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Introduction to CPM and Schedule Analysis
Now Available
In-House
  • How to Review and Analyze a Schedule.
  • Types of Schedules.
  • Scheduling as a Management Tool.
  • Effectively and Efficiently Managing Projects.
  • How to Evaluate Baseline Schedules.
  • How to Review a CPM Schedule Electronically.
  • How Managers Analyze Time and Impact Issues.
  • Schedules and Claims Analysis.
  • ...and more.
This is, first and foremost, a management course. Its' purpose is to explain — and demonstrate — how scheduling can be used to ensure that projects are effectively planned, organized, directed, coordinated, and controlled. It starts with the basics — what a schedule is. It covers both manual and computer-generated schedules including an explanation of the most prominent schedule software products in use.

Time is a scarce resource. One of the ways to manage time and other available resources is through an understanding of scheduling as a management tool. The course is designed for both new and experienced professionals. If you're new to the field, you will learn the basics from an experienced practitioner and dynamic instructor. If you're experienced in construction scheduling, you will gain a refreshing review of the basics while learning new techniques for keeping track of your projects and keeping your projects on track.

Intended for all who are involved in the construction process — general contractors, subcontractors, and owners — and dealing with both private and Government construction, the course is grounded in the premise that proper scheduling is essential to your success as a construction professional.

Course Curriculum

Phase I — Scheduling Terms and CPM Theory

  1. CPM Scheduling Software Programs
    1. Microsoft Project
    2. Primavera
      1. Suretrak
      2. P3
      3. P3E
  2. The Schedule as a Tool
    1. What is the purpose of a schedule?
    2. Who owns the schedule?
    3. Who maintains the schedule?
    4. Who approves or accepts the schedule?
  3. Types of Schedules
    1. Bar chart (Gantt Chart)
    2. Bar chart with logic
    3. PERT
    4. CPM
  4. Scheduling Terminology
    1. Activity
    2. Necking
    3. Activity ID
    4. Duration
    5. Logic
    6. Milestone
    7. Constraint
    8. Critical Path
    9. Float
  5. P3 On-Screen Overview
    1. Calendars
    2. Activity codes
    3. Resources
    4. "Cost loaded"
      1. How detailed
      2. How to handle General Conditions items
      3. General Conditions — should they be included in the schedule?
    5. Budget
    6. Constraints
    7. Activity log
    8. Relationships
      1. F-S
      2. S-S (lag)
      3. S-F
      4. F-F
      5. Use proper S-S vs F-S relationships
    9. Lags
    10. Hammock activities
  6. CPM Theory & Application
    1. Forward pass
    2. Backward pass
    3. Float
    4. Critical path

Phase II — CPM Applications Summary Review

  1. On-Screen Training of P3 Software
    1. Data date
    2. Activities
    3. Logic ties
    4. Hammock activities
    5. Summary bars
    6. What do asterisks mean?
    7. Constraints
    8. Milestones and their effects on float
    9. Critical path
    10. Total float
    11. Free float
    12. Calendars
    13. Original duration
    14. Remaining duration
    15. Actual start
    16. Actual finish
    17. Out of sequence work
    18. Activity codes
    19. Budgets
    20. Costs
    21. Resources
    22. Calculating early dates (forward pass)
    23. Calculating late dates (backward pass)
    24. Logs (document problems, re-sequences, etc.)
  2. Interpreting Schedule Printouts
    1. Legend at bottom
    2. Title block
    3. Data date
    4. Progress
    5. Milestones
    6. Symbols
    7. Logic arrows
  3. Comparing Schedule Updates
    1. Project completion dates
    2. Project completion activities
    3. Critical path
    4. Float
    5. Near critical paths
    6. Revisions since last update

Phase III — Specification Review

  1. Review and Discussion of Sample Schedule Specifications
    1. CPM schedule format (PDM)
    2. Definitions
    3. Purpose of the schedule
    4. Scheduler requirements and authority
    5. Preliminary schedule requirements and review meeting
    6. Narrative
    7. Detailed schedule requirements and review process
    8. Owner review and response
    9. Detailed schedule review meetings
    10. Final detailed schedule submittal and review
      1. Final as-planned schedule (baseline)
        1. Cost loaded
        2. Manpower loaded
        3. Resource loaded
      2. Owner review report
      3. Joint review meeting
      4. Resubmittal
      5. Resubmittal review report
    11. Agreed upon project schedule
      1. Signed and dated by both parties
    12. Schedule updates
      1. As-built progress only
      2. As-built logic
      3. Data date
      4. Provide marked up copies of current schedule and reports
        1. Actual starts
        2. Actual finishs
        3. Revised remaining durations and completed percentages
        4. List of activities completed
        5. List of activities started but not completed during preceding month
      5. Computer produced reports
        1. Total float by area
        2. Detailed cost report by subcontractor
        3. Summary cost report by subcontractor
        4. 60-day look-ahead bar chart by area (early and late bars)
        5. Summary bar chart by area
        6. Detailed bar chart by area
        7. Early start sort of activities by area
          1. Total float report by inclusions
          2. Early start report inclusions
      6. Owner must respond
    13. Narratives
      1. Indicate in writing any current or anticipated conditions that may delay (impact, affect) the work
    14. Schedule revisions
      1. What constitutes a schedule revision?
      2. When is one required?
      3. Fragnet submittals and review
    15. Change modifications
      1. Submittal of written "Time Impact Analysis"
      2. Fragnet
      3. Must submit within 14 calendar days
      4. Fragnet meeting
      5. Owner/Contractor concurrence for incorporation into schedule
      6. Review of results of schedule calculations
      7. Any mitigation possibilities?
      8. Any avoidance possibilities?
      9. Included in next update
    16. Performance monitoring
      1. Owner independent study of contractor forces
      2. Contractor submittal weekly of 2-week look-ahead, and 2-week look behind
      3. Percentage complete
      4. Actual dates
      5. Bar chart by area (early, late, float indicated)
      6. New starts anticipated during the week
      7. Identify all critical activities
      8. Identify all activities with negative float
    17. Scheduling software
      1. P3 capabilities

    Phase IV — Review of Required Reports

    1. Review and Discussion of Reports Required by Schedule Specifications
      1. Total float by area
      2. Detailed cost report
      3. Summary cost report
      4. 60-day look-ahead bar chart by area (early and late bars)
      5. Summary bar chart by area
      6. Detailed bar chart by area (early and late bars)
      7. Early start sort of activities by area

    Phase V — How to Review a CPM Schedule Electronically

    1. Discuss the Procedures to Review a Schedule (Baseline, Update, Revised)
      1. Copy and rename the schedule to preserve the integrity of the submittal
      2. Project overview
      3. Data items
        1. Calendars
        2. Activity Codes
        3. Resources
        4. Costs
        5. Critical activities defined
        6. Schedule calculation options
        7. Calculate, review schedule calculation summary sheet

    Phase VI — How to Review and Analyze a Schedule

    1. Discuss the Required Information and Recommended Processes to:
      1. Review and analyze a baseline schedule
      2. Determine the status of a project
      3. Review and analyze schedule updates
      4. Review and analyze potential impacts
      5. Review and analyze schedule revisions

    Phase VII — Schedule Analyses: Common Methodologies

    1. Discuss the Different Methodologies Addressing the Pros and Cons of Each
      1. A/B v. A/P
      2. Impacted as-planned
      3. Time impact analysis
      4. Collapsed as-built
      5. But for

    Mark J. Doran is a founding partner of Contract Solutions LLC, a firm that specializes in schedule delay analysis, dispute resolution, and other project management issues. He has over eighteen years of combined construction and consulting experience. Mark frequently provides CPM schedule training seminars to constuction professionals. He has lectured on dispute resolution and claims avoidance also.

    Mark has consulted on such issues as evaluating baseline schedules, updates, and revised schedules, including requests for additional time. He has consulted on many types of construction and various issues for industrial, commercial, civil, health care, heavy highway, and Government Contract clients. He has participated in preparing and defending claims for owner/contractor caused delays, acceleration, lost productivity, and changed conditions, among others. He has participated in the successful resolution of disputes saving clients the time and costs associated with litigation. Mark has testified as an expert witness on construction claim issues.