This post is the eighth in a series of discussions regarding various aspects of time management as it relates to the risk of delay.\u00a0 More specifically, we have titled the series MANAGING RISK OF DELAY<\/a><\/strong>, since we focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses implementing and using a schedule specification<\/strong> as a managerial tool.<\/p>\n The challenge associated with managing time is common to virtually all projects.\u00a0 This challenge is true for most project management situations.\u00a0 It is intensified in the case of larger and more complex projects.\u00a0 Examples include Lump Sum Turn Key (LSTK), Engineer Procure Construct (EPC) and other similarly executed projects.\u00a0 In addition to the normal issues associated with bulk progress, actions or inactions by the owner can add considerable complexity to this challenge.\u00a0 Over the past seven years, M&M<\/strong><\/a> has program\/project managed five projects exceeding $100 million (USD) in investment value (total installed cost).\u00a0 Thus, practical\/practioner experience is engendered in this discussion\/post.<\/p>\n In project work, typically the contract establishes the relationship between key parties and stakeholders.\u00a0 Hence, the contract represents a logical choice for implementation of time management structure and process.\u00a0 Therefore, inclusion of a schedule specification<\/strong>, as a companion to the changes provisions, is the logical choice.<\/p>\n As noted in Part 4 of this Subject Series<\/a><\/strong>, there are several quality sources of guidance and examples regarding the development and use of schedule specifications<\/strong>.<\/p>\n There are almost as many different scheduling specifications as there are construction contracts.\u00a0 Yet, as just one example, the US Army<\/strong> Corps of Engineers [USACE]<\/a><\/strong>, the largest constructor in the world and a pioneer in requiring the use of CPM<\/strong> scheduling techniques<\/strong> on their projects, has not significantly changed its scheduling specification<\/strong> in the last ten years.\u00a0 However, the US<\/strong> Army Corps of Engineers<\/strong> scheduling specification has served as a model for many scheduling specifications in both the public and private sectors.<\/p>\n Clearly, one of the most prominent authorities and proponents of Critical<\/strong> Path Method [CPM]<\/strong> scheduling is James J. O\u2019Brien.\u00a0 Mr. O\u2019Brien has authored (with Fredric L. Plotnick) an excellent book (including CD) on this topic related to large and complex construction projects.\u00a0 Mr. O\u2019Brien\u2019s publication, CPM in Construction Management<\/span><\/a><\/strong> is cited in this blog\u2019s Resource Center<\/a><\/strong>.\u00a0 In the appendix, the authors provide a sample CPM specification<\/strong>.\u00a0 This sample is intended as a starting point for the user\u2019s specification.<\/p>\n The past ten years have also seen an increase in CPM schedule<\/strong> related disputes ranging from entitlement to delay damages to termination for default for failing to perform according to the approved progress schedule.<\/p>\n Another prominent authority and thinker regarding CPM scheduling<\/strong> and delay liability<\/strong> (and claims) is Jon M. Wickwire.\u00a0 Mr. Wickwire (and others) has authored an excellent book on this topic.\u00a0 Mr. Wickwire\u2019s publication, Construction Scheduling: Preparation, Liability,<\/span><\/strong><\/a> <\/a>and<\/a> Claims<\/a> <\/strong><\/span>is cited in this blog\u2019s Resource Center<\/a><\/strong>.\u00a0 In the appendices, the authors provide sample scheduling specifications<\/strong>.\u00a0 The samples can be adapted to the user\u2019s application.<\/p>\n As noted in Part 6 of this Subject Series<\/a><\/strong>, time and progress<\/strong> management<\/strong> has proven to be a three part managerial challenge, with the three parts closely linked.\u00a0 These three performance indicators are:<\/p>\n The scheduling process and practices can integrate the tools and Key Performance Indicators (KPI<\/strong>\u2019<\/strong>s)<\/strong> needed to professionally address these project management challenges.\u00a0 Hence, the schedule specification can be of high value in implementation of time management.<\/p>\n Key points that are typically addressed in schedule specifications<\/strong> include:<\/p>\n The project manager and team must professionally manage the time allocated for the planning and execution of the project.\u00a0 Implementation of this time management requires a clear Time Management Strategy<\/strong>.\u00a0 Time-Management Strategy<\/strong> is the higher level challenge.\u00a0 The Time-Management Strategy<\/strong> must be integrated with progress and claims management strategy.\u00a0 More specifically, the time-related issues must be harmonized and synchronized with the progress and claims strategy.<\/p>\n The specific strategy, process and procedures are driven by the project specifics.<\/p>\n When M&M<\/a><\/strong> undertakes an assignment involving program\/project development, planning and\/or management, we integrate both critical path time management and earned value management practices and procedures into project execution.<\/p>\n Good luck and let us all attempt to approach the issue of Time-Management strategy<\/strong> with all the factors in an integrated manner (critical path progress, bulk progress or EVM, and productivity) relative to other related aspects of program and project execution planning.<\/p>\n <\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/strong> <\/a>is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a><\/strong> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/a><\/strong> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/a><\/em><\/strong>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n This post is the eighth in a series of discussions regarding various aspects of time management as it relates to the risk of delay.\u00a0 More specifically, we have titled the series MANAGING RISK OF DELAY, since we focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses implementing and using a […]<\/p>\n","protected":false},"author":2,"featured_media":803,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[9,49,16,8],"tags":[52,80,38,97,127,112,126,105,81,64,111,88,78,79],"jetpack_featured_media_url":"http:\/\/projectprofessionals.org\/wp-content\/uploads\/2011\/07\/MP900439345.jpg","_links":{"self":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/801"}],"collection":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/comments?post=801"}],"version-history":[{"count":6,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/801\/revisions"}],"predecessor-version":[{"id":1925,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/801\/revisions\/1925"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media\/803"}],"wp:attachment":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media?parent=801"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/categories?post=801"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/tags?post=801"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
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