic schedule updates should incorporate the scope and value of approved change orders, approved time impacts, and revisions to contract milestones.

Whether using a CPM or bar chart schedule, two items are important to reporting progress; the percent complete or remaining duration and actual start/finish dates for each activity. At each update, the percent complete for each activity in the schedule should be evaluated. This percent complete should be based, wherever possible, on physical progress; i.e., 100 tons of reinforcing bar in place out of a total of 1,000 tons, or 10 percent. In the alternative, remaining duration should reflect the contractor’s best estimate of how many days will be required to complete the activity.

Each activity in a CPM schedule can be assigned a weighting factor, which is normally based on the estimated man-hours to be spent for that activity divided by the total man-hours for the project. The total of all the weight factors for the project will equal 100. From this, a percent complete can be calculated against the as-planned schedule for any point in time, and “S” curves or progress curves can be produced to show planned versus actual progress. In the alternative, when the schedule is used as the basis for payment applications, budget values are assigned to each activity and activity earned values can be used to measure the total value of work performed and cumulative percent complete.

Logic or activity relationship changes may also need to be entered into the project schedule, particularly where pending or approved change orders are involved. The schedule is a dynamic, evolving document that tends to change over time as the project changes. In fact, the original schedule will probably be accurate only for the first month or so. Failure to prepare accurate periodic schedule updates is a predictable characteristic of problem projects.

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The Holloway Consulting Group, LLC
Construction Scheduling Consultants and Experts
10885 W. Beloit Pl.
Lakewood, CO 80227
Phone: (303) 984-1941
Fax: (303) 716-0432

Email: steve.holloway@disputesinconstruction.com
Blog: disputesinconstruction.com
Web: hcgexperts.com

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