Saturday 5 October 2019

What is Scheduling in construction Management

The lifecycle of a construction project begins when an owner identifies a market need and ends when the project is completed and turned over to the owner. A well-executed construction project schedule outlines each step and provides dates for completion.

Scheduling in construction Management

Civil Engineering-Early schedule

The Contractor shall submit the preliminary schedule and narrative report at least 5 working days prior to the pre-construction conference to review the techniques and receipts per requirement set out below. This should include detailed details of the activities scheduled for the first 60 days of the project and including mobilization, submittals, procurement and construction. 

Make all corrections and revisions of the initial schedule following the Engineer review and send it back within 7 working days. No contract jobs can be resumed to the site without a schedule 60-day received early or schedule baseline received on project management.

Basic Schedule

Contractors are required to submit the baseline CPM schedule and narrative reports within 30 business days after the pre-construction conference to review the techniques and receipts per requirements set out below. This should include detailed details of all activities and work for the entire project management. 

The contractor should review the baseline schedule by technique, discussing the strategy and details of all critical critical activities and near (less than 10 days total float). This review should include the approximate work amount, general crew and planned equipment, expected production rate if known, duration, and relationship with precede and activities. 3. Make all corrections and revisions of the baseline schedule follow the Engineer review and send it back within 10 working days. The final Baseline CPM schedule must be completed and received within 60 calendar days after notification to continue.

Update schedule

Contractors should provide an Update schedule with narrative reports to reflect project status along with each monthly progress payment. Update schedule will show the status of all developing activities with actual start and end date, percentage of completion based on job-place in-and time period remaining. 

If there is a critical path activity being behind the schedule, the contractor should provide in narrative reports an explanation of the cause and propose corrective steps to get back on schedule. Contractors must take additional steps such as to effectively eliminate or minimize such delays and to adhere to the schedule on project management. 

Short Interval schedules and work plans in addition to filing monthly CPM schedule updates, submit a short weekly interval schedule each week during construction, detailing proposed work plans and operations for the next two weeks. Include:
  • Work activity
  • Labor involved with trade
  • Business Hours
  • Equipment involved
  • Job location to be done

Requirements and usage schedule of general scheduling requirements:

1. Deadline and progress

The Initial schedule and schedule baseline will not exceed the time limit set in the contract document and shall conform to the contracts specified in the milestone date and the order of construction. Schedules will be used by the Employment Department and to evaluate progress and to determine the impact of any changes in project management contracts.

2. Schedule of Acceptance

The Engineer acceptance of any schedule will not divert the contractor's responsibilities to the department. Contractors themselves will remain responsible for adjusting the strengths, equipment, and work schedules to ensure completion of the work within the time specified in the project management contract.

3. Period activities and bad weather

In calculating the period of activity, normal bad weather should be considered.

4. Report Schedule

Three copies of each schedule report are delivered with the initial schedule, schedule baseline and each end update schedule. Variations of the following report must be provided at no additional charge, if requested by the Directors of employment.

Report table:

up to four different printed reports should be provided as part of each submittal schedule. Engineers will provide custom report layouts and content at the project management pre-construction conference. 

Contractors must provide a printed copy of the calendar (s) used by the scheduling software. If more than one calendar is used, tabular reports should identify the calendar for each activity. The calendar will show weekdays per week and project management holidays.

Narrative reports:

Contractors are required to provide a narrative report with each end schedule. This will include the approximate work quantity, the general crew and planned equipment for each critical and near-critical activity, expected and actual production rate, if known, and the relationship with precedes and activities. The narrative should also demonstrate the number of shifts per day and hour per project management shift.

The Narrative

report describes possible issues and impacts during the reporting period, the issues anticipated for the next period and their solutions, and changes in project management planned activities.

Network Diagram: 

A time-scale network diagram must be equipped with each end schedule if requested by the directors of employment. 

It will show you the identifier of each activity it, description, duration and floating, plus a network logic relationship for other activities as the connecting line. Critical paths should be clearly demonstrated project management.

The level of detail required in schedule all schedules must include appropriate level of detail.
Except for the procurement of materials, activities will have a duration of more than 15 working days unless accepted by the Board of Directors. The number of such activities is sufficient to plan and control the work, and is subject to acceptance by the directors of project management jobs.
Contractors should use an appropriate number of milestones and hammocks for overall tracking of progress, in addition to each contract specified milestone. Construction activities should include at least one activity for each significant offer item.

Great long lead material procurement should be displayed with separate activities for items such as prepare picture Shop, Review and compose and Deliver. Construction activities include: mobilization and demobilisation, approved changes in order work and all other jobs to complete the project's project management. 

Activity Coding

The activity identifier will be designated by the contractor for contractor convenience. However, a simple activity code is pushed, with separate code fields used to identify responsibilities and working area for each project management activity.
Activities related to separate structures and work features must be identified separately by the work area, or the use of sub-tissues or both. When practical, activities for large work items will be divided into several activities and identified by a separate work area.
Hardware and Software scheduling
Contractors must use automated scheduling software and Critical Path Method (CPM) to plan and schedule work.
Computer system software used by the contractor must be able to provide all requirements of this specification. Contractors should use the latest version of P3 Primavera, Primavera P3E/
Primavera contractor, SureTrak, or Microsoft Project to analyze the Windows network software and IBM-compatible hardware management project.

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