Category Archives: Schedule Baseline

Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective

Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective Continue reading

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Posted in Analysis, Baseline Management, Black Swans, Book, Business, Causes and effects, Construction Management, Data Assessment, E-Touch Up, E-Touch Up Products, Opportunities, Opportunity, Project Management, Publication, Risk Relativity, Risk Universe, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats | Tagged , , , , , , , , , , , , | Leave a comment

Risk-based Planning and Scheduling Slides (SAIT Presentation)

101116 Risk-based Planning & Scheduling (My SAIT Slides) from RUFRAN FRAGO, P. Eng., PMPĀ®, CCP, RMPĀ®, Author

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Critical Path, Critical Path Management, Data Assessment, Data Maturity, Decision Making, Deterministic Schedule, E-Touch Up, E-Touch Up Products, Information Maturity, Integrated Schedule, Integration, Issues and Problems, Managing Constraints, Opportunities, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Risk Assessment and Treatment, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats | Tagged , , , , , , | Leave a comment

Hold your breath! These are Phantom Schedules!

“Now, the fun begins. It gets even more exciting when two opposing poles get near each other debating project change notices and non-compliance reports. Arguments usually boil down to the definition of a schedule baseline and the right way to manage it. If there is no governing prior agreement, it becomes difficult to reconcile, as the expected answer has to satisfy both clients and contractors (or whichever party is involved). The perennial argument revolving around schedule baseline management is probably as old as when the term was first coined. It is sad to detect that many, especially project managers just kept on missing the points of control (Frago, R., 2016.Schedule Baseline Dilemma Part 1).”

Warning: A phantom schedule can work against its proponents in the end if sponsors are not careful.

Ghost schedule removes time management focus from the officially approved contractual schedule. Complications start when this happen.

Client cannot effectively use the phantom schedule in officially discussing path forward with the contractor. It is not an acceptable driver to get the contractor going another way. After all, this schedule does not exist. Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Decision Making, Execution Strategy, Integrated Schedule, Integration, Issues and Problems, Monitoring, Opportunities, P6 Issues, Planning and Scheduling, Progress Measurement, Project Management, Quality Management, Reporting, Risk Assessment and Treatment, Risk Universe, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Uncategorized | Leave a comment

Project Schedule Baseline Top Ten Prerequisites

Baseline prerequisites:
1. The baseline schedule shall represent the most likely schedule

The baseline schedule is the most-likely schedule. It does not have built-in float, buffer duration, or/and dummy activities. It is neither optimistic nor pessimistic (tight or lax).

Reminder:

It has full complement of qualified resources, with no embedded risk or any built-in schedule contingency.

2. An official project BL Schedule shall be a result of Interactive Planning

All baselines set from Gate 2 onward shall be the result of an interactive planning session.

3. Schedule scope shall equal plan scope

The plan scope shall be the same scope reflected in the baseline schedule that follows. Planned scope and the scheduled scope must be in alignment. A schedule cannot have more than the scope in the plan. Otherwise, the project faces a problem (Frago, Schedule Baseline Dilemma Part 1, 2015).

Read the whole article for complete list! Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Data Assessment, Data Maturity, earned value, Execution Strategy, Information Maturity, Integrated Schedule, Integration, Issues and Problems, Managing Assumptions, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Quality Management, Risk Assessment and Treatment, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Tools, Type of Analysis, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , , , | 1 Comment

Ten Cardinal Rules to Good Schedule BL Management

When client and contractor start throwing accusations against each other surrounding schedule baseline, one can easily conclude that a problem or issue is brewing. It can turn into big risks (Frago, Schedule Baseline Dilemma Part 1, 2015). Resolving the contentions between opposing parties can take long and potentially, can end in disaster.

To prevent such occurrence, the project must start with the right foot forward. The project manager, all his planners, and schedulers, including his contract administrators must have a solid understanding on how the project intends to manage schedule baselines.

If baseline management is not part of the plan, the project is trekking on dangerous territory. Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Integrated Schedule, Issues and Problems, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Risk Assessment and Treatment, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , | 1 Comment