Case Study: Best Practice (Project Timeline Workshop)

Case Study
Best Practice (Project Timeline Workshop)
Stay Smart Keep it Simple

6. Planning steps (Best Practice)
1. Understand project document.
2. Create WBS.
3. Define activities and milestones list.
4. Calendars.
5. Sequence activities(Logical relationships).
6. Cost and Resources loading.
7. Estimate Activity duration.
8. Crashing & Fast tracking.
9. Resources levelling & smoothing.
2
6. Planning steps (Best Practice) cont.
10. Check Your Schedule ( Open Ends - critical path
- Float - …..).
11. Prepare Baseline documents for submission.
12. Receive Client and / or Consultant Comments.
13. Resubmit Baseline documents
3

Q1. What is a Project ?
A temporary endeavor undertaken
to create a unique product, service,
or result.
4

Q2. What is the Project objectives?
• Time
• Cost
• Scope
• Quality
5

Q3. What is the Project documents?
1. Contract Agreement
2. Letter of Acceptance (LOA)
3. Letter of Tender
4. Particular Conditions
5. General Conditions
6. Drawings
7. Specifications (Special – General)
8. Bill of Quantities (BOQ)
6
Q. What is a contract ?
An agreement made between two or
more parties which is enforceable by
law to provide something in return for
something else from a second party.
7

1.1. Expected Information from Project document.
A. Contract Type
B. Conditions of Contract
C. Contract Duration
D. Project Start and Finish Date
E. Contract Value
F. Project parties
G. Project Location
H. Description of the Project
I. Scope of work
8

Priority of project Documents are defined in the Contract :-
For Example:-
9

A. Contract Type
Lump Sum Contract / Contract Agreement
10

B. Conditions of Contract
Special Conditions, FIDIC, NEC, …etc.
C. Contract Duration
Contract Agreement
D. Project Start and Finish Date

Kick off Meeting and / or Official Letter
11

E. Contract Value
Contract Agreement
F. Project parties
Contract Agreement
G. Project Location
Contract Agreement
12

H. Description of the Project

Specifications or Conditions of Contract
I. Scope of work
Specifications or Conditions of Contract
13

1.3. Consideration for Baseline Program Preparation.
a. Program duration is based on Agreed Contractual Duration.
b. Program to be divided into different WBS including Major WBS

such as Contract Milestones, Control Milestones, Mobilization and
Preliminaries, Specialist Appointment, Engineering, Procurement,
Long Lead Materials, PC and PS, Construction – Substructure,
Superstructure, Finishing- (Civil & MEP), Authorities Approvals,
Testing & Commissioning and handing Over.
c. Data Date time to be match with Project Start and Finish time.
14

d. All Public Holidays, Summer Working Hours, Ramadan Hours to be

Considered.
e. Different Calendars such as 7 Days Week, 6 Days with Holidays, 5

Days with Holidays to be used for respective activities.
f. All PC and PS Items to be scheduled with all necessary activities

such as technical comparison submission, Nomination, Contract
Agreement etc. Linking should be based on logic and not illogical
linking to drive Nomination Dates.
15

g. All Domestic items to include with Proper Sequencing.
h. The program should be loaded with stream-wise classified

resources which may include-staff, workmen, equipment's, etc.
and associated resource histogram and trends to be submitted. It
is responsibility of Contractor to deploy necessary resources, in
accordance with standard productivity rates to achieve the
required early dates in accordance with this program.
i. The program should be loaded with classified cost which may

include preliminaries, materials, installation, etc. and associated
cost histogram and trends to be submitted.
16

j. No floor to floor or any non-related logic or any activity that can

be performed without start or finish relationship with the other
activity if such relationship / logics is defined in the program, it is
to be considered as soft logic and the same to be altered /
removed while monthly program updates with program correction
log.
k. All Activities within scope to include in program.
l. Consider any new requirements required by Authorities.
17

m. Mockup to be performed at site as per Project requirement and as

per Engineer Instruction without any impact to Project Planned
Start & Finish Date.
n. All Structural works to considered with proper sequencing and

without any nonlogical linking, Back propping logic to be correct in
order to start subsequent works.
o. All MEP concealed works to be considered.
18

p. Floor Overall duration for completion to be realistic.
q. Proper MEP Civil sequencing to include.
r. Include Civil to MEP and MEP to Civil clearance dates for 1st , 2nd
and 3rd fix.
s. All Elevation and External Works to include.
19

t. All Authorities to be considered with logical prerequisite such as

Civil defense inspection prerequisite of all relevant activity's
completion such as Fire Fighting, Fire Alarm, Staircase Handrail,
Lift completion.
u. Long Lead items to consider with appropriate delivery time.
v. Engineering submission to be considered as proactive approach.

Testing & Commissioning to be include for applicable systems
considering necessary prerequisite.
20

w. Handing Over to include As Built Drawing submission and

approval, O&M Documents Submission and Approval, Training &
Handover, Snagging and DE snagging.
- For Additional Information Please refer to the Following Links:-

i. DCMA 14-point schedule assessment
21

2. Create WBS (Deliverable Oriented).
There are many types for Creating WBS:-
a. Physical Space Approach
b. Phases Approach
c. EPC method
- For Additional Information Please refer to the Following Links:-

i. Work Breakdown Structure
ii. PMI Practice Standard For Work Breakdown Structure
22

2.1. Explain EPC ( Engineering- Procurement-Construction)
Method for Creating WBS.
2.2. Discuss Proposed WBS with Project team
2.3. Different Methods to insert Final WBS to P6
23

Example:- Raft Construction
Engineering :- Raft Shop Drawings

Procurement :- Steel, Shutter, Ready Mix Concrete
Construction :- Construction of Shutter, Steel and
Casting of Concrete
24

Engineering :- Raft Shop Drawings
1. Shop Drawings Submittals

Raft Shop Drawings Submittal ( Approximate 10 Days)
2. Shop Drawings Approvals
Raft Shop Drawings Approvals ( Approximate 14 Days)
25


1. Materials Submittals
Steel, Shutter Submittal ( Approximate 10 Days)
2. Materials Approvals From Consultant / stakeholders
Steel, Shutter Approvals ( Approximate 14 Days)
3. Order Placement
Steel, Shutter order ( Approximate 7 Days)
4. Fabrication and Delivery to the site
Steel, Shutter Delivery to the site ( Approximate 14 to 120 Days)
26

1. Pre-Qualification Submittals
Ready Mix Concrete Pre-Qualification Submittal ( Approximate 10
Days)
2. Pre-Qualification Approvals From Consultant / stakeholders
Ready Mix Concrete Pre-Qualification Approvals ( Approximate 14
Days)
27

Construction :- Construction of Shutter, Steel and

Casting of Concrete
1. Shutter
Shutter Fixing (Carpenters and helpers)
2. Steel
Steel Fixing (Steel Fitters and helpers)
3. Concrete
Casting of Concrete (Concrete masons, Carpenters and helpers)
28

Level 1
a. KEY DATES
b. MOBILIZATION
c. ENGINEERING
d. PROCUREMENT
e. CONSTRUCTION WORKS
f. PROJECT CLOSE OUT
29

Level 2
a. KEY DATES
1. SITE MOBILISATION & DELIVERABLES MILESTONES

2. ACCESS MILESTONES
3. PROCUREMENT MILESTONES
4. COMPLETION MILESTONES
30

Level 2
b. MOBILIZATION
1. SITE SET UP WORKS

2. INITIAL DELIVERABLES
3. STAKEHOLDERS APPROVALS & NOCS
Tarek Yehia Fouda, B.sc, PMP®, PMI-RMP®, PMI-SP® Mahmoud Yehia Fouda, B.sc, PMP®, PMI-RMP® 31

Level 2
c. ENGINEERING
1. SHOP DRAWING SUBMITTAL

2. SHOP DRAWING APPROVAL FROM CONSULTANT /
STAKEHOLDER
32

Level 2
d. PROCUREMENT
1. PRE-QUALIFICATION SUBMITTALS
2. PRE-QUALIFICATION APPROVALS FROM CONSULTANT /
STAKEHOLDERS
3. MATERIAL SUBMITTALS
4. MATERIAL APPROVALS FROM CONSULTANT /
STAKEHOLDERS
5. ORDER PLACEMENT
6. FABRICATION & DELIVERY
33

Level 2
1. Main Building
2. Utility Building
3. Mosque
4. Driver & Storage Room
5. Guardhouses
6. External Works and Landscape
34

Level 2
f. PROJECT CLOSE OUT
1. TESTING & COMMISSIONING

2. STAKEHOLDERS APPROVALS
3. AS-BUILT DOCUMENTATION
4. SANGGING & HANDING OVER
35

Level 3
1. Main Building
i. Part 1
ii. Part 2
iii. Part 3
iv. Part 4
v. Façade Works
vi. Conveying systems
36

Level 3
1. Main Building
i. Part 1
a) Substructure
b) Super Structure
c) Internal Finishes
d) MEP Works
37

2.3. Different Methods to insert Final WBS to P6
1. Insert your levels directly to Primavera P6 (Small WBS)

2. Use WBS Excel Sheet to insert your WBS
38

2. Create WBS.
you Should include all Scope of Work using
Drawings – BOQ – Quantities for each activity:-
3.1.Prepare BOQ For Work
3.2.Contractual, Control and Clearance Milestones.
3.3. Prepare Activity list.
3.3.1. Prepare Construction Activities list
3.3.2. Prepare Subcontractors list
3.3.3. Prepare Shop Drawings list
3.3.4. Prepare Material list
3.3.5. PC and PS Items
3.3.6. Coding System
39

3.1.Prepare BOQ For Work
1. Add Reference Number for each BOQ item (Planning Code)
2. Add two columns for Division and Sub-Division
3. Add One column for building if you have many buildings
QTY UNIT RATE TOTAL

Planning Code DESCRIPTION UNIT Div Sub-Div Building
(A) (B) ( C)= A*B
Plan-1000 350 mm Thick retaining wall M2 826 34.742 28696.89 DIV-03 Reinforced cement concrete Main Building
Plan-1001 200 mm Thick Core wall M2 10 21.225 212.25 DIV-03 Reinforced cement concrete Main Building
Plan-1002 Column M3 130 126.89 16495.7 DIV-03 Reinforced cement concrete Main Building
40

3.2. Contractual, Control and Clearance Milestones.
a. Contractual Milestone means any date mentioned in the contract for
the project
• For Example
i. Commencement Date
ii. Completion Date
iii. Intermediate Milestones if any
41

b. Control Milestones means any date you mentioned to clarify End or
start phase for the project
• For Example
i. End of Sub-structure works

ii. End of Superstructure works
iii. Start testing
42

c. Clearance Milestones means Clearance from party to give access to
another party to start his scope of work in specific date.
• For Example
i. MEP Clearance to start Plaster Works

ii. MEP Clearance to start False ceiling works
iii. Civil Clearance to proceed with MEP in Shafts
43

3.3. Prepare Activity list and Coding System.
3.3.1. Prepare Construction Activities list
3.3.2. Prepare Subcontractors list
3.3.3. Prepare Shop Drawings list
3.3.4. Prepare Material list
3.3.5. PC and PS Items
3.3.6. Coding System
44

2. Create WBS.
3.1. Contractual, Control and Clearances Milestones.
3.2. Prepare Activity list and Coding System.
3.3. Assign Activities to related WBS.
3.3.1. Assign Activities to related WBS
3.3.2. Use Excel and primavera tips to accelerate your work
45

2. Create WBS.
4. Calendars.
4.1. Prepare different Calendars
4.2. Assign Calendars to related activities
46
4. Calendars.
4.1. Prepare different Calendars (6 working days ,8 working Hours)
47
4. Calendars.
4.1. Prepare different Calendars ( 8 working Hours with Summer Break)
48
4. Calendars.
4.1. Prepare different Calendars (5 Working Days ,8 working Hours)
49
4. Calendars.
4.1. Prepare different Calendars (7 Working days, 24 Working Hours)
50
4. Calendars.
4.2. Assign Calendars to related activities
51

2. Create WBS.
4. Calendars.
5.1. Best Practice to Sequence Activities.
5.2. Assign Relationships between Activities in the Same
Work package.
5.3. Copy Completed activities to similar work package.
5.4. Assign Relationships between work packages.
5.5. Check logic and Open Ends.
52

2. Create WBS.
4. Calendars.
6.1. Prepare BOQ For Work.
6.2. Productivity Rates Sheet.
6.3. Assign Activities to BOQ items with it's percentage.
6.4. Check Cost Loading and Resources Loading.
6.5. Define Resources to P6.
6.6. Import Cost and Resources to P6.
53

2. Create WBS.
4. Calendars.
54
7. Estimate Activity duration

a. Expert Judgment
b. Analogous Estimating
c. Parametric Estimating
d. Three-Point Estimating
e. Data Analysis
1. Alternative Analysis
2. Reserve Analysis
f. Group decision-making techniques
g. Meetings
55

2. Create WBS.
4. Calendars.
8. Crashing and Fast tracking.
56
57
2. Create WBS.
4. Calendars.
9. Resource Levelling and Resource Smoothing.
58
9. Resource Levelling and Resource

Smoothing.
59
2. Create WBS.
4. Calendars.
10. Check Your Schedule ( Open Ends - critical path - Float - …..).
60
10. Check Your Schedule ( Open Ends - critical path - Float - …..)
(View Log).
Scheduling/Leveling Settings:
-----------------------------
General
-------
Scheduling ......................................................Yes
Leveling ........................................................No
Ignore relationships to and from other projects .................No
Make open-ended activities critical .............................No
Use Expected Finish Dates .......................................Yes
Schedule automatically when a change affects dates ..............Yes
Level resources during scheduling ...............................No
Recalculate assignment costs after scheduling ...................No
When scheduling progressed activities use .......................Retained Logic
Calculate start-to-start lag from ...............................Early Start
Define critical activities as Total Float less than or equal to .0
Compute Total Float As ..........................................Finish Float
Calculate float based on finish date of .........................Each project
Calendar for scheduling Relationship Lag ........................Predecessor Activity Calendar
61
Statistics:
-----------
# Projects.......................................................1
# Activities.....................................................527
# Not Started....................................................527
# In Progress....................................................0
# Completed......................................................0
# Relationships..................................................1049
# Activities with Constraint.....................................0
62
Warnings:
---------
Activities without predecessors..................................1
Project: PV Course D Activity: ADI-CM-AL-AL-01-E002 Project Start Date
Activities without successors....................................1

Project: PV Course D Activity: ADI-CM-AL-AL-01-E003 Project Finish Date
Out-of-sequence activities.......................................0
Activities with Actual Dates > Data Date.........................0
Milestone Activities with invalid relationships..................0
Finish milestone and predecessors have different calendars.......1

Project: PV Course D Activity: ADI-CO-AL-AL-01-E006 Superstructure Finish Date
63
Scheduling/Leveling Results:
----------------------------
# Projects Scheduled/Leveled.....................................1
# Activities Scheduled/Leveled...................................527
# Relationships with other projects..............................0
Data Date........................................................01-Oct-20
Earliest Early Start Date........................................01-Oct-20
Latest Early Finish Date.........................................31-Mar-22
…………………………………………………………………………………………………………………………………..
Activities with unsatisfied constraints..........................0
Activities with unsatisfied relationships........................0
Activities with external dates...................................0
64
2. Create WBS.
4. Calendars.
65
66
2. Create WBS.
4. Calendars.
67
Private Villa B + G + 1st + Roof Compliance Sheet
S.N Consultant Comment Planning Response
1 Calendar
Referring to sub-clause 43.1 “Time for Completion”, the
duration of the project is 548 Calendar days. In the submitted
1.1 Complied
programme, the duration of the project is incorrect.
3 calendars shall be assigned in the Baseline Programme. 5

1.2 days calendar for NOC’S approvals, 6 days calendar for Complied
activities in Construction, 7 days calendar for Procurement.
Programme shall show the column to indicate the float for
each activity, it was observed that the float for all activities is
too high. The reason behind high floats for most activities is
2 missing a dependency (either a predecessor or a successor) Complied
which is unacceptable. Kindly revisit all the relationships
between the activities and make sure that the activities falling
in the Critical path should have a float equal to 0.
Programme shall show the column to indicate the Complied, It is include in Calculation Sheet in Planning
3
contractor’s productivity rates Package.
Programme is not cost loaded nor resource loaded.
4 Kindly refer to the BOQ and load the Baseline Complied
programme for our review.
Long lead item’s should be indicated in the program and
5 Complied
added to the legend.
68
2. Create WBS.
4. Calendars.
13. Resubmit Baseline documents.
69
13. Resubmit Baseline documents.
70
7. Reasons of Delay and / or Claim
REASONS FOR CLAIMS
• Differing site conditions

• Design errors or omissions
• Changes in the owner’s requirements
• Unusually adverse weather conditions
• Other factors
FORCE MAJEURE
1. Superior, overwhelming, or overpowering, that is, cannot be prevented

2. Unexpected or cannot reasonably anticipated or controlled, and
3. Has a destructive or disruptive effect on the construction process.
Reasons of delay
• Slow Progress
• Client Changes
• Client or consultant delays
• Force Majeure
Different Opinions (6 Reasons of delay)
• Budget Inaccuracies. ...

• Labor Challenges. ...
• Approvals. ...
• Subcontractor Schedules and Compliance. ...
• Lack of Effective Communication. ...
• Poor Weather.
• Change In Project Scope

• Project Complexity
• Inadequate Planning
• Impropriate Project Schedule
• Design Variation
• Inaccurate Engineering Estimate
• Inefficient Material and Equipment Management
• Improper Post Execution Phase Management
• Inefficient management
• Construction implementation failure
• Environmental catastrophes/Unavoidable events
• Design issues
• Scope increase
• Economical changes
• Failure in coordination between time schedule and execution
8. Types of Delay
1. Critical Delays
A. Excusable Delays
i. Compensable
ii. Non-Compensable
B. In-Excusable Delays
C. Concurrent Delays
2. Non-Critical Delays
8. Types of Delay
A. Excusable Delays
Regarding construction schedules, delay events are classified into the following three
types:-
• Excusable delays An excusable delay entitles the contractor to additional time for completing
the contract work. Excusable delays usually stem from reasons beyond the contractor’s
control. These delays are further classified into:
• Delays that are beyond the control of, and are not the fault of, the owner, such as those
caused by unusual weather conditions, natural disasters (earthquakes, floods, hurricanes,
etc.), wars or national crises, or labor strikes. These types of delays most likely entitle the
contractor to a time extension but not to monetary compensation (no compensable delay).
• Delays caused by the owner or the designer (architect/engineer). These types of delays
typically allow the contractor to recover the costs and time associated with the delays and
are known as “compensable delays.”
8. Types of Delay
B. Non-Excusable Delays
• Non-excusable delays :- By definition, a non excusable delay does not entitle the
contractor to either a time extension or monetary compensation. Typically, a non
excusable delay is any delay that is either caused by the contractor or not caused by
the contractor but should have been anticipated by the contractor under normal
conditions. Examples of the first type include slow mobilization, poor workmanship,
labor strikes due to unfair labor practices, or accidents on the project site caused by
the contractor’s negligence or lack of preparation. Other examples include late
delivery of the contractor’s furnished materials and equipment, the contractor’s cash-
flow problems, adverse weather conditions that are expected for that location during
that time of the year, or a lack of skilled labor.
8. Types of Delay
C. Concurrent Delays
• A combination of two or more independent causes of delay during the same general
time period may be considered concurrent delays. Often the concurrent delays are
excusable and non excusable delays. For example, the author was involved in a case in
which the contractor was performing at a slow rate and falling behind schedule
because the contractor didn’t have an adequate workforce on the site. During the
middle of the project, the owner issued a major change order. The contractor
requested 120 days of time extension due to this change order. In order to prove his
point, the contractor presented two schedules: an original (baseline) schedule and an
“impact schedule.” After an analysis, this author found that the change order justified
only 56 days of delay. The rest, that is, 64 days, were a non excusable delay. The
contractor was trying to hide this non excusable delay behind the owner’s change
order.
9. Scheduling Mistakes Related to Delay Claims
1. Baseline schedules that don’t show logic

2. Baseline schedule with dates rather than logic
3. Overuse of constraints
4. “Erasing footprints”
5. Unrealistic baseline schedules
6. Schedules with logic errors
7. Skipping periodic updates
8. Lack of proper documentation
9. Lack of reasonable time contingency
10. No allocation of the “pacing” or limited resources
10. Delay Claims Resolution
1. Negotiation
2. Mediation
3. Dispute review board
4. Arbitration
5. Litigation
6. Adjudication
‫‪Thank You‬‬
‫هذا العمل خالص لوجه هللا تعالى‬

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Case Study

Best Practice (Project Timeline Workshop)

Stay Smart Keep it Simple

1. Understand project document.

1. Understand project document.

1. Understand project document.

1. Understand project document.

1. Understand project document.

1. Understand project document.

1. Understand project document.

1. Understand project document.

D. Project Start and Finish Date

1. Understand project document.

1. Understand project document.

H. Description of the Project

1. Understand project document.

a. Program duration is based on Agreed Contractual Duration.

b. Program to be divided into different WBS including Major WBS

1. Understand project document.

d. All Public Holidays, Summer Working Hours, Ramadan Hours to be

e. Different Calendars such as 7 Days Week, 6 Days with Holidays, 5

f. All PC and PS Items to be scheduled with all necessary activities

1. Understand project document.

g. All Domestic items to include with Proper Sequencing.

h. The program should be loaded with stream-wise classified

i. The program should be loaded with classified cost which may

1. Understand project document.

j. No floor to floor or any non-related logic or any activity that can

k. All Activities within scope to include in program.

l. Consider any new requirements required by Authorities.

1. Understand project document.

m. Mockup to be performed at site as per Project requirement and as

n. All Structural works to considered with proper sequencing and

o. All MEP concealed works to be considered.

1. Understand project document.

p. Floor Overall duration for completion to be realistic.

q. Proper MEP Civil sequencing to include.

s. All Elevation and External Works to include.

1. Understand project document.

t. All Authorities to be considered with logical prerequisite such as

u. Long Lead items to consider with appropriate delivery time.

v. Engineering submission to be considered as proactive approach.

1. Understand project document.

w. Handing Over to include As Built Drawing submission and

- For Additional Information Please refer to the Following Links:-

1. Understand project document.

- For Additional Information Please refer to the Following Links:-

1. Understand project document.

2. Create WBS (Deliverable Oriented).

Example:- Raft Construction

Engineering :- Raft Shop Drawings

2. Create WBS (Deliverable Oriented).

Example:- Raft Construction

Engineering :- Raft Shop Drawings

1. Shop Drawings Submittals

2. Create WBS (Deliverable Oriented).

Example:- Raft Construction

Procurement :- Steel, Shutter, Ready Mix Concrete

2. Create WBS (Deliverable Oriented).

Example:- Raft Construction

Procurement :- Steel, Shutter, Ready Mix Concrete

2. Create WBS (Deliverable Oriented).

Example:- Raft Construction