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Project Schedule Management

The document primarily discusses project schedule management, covering various aspects such as planning, scheduling, resource loading, cost management, and delay analysis. It outlines the steps and methodologies involved in developing a project schedule, including frameworks for updates, reporting, and monitoring performance. The text emphasizes the importance of detailed planning and the various tools and techniques necessary to ensure effective project delivery.

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‫الزمنية‬ ‫والبرامج‬ ‫التخطيط‬ ‫إدارة‬ Project Schedule Management
2 Mohamed Maged Project Management Consultant LLM, MBA, PMP, CCP, P3O • Master in Construction Law – Salford University, Manchester, UK • Master of Business Administration – UoPeople, US • B.Sc. Civil Engineering – Ain Shams University, Egypt • Consultant – Saudi Council of Engineers, Saudi Arabia • CCP, Certified Cost Professional credential – AACE International, US • PMP, Project Management Professional credential – PMI, US • P3O, Portfolio, Programme and Projects Offices credential – AXELOS, UK • FIDIC Contracts Consultant, AIA (Brussels) Fellow • Chartered Institute of Arbitrators (CIArb, UK): Commercial Dispute Resolution • Author of 50 Planning fundamentals & Fundamentals of Construction Contracts • Experience more than 20 years in mega-projects (Buildings, Infrastructure & Roads)
@magedkom /in/magedkom ArabPlanners @profplanner Content 1. Planning and scheduling 2. Time schedule development 3. Resource and cost loading 4. Time schedule submittal 5. Review and approval 6. Update and reporting 7. Delay quantification approaches 8. Mitigation and action plans
Planning Fundamentals (Section 02 - Scope and Activities) 1-Initial Time Schedule Phases 2-Management Team Engagement 3- Project Lifecycle and Construction 4- WBS Levels 5- Activities Decomposition 7- Calendars Identification 6- Long Lead Items Identification (Section 03 - Duration & Relationships) 8- Activity Duration Estimation 9- Productivity Estimation 10- Relationships Determination 11- Lag Application 12- Milestones Identification 13- LOE Activities Usage (Section 04 - Schedule Submittal) 14- Critical Path Calculation 15- Open End Activities Check 16- Constraints Application 17- Floats Calculation 18- Resource Loading/ Allocation 19- Resource Leveling 21- Cash Flow Considerations 22- Time Schedule Submittal 23- Time Schedule Checks 20- Expenses Assignment Control Fundamentals (Section 06 - Analysis & Reporting) 28- Earned Value Analysis 29- Forecasting using EVM 30- Trend Analysis 31- Levels of Reporting 32- BIM and 4D Scheduling 33- Progress Control & Closing (Section 07 - Delays & Mitigation) 34- Negative Total Float Cases 35- Float Ownership Debate 36- Project Delay Reasons 37- Schedule Compression Techniques 38- Productivity Enhancement 39- Prolongation Cost Eligibility 40- Changes Implications 41- Revised Schedule Cases (Section 08 - EOT Claims) 42- Claims and Disputes 43- EOT Claim Submittal 44- Concurrent Delay 45- Time at Large 46- Delay Analysis Approaches 47- Delay Analysis Documents 48- Types of Contracts 49- Contract and EOT Section 09: 50- Professional Certificates Section 01 - Interview Tips Tentative Schedule and Methodology WBS Activity List Durations Calculation Sheet Milestone List Network Diagram and Bar chart Resource Histograms Cash Flow Project Calendars Scheduling Fundamentals (Section 05 - Schedule Update) 24- Time Schedule Update 25- Activity % Complete Determination 26- Scheduling Approaches 27- Line of Balance Schedule Update & progress layout As-built Schedule and Close out report Monitoring Reports Cost Control Reports Delay Analysis EOT Claim/s Revised Schedule or Recovery Action Plan Delayed Paths Deliverables: Approved Baseline Schedule ……………… Section 10: Samples
@magedkom /in/magedkom ArabPlanners @profplanner Planning & Project Management • Scope Management • Schedule Management • Resource Management • Cost Management • Quality Management • HSE Management • Risk Management • Procurement Management • Communication Management • Stakeholder Management • Change Management Planning & Scheduling Planning and scheduling are two terms that are often thought of as synonymous (They are not!). ❑ Scheduling is just one part of the planning effort. Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.
Scheduling (Time & Related Areas - Planning and Control) • Plan Scope Management (Scope Baseline-WBS) • Plan Schedule Management (Activities, Durations and Sequence-CPM) • Plan Resource Management (Responsibilities & Resources Histograms) • Plan Cost Management (Budget, Cash flow & EVM) • Plan Quality Management • Plan HSE Management • Plan Risk Management (Scope, Time & Cost) • Plan Procurement Management (Main and Sub-contracts) • Plan Communication & Stakeholder Management (Reporting and issue log) • Plan Change Management (Project Lifecycle, Claims and Variations) @magedkom /in/magedkom ArabPlanners @profplanner
Schedule Development Documents Planner Use: All contract documents such as: • Agreement and scope statement • Design drawings • BOQ (Activity list Vs B.O.Q. Items: https://www.youtube.com/watch?v=r5mplktyT4c) • Contractual requirements (Duration, Technical req. or Specs, Phases and Milestones) • LOA and Access to Site Date (Commencement Date) @magedkom /in/magedkom ArabPlanners @profplanner
Work Breakdown Structure WBS: Levels decomposition to WP: • Mob., Engineering, Permits, Procurement, Construction & Close out. • LEVEL 1: PROJECT, LEVEL 2: PHASE, LEVEL 3: WORK TYPE, LEVEL 4: ELEMENT. • (Project, 1-Phase, 2-Location/building-3-floor, 4-Trade) @magedkom /in/magedkom ArabPlanners @profplanner
Sequence & Methodology @magedkom /in/magedkom ArabPlanners @profplanner Level 2 Tentative Schedule: High-level Schedule (Kick-off): • Phases, Main Items & Milestones. • Priorities and High-level methodology of construction/ strategy
WBS
Levels of Detail and Activity List (AACEI 37R-06) @magedkom /in/magedkom ArabPlanners @profplanner It depends on project size and level of control required: Level 0: This is the total project and in effect is a single bar spanning the project time from start to finish. Level 1: This represents the schedule for the project by its major components. A combination of Level 0 schedules for each component project. Level 2: Each schedule component is further subdivided for Level 2. For example, utility systems are further subdivided into water, electrical, gas, storm drainage and sanitary systems, etc. Milestones are normally included. Level 3: The first level that a meaningful critical path network can be displayed and the CPM schedule can be used to monitor and manage (control) the overall project work. Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user. When operating at more detailed levels, the planners generally work with segments of the total schedule. Often the project “rolling schedule” includes a “look-ahead” period of time (30–180 days) and a “look-back” at recent completed work periods.
Activity Durations and Resources Determining the required resources for each activity: Make-or-buy decisions to be taken according to availability, cost and company strategy. Then, durations will be calculated based on the driving recourses of each activity: • Duration = Quantity / (Productivity of crew * no of crews) • Logistics and many other factors may affect productivity. @magedkom /in/magedkom ArabPlanners @profplanner
Resource and Cost Loading • Resources can be loaded with cost/unit rates or not (only quantities). • Loading can be with: Cost (Contractor cash out) or BOQ Prices (Contractor cash in = Employer cash out) 3/4M: - Manpower (Labor) - Machinery (Equipment) - Material & Money @magedkom /in/magedkom ArabPlanners @profplanner
Productivity Sheets @magedkom /in/magedkom ArabPlanners @profplanner
Sequence and Relationships Relationships are FS, SS, FF & SF (Lag can be applied). Lag is +ve waiting period & lead is -ve lag. Activity Name Activity ID Duration ES EF LS LF TF FF Finish Start SS, +ve lag FS, –ve lag (lead) Not recommended FF, lag can be added @magedkom /in/magedkom ArabPlanners @profplanner
Schedule (RUN) @magedkom /in/magedkom ArabPlanners @profplanner
Critical Path and TF CPM: Forward and backward calculation: • TF = Late dates – Early dates A 5 D 3 C 5 G 4 E 3 F 4 H 7 I 8 J 2 K 3 L 2 PF 0, 5 0, 5 5, 11 5, 10 5, 8 11, 15 11, 14 8, 12 15, 17 15, 23 12, 19 23, 25 19, 22 25 23, 25 22, 25 15, 23 20, 22 15, 22 12, 15 11, 15 11, 15 5, 11 6, 11 8, 11 0 0 0 +1 0 0 +1 5 3 3 3 3 25 B 6 0 @magedkom /in/magedkom ArabPlanners @profplanner
Schedule Submittal • Sequence Layout • WBS • Milestone List • Project Calendars • Resources Dictionary • Activity List • Productivity Sheet • Duration Calculation • Bar Chart (Summary, Detailed & CP) • Resources Histogram • Material Requirements • Cash Flow • Schedule Narrative @magedkom /in/magedkom ArabPlanners @profplanner
Summary Bar Chart
Manpower Histogram
Review and Approval 1. Does the time schedule cover the scope of work properly without any exclusion or extra work? 2. Is the decomposition level of WBS appropriate for planning and control? 3. Is the level of detail and activities durations appropriate for planning and control? 4. Is the critical path logical and either the total float of all paths/ activities? 5. Does the schedule basis/ narrative include all assumptions used and information required? 6. Are the attached resources histograms and cash flow workable? 7. Are the calculations of cost and resources loading sheets correct? 8. Does the time schedule consider all contractual and technical requirements? The US DCMA uses 14-Point Assessment Checks consist of the following items: 1. Logic 2. Leads 3. Lags 4. Relationship Types 5. Hard Constraints 6. High Float 7. Negative Float 8. High Duration 9. Invalid Dates 10. Resources 11. Missed Tasks 12. Critical Path Test 13. Critical Path Length Index (CPLI) 14. Baseline Execution Index (BEI)
Bz Review Checklist
Planning team monitors all items related to time schedule which may impact the project duration such as progress, sequence of work, resources, productivity, EV, risks, procurement, changes … etc. They normally prepare reports in this regard with the expected impact and proposed corrective actions. Monitoring and Control @magedkom /in/magedkom ArabPlanners @profplanner
To update the progress of activities, there are two cases: 1- Ongoing activities: Actual start, % complete, suspension (if any) & remaining duration/ exp. finish date (if required). 2- Completed activities (100%): Actual start & Actual Finish. Actual cost and resources can be updated. Any change in relationships should be subject to notification or approval. Data Date of programme updating: https://www.youtube.com/watch?v=Evzc1TbS6X8 Update time schedule (method & checks): https://www.youtube.com/watch?v=vnC9KkGZyO8 Update and Reporting @magedkom /in/magedkom ArabPlanners @profplanner
• Level 1 – Executive Summary Level (Dashboard, Flash report): overall project plan, progress and current forecast, rate: monthly, quarterly. • Level 2 – Summary Level (Client presentation): Status reports include selected activities/major trades which are extracted from the overall Level 2 Master Programme, rate: monthly, fortnightly. • Level 3 – Management Level: represent the work sequence and programme, in detail sufficient to plan and monitor weekly activities at the contractor working level, ‘look ahead programmes’, rate: weekly, biweekly contains cumulative. • Level 4 – Site Level (Daily): the daily progress lists or tick-sheets, which are developed and maintained by each department, section or trade. Levels of Reporting @magedkom /in/magedkom ArabPlanners @profplanner
Delay Quantification 1 Total Float = Update Finish date – Baseline Finish date (Delay =-ve TF) 3 SV = EV – PV, EV = Ʃ(Performance%*BC), PV = Ʃ(Scheduled%*BC) -ve SV: Delay = SV / Daily planned budget (BAC/Duration) 4 Earned Schedule: SPI = PT/AT (SPI > 1 means behind schedule: Delay) SV: Delay = AT – PT, PT = The planned (earned) duration of the EV 5 Trend analysis (Forecasting): Extending the curve of EV Delay = Expected Finish date – Baseline Finish date 2 LOB (Repetitive activities): Resource-based schedules Apply the resource limits (Leveling) and logic productivity on the remaining work Var. now VAC SV Remaining 6 EVM Forecasting: 3 approaches 1- Maintain the variance till end. 2- Magnify the variance. 3- Recalculation for the remaining work to consider all factors. SV @magedkom /in/magedkom ArabPlanners @profplanner
Baseline (TF=0) Update TF=0 while Performance%>Scheduled% Data Date Data Date
2- Line Of Balance Data Date Delay: 1W Ahead: 4D Dealy: 9D
29 29 (earned value) (Invoices) (planned value) Cost baseline 3- SV= -1,067$ Daily planned budget= 266.67 $ / day 1- TF= -15 Days 5- Trend analysis delay= -35 days % Complete = 26.7% = - 4 days ‫ععععع‬‫ع‬ ‫ععععع‬‫ع‬‫الجم‬ ‫ا‬ ‫ععععععععع‬‫ع‬‫المؤش‬ ‫المختلفة‬ ... ETC: time schedule update 4- ES, Var= -6 Days
‫صحته‬ ‫على‬ ‫تؤثر‬ ‫التي‬ ‫العوامل‬ ‫مناسبا‬ ‫يكون‬ ‫متى‬ ‫فائدته‬ ‫المؤشر‬ ‫تعو‬ ‫ال‬ ‫جة‬ ‫ح‬ ‫غ‬ ‫أنشطة‬ ‫في‬ ‫تقدم‬ ‫وجود‬ ‫ض‬ ‫ك‬ ‫م‬ ‫ق‬ ‫أنشطة‬ ‫أو‬ ‫ج‬ ‫الح‬ ‫لمسا‬ ‫تأخ‬ ‫ة‬ ‫العكس‬ ‫أو‬ ‫ة‬ ‫صغ‬ ‫ذ‬ ‫تنف‬ ‫مدد‬ ‫تحتاج‬ ‫قة‬ ‫السا‬ ‫األنشطة‬ ‫ه‬ ‫تشا‬ ‫عند‬ ‫وال‬ ‫مة‬ ‫الق‬ ‫تكو‬ ‫ث‬ ‫ح‬ ‫والالحقة‬ ‫مدة‬ ‫ة‬ ‫د‬ ‫ط‬ ‫عالقة‬ ‫في‬ ‫المخططة‬ ‫األعمال‬ ‫مة‬ ‫ق‬ ‫حساب‬ ‫ة‬ ‫المكتس‬ ‫مة‬ ‫الق‬ ‫نتها‬ ‫ومقا‬ Schedule performance index ‫ة‬ ‫المكتس‬ ‫مة‬ ‫الق‬ ‫مؤش‬ (SPI) ‫ا‬ ‫االخت‬ ‫العالقا‬ ‫م‬ ‫د‬ ‫العد‬ ‫وجود‬ ‫عند‬ ‫ة‬ ‫مطل‬ ‫تسلسل‬ ‫ة‬ ‫و‬ ‫الض‬ ‫تعكس‬ ‫ال‬ ‫التي‬ ‫وب‬ ‫األعمال‬ ‫ذ‬ ‫لتنف‬ ‫معظم‬ ‫ط‬ ‫و‬ ‫منطقي‬ ‫كو‬ ‫عندما‬ ‫إلزامي‬ ‫منطق‬ ‫العالقا‬ ‫ؤخ‬ ‫قد‬ ‫والذي‬ ‫األطول‬ ‫المسا‬ ‫د‬ ‫تحد‬ ‫ه‬ ‫تأخ‬ ‫عند‬ ‫وع‬ ‫المش‬ Critical path ‫ج‬ ‫الح‬ ‫المسا‬ ‫عض‬ ‫على‬ ‫ة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫اعتماد‬ ‫عدم‬ ‫ها‬ ‫المدخلة‬ ‫اإلنتاج‬ ‫معدال‬ ‫صحة‬ ‫عدم‬ ‫أو‬ ‫ة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫اعتماد‬ ‫عند‬ ‫أح‬ ‫معدال‬ ‫وتأث‬ ‫عضها‬ ‫على‬ ‫د‬ ‫وع‬ ‫المش‬ ‫على‬ ‫األنشطة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫معدال‬ ‫ح‬ ‫توض‬ ‫ة‬ ‫نها‬ ‫ما‬ ‫ف‬ ‫واالتزا‬ Line of Balance ‫االتزا‬ ‫خط‬ ‫واختالف‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫األعمال‬ ‫ه‬ ‫تشا‬ ‫عدم‬ ‫ة‬ ‫المطلو‬ ‫د‬ ‫والموا‬ ‫وف‬ ‫الظ‬ ‫قة‬ ‫السا‬ ‫األنشطة‬ ‫ه‬ ‫تشا‬ ‫عند‬ ‫األعمال‬ ‫تحتاج‬ ‫ث‬ ‫ح‬ ‫والالحقة‬ ‫هة‬ ‫مشا‬ ‫لمدد‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫معدل‬ ‫متوسط‬ ‫ا‬ ‫استم‬ ‫أث‬ ‫ح‬ ‫توض‬ ‫ق‬ ‫السا‬ ‫اإلنتاج‬ Trend analysis ‫االمتداد‬ ‫ل‬ ‫تحل‬ ‫المسا‬ ‫م‬ ‫د‬ ‫العد‬ ‫تكدس‬ ‫حدوث‬ ‫عند‬ ‫ا‬ ‫ز‬ ‫حتاج‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫المدة‬ ‫في‬ ‫واألنشطة‬ ‫ادة‬ ‫د‬ ‫الموا‬ ‫في‬ ‫ة‬ ‫ك‬ ‫األنشط‬ ‫وعالقا‬ ‫ممد‬ ‫ة‬ ‫منطق‬ ‫عند‬ ‫ة‬ ‫ذها‬ ‫تنف‬ ‫ة‬ ‫وإمكان‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫د‬ ‫الموا‬ ‫المتاحة‬ ‫ا‬ ‫ومسا‬ ‫والعالقا‬ ‫المدد‬ ‫ح‬ ‫توض‬ ‫وع‬ ‫المش‬ ‫أنشطة‬ Total float ‫الكلي‬ ‫الفائض‬
There are two techniques to compress a time schedule: 1- Crashing: Selecting specific critical activities for crashing to shorten project duration (increase resources – refer to duration equation). 2- Fast-tracking: Re-sequence the logic and overlap activities that can be done at the same time. 3- Merge and do both together. Compression approaches @magedkom /in/magedkom ArabPlanners @profplanner
Types of Delay Neutral Event In-Excusable (CRE) Excusable ERE Concurrent Delay Consequences: After a certain delay threshold or in case of EOT or changes, a revised schedule will be required. @magedkom /in/magedkom ArabPlanners @profplanner
Cases of EOTs - SA ‫الحكومية‬ ‫والمشتريات‬ ‫المنافسات‬ ‫نظام‬ ( ‫السعودي‬ ) ‫والخمسون‬ ‫الحادية‬ ‫المادة‬ : ‫ئة‬ ‫طا‬ ‫وف‬ ‫ظ‬ ‫ع‬ ‫ا‬ً‫ج‬‫نات‬ ‫التأخ‬ ‫كا‬ ‫إذا‬ ‫ة‬ ‫المال‬ ‫ة‬ ‫وزا‬ ‫م‬ ‫المتعاقدة‬ ‫ة‬ ‫الحكوم‬ ‫الجهة‬ ‫اتفاق‬ ‫امة‬ ‫الغ‬ ‫م‬ ‫واإلعفاء‬ ‫العقد‬ ‫د‬ ‫تمد‬ ‫تم‬ ( Exceptional events ) ‫المتعاقد‬ ‫ادة‬ ‫إ‬ ‫ع‬ ‫ج‬ ‫خا‬ ‫ب‬ ‫لس‬ ‫أو‬ ، ( Out of control ) ‫اب‬ ‫األس‬ ‫هذه‬ ‫م‬ ‫التأخ‬ ‫مدة‬ ‫تتناسب‬ ‫أ‬ ‫ط‬ ‫ش‬ ، . ‫والخمسون‬ ‫الثانية‬ ‫المادة‬ : ‫ة‬ ‫التال‬ ‫الحاال‬ ‫في‬ ‫العقد‬ ‫د‬ ‫تمد‬ ‫المستقلة‬ ‫ة‬ ‫الدائ‬ ‫س‬ ‫ئ‬ ‫أو‬ ‫المختص‬ ‫للوز‬ : ‫أ‬ - ‫العقد‬ ‫في‬ ‫د‬ ‫و‬ ‫ما‬ ‫على‬ ‫ة‬ ‫إضاف‬ ‫أعمال‬ ‫المتعاقد‬ ‫كلف‬ ‫إذا‬ ( Variation/ additional work ) ‫حجم‬ ‫م‬ ‫ة‬ ‫متناس‬ ‫المضافة‬ ‫المدة‬ ‫تكو‬ ‫أ‬ ‫ط‬ ‫ش‬ ، ‫ها‬ ‫ف‬ ‫التكل‬ ‫خ‬ ‫وتا‬ ‫عتها‬ ‫وط‬ ‫األعمال‬ . ‫ب‬ - ‫للمتعاقد‬ ‫تعود‬ ‫ال‬ ‫اب‬ ‫ألس‬ ‫عضها‬ ‫أو‬ ‫األعمال‬ ‫قاف‬ ‫إ‬ ‫ة‬ ‫الحكوم‬ ‫الجهة‬ ‫م‬ ‫أم‬ ‫صد‬ ‫إذا‬ ( Suspension .) - ‫المحدد‬ ‫الوق‬ ‫في‬ ‫العمل‬ ‫إلنجاز‬ ‫ة‬ ‫كاف‬ ‫غ‬ ‫وع‬ ‫للمش‬ ‫ة‬ ‫السنو‬ ‫ة‬ ‫المال‬ ‫االعتمادا‬ ‫كان‬ ‫إذا‬ ( Cash flow .) @magedkom /in/magedkom ArabPlanners @profplanner
EOT Claim Content ‫يلي‬ ‫ما‬ ‫الزمني‬ ‫للبرنامج‬ ‫يضاف‬ ‫الزمنية‬ ‫التمديدات‬ ‫حالة‬ ‫في‬ : 1 - ‫ة‬ ‫المطال‬ ‫هذه‬ ‫الى‬ ‫أد‬ ‫التي‬ ‫االحداث‬ ‫ف‬ ‫تع‬ 2 - ‫م‬ ‫إلى‬ ‫ة‬ ‫االشا‬ ‫جة‬ ‫والنت‬ ‫األث‬ ‫ا‬ ‫ل‬ ‫ا‬ ‫المطال‬ ‫احداث‬ ‫د‬ ‫س‬ ‫ستندا‬ ‫فاقها‬ ‫وا‬ ‫ا‬ ‫االث‬ 3 - ‫المتعل‬ ‫ة‬ ‫التعاقد‬ ‫اءا‬ ‫واالج‬ ‫نود‬ ‫ال‬ ‫م‬ ‫قة‬ ‫السا‬ ‫دا‬ ‫التمد‬ ‫قة‬ ‫المقاول‬ ‫ة‬ ‫وأحق‬ ‫الموضوع‬ 4 - ‫ا‬ ‫امج‬ ‫ال‬ ‫م‬ ‫تقد‬ ‫في‬ ‫طلب‬ ‫ما‬ ‫شامل‬ ‫المعدل‬ ‫الزمني‬ ‫نامج‬ ‫ال‬ ‫ة‬ ‫لزمن‬ ‫األصلي‬ ‫ج‬ ‫الح‬ ‫المسا‬ ‫نة‬ ‫مقا‬ ‫م‬ 5 - ‫الم‬ ‫د‬ ‫الجد‬ ‫التعاقدي‬ ‫ة‬ ‫النها‬ ‫خ‬ ‫وتا‬ ‫الزمني‬ ‫د‬ ‫التمد‬ ‫خالصة‬ ‫طلوب‬ 6 - ‫مها‬ ‫ق‬ ‫ت‬ ‫م‬ ‫د‬ ‫الس‬ ‫في‬ ‫ها‬ ‫ال‬ ‫ة‬ ‫االشا‬ ‫تم‬ ‫التي‬ ‫فقا‬ ‫الم‬ @magedkom /in/magedkom ArabPlanners @profplanner
One type of revised schedule is the recovery schedule. If the delay is caused by CRE and it’s beyond the delay threshold, the contractor has to prepare a recovery schedule to recover this delay. Recovery Schedule @magedkom /in/magedkom ArabPlanners @profplanner
Action Plan The action plan should include the actions that will be taken to recover the delay such as: New planned productivity and planned dates with a roadmap of how to achieve them. For example: - Any change in roles and responsibilities of the current team. - Additional staff and resources with the deployment plan. - Any change in procurement plan or additional subcontractors/ suppliers. - Proposed changes in sequence or construction techniques. - Any additional measures would be used for monitoring and control. @magedkom /in/magedkom ArabPlanners @profplanner
Recap 1. Planning and scheduling (Project management - Planning and control) 2. Time schedule development (WBS, Activity list/dur.s, Relationships & CPM) 3. Resource and cost loading (Resources histograms and cash flow) 4. Time schedule submittal (Assumptions and deliverables) 5. Review and approval (Technical and contractual review - Baseline) 6. Update and reporting (Collecting data, checks & levels of reporting) 7. Delay quantification approaches (TF, LOB, SV, ES, Trend analysis & Forecasting) 8. Mitigation and action plans (Types of delay, EOT cases, Revised & recovery schedule) @magedkom /in/magedkom ArabPlanners @profplanner
Related Lectures and Courses Course at Luqman Academy YouTube Lectures 38
‫نشرته‬ ‫ما‬ ‫آخر‬ ‫حديثا‬ ‫في‬ ‫متكاملة‬ ‫دورة‬ ‫التأخير‬ ‫تحليل‬ ‫باستخ‬ ‫أبرز‬ ‫دام‬ ‫من‬ ‫الصادرة‬ ‫المراجع‬ AACE, SCL, RICS, ASCE ‫الفني‬ ‫المصادر‬ ‫من‬ ‫والعديد‬ ‫ة‬ ‫والقانونية‬ ... ‫مع‬ ‫الخاصة‬ ‫الحاالت‬ ‫مناقشة‬ ‫تشمل‬ ‫كما‬ ،‫وآثارها‬ ‫معالجته‬ ‫وطرق‬ ‫للتأخير‬ ‫تقديم‬ ‫لكيفية‬ ‫توضيح‬ ‫الدورة‬ ‫مطالب‬ ‫ات‬ ‫ا‬ ‫لتمديد‬ ‫لها‬ ‫عملي‬ ‫ومثال‬ ‫ومكوناتها‬ ‫المشروع‬ ‫لمدة‬ .
Thank You Don’t Hesitate to contact…. M.Maged magedkom@gmail.com mobile : 00966-580264968

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Project Schedule Management

  • 1.
    ‫الزمنية‬ ‫والبرامج‬ ‫التخطيط‬‫إدارة‬ Project Schedule Management
  • 2.
    2 Mohamed Maged Project ManagementConsultant LLM, MBA, PMP, CCP, P3O • Master in Construction Law – Salford University, Manchester, UK • Master of Business Administration – UoPeople, US • B.Sc. Civil Engineering – Ain Shams University, Egypt • Consultant – Saudi Council of Engineers, Saudi Arabia • CCP, Certified Cost Professional credential – AACE International, US • PMP, Project Management Professional credential – PMI, US • P3O, Portfolio, Programme and Projects Offices credential – AXELOS, UK • FIDIC Contracts Consultant, AIA (Brussels) Fellow • Chartered Institute of Arbitrators (CIArb, UK): Commercial Dispute Resolution • Author of 50 Planning fundamentals & Fundamentals of Construction Contracts • Experience more than 20 years in mega-projects (Buildings, Infrastructure & Roads)
  • 3.
    @magedkom /in/magedkom ArabPlanners@profplanner Content 1. Planning and scheduling 2. Time schedule development 3. Resource and cost loading 4. Time schedule submittal 5. Review and approval 6. Update and reporting 7. Delay quantification approaches 8. Mitigation and action plans
  • 4.
    Planning Fundamentals (Section 02- Scope and Activities) 1-Initial Time Schedule Phases 2-Management Team Engagement 3- Project Lifecycle and Construction 4- WBS Levels 5- Activities Decomposition 7- Calendars Identification 6- Long Lead Items Identification (Section 03 - Duration & Relationships) 8- Activity Duration Estimation 9- Productivity Estimation 10- Relationships Determination 11- Lag Application 12- Milestones Identification 13- LOE Activities Usage (Section 04 - Schedule Submittal) 14- Critical Path Calculation 15- Open End Activities Check 16- Constraints Application 17- Floats Calculation 18- Resource Loading/ Allocation 19- Resource Leveling 21- Cash Flow Considerations 22- Time Schedule Submittal 23- Time Schedule Checks 20- Expenses Assignment Control Fundamentals (Section 06 - Analysis & Reporting) 28- Earned Value Analysis 29- Forecasting using EVM 30- Trend Analysis 31- Levels of Reporting 32- BIM and 4D Scheduling 33- Progress Control & Closing (Section 07 - Delays & Mitigation) 34- Negative Total Float Cases 35- Float Ownership Debate 36- Project Delay Reasons 37- Schedule Compression Techniques 38- Productivity Enhancement 39- Prolongation Cost Eligibility 40- Changes Implications 41- Revised Schedule Cases (Section 08 - EOT Claims) 42- Claims and Disputes 43- EOT Claim Submittal 44- Concurrent Delay 45- Time at Large 46- Delay Analysis Approaches 47- Delay Analysis Documents 48- Types of Contracts 49- Contract and EOT Section 09: 50- Professional Certificates Section 01 - Interview Tips Tentative Schedule and Methodology WBS Activity List Durations Calculation Sheet Milestone List Network Diagram and Bar chart Resource Histograms Cash Flow Project Calendars Scheduling Fundamentals (Section 05 - Schedule Update) 24- Time Schedule Update 25- Activity % Complete Determination 26- Scheduling Approaches 27- Line of Balance Schedule Update & progress layout As-built Schedule and Close out report Monitoring Reports Cost Control Reports Delay Analysis EOT Claim/s Revised Schedule or Recovery Action Plan Delayed Paths Deliverables: Approved Baseline Schedule ……………… Section 10: Samples
  • 5.
    @magedkom /in/magedkom ArabPlanners@profplanner Planning & Project Management • Scope Management • Schedule Management • Resource Management • Cost Management • Quality Management • HSE Management • Risk Management • Procurement Management • Communication Management • Stakeholder Management • Change Management Planning & Scheduling Planning and scheduling are two terms that are often thought of as synonymous (They are not!). ❑ Scheduling is just one part of the planning effort. Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.
  • 6.
    Scheduling (Time &Related Areas - Planning and Control) • Plan Scope Management (Scope Baseline-WBS) • Plan Schedule Management (Activities, Durations and Sequence-CPM) • Plan Resource Management (Responsibilities & Resources Histograms) • Plan Cost Management (Budget, Cash flow & EVM) • Plan Quality Management • Plan HSE Management • Plan Risk Management (Scope, Time & Cost) • Plan Procurement Management (Main and Sub-contracts) • Plan Communication & Stakeholder Management (Reporting and issue log) • Plan Change Management (Project Lifecycle, Claims and Variations) @magedkom /in/magedkom ArabPlanners @profplanner
  • 7.
    Schedule Development Documents PlannerUse: All contract documents such as: • Agreement and scope statement • Design drawings • BOQ (Activity list Vs B.O.Q. Items: https://www.youtube.com/watch?v=r5mplktyT4c) • Contractual requirements (Duration, Technical req. or Specs, Phases and Milestones) • LOA and Access to Site Date (Commencement Date) @magedkom /in/magedkom ArabPlanners @profplanner
  • 8.
    Work Breakdown Structure WBS: Levelsdecomposition to WP: • Mob., Engineering, Permits, Procurement, Construction & Close out. • LEVEL 1: PROJECT, LEVEL 2: PHASE, LEVEL 3: WORK TYPE, LEVEL 4: ELEMENT. • (Project, 1-Phase, 2-Location/building-3-floor, 4-Trade) @magedkom /in/magedkom ArabPlanners @profplanner
  • 9.
    Sequence & Methodology @magedkom /in/magedkomArabPlanners @profplanner Level 2 Tentative Schedule: High-level Schedule (Kick-off): • Phases, Main Items & Milestones. • Priorities and High-level methodology of construction/ strategy
  • 10.
  • 11.
    Levels of Detailand Activity List (AACEI 37R-06) @magedkom /in/magedkom ArabPlanners @profplanner It depends on project size and level of control required: Level 0: This is the total project and in effect is a single bar spanning the project time from start to finish. Level 1: This represents the schedule for the project by its major components. A combination of Level 0 schedules for each component project. Level 2: Each schedule component is further subdivided for Level 2. For example, utility systems are further subdivided into water, electrical, gas, storm drainage and sanitary systems, etc. Milestones are normally included. Level 3: The first level that a meaningful critical path network can be displayed and the CPM schedule can be used to monitor and manage (control) the overall project work. Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user. When operating at more detailed levels, the planners generally work with segments of the total schedule. Often the project “rolling schedule” includes a “look-ahead” period of time (30–180 days) and a “look-back” at recent completed work periods.
  • 12.
    Activity Durations andResources Determining the required resources for each activity: Make-or-buy decisions to be taken according to availability, cost and company strategy. Then, durations will be calculated based on the driving recourses of each activity: • Duration = Quantity / (Productivity of crew * no of crews) • Logistics and many other factors may affect productivity. @magedkom /in/magedkom ArabPlanners @profplanner
  • 13.
    Resource and CostLoading • Resources can be loaded with cost/unit rates or not (only quantities). • Loading can be with: Cost (Contractor cash out) or BOQ Prices (Contractor cash in = Employer cash out) 3/4M: - Manpower (Labor) - Machinery (Equipment) - Material & Money @magedkom /in/magedkom ArabPlanners @profplanner
  • 14.
  • 15.
    Sequence and Relationships Relationshipsare FS, SS, FF & SF (Lag can be applied). Lag is +ve waiting period & lead is -ve lag. Activity Name Activity ID Duration ES EF LS LF TF FF Finish Start SS, +ve lag FS, –ve lag (lead) Not recommended FF, lag can be added @magedkom /in/magedkom ArabPlanners @profplanner
  • 16.
    Schedule (RUN) @magedkom /in/magedkomArabPlanners @profplanner
  • 17.
    Critical Path andTF CPM: Forward and backward calculation: • TF = Late dates – Early dates A 5 D 3 C 5 G 4 E 3 F 4 H 7 I 8 J 2 K 3 L 2 PF 0, 5 0, 5 5, 11 5, 10 5, 8 11, 15 11, 14 8, 12 15, 17 15, 23 12, 19 23, 25 19, 22 25 23, 25 22, 25 15, 23 20, 22 15, 22 12, 15 11, 15 11, 15 5, 11 6, 11 8, 11 0 0 0 +1 0 0 +1 5 3 3 3 3 25 B 6 0 @magedkom /in/magedkom ArabPlanners @profplanner
  • 18.
    Schedule Submittal • SequenceLayout • WBS • Milestone List • Project Calendars • Resources Dictionary • Activity List • Productivity Sheet • Duration Calculation • Bar Chart (Summary, Detailed & CP) • Resources Histogram • Material Requirements • Cash Flow • Schedule Narrative @magedkom /in/magedkom ArabPlanners @profplanner
  • 19.
  • 20.
  • 21.
    Review and Approval 1.Does the time schedule cover the scope of work properly without any exclusion or extra work? 2. Is the decomposition level of WBS appropriate for planning and control? 3. Is the level of detail and activities durations appropriate for planning and control? 4. Is the critical path logical and either the total float of all paths/ activities? 5. Does the schedule basis/ narrative include all assumptions used and information required? 6. Are the attached resources histograms and cash flow workable? 7. Are the calculations of cost and resources loading sheets correct? 8. Does the time schedule consider all contractual and technical requirements? The US DCMA uses 14-Point Assessment Checks consist of the following items: 1. Logic 2. Leads 3. Lags 4. Relationship Types 5. Hard Constraints 6. High Float 7. Negative Float 8. High Duration 9. Invalid Dates 10. Resources 11. Missed Tasks 12. Critical Path Test 13. Critical Path Length Index (CPLI) 14. Baseline Execution Index (BEI)
  • 22.
  • 23.
    Planning team monitorsall items related to time schedule which may impact the project duration such as progress, sequence of work, resources, productivity, EV, risks, procurement, changes … etc. They normally prepare reports in this regard with the expected impact and proposed corrective actions. Monitoring and Control @magedkom /in/magedkom ArabPlanners @profplanner
  • 24.
    To update theprogress of activities, there are two cases: 1- Ongoing activities: Actual start, % complete, suspension (if any) & remaining duration/ exp. finish date (if required). 2- Completed activities (100%): Actual start & Actual Finish. Actual cost and resources can be updated. Any change in relationships should be subject to notification or approval. Data Date of programme updating: https://www.youtube.com/watch?v=Evzc1TbS6X8 Update time schedule (method & checks): https://www.youtube.com/watch?v=vnC9KkGZyO8 Update and Reporting @magedkom /in/magedkom ArabPlanners @profplanner
  • 25.
    • Level 1– Executive Summary Level (Dashboard, Flash report): overall project plan, progress and current forecast, rate: monthly, quarterly. • Level 2 – Summary Level (Client presentation): Status reports include selected activities/major trades which are extracted from the overall Level 2 Master Programme, rate: monthly, fortnightly. • Level 3 – Management Level: represent the work sequence and programme, in detail sufficient to plan and monitor weekly activities at the contractor working level, ‘look ahead programmes’, rate: weekly, biweekly contains cumulative. • Level 4 – Site Level (Daily): the daily progress lists or tick-sheets, which are developed and maintained by each department, section or trade. Levels of Reporting @magedkom /in/magedkom ArabPlanners @profplanner
  • 26.
    Delay Quantification 1 Total Float= Update Finish date – Baseline Finish date (Delay =-ve TF) 3 SV = EV – PV, EV = Ʃ(Performance%*BC), PV = Ʃ(Scheduled%*BC) -ve SV: Delay = SV / Daily planned budget (BAC/Duration) 4 Earned Schedule: SPI = PT/AT (SPI > 1 means behind schedule: Delay) SV: Delay = AT – PT, PT = The planned (earned) duration of the EV 5 Trend analysis (Forecasting): Extending the curve of EV Delay = Expected Finish date – Baseline Finish date 2 LOB (Repetitive activities): Resource-based schedules Apply the resource limits (Leveling) and logic productivity on the remaining work Var. now VAC SV Remaining 6 EVM Forecasting: 3 approaches 1- Maintain the variance till end. 2- Magnify the variance. 3- Recalculation for the remaining work to consider all factors. SV @magedkom /in/magedkom ArabPlanners @profplanner
  • 27.
    Baseline (TF=0) UpdateTF=0 while Performance%>Scheduled% Data Date Data Date
  • 28.
    2- Line OfBalance Data Date Delay: 1W Ahead: 4D Dealy: 9D
  • 29.
    29 29 (earned value) (Invoices) (planned value) Costbaseline 3- SV= -1,067$ Daily planned budget= 266.67 $ / day 1- TF= -15 Days 5- Trend analysis delay= -35 days % Complete = 26.7% = - 4 days ‫ععععع‬‫ع‬ ‫ععععع‬‫ع‬‫الجم‬ ‫ا‬ ‫ععععععععع‬‫ع‬‫المؤش‬ ‫المختلفة‬ ... ETC: time schedule update 4- ES, Var= -6 Days
  • 30.
    ‫صحته‬ ‫على‬ ‫تؤثر‬‫التي‬ ‫العوامل‬ ‫مناسبا‬ ‫يكون‬ ‫متى‬ ‫فائدته‬ ‫المؤشر‬ ‫تعو‬ ‫ال‬ ‫جة‬ ‫ح‬ ‫غ‬ ‫أنشطة‬ ‫في‬ ‫تقدم‬ ‫وجود‬ ‫ض‬ ‫ك‬ ‫م‬ ‫ق‬ ‫أنشطة‬ ‫أو‬ ‫ج‬ ‫الح‬ ‫لمسا‬ ‫تأخ‬ ‫ة‬ ‫العكس‬ ‫أو‬ ‫ة‬ ‫صغ‬ ‫ذ‬ ‫تنف‬ ‫مدد‬ ‫تحتاج‬ ‫قة‬ ‫السا‬ ‫األنشطة‬ ‫ه‬ ‫تشا‬ ‫عند‬ ‫وال‬ ‫مة‬ ‫الق‬ ‫تكو‬ ‫ث‬ ‫ح‬ ‫والالحقة‬ ‫مدة‬ ‫ة‬ ‫د‬ ‫ط‬ ‫عالقة‬ ‫في‬ ‫المخططة‬ ‫األعمال‬ ‫مة‬ ‫ق‬ ‫حساب‬ ‫ة‬ ‫المكتس‬ ‫مة‬ ‫الق‬ ‫نتها‬ ‫ومقا‬ Schedule performance index ‫ة‬ ‫المكتس‬ ‫مة‬ ‫الق‬ ‫مؤش‬ (SPI) ‫ا‬ ‫االخت‬ ‫العالقا‬ ‫م‬ ‫د‬ ‫العد‬ ‫وجود‬ ‫عند‬ ‫ة‬ ‫مطل‬ ‫تسلسل‬ ‫ة‬ ‫و‬ ‫الض‬ ‫تعكس‬ ‫ال‬ ‫التي‬ ‫وب‬ ‫األعمال‬ ‫ذ‬ ‫لتنف‬ ‫معظم‬ ‫ط‬ ‫و‬ ‫منطقي‬ ‫كو‬ ‫عندما‬ ‫إلزامي‬ ‫منطق‬ ‫العالقا‬ ‫ؤخ‬ ‫قد‬ ‫والذي‬ ‫األطول‬ ‫المسا‬ ‫د‬ ‫تحد‬ ‫ه‬ ‫تأخ‬ ‫عند‬ ‫وع‬ ‫المش‬ Critical path ‫ج‬ ‫الح‬ ‫المسا‬ ‫عض‬ ‫على‬ ‫ة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫اعتماد‬ ‫عدم‬ ‫ها‬ ‫المدخلة‬ ‫اإلنتاج‬ ‫معدال‬ ‫صحة‬ ‫عدم‬ ‫أو‬ ‫ة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫اعتماد‬ ‫عند‬ ‫أح‬ ‫معدال‬ ‫وتأث‬ ‫عضها‬ ‫على‬ ‫د‬ ‫وع‬ ‫المش‬ ‫على‬ ‫األنشطة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫معدال‬ ‫ح‬ ‫توض‬ ‫ة‬ ‫نها‬ ‫ما‬ ‫ف‬ ‫واالتزا‬ Line of Balance ‫االتزا‬ ‫خط‬ ‫واختالف‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫األعمال‬ ‫ه‬ ‫تشا‬ ‫عدم‬ ‫ة‬ ‫المطلو‬ ‫د‬ ‫والموا‬ ‫وف‬ ‫الظ‬ ‫قة‬ ‫السا‬ ‫األنشطة‬ ‫ه‬ ‫تشا‬ ‫عند‬ ‫األعمال‬ ‫تحتاج‬ ‫ث‬ ‫ح‬ ‫والالحقة‬ ‫هة‬ ‫مشا‬ ‫لمدد‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫معدل‬ ‫متوسط‬ ‫ا‬ ‫استم‬ ‫أث‬ ‫ح‬ ‫توض‬ ‫ق‬ ‫السا‬ ‫اإلنتاج‬ Trend analysis ‫االمتداد‬ ‫ل‬ ‫تحل‬ ‫المسا‬ ‫م‬ ‫د‬ ‫العد‬ ‫تكدس‬ ‫حدوث‬ ‫عند‬ ‫ا‬ ‫ز‬ ‫حتاج‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫المدة‬ ‫في‬ ‫واألنشطة‬ ‫ادة‬ ‫د‬ ‫الموا‬ ‫في‬ ‫ة‬ ‫ك‬ ‫األنشط‬ ‫وعالقا‬ ‫ممد‬ ‫ة‬ ‫منطق‬ ‫عند‬ ‫ة‬ ‫ذها‬ ‫تنف‬ ‫ة‬ ‫وإمكان‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫د‬ ‫الموا‬ ‫المتاحة‬ ‫ا‬ ‫ومسا‬ ‫والعالقا‬ ‫المدد‬ ‫ح‬ ‫توض‬ ‫وع‬ ‫المش‬ ‫أنشطة‬ Total float ‫الكلي‬ ‫الفائض‬
  • 31.
    There are twotechniques to compress a time schedule: 1- Crashing: Selecting specific critical activities for crashing to shorten project duration (increase resources – refer to duration equation). 2- Fast-tracking: Re-sequence the logic and overlap activities that can be done at the same time. 3- Merge and do both together. Compression approaches @magedkom /in/magedkom ArabPlanners @profplanner
  • 32.
    Types of Delay NeutralEvent In-Excusable (CRE) Excusable ERE Concurrent Delay Consequences: After a certain delay threshold or in case of EOT or changes, a revised schedule will be required. @magedkom /in/magedkom ArabPlanners @profplanner
  • 33.
    Cases of EOTs- SA ‫الحكومية‬ ‫والمشتريات‬ ‫المنافسات‬ ‫نظام‬ ( ‫السعودي‬ ) ‫والخمسون‬ ‫الحادية‬ ‫المادة‬ : ‫ئة‬ ‫طا‬ ‫وف‬ ‫ظ‬ ‫ع‬ ‫ا‬ً‫ج‬‫نات‬ ‫التأخ‬ ‫كا‬ ‫إذا‬ ‫ة‬ ‫المال‬ ‫ة‬ ‫وزا‬ ‫م‬ ‫المتعاقدة‬ ‫ة‬ ‫الحكوم‬ ‫الجهة‬ ‫اتفاق‬ ‫امة‬ ‫الغ‬ ‫م‬ ‫واإلعفاء‬ ‫العقد‬ ‫د‬ ‫تمد‬ ‫تم‬ ( Exceptional events ) ‫المتعاقد‬ ‫ادة‬ ‫إ‬ ‫ع‬ ‫ج‬ ‫خا‬ ‫ب‬ ‫لس‬ ‫أو‬ ، ( Out of control ) ‫اب‬ ‫األس‬ ‫هذه‬ ‫م‬ ‫التأخ‬ ‫مدة‬ ‫تتناسب‬ ‫أ‬ ‫ط‬ ‫ش‬ ، . ‫والخمسون‬ ‫الثانية‬ ‫المادة‬ : ‫ة‬ ‫التال‬ ‫الحاال‬ ‫في‬ ‫العقد‬ ‫د‬ ‫تمد‬ ‫المستقلة‬ ‫ة‬ ‫الدائ‬ ‫س‬ ‫ئ‬ ‫أو‬ ‫المختص‬ ‫للوز‬ : ‫أ‬ - ‫العقد‬ ‫في‬ ‫د‬ ‫و‬ ‫ما‬ ‫على‬ ‫ة‬ ‫إضاف‬ ‫أعمال‬ ‫المتعاقد‬ ‫كلف‬ ‫إذا‬ ( Variation/ additional work ) ‫حجم‬ ‫م‬ ‫ة‬ ‫متناس‬ ‫المضافة‬ ‫المدة‬ ‫تكو‬ ‫أ‬ ‫ط‬ ‫ش‬ ، ‫ها‬ ‫ف‬ ‫التكل‬ ‫خ‬ ‫وتا‬ ‫عتها‬ ‫وط‬ ‫األعمال‬ . ‫ب‬ - ‫للمتعاقد‬ ‫تعود‬ ‫ال‬ ‫اب‬ ‫ألس‬ ‫عضها‬ ‫أو‬ ‫األعمال‬ ‫قاف‬ ‫إ‬ ‫ة‬ ‫الحكوم‬ ‫الجهة‬ ‫م‬ ‫أم‬ ‫صد‬ ‫إذا‬ ( Suspension .) - ‫المحدد‬ ‫الوق‬ ‫في‬ ‫العمل‬ ‫إلنجاز‬ ‫ة‬ ‫كاف‬ ‫غ‬ ‫وع‬ ‫للمش‬ ‫ة‬ ‫السنو‬ ‫ة‬ ‫المال‬ ‫االعتمادا‬ ‫كان‬ ‫إذا‬ ( Cash flow .) @magedkom /in/magedkom ArabPlanners @profplanner
  • 34.
    EOT Claim Content‫يلي‬ ‫ما‬ ‫الزمني‬ ‫للبرنامج‬ ‫يضاف‬ ‫الزمنية‬ ‫التمديدات‬ ‫حالة‬ ‫في‬ : 1 - ‫ة‬ ‫المطال‬ ‫هذه‬ ‫الى‬ ‫أد‬ ‫التي‬ ‫االحداث‬ ‫ف‬ ‫تع‬ 2 - ‫م‬ ‫إلى‬ ‫ة‬ ‫االشا‬ ‫جة‬ ‫والنت‬ ‫األث‬ ‫ا‬ ‫ل‬ ‫ا‬ ‫المطال‬ ‫احداث‬ ‫د‬ ‫س‬ ‫ستندا‬ ‫فاقها‬ ‫وا‬ ‫ا‬ ‫االث‬ 3 - ‫المتعل‬ ‫ة‬ ‫التعاقد‬ ‫اءا‬ ‫واالج‬ ‫نود‬ ‫ال‬ ‫م‬ ‫قة‬ ‫السا‬ ‫دا‬ ‫التمد‬ ‫قة‬ ‫المقاول‬ ‫ة‬ ‫وأحق‬ ‫الموضوع‬ 4 - ‫ا‬ ‫امج‬ ‫ال‬ ‫م‬ ‫تقد‬ ‫في‬ ‫طلب‬ ‫ما‬ ‫شامل‬ ‫المعدل‬ ‫الزمني‬ ‫نامج‬ ‫ال‬ ‫ة‬ ‫لزمن‬ ‫األصلي‬ ‫ج‬ ‫الح‬ ‫المسا‬ ‫نة‬ ‫مقا‬ ‫م‬ 5 - ‫الم‬ ‫د‬ ‫الجد‬ ‫التعاقدي‬ ‫ة‬ ‫النها‬ ‫خ‬ ‫وتا‬ ‫الزمني‬ ‫د‬ ‫التمد‬ ‫خالصة‬ ‫طلوب‬ 6 - ‫مها‬ ‫ق‬ ‫ت‬ ‫م‬ ‫د‬ ‫الس‬ ‫في‬ ‫ها‬ ‫ال‬ ‫ة‬ ‫االشا‬ ‫تم‬ ‫التي‬ ‫فقا‬ ‫الم‬ @magedkom /in/magedkom ArabPlanners @profplanner
  • 35.
    One type ofrevised schedule is the recovery schedule. If the delay is caused by CRE and it’s beyond the delay threshold, the contractor has to prepare a recovery schedule to recover this delay. Recovery Schedule @magedkom /in/magedkom ArabPlanners @profplanner
  • 36.
    Action Plan The actionplan should include the actions that will be taken to recover the delay such as: New planned productivity and planned dates with a roadmap of how to achieve them. For example: - Any change in roles and responsibilities of the current team. - Additional staff and resources with the deployment plan. - Any change in procurement plan or additional subcontractors/ suppliers. - Proposed changes in sequence or construction techniques. - Any additional measures would be used for monitoring and control. @magedkom /in/magedkom ArabPlanners @profplanner
  • 37.
    Recap 1. Planning andscheduling (Project management - Planning and control) 2. Time schedule development (WBS, Activity list/dur.s, Relationships & CPM) 3. Resource and cost loading (Resources histograms and cash flow) 4. Time schedule submittal (Assumptions and deliverables) 5. Review and approval (Technical and contractual review - Baseline) 6. Update and reporting (Collecting data, checks & levels of reporting) 7. Delay quantification approaches (TF, LOB, SV, ES, Trend analysis & Forecasting) 8. Mitigation and action plans (Types of delay, EOT cases, Revised & recovery schedule) @magedkom /in/magedkom ArabPlanners @profplanner
  • 38.
    Related Lectures andCourses Course at Luqman Academy YouTube Lectures 38
  • 39.
    ‫نشرته‬ ‫ما‬ ‫آخر‬ ‫حديثا‬ ‫في‬‫متكاملة‬ ‫دورة‬ ‫التأخير‬ ‫تحليل‬ ‫باستخ‬ ‫أبرز‬ ‫دام‬ ‫من‬ ‫الصادرة‬ ‫المراجع‬ AACE, SCL, RICS, ASCE ‫الفني‬ ‫المصادر‬ ‫من‬ ‫والعديد‬ ‫ة‬ ‫والقانونية‬ ... ‫مع‬ ‫الخاصة‬ ‫الحاالت‬ ‫مناقشة‬ ‫تشمل‬ ‫كما‬ ،‫وآثارها‬ ‫معالجته‬ ‫وطرق‬ ‫للتأخير‬ ‫تقديم‬ ‫لكيفية‬ ‫توضيح‬ ‫الدورة‬ ‫مطالب‬ ‫ات‬ ‫ا‬ ‫لتمديد‬ ‫لها‬ ‫عملي‬ ‫ومثال‬ ‫ومكوناتها‬ ‫المشروع‬ ‫لمدة‬ .
  • 40.
    Thank You Don’t Hesitateto contact…. M.Maged [email protected] mobile : 00966-580264968