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Mistakes that impact construction schedules (programmes)

25/11/2015

7 Comments

 
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Construction schedules or programmes look great on paper or the computer screen, yet can hide errors that can make them worthless – even dangerous. They are an essential tool to getting the project completed on time. Personally I wouldn’t undertake a project without a construction schedule – even if it’s a simple hand drawn schedule. 10 reasons why a construction schedule/program is useful

Unfortunately many schedules aren’t workable because some basic principles were forgotten. I have had clients want me to build the 2nd floor before the first – which as you can imagine in most cases isn’t feasible. Then there are facilities that are completed but can’t be operated because someone forgot to connect the utilities or services. We have probably all worked on projects in the rainy season, yet the schedule still expected us to be excavating and concreting foundations every day. Many schedules fail to take into account manufacturing lead times and some clients seem to think that contractors can receive a drawing and should be pouring concrete the next day – resources and materials are conveniently waiting on a shelf – immediately available and waiting to be called upon.
​#constructionschedule #constructionprogram #constructiondelays

​Construction schedule errors

"The one thing that’s worse than not having a construction schedule is having a schedule that is incorrect."
The one thing that’s worse than not having a construction schedule is having a schedule that is incorrect. Yet, many schedules aren’t correct. Here are a few common mistakes.
  1. The schedule isn’t resourced correctly or doesn’t take into account the available resources or that resources are required elsewhere on the project at the same time. It’s amazing how some schedulers don’t consider how you fit the required resources into the available space or whether the contractor or their subcontractor has the resources available. Have you really thought about those task durations and what’s required to do the work in the allocated time, or is it just an arbitrary (feel-good) number?
  2. The schedule doesn’t take cognisance of the client’s constraints such as drawing issue dates, restricted working hours and access to work areas. I have seen schedules with a start date that ignored when we would have site access or receive construction drawings. It pays to understand the contract and visit the work-site before preparing the schedule. We have often had to interrupt our work-flow while the owner’s processes took priority - this was usually in accordance with the contract document so we had no excuse or cause for a claim.
  3. The schedule doesn’t allow for mobilisation times – on some projects there is a lengthy process to get resources to the site and inducted onto the project. I have had projects where the client’s mobilisation process could take more than four weeks.
  4. Not taking into account the impact of the normal expected weather conditions. Wind, extreme heat, freezing temperatures and rain can all severely impact productivity and progress. Unfortunately sometimes projects are impacted by extreme weather events beyond what is normal, but schedules cannot be expected to allow additional time for these events which should form the basis of a claim for additional time.
  5. Allowing insufficient time for procurement and manufacturing lead times. Sometimes additional time needs to be allowed for design of these items, design approval, drawings and drawing approval.
  6. Failure to take account of the impact of adjacent structures on the schedule – these impacts include cutting off access or structures that must be completed first because they are deeper or impact the structure in other ways. It could also include how access scaffolding or cranes on one structure impacts the neighbouring structure. Service and utility trenches in particular can have a major impact particularly if they are deeper than structures, or pass underneath or need to be connected to the structure.
  7. Disregarding contractual completion dates. This seems obvious but is sometimes ignored.
  8. Not allowing time for commissioning.
  9. Not including all requirements to have an operational facility – which may include connections of utilities such as power, water, gas, etc
  10. Not allowing for inspections and testing. These tests could delay progress of the construction. In addition the facility may not be occupied or used if the test results aren’t available or various approvals haven’t been obtained.
In my next article I will look at some more common mistakes made in construction schedules. Mistakes that impact schedules/programmes part 2
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What mistakes have you encountered on schedules?
Were you able to overcome these problems?
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7 Comments
William Perez-Borroto
25/11/2015 01:13:16 pm

Paul,

Great article! Although there is no perfect schedule, these commonly missed points will definitely detriment a project's progress. In fact, I have encountered missed mobilization activities, pessimistic durations, activities that are n/a, improper sequencing, and improper resource allocation as you mentioned.

It is important that the project scheduler interacts closely with the project team in order to identify these missing areas of valuable information. Furthermore, input from the subcontractors will help refine the project schedule. Perhaps they recognize efficient methods to compress the schedule or they identify missing scopes. I believe effective scheduling is achieved through significant involvement from ALL project participants starting from pre-construction to project close out. By fixing focus on the project schedule throughout its course, it allows for fine tuning and potential holes to be patched; ultimately, achieving project success.

Looking forward to your 2nd article.

Cheers,
-William

Reply
Paul
25/11/2015 04:17:52 pm

Thanks William for adding your valuable insight. I have incorporated some of your comment into my next post on this topic.

Reply
Jerusha Abarinda
1/12/2015 04:57:11 pm

Reply
Steve Crofts
1/12/2015 08:33:10 pm

An extensive list of items, but aren't these all obvious omissions or basic errors/finger trouble in project scheduling?
Surely a Project Manager or Construction Manager is going to pick up on such items prior to acceptance of the Project Construction Programme.
Either way, such obvious errors should never just be discovered one day during the course of the project build. Inexcusable!

Reply
Amber
5/12/2015 04:42:03 am

I agree with you, Steve. These "common mistakes" seem awfully elementary. It is imperative that a project manager pay special attention to detail and to let these obvious mishaps slip through without being recognized before schedule acceptance should probably hand the baton over to someone with a little more competence and experience to ensure project success. It is more respectable to admit we may not be quite ready for project management than it is to bite off more than we can chew and sabotage an entire project. A mistake like that can permanently damage your professional reputation and credibility.

Reply
Paul
3/12/2015 01:43:46 pm

Hi Steve, you are quite right these sorts of mistakes shouldn't happen and may seem basic to many of us. Unfortunately I have seen all of these errors at some time - and some were only discovered part way through construction.

Reply
W. Stephen Brodie
15/12/2015 03:09:37 pm

In many circumstances the decision to go ahead with a project is delayed for various reasons, commodity pricing, funding, pending acquisitions, or the availability of contractors. Once the decision is made to proceed then everybody including project schedulers are expected to make up for lost time and go go go. This impacts on the administrative personnel in an organization in a harsh way and then trouble begins. Deadlines become unrealistic, material shortages appear, the weather can be uncooperative and like the famous line in Robert Burns poem, "the best laid plans of mice and men go aft astray". In some situations a scheduler with realistic plans will be replaced by one who is deemed to be more of an aggressive individual, but unrealistic approaches cost money and while hindsight is 20/20 failure to complete on time according to schedules confuses the project. It is my opinion that this situation is the lead cause of most failed schedules.

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  • Construction Home
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