breakout session: cpm scheduling...breakout session: cpm scheduling the full potential of the cpm...

Breakout Session: CPM Scheduling

The Full Potential of the CPM Scheduling Process

Brandon HowellJanuary 29, 2019

LAYTONCONSTRUCTION.COM

2nd most common cause of disputes in 2016 was poorly drafted or incomplete / unsubstantiated claims1/3 of all construction contracts end in dispute

- Arcadis: 2017 Global Construction Disputes Report

Presenter

Presentation Notes

2nd most common cause of disputes in 2016 was poorly drafted or incomplete / unsubstantiated claims 1/3 of all construction contracts end in dispute The average value of disputes was $42.8 million The average length of disputes is 14 months Stats taken from Plan Academy

• Scheduling 101• How to organize and manage your schedule as a

defense tool• Key data to monitor in the schedule to avoid

liability in the case of claims• Steps needed to maintain documentation during

the scheduling process

What We Will Cover…

Schedule in a Nutshell

• How to document delays• Backup documentation

Organizing your Schedule as a Defense Tool

Question…

When should you document a delay in the

schedule?

As soon as you realize there’s an impact

Delay Fragnet Example

Weather Delay Example

Use the Notebook

How do you Mitigate Delays?

• Watch for trends with trouble subs• Always document the delay first• Understand the impacts and who’s

responsible• Make a copy of the schedule• Prepare acceleration options

Backup Documentation

Dela

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Table of ContentsTab 1PCO #48 – Building 21 Structural Steel Changes

Tab 2PCO #58 – Bulletin L-008 Revisions to Door Hardware

Tab 3RFI #13 – Unit Height Conflicts

Tab 4RFI #29 – Structural Steel Clarifications

Tab 5RFI #127 – Building 21 Canopy Attachment

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PCO #48 – Building 21 Structural Steel Changes

Delay Fragnet

Tab 1

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Tab 1

PCO #48 – Time Impact Analysis

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Tab 1

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PCO #58 – Bulletin L-008 Revisions to Door Hardware

Delay Fragnet

Tab 2

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PCO #58 – Bulletin L-008 Revisions to Door Hardware

Tab 2

• Milestone Management• Determine responsibility• Concurrency analysis• Watch trouble subs closely

What to Monitor in the Schedule

Milestone Management

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Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 9 Month 10

Milestone Trending Chart

Baseline Projected Late Finish Projected Acceleration

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Determine Responsibility

Concurrency Analysis

0 10 20 30 40 50 60 70

Framing Manpower

Expansion Joint Procurement

RFI #307 - Elevator Counterweight

Countertop Procurement

Drywall Manpower

Lift Station Procurement

Permanent Power Delays

RFI #204 - Bored Holes in Walls

Joint Trench Delays

Storefront / Canopy Re-Design

Concurrent Delays

Owner GC

• Open communication between Scheduler and Project Team

• Information that the Scheduler needs• Death by 1,000 cuts / Measles

Steps to Maintain Documentation

Open Communication

The project team needs to let the

Scheduler know of all major changes if there is a potential for schedule impact

Information the Scheduler Needs

• What’s the trigger?• Date any

documentation was issued (RFI, ASI, etc.)

• Copy of the actual document

• If added scope, develop delay Fragnet

• What activities are being impacted?

Death by 1,000 Cuts

Numerous or constant changes to the project

PCO’s vs. Substantial Completion

22-Nov-13

2-Mar-14

10-Jun-14

18-Sep-14

27-Dec-14

6-Apr-15

15-Jul-15

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PCO's vs. Substantial Completion

PCO Start PCO Approvals Contract Completion Substantial Completion

Time Extension

Contract Completion 96

51

147

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Measles Demonstration

GRANITE MOUNTAIN

IMPACT ANALYSIS

GRANITE MOUNTAIN

Impacts Successfully Overcome Throughout the Project

• Power Pole – The power pole supplying the main power to the existing building was replaced with a below-grade power feed.

• Rock Slide – Boulders sheared off the face of the mountain landing where the new building needed to be built.

• Asbestos – The asbestos survey was found to be inaccurate causing a large amount of additional asbestos to require abatement

• Lead Paint – The hazardous material survey was found to be inaccurate requiring additional lead paint to require abatement

• Existing Operations – Employees were much more sensitive to dust, noise, and odors than expected.

• Ground Rock – The soils report indicated that below-grade rock should not have been as large an impact as it was.

• Avalanches – Snow and ice slide threats were not expected to impact the project as much as they did.

• Rock Pinning and Analysis – The need to pin rock and analyze the threats to safety were not expected.

• Winter – The project was originally expected to span one winter, but was required to span two.

PERMANENT POWER MOVED UNDERGROUND

LAYTON RELEASED TO START CONSTRUCTION

CONCRETE IMPACT #3 - RFI #195 & 196 – Grade Beam Delay

CONCRETE IMPACT #10 - Potential Water Tank Rock Slide / Tank Re-Design

CONCRETE IMPACT #7- Snow & Ice Slides

CONCRETE IMPACT #8A - Design flaws between architectural & structural

CONCRETE IMPACT #8B - 2ea Missing CC3 columns on structural S302, C2 & C7

CONCRETE IMPACT #1 - Column size discrepancies (A line S302 vs A line A302)

CONCRETE IMPACT #14 - Hydration of leveling slabs in the vaults – Added cost of de-humid

CONCRETE IMPACT #12 - 2nd Floor Matt Slab Change Re-Sequencing from Delays

FINAL COMPLETION DATE DECEMBER 2, 2015

PCO #001PCO #002PCO #003PCO #004PCO #005PCO #006PCO #007PCO #008PCO #009PCO #010PCO #011PCO #012PCO #013PCO #014PCO #015PCO #016PCO #017













PCO #222PCO #223PCO #224PCO #225

THANK YOU!

Brandon HowellManager of Corporate SchedulingLayton Construction Company [email protected]

breakout session: cpm scheduling...breakout session: cpm scheduling the full potential of the cpm...

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