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Scheduling Basics

Scheduling Basics. Dr. Narayan Bodapati, P.E. CE342: Construction Planning and Scheduling Strategies Missouri Science &Tech January 28, 2013. Project Planning and Scheduling Planning of projects is critical to the success of a project. Examples of schedules/penalties

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Scheduling Basics

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  1. Scheduling Basics Dr. Narayan Bodapati, P.E.CE342: Construction Planning and Scheduling StrategiesMissouri Science &Tech January 28, 2013 Dr. N. Bodapati, P.E.

  2. Project Planning and Scheduling • Planning of projects is critical to the success of a project. • Examples of schedules/penalties • 1. Residence hall of a university • If not completed by scheduled semester start date penalty for housing 300 students in a hotel • @ $70/day/2 students: $11,000/day Dr. N. Bodapati, P.E.

  3. Need a plan • 1. Schedule development • 2. Communicate the schedule • Graphics/reports • 3. Manage the plan • Monitor the plan • Are we on schedule? • What are the delays? • How do we get back on schedule? • Develop a recovery schedule Dr. N. Bodapati, P.E.

  4. Typical Project Schedules • Hospital bldg $20m cost • Airport Project, St. Louis: $2.6 billion – 15 years • MetroLink: $500m – 6 years • New Mississippi Bridge: $1.6 Billion – 10 years • Cardinals Stadium: 2 years • Warehouse and office: $ 2 million: 9-12 months Total: 33 months design bid construction 12 months 3 months 18 months Dr. N. Bodapati, P.E.

  5. Introduction:1. Scheduling Basics • A schedule is a roadmap/timetable for a project. • A schedule answers the following questions: • What is the project duration? (or what is the completion date?) • What is the status of the project? • When will it be completed? • Can the project duration be shortened or compressed? • What is the impact of change orders on the completion date? • Is there a delay on the project? • How many days/weeks is the project behind schedule? • Who caused the delay? • Is it possible to recover the delay and bring the project back on schedule? • What does the recovery/acceleration cost? • What is the new completion date? Dr. N. Bodapati, P.E.

  6. 2.    Uses of Schedules • Owner’s Perspective • Project Duration • Funding Requirements • Return on Investment • Project Phasing & Beneficial Occupancy Dates Dr. N. Bodapati, P.E.

  7. Contractor’s Perspective • Cash Flow Requirements • Deployment of Men, Materials, & Labor • Procurement of Resources • Critical Activities vs. Non-Critical Activities • Sub Contractor Coordination • Delay Claims Analysis • Liquidates Damages Dr. N. Bodapati, P.E.

  8. 3. Scheduling Considerations •  Internal Constraints • Project Scope and Complexity • Project Funding • Budget or Time Driven • Project Phasing/Early Occupancy • ROI Considerations Dr. N. Bodapati, P.E.

  9.  Project Delivery Methods • Design-Bid-Build • Fast Track • C M Approach • Design-Build Dr. N. Bodapati, P.E.

  10.  External Constraints • Weather/Construction Seasons • Regulatory Agency Approvals • Utility Relocations/Connections • Environmental Constraints • Cemetery Relocations • Contracting Climate • Labor Strikes Dr. N. Bodapati, P.E.

  11. Return on Investment (ROI) Considerations Cost$ Crash cost: $35 million Crash duration: 18 months $35 millions Normal cost: $30 million Normal duration: 24 months $30m 18 months 20 months 22 months 24 months Dr. N. Bodapati, P.E.

  12. Schedule Control • Establish a baseline schedule • Update the schedule on a regular basis • Determine the new completion date/delay • Produce a recovery schedule to bring the project back on schedule Dr. N. Bodapati, P.E.

  13. Project Start Project Finish Baseline Schedule Update Schedule Recovery Schedule Contract Duration Progress Date Forecast Completion Date Progress Delay Progress Schedule Control Dr. N. Bodapati, P.E.

  14. Recovery Techniques • Determine the delay • Examine the critical path • Overlap activities if possible • Shorten activity durations where feasible (select activities which are least expensive to compress) • Change construction method (e.g., cast-in-place concrete to precast concrete) Dr. N. Bodapati, P.E.

  15. Examples of Lack of Schedule Control • Denver International Airport, Denver, CO Schedule Delay: 18 months Cost Overrun: $ 3.2 billion • Federal Courthouse, St. Louis, MO Schedule Delay: 24 months Dr. N. Bodapati, P.E.

  16. Edwardsville High School, Edwardsville, IL Schedule Delay: 19 months • Kiel Center, St. Louis, MO Schedule Delay: 7 months Delay Claims: $ 5.5 million Dr. N. Bodapati, P.E.

  17. Example of good use of schedule • Caltrans Bridge Project on the Santa Monica Freeway, CA Contract Cost: $14. 9 million Bonus Clause: $200,000/day of early completion Contract completed 74 days ahead of schedule Bonus Collected: 74 days x $200,000: $14.8 million Dr. N. Bodapati, P.E.

  18. Schedule Development • Identify a list of activities e.g. Mobilization, site grading • Quantify activities e.g. Excavation: 3,000 cyds • Apply production rates to determine durations e.g. Excavation: 600 cyds/day (5 days) • Establish logic and develop the network e.g. which activities must be completed before starting a particular activity • Calculate and establish the project duration and critical path • Adjust/revise the logic and recalculate • Produce bar charts and reports Dr. N. Bodapati, P.E.

  19. Good work, but I think we need a little more detail right here. Dr. N. Bodapati, P.E.

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