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Schedules and schedule control
Published in Len Holm, 101 Case Studies in Construction Management, 2018
Schedule control involves monitoring the progress of each scheduled activity and selecting appropriate mitigation measures to overcome the effects of any schedule delays. As-built schedules are prepared to allow project managers to develop historical productivity factors for use on future projects. Controlling the schedule of subcontractor progress can at times be problematic for general contractors, as shown in some of the following case study examples. An example summary schedule that could be attached as a contract exhibit or included with a negotiated contractor’s proposal is included as Figure 5.1. Planning and scheduling, similar to estimating, have been covered extensively in other books dedicated solely to that topic. Most project management books such as Management of Construction Projects and Introduction to Construction Project Engineering also devote at least one chapter to scheduling. This chapter is just a brief introduction, and the example cases are indicative of some of the scheduling hurdles the jobsite team must overcome.
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Published in Charles Protzman, Fred Whiton, Joyce Kerpchar, Christopher R. Lewandowski, Steve Stenberg, Patrick Grounds, James Bond, The Lean Practitioner’s Field Book, 2018
Charles Protzman, Fred Whiton, Joyce Kerpchar, Christopher R. Lewandowski, Steve Stenberg, Patrick Grounds, James Bond
Lean principles can be applied in a variety of ways to solve everyday problems by frontline staff. Lean also benefits more formal kaizens and kaikakus (focused on revolutionary and radical improvements); which require more planning and where project management skills could be beneficial. The ability to plan the approach and follow a roadmap especially when multiple tools and change management is essential. Applying a project management structure can be advantageous to minimize schedule delays and reduce project risk. This does not require project managers to be enlisted to run “Lean projects.” Project management can be done formally by leveraging a project plan, or more informally using an A3 format. An A3 example is shown in Figure 25.1*. For the majority of Lean initiatives, the A3 planning tool is a good choice. The A3 tool is a storyboard with many applications. This form provides a scientific method for problem solving.1 Whether effecting a larger transformational Lean project utilizing the “BASICS model”—baseline, assess, suggest solutions, implement, check, and sustain—as discussed in Chapter 8; plan–do–check–act (PDCA), or when initiating any type of activity, planning is critical to the success of the project. The level of the plan should directly relate to the complexity of the Lean initiative that is being performed. The A3 can be leveraged as a planning tool as it combines the plan, findings, and decisions into one document. This facilitates communication of the problem, including actions, and is continuously updated to reflect the project’s current status.
Production control and reporting
Published in Giovanni C. Migliaccio, Len Holm, Introduction to Construction Project Engineering, 2018
Giovanni C. Migliaccio, Len Holm
Production controls, including cost and schedule control, are essential project manager, project engineer, and superintendent functions. The project team must ensure that the project is completed within budget and on schedule. Cost codes are used to track project costs and compare them with the budgeted (or estimated) value for each element of work. Work package analysis provides the jobsite project team with a method for tracking the direct labor cost, which represents the greatest risk on the project. Schedule control involves monitoring the progress of each scheduled activity and selecting appropriate mitigation measures to overcome the effects of any schedule delays. However, the control and monitoring of field production relies on: (a) performing continual field observations and measurements; (b) documenting and archiving information into a repository, such as a physical file cabinet or an electronic database; and (c) extracting information from the repository and analyzing it to provide up-to-date reporting on how the project field activities are faring against the budget and the schedule plans.
Moderating Effect of Senior Management Support on the Relationship Between Schedule Delay Factors and Project Performance
Published in Engineering Management Journal, 2022
Riaz Ahmed, Abrar Hussain, Simon P. Philbin
The construction industry can be regarded as the backbone of any country’s economy and this industrial sector plays a vital role in economic growth (Yap et al., 2019). In this context, construction management and planning are crucial and often challenging activities, where the lack of adequate planning can result in construction projects failing to be completed with the required schedule and agreed budget allocation. Indeed, schedule delays often occur due to ineffective planning and management set of project activities (Pehlivan & Öztemir, 2018). Not surprisingly, the costs and time taken by projects are two of the primary factors that contribute toward the success of projects in the construction industry (Johnson & Babu, 2020). Construction projects can often encounter delays that are caused by multiple factors and this can be commonplace across the construction industry. Usually, a project will be considered as being successful if it has been completed on time and according to the agreed schedule, within the planned budget and according to the defined specifications and stakeholders’ satisfaction (Gebrehiwet & Luo, 2017). According to Larsen et al. (2016), problems of time and cost overrun as well as inferior quality have been common across the construction industry for a long time.
Capturing and reusing knowledge: analysing the what, how and why for construction planning and control
Published in Production Planning & Control, 2021
Jeffrey Boon Hui Yap, Kamran Shavarebi, Martin Skitmore
Many construction projects suffer from schedule delays and cost overruns. For example, more than half of Malaysian construction projects experience cost overruns (Shehu et al. 2014) while 9 out of 10 global transport infrastructure projects overrun their budgets according to (Flyvbjerg et al. 2003). The effects of schedule delays include poor quality deliverables, project extensions, litigation, and cost overruns (Kaliba, Muya, and Mumba 2009). Underachieved outcomes due to poor project management practices have been reported by studies in Australia (Love, Edwards, and Smith 2016), Jordan (Khlaifat et al. 2019), Malaysia (Yap, Chow, and Shavarebi 2019), Norway (Zidane and Andersen 2018), Sweden (Lind and Brunes 2015), and UAE (Faridi and El-Sayegh 2006).
Comparison of cost and schedule performance of large public projects under P3 and traditional delivery models: a Canadian study
Published in Construction Management and Economics, 2020
Jing Zhang, Fangjian Chen, X.-X. Yuan
This study defines overrun as a percentage of cost change relative to an earlier reference value; a positive number means overrun, a negative underrun. Similarly, schedule delay is where a project is completed after the estimated or contractually committed schedule; the duration of a delay is defined as the time deviation between two completion date points in the project schedule.