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EDUNGP LASCHLINNGI NPTRO J E CCONTROLLINGLEARNING NOTESAS SUPPLEMENT TOAACE INTERNATIONAL PLANNING & SCHEDULING PROFESSIONALS CERTIFICATION ATINGSCHEDULE MAINTENANCE /DEVELOPMENTSCHEDULECONTROLLINGELMA HUSICTELECOMMUNICATION ENGINEERELECTROTECHNICIAN DIPLOMA POWER SECTIONSCHEDULE OUTPUT ANDDELIVERABLES
TABLE OF CONTENTS1. INTRODUCTION TO PLANNING AND SCHEDULING PROFESSIONAL.42. PLANNING.83. SCHEDULING.124. REFERENCES.SYMBOLSREPEATED DEFINITIONAACE INTERNATIONAL RECOMMENDED PRACTICE RP 10S-90 COST ENGINEERINGELMA HUSICPAGE 2
PLANNING & SCHEDULINGIS DYNAMIC AND IS AFFECTED BYADVANCES IN PHILOSOPHIES,METHODOLOGIES ANDTECHNOLOGIES.ELMA HUSICPAGE 3
INTRODUCTION TO PLANNING AND SCHEDULINGPROFESSIONALELMA HUSICPAGE 4
IDENTIFIESFACILITATEPLANNING AND SCHEDULING PROFESSIONALPSPESTIMATION OFTHE PROJECTPLAN ANDWORK-BREAKDOWNSTRUCTUREKEY PROJECTSRESULTSAND MILESTONESPREPARATION OFINVOLVESPREPARATION OFTHE TIMELINE ANDPROJECT PHASETEAM MEMBERSIN PLANNING PROCESSELMA HUSICTHE CLIENTDEFINING PROJECT GOALS ANDKEY RESULTSPAGE 5
1.) CONCEPTUALIS THE KEY TODEVELOPING A PLAN FORTHE NEXT PHASE, AS WELLAS FOR THE PROJECT ASWHOLE.2.)BEGINS EARLY AND8.) THE PLAN FOR ONE PHASE7.PRODUCTPLANNINGCONTINUOUS AS THE PROJECTMOVES THROUGH PHASES OFTHE PROJECT'S LIFE CYCLE FROMCONCEPTION THROUGH TOCOMPLETION, AND CLOSEOUT3.)DYNAMIC4.) BOTH CYCLICAL AND ITERATIVE6.) DEVELOPMENT5.) PROCESSPLANNINGIDENTIFICATION OF THEPROJECT OBJECTIVES, THEORDERLY ACTIVITIESNECESSARY TOCOMPLETE PROJEC.(THINKING PART)1.) WHAT MUST BEDONE?2.) HOW IT WILL BEDONE?3.) WHO WILL DO IT?ELMA HUSICPAGE 6
DEVELOPTHE ELEMENTS OF PLANWHICHREPEATEDPLANNING PROCESSTHE ITERATIVE REVIEW, DEVELOPMENT ANDMODIFICATIONOF CYCLE IS CONSTANTTROUGHOUT THE LIFE OF PROJECT.MUST BE APPROPRIATE TOTHE PHASE OF THE WORKTHE SCOPE DEVELOPEDINFORMATION BECOMES MOREDETAILEDWHIT EACH PHASE OF WORK EFFORTAN DEVELOPMENT THROUGHOUT THEPROJECT'S LIFE CYCLEWHEN CONDITIONS CHANGEFOR THE PLAN OR ANY OF ITSELEMENTSTO ACHIEVE A BALANCEDAND USABLE PRODUCTMUST BE EQUALYWEIGHTEDTHE PLANNER SHOULDRE-EXAMINE AND UPDATE IT.EFFECTIVEIMPLEMENTATION OF A PLANRESULTS IN SCHEDULE.ELMA HUSICPAGE 7
THE PLAN OF THE ONE PHASE OF PROJECT OFFERSA PATTERN FOR DEVELOPING THE PLAN OF THENEXT PHASE OF THE PROJECT AS WELL AS THEPROJECT AS A WHOLERECOGNISE THAT IT ISDYNAMIC PROCESS REPEATEDTHROUGHOUT EACH PHASEOF PROJECT LIFE CYCLESHOULD BE EXAMINED AND UPDATED AS NECESSARYDELIVERABLESCONDITIONS CHANGEPLANNING PROCESSUNDERSTAND FUNDAMENTAL CONCEPTS AND ITS TERMINOLOGYSCALING MUST BE APPROPRIATEAND EQUALY WEIGHTED TOEACH PHASE OF WORK TOACHIEVE A BALANCED ANDUSABLE PRODUCTPLANNING PRODUCTCRITICAL PATHMETHOD CPM APLANNING DELIVERABLESPLANNING OUTPUTDURATION BYTIME SEQUENCE OFPLANNING DEVELOPMENTEVENTS REPRESENTEDELMA HUSICANALYSING WHICHSEQUENCE OFACTIVITIES HAS LEASTIN OPERATING TIMETABLETECHNIQUE USED TOPREDICT PROJECTSCHEDULING AACTIVITIES ANDSCHEDULINGAMOUNT OFPLANNING CONSIDERATIONSAND CONSTRAINSPLANNING INPUT DATASCHEDULINGFLEXIBILITYPAGE 8
1.) ASSIGNMENT4.) TECHNIQUES*SCHEDULINGOF DESIRED START AND FINISH TIMES TO EACH ACTIVITY INTHE PROJECT WITHIN OVERALL TIME CYCLE REQUIRED FORCOMPLETION ACCORDING TO PLAN.2.) PROCESSOF CONVERTING A GENERAL OROUTLINE PLAN FOR A PROJECT INTOTIME-BASED SCHEDULE BASED ONAVAILABLE RESOURCES AND TIMECONSTRAINTS.SYSTEMS AND PROCESSESAVAILABLE FOR DETERMINATION ANDPRESENTATION (MODELING) OF APROJECT PLAN3.) RULESBASIC RULES THAT ARESPELLED OUT AHEAD OF TIMETHE SIMPLESTMORE COMPLEXBAR CHART FORMATCRITICAL PATH METHODCPM FORMATTHE START & FINISH OFACTIVITIES OF A GIVENDURATIONSO THAT THEY CAN BE USEDCONSISTENTLY IN ASCHEDULING SYSTEM.INCLUDE SCHEDULE LOGICAND SHOW CRITICAL PATHFLOATS ASSOCIATED WITHEACH ACTIVITY*Pg 103ELMA HUSICPAGE 9
1.PLANNINGELMA HUSICPAGE 10
PLANNING1A. PLANNING DEVELOPMENT.121B. PLANNING PRODUCT.ELMA HUSICPAGE 11
1.A.PLANNING DEVELOPMENTELMA HUSICPAGE 12
1A. PLANNI DEVELOPMENT.141.1. INPUT DATA.151.1.1. CONTRACT REQUIREMENTS.161.1.2. IDENTIFICATION OF STAKEHOLDERS.1.1.3. CONSTRUCTIBILITY METHOD.1.2. CONSIDERATIONS AND CONSTRAINS.1.2.1. IDENTIFICATIONS OF RESOURCES.1.2.2. VALUE ENGINEERING.1.2.3. STAKEHOLDERS CONSIDERATIONS.1.2.4. PROJECT VARIABLES.ELMA HUSICPAGE 13
1.A.PLANNING DEVELOPMENTA NEED FOR ANINDUSTRIAL/BUILDINGFACILITYPROJECT PLANNING DEVELOPMENTBEGINS UNDERTAKEN BYPERCEIVEOUTSIDE EXPERTS (CONTRACTORS)OR BY OWNER/DEVELOPEROWNER/DEVELOPERPUBLIC ENTITY OR PRIVATE INDIVIDUAL/ORGANISATIONWHO HAVE DEVELOPED EXPERTISE INTHE PLANNING PROCESS AND ABILITYOWNER SCOPE IDENTIFIEDTO CONCEPTUALLY SCHEDULED WORKCONCEPTUAL PLANNINGTHE MOST IMPORTANTELEMENTS TO THEPLANNING PHASEELMA HUSICIDENTIFICATION OFSTAKEHOLDERSNEEDED IN THE PLANNING ANDCONSTRUCTION CYCLESCONSIDERATIONS AND CONSTRAINTSINPUT DATACONSIDERATIONS OFCONTRACTREQUIREMENTSSCHEDULING CAPABILITIESTHE END PRODUCTANDCONSTRUCTIBILITYOF RESOURCESIN ENGINEERINGOR TECHNICALVARIABLESPROJECTVARIABLESPAGE 14
PLANNING DEVELOPMENT FIVEBASICS STEPSOBJECTIVES SCOPE.HOW? WORK BREAKDOWN STRUCTURE ORWBSWHO? RESOURCE COMMITMENTS ANDORGANISATION BREAKDOWN STRUCTURE OROBSWHEN? TIMELINE INITIALLY AND THEN THESCHEDULE LATER IN THEPLANNING PROCESS.PLANNING ISHOW MUCH? BUDGET ESTIMATE CONCEPTUAL,TH CYD ITERAPLANNERS RESPONSIBILITIESCOMMUNICATIONRECOGNITIONOF THE CYCLICAL AND ITERATIVENATURE OF THE PLANNINGPROCESSELMA HUSICICAL ATICLDYNAMICBOVE ANDREVIEWED IN CYCLICAL PROCESSIDENTIFIES THE ALTERNATIVESREVIEWED BY VARIOUS STAKEHOLDERS,SO THAT APPROPRIATE DECISIONOPTIMALLY SATISFY THE INTERESTS OFTHE PARTIES AND THE GOALS OF THEPROJECT.WHAT? THE PHYSICAL FEATURES AND PROJECTNCONSIDERATIONS ANDCONSTRAINTSOPEN - MINDEDNESSLEAD TO IDENTIFICATION OFTHE MOST APPROPRIATE CONCEPTSFOR PROJECT COMPLETION & SUCCESSPAGE 15
1.1. INPUT DATAINPUT DATAIDENTIFYING REQUIREMENTS OFBOTH INDIVIDUALS AND SPECIFIC ELEMENTSNECESSARY TO UNDERSTAND AND IMPLEMENTPLANNING PHASE OF THE PROJECTIDENTIFICATION OF STAKEHOLDERSCONTRACT REQUIREMENTSCONSTRUCTABILITY METHOD1.1.1.CONTRACT REQUIREMENTSCONTRACT REQUIREMENTSUSED BYPROJECT TEAMTO KNOW AND UNDERSTANDCONTRACTS AND THEIRRELATIONSHIP TO THEPLANNING PROCESSELMA HUSICTOTAL SCOPE OF CONTRACTDOCUMENTATIONCONDITIONS AND CONTRACTTERMSREQUIREMENTS AND THEIRRELATIONSHIP TO WORKPAGE 16
OWNER AND CONTRACTORSOBLIGATIONSLABOUR COSTTIMEGOAL* TIME IS OF THE ESSENCECONTRACT REQUIREMENTSOF CONTRACT REQUIREMENTMATERIAL COSTTHAT COMPLETION OF THE WORK WITHINTHE TIME LIMITS IN THE CONTRACT IS ESSENTIALFAILURE TO DO SO IS A BREACH FOR WHICH THEINJURED PARTY IS ENTITLED TO DAMAGES**TIME EXTENSIONEXCUSABLE DELAY GENERALLYENTITLES A CONTRACTOR TO A TIMEEXTENSIONDEPENDS UPON CONTRACTS TERMS,THE TIME EXTENSION MAY OR MAY NOTBE COMPENSABLEINCREASE IN CONTRACT TIMEBY MODIFICATION OR CHANGE ORDERTO COMPLETE AN ITEM OF WORK*&** Pg 113ELMA HUSICPAGE 17
*MATERIAL COSTOF SUBSTANTIAL NATURE THAT ISESSENTIAL TO THE CONSTRUCTION OROPERATION OF FACILITYCOST OF EVERYTHING***CONTRACT DOCUMENTSGENERALLY INCLUDE ALLMANUFACTURED EQUIPMENTAS BASIC PARTINDIRECTDIRECT- THE AGREEMENT- ADDENDA ( WHICH PERTAIN TO THE THECONTRACTS DOCUMENTS),- CONTRACTOR'S BID (INCLUDING**MATERIAL DIFFERENCEA CHANGEIMPORTANT TOTHE PERFORMANCE OF THE WORKDOCUMENTATION ACCOMPANYING THE BIDAND ANY POST-BID DOCUMENTATIONSUBMITTED PRIOR TO THE NOTICE OF AWARD)WHEN IT IS ATTACHED AS AN EXHIBIT TO THEAGREEMENT,-THE BONDS-THE GENERAL CONDITIONSWILL HAVE A MEASURABLEINFLUENCE OR EFFECT ONTHE TIME- THE SUPPLEMENTARY CONDITIONS- THE SPECIFICATION DRAWINGS AS THECOST OFORPROCEDURES FOR THE WORKON THE CONTRACTSAME ARE MORE SPECIFICALLY IDENTIFIED INTHE AGREEMENT, TOGETHER WITH ALLAMENDMENTS, MODIFICATION ANDSUPPLEMENTS ISSUED TO THE GENERALCONDITIONS ON OR AFTER THE EFFECTIVEDATE OF AGREEMENT.*&**Pg70;***25ELMA HUSICPAGE 18
*MATERIAL REQUIREMENTS PLANNINGMRPSYSTEMTIME-PHASEDMAKES RECOMMENDATION TORESCHEDULE OPEN ORDERS WHENDUE DATES AND NEED DATES ARENOT IN THE PHASERECOMMENDATIONS TO RELEASE**REPLENISHMENT ORDERS FORUSESBILLS OF MATERIALINVENTORYOPEN ORDER DATAMASTER PRODUCTIONSCHEDULE INFORMATIONTO CALCULATE REQUIREMENTSFOR MATERIALSCONTRACT DOCUMENTSAPPLY EQUALY AS WELL AS TO TOPROJECTS THAT HAVE EVOLVED TO THEDRAFT CONTRACT STAGE OR TO ANENDEAVOUR THAT HAS YET TO EVOLVETO A CONTRACT, IF A CONTRACTSHOULD RESULT.**REPLENISHMENTTO RESTORE A SUPPLY OFSOMETHING TO THEFORMER LEVEL OFCONDITIONS*Pg70ELMA HUSICPAGE 19
TERMS TO KNOWBASIC TYPES OFCONTRACTSCOMMON DELIVERYMETHODSCHANGES ANDCHANGEMANAGEMENTPLANNING,SCHEDULING BILITYCONTRACTLEGAL AGREEMENTSBETWEEN TWO OR MOREPARTIESPMB - Performance Measurement BaselineMR-Management Reserve*CONTRACT BUDGET BASELINE (CBB)THE BUDGET FOR THE PROJECT AT THE TOTALCONTRACT LEVELRECONCILES WITH THE PROJECT AUTHORISATIONDOCUMENTS FROM THE OWNER.CBB PMB MRTHE CBB FEE ISTOTAL CONTRACTVALUE.UNLESS AN OVER TARGET BASELINE(OTB)HAS BEEN IMPLEMENTED*Pg24;ELMA HUSICPAGE 20
*PERFORMANCE MEASUREMENTBASELINE (PMB)***OVERTARGET BASELINE1.) THE TIME-PHASED BUDGET PLAN AGAINSTWHICH CONTRACT PERFORMANCE ISMEASURED.2.) IN EARNED VALUE MANAGEMENTACCORDING TO THE ANSI EIA 748 STANDARD,THE ASSIGNMENT OF BUDGET TOSCHEDULED SEGMENTS OF WORKPRODUCE A PLAN AGAINST WHICHINCLUDES DIRECT ANDACTUAL PERFORMANCE CAN BEINDIRECT COSTS AND ALLCOMPARED.COST ELEMENTS. IT ALSO TIME BASED PROJECT EXECUTIONCONTAINSPLAN AGAINST WHICH PERFORMANCE UNDISTRIBUTED BUDGET.IS MEASURED.**MANAGEMENT RESERVE( MR)1.) AN AMOUNT ADDED TO ESTIMATE TOALLOW FOR DISCRETIONARYMANAGEMENT PURPOSES OUTSIDE OFTHE DEFINED SCOPE OF THE PROJECT, ASOTHERWISE ESTIMATED.MAY INCLUDE AMONTS THAT ARE WITHINTHE DEFINED SCOPE, BUT FOR WHICHMANAGEMENT DOES NOT WANT TOFOUND AS CONTINGENCY OR THAT CANNOT BE EFFECTIVELY MANAGED USINGCONTINGENCY.IN EARNED VALUE MANAGEMENT ACCORDINGTO THE ANSI EIA 748 STANDARD,UNDER THE UNUSAL CIRCUMSTANCES A PMBMAY NO LONGE BE REASONABLE FORPERFORMANCE MEASUREMENT.WHEN THERE IS A SIGNIFICANT DIFFERENCEBETWEEN "ESTIMATE ATCOMPLETION" (EAC) AND"BUDGET ATAN OTB IS INTRODUCED WHENCOMPLETION" (BAC) AT"THE ESTIMATE TO COMPLETE" (ETC)THE TOTAL PROJECTIS PLANNED FOR TH FUTURE ASLEVEL.BASELINE,RESULTING IN PMB VALUE THAT MAYEXCEED THE CBB.**MANAGEMENT RESERVE ( MR)2.) IN EARNED VALUE MANAGEMENTACCORDING TO THE ANSI EIA 748 STANDARDAN AMOUNT HELD OUTSIDE PMB TO HANDLEUNKNOWN CONTINGENCY AT THE TOTALPROGRAM LEVEL.MAY BE IN CONJUNCTION WITH ANOVER TRAGET SCHEDULE (OTS)AND/OR A SINGLE POINTADJUSTMENTHAS NO SCOPE, IS NOT IDENTIFIED TOSPECIFIC RISKS, AND IS NOT TIME BASED.IT IS NOT ESTIMATED OR NEGOTIATED AND ISCREATED IN THE BUDGET DEVELOPMENTPROCESS*Pg80; **Pg68; ***Pg77ELMA HUSICPAGE 21
*BASIC TYPES OF CONTRACTSCOST PLUSFIXED PRICELUMP SUMUNIT PRICE(WITH FIXED, INCENTIVE, ORAWARD FEE)TIME AND MATERIALT&MGUARANTEEDMAXIMUM PRICEGMPCOST PLUS % BURDEN& FEECOST PLUS FIXED FEECOST PLUS FIXED SUMCOST PLUSPERCENTAGE FEE*Pg24ELMA HUSICPAGE 22
MOSTLY EMPLOYED* FIXEDPRICE CONTRACTSCOPE OF SERVICES IS TO BEPROVIDED , WELL DEFINEDA CONTRACTOR AGREESTO FURNISH SERVICES & MATERIALS ATSPECIFIED PRICE, POSSIBLY MUTALYAGREED UPON ESCALATION CLAUSETYPES OF CONTRACTSLUMP SUMA CONTRACTOR AGREES TO PERFORMALL SERVICES AS SPECIFIED BY THECONTRACT FOR FIXED AMOUNTUNIT PRICEGUARANTIED MAXIMUM PRICE TARGET PRICEA CONTRACTOR WILL BE PAID AT ANAGREED UPON UNIT RATE FOR SERVICESPERFORMED, F.E.A CONTRACTOR AGREES TO PERFORMALL SERVICES AS DEFINED IN THECONTRACT DOCUMENT,TECHNICAL WORK-HOURS WILL BE PAIDFOR AT UNIT PRICE AGREED UPON.GUARANTYING THAT THE TOTAL COSTTO THE CLIENT WILL NOT EXCEED A*STIPULATED MAXIMUM FIGUREOFTEN FIELD WORK IS ASSIGNED TO ASUBCONTRACTOR BY THE PRIMECONTRACTOR ON A UNIT PRICE BASIS.TO PROVIDE INCENTIVE TO THECONTRACTOR TO MINIMISE COSTSBELOW THE STIPULATED MAXIMUM.VARIATION OF THIS TYPE MAY INCLUDEA TURN KEY ARRANGEMENTWHERE THE CONTRACTORSGUARANTIES QUALITY, QUANTITY ANDYIELD ON A PROCESS PLANT OR OTHERINSTALLATION.*STIPULATEDDEMANDED AS FORMALPROMISE OR SPECIFIEDREQUIREMENTSQUITE OFTEN THESE TYPES OFCONTRACTS WILL CONTAIN SPECIALSHARE - OF -THE SAVING AGREEMENTS*Pg24ELMA HUSICPAGE 23
THIS TYPE OF CONTRACT IS EMPLOYED MOST OFTEN WHEN THESCOPE OF SERVICES TO BE PROVIDED IS NOT WELL DEFINEDCOST PLUS CONTRACTTHE CONTRACTOR AGREESCOST PLUS % BURDEN & FEECOST PLUS FIXED FEEWITH US GOVERNMENTAGENCIES BURDEN AREINCLUDED IN INDIRECT COSTTHE CLIENT PAYS COSTS ASDEFINED IN THE CONTRACTDOCUMENT.USED FOR ENGINEERINGSERVICESBURDEN ON THE REIMBURSABLETECHNICAL LABOR COST ISCONSIDERED IN THIS CASE ASPART OF COST.THE CLIENT WILL PAY COSTS ASDEFINED IN THE TERMS OFCONTRACT"BURDEN FEE"AT SPECIFIED PERCENT OFTHE LABOR COST WHICH THECLIENT IS PAYING DIRECTLYIN ADDITION TO THE COSTSAND BURDEN , THE CLIENTALSO PAYSA FIXED AMOUNT AS THECONTRACTOR'S "FEE".TO FURNISH TO THE CLIENT SERVICESAND MATERIALS AT ACTUAL COSTCOST PLUS FIXED SUMTHE CLIENT WILL PAY COSTS ASDEFINED IN THE CONTRACTDOCUMENTSA FIXED SUM WHICH WILL COVER"NON REIMBURSABLE" LIEU(INSTEAD) OF A COST FIXED FEES CONTRACTWHERE THE CLIENT WISHES"TO HAVE"THE CONTRACTOR ASSUME SOMEOF THE RISK FOR ITEMS WHICHWOULD BE *REIMBURSABLE UNDERA COST PLUS FIXED FEE TYPE OFCONTRACT.AN AGREED UPON FEE FORTHESE SERVICESCOST PLUS PERCENTAGE FEETHE CLIENT PAYS ALL COSTSPERCENTAGE FOR THE USEOF THE CONTRACTORS'ORGANISATION*REIMBURSABLEREPAY A PERSON WHOHAS SPENT OR LOSTMONEY*Pg24ELMA HUSICPAGE 24
WHEN THE ACCURATEESTIMATION CAN NOTBE DONE*TIME AND MATERIALS CONSTRUCTIONCONTRACTT&MORWHERE SCHEDULECAN NOT BEDEFINEDWHEN IT IS EXPECTED THAT THESCOPE OF THE PROJECT WOULDBE MOST LIKELY CHANGEDNO MATTER HOW MUCH WORK IS REQUIREDTO COMPLETE CONSTRUCTIONTHE OWNER AGREES TO PAYTIMEANDMATERIALS THAT CONTRACTOR OR SUBCONTRACTOREMPLOYEES SPENT TO PERFORM THE WORKTHE OWNER AND CONTRACTORLABOUR RATEORMATERIAL MARK-UPTHE CONTRACTOR 'S MARK UPON THE MATERIALS USED FORCONSTRUCTIONUSUALLY 15% TO 35% OF THEMATERIALS PRICESCOULD NEGOTIATENOT - TO - EXCEEDMAXIMUM AMOUNT BEINGCHARGED BY THE CONTRACTORMAXIMUM LABOUR HOURSTO AVOID"LESS EFFICIENCY MORE MONEY"* ontract-844534ELMA HUSICFOR THE TIME AND MATERIALPAGE 25
COMMON DELIVERY METHODSDESIGN-BUILDDESIGN -BID-BUILDENGINEERING PROCUREMENTCONSTRUCTIONDESIGN-BULD-OPERATEAND VARIATIONS OF ANY OFTHE ABOVEDESIGN-BUILD D-B OR DBSINGLE POINT OR RESPONSIBILITY CONTRACTREDUCE THE DELIVERY SCHEDULEBY OVERLAPPING THE DESIGNPHASE AND CONSTRUCTIONPHASE OF THE PROJECTDESIGN AND CONSTRUCTIONSERVICES CONTRACTED BYSINGLE ENTITYELMA HUSICMINIMISE RISKS FOR THEPROJECT OWNERPAGE 26
THE CONSTRUCTIONPHASEBIDDING TENDARPHASECONTRACTS WITH SEPARATEDESIGN PHASEDESIGN - BID - BUILDD/B/B OR D-B-BTHE OWNER OR AGENCYCONSTRUCTION PHASEEPCFIDC-SILVER BOOKCONTAINING THE TITLE WORDSEPC/TURNKEYCONTRACTOR RESPONSIBLE FOROTHER ABBREVIATIONENGINEERING PROCUREMENT CONTRACTDESIGNENTITIES FOR DESIGN ANDPROCUREMENTCONSTRUCTIONCOMMISSIONINGCOVERED BYHAND OVERLSTKEPCCTHE PROJECT TO THE END USER OR OWNERLSTK"LUMP SUM TURNKEY"ELMA IONPAGE 27
*DESIGN - BUILD - OPERATEDBOPRIVATE ENTITYRECEIVECONCESSIONFROM THE PRIVATE OR PUBLIC SETORTO FINACE DESIGN, CONSTRUCT,AND OPERATE FACILITYTHE PROJECT *PROPONENTSTATED INTO CONCESSIONTHIS ENABLESCONTRACT.TO RECOVER ITS INVESTMENT, OPERATINGAND MAINTENANCE EXPENSES IN THEPROJECT DUE TO THE LONG-TERM NATURE OFTHE ARRANGEMENTSBUILD OPERATE TRANSFER (BOT)AT THE END OF CONCESSIONTHE INFRASTRUCTURE TO BETHE FEES ARE USUALY RAISED DURING THETRANSFERRED TO THE GOVERNMENTCONCESSION PERIOD.PROPONENTWHO ADVOCATES ATHEORY,PROPOSAL, ORPROJECTTHE RATE INCREASE IS OFTEN TIED TO ACOMBINATION OF INTERNAL AND EXTERNALVARIABLESAUSTRALIA , NEW ZELAND AND A FEWUS STATES, CALIFORNIA, FLORIDA,INDIANA, TEXAS AND rate–transferELMA HUSICPAGE 28
ALTERATIONS OR VARIATIONSCHANGES AND CHANGE MANAGEMENTSCOPE OF WORK/SCHEDULEFOR COMPLETING WORK ARETHE FORMAL PROCESS WHICHCARDINAL CHANGESCAN NOT BE REDRESSED WITHINTHE CONTRACT BY AN EQUITABLEADJUSTMENT TO THE CONTRACTCHANGES OF THE PROJECT PLAN AREPRICEWORK BEYOND SCOPE SPECIFIED INIDENTIFIEDASSESSEDREVIEWEDAPPROVEDTHE CONTRACT AND CONSEQUENTLYOCCURS WHEN ONE PARTYUNAUTHORISED.AFFECTS AN ALTERNATIONS INTHE WORK SO DRASTICAND INTRODUCEDTHE BREACH OF CONTRACT OF SUCHMAGNITUDE, THAT IT EFFECTIVELY VOIDS THECONTRACT. A CONTRACTOR WHO CAN PROVEENTITLEMENT TO THIS APPROACH CAN SEEKTHE CHANGES MUST BE WITHINRECOVERY FOR ITS TOTLA COST, REGARDLESS OF"THE SCOPE" OF THE WORK ORANY CONTRACT LIMITATIONS.IN THE ORIGINAL CONTRACTTHAT IT EFFECTIVELY REQUIRESTHE CONTRACTOR TO PERFORMDUTIES MATERIALLY DIFFERENTFROM THOSE ORIGINALLYBARGAINED FOR.CARDINAL CHANGES VOIDS THEAGREEMENT, THE CONTRACTOR ISNOT OBLIGATED TO CONTINUE TOTHE BASIC TEST FORIF NOTTHE CARDINAL CHANGE AREPERFORM. CAN RIGHTFULLY STOPWORK AND SEEK COMPENSATION.CARDINAL RULEELMA HUSICWHETHER THE TYPE OF WORK WAS WITHINWHETHER THE THE JOB ASTHE CONTEMPLATION OF PARTIES WHENMODIFIED IS STILL SAME BASICTHEY ENTERED INTO THE CONTRACTJOB.PAGE 29
PLANNING AND SCHEDULING CONTRACT REQUIREMENTSNOTICE TOMILESTONESPHASESRESOURCESCOSTINGPROCEED (NTP)*NOTICE TO PROCEED (NTP)MAY BE IN FORM OFLIMITED NTP ISES ONLY LIMITED AREASOF A PROGRAM OR PROJECTA FORMAL NOTIFICATIONTO BEGIN WITHIN STARTEDTO A CONTRACTOR OR SUPPLIERREQUESTING THE START OF THEBOUNDARIES IN ANTICIPATION OFA SUBSEQUENT NTPWORK OR DEFINED PHASE OF WORKELMA HUSICPAGE 30
0 DURATION ACTIVITY*MILESTONEUSED FOR MANAGEMENT SUMMARY REPORTINGSHOULD BE CAPABLE OF VALIDATIONBY MEETINGDENOTE A PARTICULARPOINT IN TIME FORALL OF THE ITEMS PRESCRIBED IN AREFERENCE OR MEASUREDEFINING CHECK LISTNOT TRUE ACTIVITYDO NOT CONSUMEAS AGREED WITH STAKEHOLDERSRESOURCES OR TIME**PHASES***PHASED CONSTRUCTIONA MAJOR PERIOD OF TIME IN THE LIFE OF ANASSET OR PROJECTUSED IN ORDER TO ACHIEVE BENEFICIAL USEAT AN ADVANCED DATEA PHASE MAY ENCOMPASS SEVERAL STAGESIMPLIES THAT CONSTRUCTION OF A FACILITYOR SYSTEM, OR SUBSYSTEM COMMENCESBEFORE FINAL DESIGN IS COMPLETE* Pg71; ** & ** Pg80ELMA HUSICPAGE 31
*RESOURCESTOTAL COST AND ASSETMANAGEMENT PERSPECTIVEBECOMES A COSTANY CONSUMABLE EXPECT THE TIMEREQUIRED TO ACCOMPLISH AN ACTIVITYFROMMAY INCLUDE ANY REAL ORPOTENTIAL INVESTMENT INSTRATEGIC ASSETS INCLUDING TIME MONETARY HUMAN PHYSICALWHEN IT IS INVESTED OR CONSUMED INAN ACTIVITY PROJECT*RESOURCESAGGREGATIONSUMMATION OF THEREQUIREMENTS FOR EACHRESOURCE ANDFOR EACH TIME**RESOURCEPERIODLIMITED SCHEDULING*RESOURCES ALLOCATION PLAN(RAP)SCHEDULING OF ACTIVITIES IN NETWORKWITH THE KNOWLEDGE OF CERTAINRESOURCE CONSTRAINS ANDREQUIREMENTSADJUST ACTIVITY LEVELSTART AND FINISH DATESTO CONFIRM RESOURCESAVAILABILITY AND USE.AGGREGATIONA WHOLE FORMED BYCOMBINING SEVERAL ,TYPICALLY DISPARATEA SCHEDULE OF ACTIVITIESSO THAT PRE-IMPOSEDRESOURCE AVAILABILITYLEVEL (CONSTANT ORVARIABLES) IS NOTEXCEEDED IN ANY GIVENPROJECTTIMEUNIT.SEE ALSO,RESOURCELEVELLING.* Pg94ELMA HUSICPAGE 32
*RESOURCECODECALENDAR OR DATABASEUSED TO MODEL AVAILABLE RESOURCES,USED BY PROJECT MANAGEMENT SOFTWAREFOR RESOURCE LEVELLING ANALYSISTO IDENTIFY A GIVENRESOURCE TYPECONSTRAINSDENOTING WHEN A RESOURCE OR RESOURCEPOOL IS AVAILABLE FOR WORK ON THE PROJECTLIMITATIONS ONAVAILABLE RESOURCES*RESOURCESAVAILABILITY POOL*RESOURCESLEVELA SPECIFIED QUANTITYOF RESOURCEUNITS*RESOURCESREQUIRED BYLEVELLINGAN ACTIVITYANY FORM OF NETWORKPER TIME UNIT.ANALYSIS IN WHICHTHE EXTENT TOWHICHRESOURCES AREAVAILABLE TOMEET THE*RESOURCESAVAILABILITY DATECALENDAR DATE WHENRESOURCE POOLBECOME AVAILABLE FORA GIVEN RESOURCESCHEDULING DECISION ISDRIVEN BY RESOURCEMANAGEMENT CONCERNS.SEE ALSO RESOURCESMOOTHING* Pg94ELMA HUSICPAGE 33
WHEN LIMITED RESOURCES* RESOURCE CRITICAL PATHTHE LONGEST CAHIN OF ACTIVITIESIN THE SCHEDULEARE A TAKEN INTOCONSIDERATIONIN ADDITION TOCPM DURATION AND LOGICTHIS MAY BE ACCOMPLISHED BYCONSIDERATIONSCPM CRITICAL PATHMETHODADDING PREFERENTIAL"SOFT" LOGIC MANUALORAUTOMATIC RESOURCELEVELLING**RESOURCES HISTOGRAM A GRAPHIC DISPLAYSYN. RESOURCE PLOTORJUST PRACTICED ON THEFIELD PRIOR PLANNINGA GRAPHIC DISPLAYOF THE AMOUNT OF RESOURCESREQUIRED AS A FUNCTION OF TIMEON GRAPHINDIVIDUAL, SUMMARY, INCREMENTAL, ANDCUMULATIVE RESOURCE CURVE LEVEL CAN BE SHOWN* Pg94; **Pg95ELMA HUSICPAGE 34
*CRITICAL PATH METHODCPM(1) A TECHNIQUE USED(2) NETWORK SCHEDULINGTO PREDICT PROJECT DURATION BYANALYSING WHICH SEQUENCE OFACTIVITIES HAS LEAST AMONUT OF ASCHEDULING FLEXIBILITYEARLY DATES ARE FIGURED BYFORWARD PASS USING A SPECIFICSTART DATE ANDUSING ACTIVITY'S DURATION ANDLOGIC TIES BETWEEN ACTIVITIES TOMODEL THE PLAN TO EXECUTE THELATE DATES ARE FIGURED BYWORK.BACKWARD PASS STARTING FROMTHE COMPLETION DATE.SCHEDULING IS METHOD OF CHOICEFOR MANAGING PROJECTS OFLONG DURATIONSTHE NEED TO COORDINATE FAST OREARLY COMPLETION. OF WORKCOMPLEX TECHNICAL INTEGRATION* Pg31ELMA HUSICPAGE 35
*RESOURCE PLANNINGPROCESS OFASCERTAINING FUTURETO DEVELOP A PLAN TO MEET THESERESOURCE REQUIREMENTSREQUIREMENTSFOR SCOPE OF THE WORK/REQUIREMENTS IN MANUFACTURINGORGANISATION LABORTO CONVERT PRODUCTION PLAN AND/ORPROCESMASTER PRODUCTION SCHEDULE INTOTHE IMAPCT ON KEY RESOURCES MACHINE HOUR STORAGE STANDARD COST SHIPPING INVENTORY LEVELS .etc*RESOURCE SMOOTHINGTYPE OF LEVELLINGPROCES OFRESCHEDULING ACTIVITIESFOR RESOURCES DOES NOT EXCEEDRESOURCE LIMITS.TYPE OF RESOURCE LEVELLING**RESOURCETHRESHOLDSEXPECT THAT THE PROJECTACTIVITIES MAY ONLY BE DELAYEDCOMPLETION DATE MAY NOT BEWITHIN THEIR FLOAT. SEE ALSO,DELAYEDSUCH THAT THE REQUIREMENTRESOURCELEVELLING.IN RESOURCE-LIMITED SCHEDULING ITIS POSSIBLE TO SPECIFY THAT APARTICULAR RESOURCE MAY BEEXCEEDED, IF NECESSARY, BY ANAMOUNT NOT TO EXCEED THESPECIFIED THRESHOLD FOR THATRESOURCE. SEE ALSO, RESOURCELIMITED SCHEDULING.*Pg95ELMA HUSICPAGE 36
*COSTMAY INCLUDEFROM TOTAL COST MANAGEMENT PERSPECTIVEIN PROJECT CONTROL AND ACCOUNTINGTHE AMOUNT MEASURED INANY INVESTMENT OF RESOURCESIN STRATEGIC ASSETS INCLUDING TIME,MONETARY, HUMAN AND PHYSICAL RESOURCES.IN MONEY, CASH EXPENDED OR LIABILITYINCURRED, IN CONSIDERATION OF GOODSAND/OR SERVICES RECEIVED.* COST ACCOUNTINGIN PROJECT CONTROL PRACTISEPROVIDES THE MEASURE OF COSTCOMMITMENT AND/OR EXPENDITURETHE HISTORICAL REPORTING OFACTUALAND/ORCOMMITTEDDISBURSEMENTSCOSTS & EXPENDITURETHAT CAN BE COMPARED TOCOSTS ARE DENOTED AND SEGREGATEDTHE MEASURE OF PHYSICAL COMPLETIONWITHIN COST CODES THAT ARE DEFINED IN(OR EARNED VALUE) OF AN ACCOUNT.A CHART ACCOUNT.*Pg26ELMA HUSICPAGE 37
DIVIDES BUDGETED RESOURCES*COST BREAKDOWN STRUCTURE1.) HIERARCHAL STRUCTURE1.) HIERARCHAL BREAKDOWNTHE LOWEST LEVEL, WHEN LABORASIGNED RESPONSIBILITY, MATERIALS ANDTYPICALLY DEFINES OTHER DIRECT COSTTHE SMALLEST UNIT OFDEFINED SECTIONS INACTIVITY, A COST CENTRETHE CORPORATE SYSTEMINTO ELEMENTS OF COSTSOF A PROJECT INTOCOST ELEMENTS OR COSTCATEGORIESSEE ALSO, COST CATEGORY; COST CENTREREPRESENTING UNITS OFRESPONSIBILITY AS WELL ASAREA OF RESPONSIBILITYACCOUNTING UNITSAGAINST WHICH COSTS AREACCUMULATED*COST BASELINETIME-PHASED BUDGET USED TOMEASURE AND MONITOR COSTPERFORMANCE.DEVELOPED BY SUMMINGESTIMATED COSTS AND ISUSUALLY DISPLAYED IN THEFORM OF AN S - CURVE.*Pg27ELMA HUSICPAGE 38
*COST CONTROLTHE APPLICATION OF PROCEDURESTO MONITOR EXPENDITURES ANDPERFORMANCE AGAINST PROGRESS OFPROJECTS OR MANUFACTURINGTYPICALLY PERFORMED ATSYSTEMOPERATIONSDESIGNATED LEVELS INOF MANAGING COSTS WITHINTO MEASURE VARIANCE FROMTHE BOUNDS OF THE BUDGETSAUTHORISED BUDGETS AND ALLOWOR STANDARDSTHE WORK BREAKDOWN STRUCTUREEFFECTIVE ACTION TO BE TAKEN TOACHIEVE MINIMUM COSTS.BASED UPON WORK ACTUALLYPERFORMEDA HISTORICAL OR PREDICTIVE METHODASCERTAININGFOR WHAT PURPOSEEXPENDITURES ON THE PROJECTANDUTILISING THIS INFORMATIONWERE MADETO PROJECT, THE COST OF A APPLICATION OF ESCALATION*COST ANALYSISMAY INCLUDE COST DIFFERENTIALS BETWEENPROJECT AS WELL AS COSTSOF FUTURE PROJECTS.- VARIOUS LOCALITIES- TYPES OF VARIOUS BUILDING- TYPES OF PROJECTS- TIME OF YEAR*Pg26ELMA HUSICPAGE 39
*SUBSTANTIAL COMPLETIONWHENHAS PROGRESSED TO THE POINT, WHERE IT ISTHE WORK OR SPECIFIED PART THERE OFSUFFICIENTLY COMPLETEANDWORK GENERALLY COMPLETEDWITH THE EXPECTATION OFCAN BE UTILISED FOR THE PURPOSECAN BE EVIDENCED BY THE ENGINEER'SWHICH IT IS INTENDEDDEFINITIVE CERTIFICATE OF SUBSTANTIALCOMPLETION, IN ACCORDANCE WITH THEMINOR REMEDIAL WORKCONTRACT DOCUMENTSTHE FACILITY ISAVAILABLE TOOPERATE SAFELY FORTHE INTENDEDPURPOSE.**VALUE ENGINEERINGA PRACTISE FUNCTIONTARGETED AT THE DESIGN ITSELFHAS OBJECTIVEPROVIDE GREATEST VALUE WHILETO DEVELOP DESIGN OF AFACILITY OR ITEM THAT WILLYIELD LEAST LIFE-CYCLEORSATISFYING ALL PERFORMANCE ANDOTHER CRITERIA ESTABLISHED FOR IT.COSTS*Pg110; **Pg118ELMA HUSICPAGE 40
DERIVED FROM*CONSTRUCTABILITYEARLY DETAILED CONSTRUCTIONPLANNING. THAT ALOWSA SYSTEM (PROCESS)BALANCING VARIOUS PROJECT'S ANDENVIRONMENTAL CONSTRAINSTHE EXTENT TO WHIICHTHE OPTIMUMUSE OFENGINEERING AND PROCUREMENTTO BE SCHEDULED, TO SUPPORT CONSTRUCTION INACCORDANCE WITH THE OVERALL OPTIMISEDPROJECT SCHEDULE.FOR ACHIEVING OPTIMUM INTEGRATION OFCONSTRUCTION KNOWLEDGE IN THECONSTRUCTION PROCESS.TO ACHIEVE MAXIMISATION OF PROJECT GOALSAND PERFORMANCECONSTRUCTION KNOWLEDGE AND EXPERIENCE IN PLANNING ENGINEERING PROCUREMENT AND FIELD OPERATIONSTO ACHIEVE OVERALL OBJECTIVES.THE DESIGN OF STRUCTURE OR SYSTEM FACILITIESEASE OF CONSTRUCTION SUBJECT, TO THE OVERALLREQUIREMENTS FOR THE COMPLETED FORM.*Pg22ELMA HUSICPAGE 41
KEY POINTS TO REVIEW3.)PLANS4.)SPECIAL REQUIREMENTSE.G. PERMITS2.)SPECIFICATIONS1.)DEVELOPMENT & COORDINATION OFCONTRACT COMPONENTS ELEMENTSDELIVERY METHODS5.)CONTRACT FORMULATION*CONTRACT TYPESDESCRIBES THE FINANCIAL TERM OFRELATIONSHIP BETWEEN AN OWNERAND A CONTRACTOR, WHILE THEDELIVERY METHODS DESCRIBESTHE METHOD OF MANAGEMENT THECONTRACTOR WILL USE TO PERFORMTHE WORK.ELMA HUSIC* MILESTONES AREINTERIM COMPLETION DATES THATARE EITHER CONTRACT DRIVEN ORCONTRACT SELF-IMPOSED TOMEASURE THE PROGRESS ORTRIGGER SUBSEQUENT WORKACTIVITIES. THEIR ACHIEVEMENTMAY EARN PROGRESS PAYMENTFOR THE CONTRACTOR.PAGE 42
DELIVERY METHODSIMPORTANT PARTICIPANTS IN ANYELMA HUSICPAGE 43
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ABBREVIATIONS LISTPSP - PLANNING AND SCHEDULING PROFESSIONAL
aace international planning & scheduling professionals certification guide planning development planning product creat ing schedule s ch edul m ant / c o ntr li g schedule output and deliverables schedule development c o n tr o l l i n g s c h e d u l i n p g l a n n i n g p r o j e c t. e
