CRITICAL PATH – is the longest continuous chain of activities (may be more than one path) which

establishes the minimum overall project duration. A slippage or delay in completion of any activity by

one time period will extend final completion correspondingly. The critical path by definition has no

“float.”

LONGEST PATH (LP) – is the longest continuous path of activities through a project, which controls

project early completion. It is possible for otherwise defined critical path activities to not be on the

longest path and longest path activities to not show calculated critical float. The longest path analysis is

unaffected by activity calendars. The longest path is determined by the string of activities, relationships,

and lags that push the project to its latest, early finish date. The longest path is calculated by first

performing a CPM ‘forward pass’ to determine driving relationships and the project’s latest, early finish

date. The activity (or activities) with the latest, early finish dates are then identified and all predecessor

driving relationships traced back to the project start date. These activities constitute the project’s

longest path. The longest path depends upon relationships driving the timing of activity starts, thus use

of constraints and resource leveling can interrupt and invalidate longest path analysis. Use of

interruptible activities can also result in false longest path indications. For complete accuracy, longest

path analysis should take place absent of constraints, resource leveling, and/or interruptible activities.

Windows Analysis

A method of Delay Analysis that analyses the project in discrete 'windows' of time. The Status of

the project and forecast Programme Completion Date is examined at the beginning of the time

window and at the end of the time window.

Any Variance (generally a Delay) is due to the events on the Critical Path within the window

period.

Also referred to as Time Slice Analysis.

What-If Analysis

The process of evaluation alternative strategies by changing the Sequence, Durations and

Constraints on activities.

Having Experience of Almost 7 Years in the field of Construction, Well expert in Delay Analysis & Techniques used to identify Delays using the tools of Primavera P6. Development of Program Of Works and its Timely Monitoring, All type of Report Generation using Primavera P6.

1- What is project management ?

Project management application of tools and techniques available to ensure the defined tasks are

completed properly involves applying the knowledge & skills of the project team members including

the project manager . Proper completion means implies achievement of end results within given

budget and time constraints. It usually means balancing of the constraints of scope, budget, schedule,

quality, risks and resources.

project management interview questions Top 10 questions and Answers

2- What is Team Management ?

The interviewer will be interested to know how you have managed any project that is multidisciplinary,

like matrix management or even cross country management. “My co-workers will tell you that I am a

team player and a colleague they can count on to pull his weight whether it’s a normal day or we’re in

a crunch.”

3- Tell me about your Previous Experience?

Most candidates for assistant project management roles have already had a great deal of experience

working on projects at different levels. Start tabout a complex project you managed from start to

finish to get the interviewer feel your strongest points and skills. Look for examples of successful

delivery while keeping everything on time, within budget and to specifications. However, a project

rarely goes exactly to plan, so finding out about times when things did not go so well and how he

coped, adapted and learned are equally important.

4-What is your definition of success?

The interviewer is looking for work related examples of how you measure success and when know you

have reached accomplishment. Use a work related example and keep your answer short and to the

point.“In my opinion and as it relates to the workplace, success is a measurable variable. If you don’t

measure your accomplishments, success is lost. Success can be tied to everything you do each day.If

I plan to accomplish 3 tasks before the end of the day and I do so, then I have been successful.

Success simply means accomplishing what you set out to do within the parameters you specify,

whether they be time, money or learning, etc.”

5- Have you ever faced any disagreements in your previous job? How did

you solve it out?

your have to take into consideration several disagreements. They can be between employees,

between the superior and the employees, or even the client and the employees.

If you reply that you have never had any disagreements, the interviewer will wonder whether you

were really a key player for your skills or simply because you are a people pleaser.

Make sure that you come up with at least one incident where employees and superiors had differences

in thought and you were instrumental in changing the scenario.

6-How do project scheduling help achieve project execution?

When the activity effort and resource estimates are known getting the work done depends on how the

tasks are sequenced. Dependencies with other activities have to be clearly known. The basic sequence

is determined by what activities should be carried out first and what should follow. Unconnected

tasks/activities can be sequenced in parallel to reduce project time. Most optimized sequencing would

give you the best possible time needed given the resources allocation is ideal and there are no

constraints there. Scheduling is done from activities list prepared after WBS has been finalized.

7-Are you PMP certified? If you are not certified do you have a desire to

attain a PMP certification?

Most employers are looking for PMP certified for project management vacancies. Be prepared to talk

about your intentions, whether you already have it or you are currently in the planning stages of

getting it.

8-What is EVM, earned value management?

At every monitoring point the planned value (PV), earned value (EV) and actual cost (AC) are

monitored. PMB, performance measurement baseline is the aggregation of all planned values.

Variances from baselines are determined and Schedule variance (SV) and cost variance (CV) are

calculated. If earned value is equal to the planned value then the project is achieving what it is

supposed to. If there is schedule or cost variance is significant, appropriate action needs to be taken

to correct the slips. Estimate at completion (EAC) is estimated and compared with budget at

completion. In case there is a slip, the cost consequences will be known.

9- Why did you leave your last job?

Always try to focus on something positive especially if you left your last job on bad terms.Be honest

but also diplomatic and professional. If you left because you disliked your supervisor, be more

specific,As the person conducting the interview, I then understand that you don’t work well with

someone who is a micromanage and can determine how you would fit within the role on our team.

10-What is your salary expectation?

This question ensures both parties are on the same page,Postpone any talk of salary until all other

issues about the job are resolved to both parties’ satisfaction. If pressed to answer, always state a

range rather than a single figure, so there’s room for negotiation when the offer comes.You must be

realistic in what you ask for knowing there are many qualified candidates out there. Be prepared to

make a strong case for the top of the range.

My final advise to you is to prepare yourself and try to collect more information about the company

and its past and ongoing projects to give you an idea about what type of project management

interview questions you will be asked.

Q1:What are the difference between free float, total float and what is different between Float and Slack?

Float and slack are the two different words for the same meaning.

Free Float : amount of time , an activity can be delayed without delaying the successor activity

Total Float : amount of time , an activity can be delayed without delaying the project finish date.

Q2:What is a constraint in primavera?

Constrains in primavera is to fix the early or late start or finish date of an activity as per following options:

1) Project Must Finish by

2) Mandatory Start / Mandatory Finish

3) Start / Finish On or After

4) Start / Finish On or Before

5) Start / Finish On

6) Expected Finish

Q3:How can you define the Critical Path in primavera?

The sequence of activities which describe the longest path from the data date to the end of the project. In a schedule without

any constraints, this will be all activities with zero total float.

(if you have constrains which force negative float, simply filtering on total float equal to or less than zero can bring up activities

which are not on the critical path)

Q4:What is WBS?

WBS means Work Breakdown Structure. it represents a hierarchical breakdown of a Project into elements and deliverables.

Q5:What is an open end activity in primavera?

The open end activity is the activity that does not have any successor. Normally open end activity is not accepted in schedule

because the total float will be calculate from the end of the project and these entire activities late dates gather at the end of

the project and can not be prepare a logical late start plan.

Q6:What is the difference between Retained Logic & Override Logic in progress update?

If a project is generally running according to plan and activities are not progressed out of sequence then there will be virtually

no difference between the two methods. BIG differences come when activities are progressed out of sequence.

I believe in retained logic. Invariably that will produce the longest critical path but if activities have been progressed out of

sequence, there could be some resulting illogical dependencies remaining, in particular resulting from dependencies with

durations.

Progress override invariably produces a shorter critical path and again there could be some illogical lack of dependencies

resulting from activities having been progressed out of sequence.

Q7:How do u measure & compare the progress using primavera?

Progress is measured primarily against the baseline. If the baseline has been loaded with cost and/or resources, earned value

management can be used for this purpose. If not, progress is measured as variance to baseline dates.

Budget at Completion (BAC)

Planned Value (PV) = budget at Completion (BAC) x Planned % Complete

Earned Value (EV) = budget at Completion (BAC) x Actual% Complete

Actual Cost (AC) = No formula What you’ve actually spent on the project

Schedule Performance Index (SPl) =Earned Value (EV) / Planned Value (PV)

Schedule Variance (SV) =Earned Value (EV) – Planned Value (PV)

Cost Performance Index (CPI) =Earned Value (EV) / Actual Cost (AC)

To Complete Performance Index (TCPI) =(Budget at Completion (BAC) – Earned Value (EV) ) / (Budget at Completion (BAC) -

Actual Cost (AC) )

Cost Variance (CV) = Earned Value (EV) -Actual Cost (AC)

For more information see this article:EVM earned value management

Q8:What is resource allocation and resource leveling?

Resource allocation is assigning resources to activities,determine the amount of labor, equipment and money required for any

activity.

Resource leveling is Resource requirements of all scheduled activities are compared to the maximum quantity available at the

time of leveling.An activity is delayed if too few resources are available at any time during the activity’s duration.The maximum

quantity for a resource is determined through the Max units/time for a particular resource in the Resources Tab.

Q9:What is an S – Curve and how to create S Curve in primavera?

An S-curve is a graph showing cumulative cost or value (measured in terms of money or manhours) against time. On a typical

project, these graphs follow an “S” shape, hence the name. Typical data to be plotted on an S-Curve includes:

Actual Cost (ACWP)

Planned Value (BCWS) –Early dates

Planned Value (BCWS) –Late dates

Earned Value (BCWP)

Forecast Value –Early dates

Forecast value –Late dates

Forecast Cost –Early dates

Forecast cost –Late dates

Q10:What are the difference between flag and milestone activity in primavera?

Mile stone & flags both are events rather then activities. Some client likes to use flags rather than mile stone due the following

differences.

1- With the use of flags the logic of main event can be easily tracked as these can not be created without predecessor as stand

alone allocating the constraint.Where as mile stone can.

2- Flags can not update manually as Primavera automatically update the status where as milestone can be update manually.

3- Flags can not be constraint only driven by predecessor where as milestone can.

I think there is a growing demand for the planning engineers specially in

the middle east, some new graduated engineers thinking to start their

careers as planning engineers but they do not know what to do, Therefore i

opened this discussion to share our knowledge and thoughts.

I will put my point of view and every one is welcome to comment and

share us with his / her thoughts. To be a successful planning engineer you

should do the following :

1- Please take my golden advise NEVER EVER look for the salary in your first 5 years in your

career, Money will come later on if you are well experienced and well educated. Just look

for the experience first (Big projects, international companies, professional

managers….etc) even if it will cost you less salary or more efforts, after few years you may

get double salary of your colleges because you planned for your future. If you fail to plan,

you plan to fail.

2- Do not start your carrier as a planning engineer, i believe you should work as a site

engineer first to know the sequence of work and to feel the site work environment and this

will help you later to estimate activities durations and sequence activity. I recommend to

work 1 to 2 years as a site engineer.

3- Enhance your computer software knowledge, while you are working as a site engineer

you need to enhance your software experience to be able to go to the next level, at least

you should know Auto Cad, Excel, Word, and of course our favorite software Primavera. do

a time schedules for the works you are supervising and show it to the project planning

engineer and get his / her advise.

4- Next Level, Join the technical office: after you spent 1 or 2 years as a site engineer try to

join the technical office in the site, mainly try to work as a quantity surveyor Q.S. This will

improve your skills to read the drawings and to feel the numbers. Remember that planning

engineer job mainly dealing with numbers such as quantities, productivity, progress

percentages, manpower….etc, it is important for a successful planning engineer to know

how to make a fast and accurate quantity surveyor or even to be monitoring a quantity

surveyor under planning engineering department. I recommend to work 1 year as a

quantity surveyor.

5- Study project management: the real planning engineer not the one who knows primavera

only, you should know the concept of the project management and this will make your life

much easy. So i recommend to study the PMI’s Project Management Professional (PMP)®

during your work as a quantity surveyor Q.S, try to be certified from PMI because this will

help you to go to the next level.

6- Next level, work as a scheduler or a junior planning engineer: if you succeeded to be a

Project Management Professional (PMP)® certified, then it will be easy to find a scheduler

or a junior planning engineer job. Remember at this stage you still looking for experience

not the money. I recommend to work as scheduler or a junior planning engineer for 2 years

and it is better to complete one or more project from the very beginning to the very end.

7- Primavera and Microsoft excel are the core tools for the planning engineer: during your

work as a scheduler or a junior planning engineer you should reach an advanced level in

primavera and excel latest versions, i recommend to take advanced courses (could be

online courses).

8- sharing your knowledge and experience with others: some people may think that if they

share the knowledge and experience with others it reduce their chance to be special and

give others more power with negative impact on the one who is sharing his ideas,

knowledge and experience with others, This is totally not true because the moment you

think that you know every thing is the same moment you will start falling behind. sharing

knowledge and experience is a perfect method to promote your self and find out many

many mistakes you was doing and thinking that every thing is perfect. Just try it .

9- Next start looking for a stable position with good salary: after reaching the step no. 8

you should be qualified for a good position as a planning engineer but i recommend to look

for a stable company with good salaries for your next 3 to 4 years. work stability will be a

factor now in your c.v, Therefore i recommend to choose a stable company or even if your

existing company is stable that is fine.

10- Continue learning and improve your skills & knowledge: you can do this by checking the

planning engineers websites, groups , forums or even study a master degree in

management.

at the end of this article i want to draw you attention to the self motivation factors which will keep you

going on the right road of success, never be disappointed from your mistakes or from others

judgement. Remember the more you work the more chance you will do mistakes and the different

between the successful planning engineer and the loser planning engineer that the first one learns

from his mistakes and the second one get disappointed easily.

When using Retained Logic, the activity that starts out of sequence cannot finish until it’s

predecessor has finished. The remaining duration of the out of sequence activity will be scheduled to

begin after the predecessor is scheduled to finish. Retained Logic respects the network logic.

When scheduling using Progress Override, Primavera P6 ignores the relationship between the

activities and schedules any remaining duration of the “out of sequence” activity from the data date.

What is the time schedule ?

The time schedule is a contractual document between the client and the contractor which

defines the forecast sequence and progress of the work and the contractual start, finish and

milestones dates. The time schedule could contain the budget cost of the project which

creates the project cash flow and could contain the manpower as well which creates

manpower histograms.

How it is look like?

Mainly the time schedule contains 2 main sections, Bar chart and activity list as per the

photo below

What is the types of the time schedule?

There are few types of time schedule depend on the stage of the project :

1- Tender schedule:

This is a schedule prepared by the contractor to the client in the very beginning stages of

the project, even before the project awarded to the contractor and usually it is a summary

schedule clarifying how the contractor intend to execute the project (sequence and

duration). This time schedule does not contains lot of details and issued as a part of the

tender documents for future reference.

2- Master Time Schedule:

The master time schedule is the first schedule to be issued by the contractor after project is

awarded from the client and most contracts allow for a short duration (2 weeks

approximate) to submit this schedule after the letter of award, However the master

schedule should contains more details to the project rather than the tender schedule and

could include budget cost, project cash flow and resources histograms.

3- Detailed Time Schedule:

The detailed time schedule is very important document and should be created carefully as

per the client requirements, detailed schedule should have the budget cost, resources and

equipments assigned to each activity. after issuing the master schedule, the planning

engineer should proceed with the detailed schedule which contains more details and

breakdown such as (floor , area , zone , discipline of works …. etc). Once the detailed time

schedule approved from the client or the client representative (Project or Program

Manager) then it called BASELINE SCHEDULE.

4- Baseline Time Schedule:

The baseline schedule is the client approved version of the detailed schedule (or sometimes

the master time schedule) which the progress of works will be monitored against it. The

dates and the values in this schedule are fixed and can not be changed.

5- Updated Time schedule:

The updated time schedule is a copy of the baseline schedule with actual dates and

percentage which represent the progress of work at certain date (Data Date). Once actual

values applied to a baseline schedule it became an updated schedule with forecast

completion dates for each activity could be earlier than the baseline schedule which mean

(Ahead of schedule) or after the baseline schedule dates which mean (Behind the

Schedule).

6- Revised Time Schedule:

The revised time schedule is a recovery schedule to recover schedule delays due to any

reason, revised time schedule could recover 100 % of the delays in the project and shorten

the durations to complete the project as planned or it could not recover any durations if it is

not possible and just represent a new completion date of the project.

1- Duration % complete:

Duration % of Original (or Planned) threshold value is expressed as a percentage. An issue is

generated if the ratio of the activity’s actual duration to its original or planned duration (actual

duration / original or planned duration * 100) falls beyond the threshold values.

How it is calculated in primavera p6 : Duration % Complete(P6) = (

[Original Duration] – [Remaining Duration] ) / [Original Duration]

Example of calculating Duration % Complete : Original Duration: 20d ,

Actual Duration: 15d and Remaining Duration: 18d [Duration % Complete]

= (20-18)/20 = 10%

to use the Duration % complete for an activity you should select the Duration % complete type from

the activity details general tap as shown in the photo below

Duration percent complete primavera p6

Duration % Complete for WBS Elements

The previous explanation was focused on Duration % Complete for Activities. Duration % Complete is

also calculated for WBS Elements, but I strongly recommend you not to use Duration % Complete to

track a WBS Element’s progress. Thus I have not included an explanation of the calculations here.

2- Units % complete:

Each assigned resource and assigned expense creates units in Primavera P6. The number of units

depend on duration of the activity and your current settings the Units % is calculated from the actual

and remaining units, Units % Complete = [Actual Units / At Completion Units] x 100. see the figure

below for more understanding

units percent complete primavera p6

Units % Complete for WBS Elements

The previous explanations were for activities’ Units % Complete. This field is calculated in the same

way for WBS Elements. However, I recommend you to use Earned Value and Performance %

Complete for the WBS Elements instead of Units % Complete and Duration % Complete.

Different between Duration % complete and Units % Complete:

- When units are not distributed uniformly, the Units % Complete will not be uniform relative to the

time and will not equal to duration percentage complete.

- Even if the units are distributed uniformly and the original duration not equal to at completion

duration the units percentage complete will not equal to duration percentage complete.

- Only when units are distributed uniformly and the original duration equal to at completion duration

the units percentage complete will equal to duration percentage complete.

3- Physical % complete:

Physical percentage complete is a calculated field, which displays the percent complete based on the

relative weights of the completed steps versus the incomplete steps. The physical progress of an

activity is a manually-entered value determined by the user. The Physical % Complete is not

rolled-up to WBS level, because it’s based on an external parameters, unknown to the software.

to use the Physical % complete for an activity you should select the Physical % complete type from

the activity details general tap as shown in the photo below

Physical percent complete primavera p6

4- Schedule % complete:

schedule percent complete for an activity based on a straight forward calculation in primavera p6,

schedule percent complete = ( [Data Date] – [Baseline Start] ) / ( [Baseline Finish] – [Baseline Start]

)

When the Data Date is earlier than the Baseline Start date, Schedule % Complete is zero, when it’s

after the Baseline Finish data, Schedule % Complete is 100%. Otherwise, Schedule % Complete show

what percentage of the Baseline duration is passed by the Data Date. see the figure below for better

understanding.

Schedule percent complete primavera p6

Schedule % Complete for WBS Elements:

The Schedule % Complete of the WBS Element will be the ratio of the Baseline Costs before the Data

Date to the Total Baseline Cost.

The costs before the Data Date are called the Planned Value, or PV for short (Also called BCWS –

Budgeted Cost of Work Scheduled). The total baseline cost is called Budget At Completion or BAC for

short. We can now formulate the calculation of Schedule % Complete for WBS Elements as: Schedule

% Completed (WBS) = PV / BAC

5-Performance % Complete:

The percentage presentation of EV is usually called Performance % Complete. Performance %

Complete of the Activities under the same WBS Element is calculated by one of these six options:

1. By Activity % Complete and without resource curves

2. By Activity % Complete and with resource curves

3. By WBS Milestones

4. By 0/100 method

5. By 50/50 method

6. By x/(100-x) custom method

(1) and (2) are continuous and the rest of them are milestone progresses. (1) and (2) are dependent

on the Activity

progress, (3) is completely independent from the Activity progress, and the rest of them are only

influenced by Actual Start

and Actual Finish of the Activities.

Planning and scheduling procedures

The purpose of Planning and scheduling procedures is to define the requirements for the planning and

scheduling activity on projects. The objective is to develop plans and schedules and then to

monitor,analyse, report and forecast performance in such a manner that projects are delivered on or

ahead of schedule.

This objective of planning and scheduling procedures will be achieved if :

• Planners/schedulers fully understand the scope of the project and are pro-active both in

interpreting the Clients requirements and producing project schedules.

• The project team effectively ‘buys-in’ and owns the project schedule.

• Planning and scheduling information and documentation is produced which can be effectively

utilized by project team members.

• The schedule is pro-actively analysed & reviewed to identify any potential restraints to progress.

Any restraints identified being reviewed with all appropriate project team members, including the

Project Manager.

• Any Specific project requirements should be identified and included in the Project Quality Plan

• The objectives of the Global / Regional / Industry / Quality Systems are met

• The Planning Manager is responsible for allocating planning resources, planning departmental

budgetary control and maintenance of the quality procedures.

DEFINITIONS:

Planning: The breakdown of work into its component events, and the

sequencing, resourcing and strategy of those events.

Scheduling: Detailed assignment of logic, duration & start/finish dates to

project activities, within the overall plan.

Schedule/ Programme: Pictorial or tabular representation of the time phased events or activities

required to execute the project. May be based on a critical path network (CPN).

Critical Path Network (CPN): A representation of activities and/or events with their inter-

relationships and dependencies.

Milestone: An event selected for its importance in the project and/or

activity/deliverable.

Precedence Network: A network diagram in which the nodes symbolise the project

activities.

Productivity/Efficiency: Ratio of hours earned versus hours expended.

Performance Measurement Baselines: The original project quality, HSE, budget & contract

duration

objectives set by Management at Commencement.

PBS Project Breakdown Structures: – defines an hierarchical structure by which the work is to be

done – can include structures for Work, Cost, Contract, Organisation, Risk, Resources etc.

PROGRESS MEASUREMENT:

The Planner/Scheduler is responsible for ensuring that the various progress measurements

used throughout the project are a fair representation of the actual project progress. As a

minimum, the following should be provided:

Studies/Engineering/Design: Actual % complete vs scheduled % complete. Work-hours expended

vs budget work-hours. Productivity.Forecast work-hours at completion.

Procurement: Schedule of planned, actual and forecast order and delivery dates, summary of inquiry

PO packages issued.

Contracts: Schedule of tender compilation and issue, tendering period, tender return, tender

evaluation, award and completion dates for each construction contract package.

Construction: Actual % complete vs scheduled % complete.

RESOURCE PLANNING

The Planner/Scheduler is also responsible for providing information to assist with the

management of resources required to execute the work. These tasks include, but are not

limited to:

At the earliest possible stage, using the best available data, by assessing the Scope of

Services and material quantities to provide management with an overall resource

overview of the project.

From the project approved budgets assess the quantities of major resources required,

issue discipline resource manpower requirement to Project Manager and Lead Discipline

Engineers and determine if the supply may be a limiting factor.

Where limitations occur pro-actively identify resolution by:

- co-ordinating and re-sequencing activities

- providing sufficient warning so that resources can be obtained

- Recommend other actions such as work sharing, sub-contracting, etc.

Provide and update forecasts of discipline manpower requirement and other facilities

INTERACTIVE PLANNING:

At various stages in each project, interactive planning sessions may be held with the Client

and the Project team (including, where relevant, sub-contractors, vendors and construction

contractors) with the intention of obtaining buy-in to the agreed schedule by all parties. This

is designed to facilitate the production of an integrated project schedule which highlights the

key constraints and major issues which impact successful execution. Alignment with key

execution strategies is essential. The main tool is a time phased wall mounted bar chart

which should be readily accessible to all parties involved in the project and can form the basis

of the detailed schedules as well as recording key risks, assumptions and opportunities.

TYPES OF SCHEDULE

The Planner/Scheduler must produce documents that help co-ordinate, inform and optimize

the schedule of a project. This can only be achieved if such documents are well thought out,

agreed with the Project Manager and Discipline Leads and issued in a timely fashion.

Each project should be examined and, along with the Project Manager, a determination made

as to which types of schedules will be appropriate. The schedules to be utilized shall be

stated in the Project Procedures.

Upon receipt of instructions to proceed with the project, and prior to the first issue of the

agreed Project Schedule, the project will be controlled with advanced 30 day or 60 day

project initiation action list / Start Up Schedule to ensure that early activities are identified and acted

upon to protect the overall schedule.

TYPES OF SCHEDULE

The following types of schedules have been categorized for convenience:

LEVEL 1 – MAJOR MILESTONE SCHEDULES

MAJOR MILESTONE SCHEDULES

Purpose Generally used to summarise the overall project performance for

project management and client information purposes.

LEVEL IV – SCHEDULING STUDIES/LOOK-AHEADS ETC

Purpose To finitely manage aspects of the master schedule. To keep the

discipline leads and field personnel informed of upcoming tasks.

Typical Application On any project that has special scheduling needs defined by the

Project Controls Manager in the Project Procedures. Every

construction project that involves direct control of the labor.

Contents Scheduling of individual deliverable, drawings, data sheets,

specifications, line lists, requisitions, purchase orders, materials,

process systems, RoS / Forecast On Site Delivery Dates etc. within

the Level III activities etc. that may be necessary to properly manage

the project. This activity should be done by the individual disciplines.

Layout/Format As per the project needs. Two week look-ahead’s for field activities.

Display summary information on project notice boards

Timing/Frequency As required. Two week look-ahead’s are rolling every week and

issued at least two working days before the first week and should be

reviewed at the progress meeting as to their viability.

AUDITS / RECORDS

It is expected that, as part of the Quality System to maintain ISO accreditation, project will be

audited against this procedure on an annual basis. Non – conformances raised will be closed

out by the project planner & planning manager. The planning manager may require specific

audits more frequently.

The project detailed schedule is a quality record. Baseline data, schedule updates, key

changes to scope and methodology should all be recorded and kept within the filing and

document record system for subsequent contract requirements, post project close out &

reporting. The Project Close Out procedure requires an analysis of the key project

parameters for subsequent use on further projects and cost & schedule database upkeep of

metrics & benchmark data.

Typical Applications Proposals, at the planning stages of a major project, small studies,

engineering projects with a low level of complexity, few activities and

short duration, as a monthly summary of Level II and III schedules.

Contents Schedule shall identify contract milestones, significant engineering,

procurement, construction and operations milestones, other

significant milestones and/or constraints. Normally restricted to one

bar per discipline.

LEVEL II – INTERMEDIATE MILESTONE SCHEDULES

INTERMEDIATE MILESTONE SCHEDULES

Purpose To inform groups of major constraints, due dates, manning levels,

progress achievement, etc. and the critical path.

Typical Applications Major proposals and studies, engineering projects with a medium

level of complexity, small construction projects, contract payment

milestones.

Contents Schedule will be a further breakdown of Level 1 reflecting major

activities for each phase i.e. engineering, procurement, construction

and commissioning.

Manpower histogram will indicate each phase manning

requirement.

Progress ‘S’ Curve for each phase will indicate schedule % complete

and actual % complete.

LEVEL III – DETAILED WORK SCHEDULES

Purpose To inform all disciplines as to the status and progress of individual

work packages, and of critical path issues.

Typical Applications On all complex engineering-only projects and all EPC projects. Also

on smaller projects where elements of the schedule are extremely

critical and, hence, need to be managed at this level.

Contents Schedule detailed into controllable and identifiable work activities

which can be “rolled-up” to Level II. The schedule should identify key

issue activities for deliverable types. The schedule will normally be

generated from precedence logic network with critical path identified

Typical Applications On all complex engineering-only projects and all EPC projects. Also

on smaller projects where elements of the schedule are extremely

critical and, hence, need to be managed at this level.

Contents Schedule detailed into controllable and identifiable work activities

which can be “rolled-up” to Level II. The schedule should identify key

issue activities for deliverable types. The schedule will normally be

generated from precedence logic network with critical path identified,

refer to Attachment 6.6 as typical which also includes a schedule

risk analysis example.

Layout/Format ‘S’ Curves will be generated (per discipline) to monitor scheduled vs

actual progress.

Manpower histograms will be produced to identify individual

Manpower histogram

discipline manning requirements.

Summary WBS Report – Document will be produced to provide an

overview of the project status. It will contain original work-hour

budget, unapproved change notices, approved change notices,

current budget, work-hours expended, % achieved, productivity

achieved, productivity to go, forecast work-hours to complete and

forecast work-hours at completion, refer to Attachment 6.7 as typical

of DD&E and Site Reports.

Display summary information on project notice board

Typical Analysis Typically at this level the schedule should be analysed for the top 5

critical paths and the current critical activities highlighted to the team.

The logic and durations within these critical paths should be

continually addressed to ensure schedule robustness.

Forecast man hours / productivity to go and resourcing levels should

be analysed for consistency

Trend analysis on key parameters e.g. Material deliveries to site,

pipe work productivity, schedule float usage etc

Timing/Frequency Update continually. To be issued monthly by the 5th working day

after the close-out date.