1. Improved Project Control Through CPM Scheduling What Owners, PM’s and CM’s Need to Know t H E T I B U R O N T I B U R O N G R O U P, L L C G R O U P, L L C September 25, 2015 September 25, 2015

2. Baseline Considerations Realistic Plan and Timeline From NTP Through Construction Realistic Plan and Timeline From NTP Through Construction Tool to Manage Resources and Project Stakeholders Tool to Manage Resources and Project Stakeholders  Tool to Report to Project Stakeholders Ability to Manage Costs Ability to Manage Costs

3. Baseline Considerations Schedule Needs to be of Sufficient Detail to: Schedule Needs to be of Sufficient Detail to:  Minimize Secondary Effects of Construction on Operations  Do Preconstruction Schedule to Accomplish This  Document As Built Conditions  Demonstrate Need for Time Extensions and Work Around Options  Tool to Resolve Disputes

4. Baseline Considerations Analyze Time Impacts Analyze Time Impacts Develop Work Around Options Develop Work Around Options Furnishings, Fixtures And Equipment Furnishings, Fixtures And Equipment Coordinate With Third Party Contracts Coordinate With Third Party Contracts Start Up and Commissioning Start Up and Commissioning Move In Move In

5. Contract Requirements “You Can’t Enforce It If It’s Not In The Contract.” The Specifications Need To Be At a Strength Level that Match the Needs of the Project. The Specifications Need To Be At a Strength Level that Match the Needs of the Project.  Too Stringent on Small Projects  Not Stringent Enough on Large Complex Projects

6. Contract Requirements Scheduling Requirements Stronger for Larger Projects Stronger for Larger Projects Require Latest Primavera, P6, P3 or SureTrak Require Latest Primavera, P6, P3 or SureTrak Require Cost and Manpower Loading Require Cost and Manpower Loading Require Monthly Narrative & Reports Require Monthly Narrative & Reports Require Time Impact Analysis for Time Extensions Require Time Impact Analysis for Time Extensions Tie Updates to Progress Payments Tie Updates to Progress Payments

7. Baseline Review Do Thorough and Detailed Review of Baseline Do Thorough and Detailed Review of Baseline Analyze Baseline for Abuses and Flaws Analyze Baseline for Abuses and Flaws Assure Contractor Has Adequate Scheduling Resources Assure Contractor Has Adequate Scheduling Resources Assure Contractor Has Included Adequate Detail Assure Contractor Has Included Adequate Detail

8. Baseline Review Do Not Allow Sequestering of Float Do Not Allow Sequestering of Float  Through Logic and Constraints Check Near Criticality Check Near Criticality  Not More Than 20% of Activities with 10 Working Days of Float Check Preferential Logic Check Preferential Logic Check Calendar Usage Check Calendar Usage

9. Baseline Review Do Not Allow Compound Activities Do Not Allow Compound Activities  Activities Containing Multiple Trades Require All Submittals are Included Require All Submittals are Included Check Excessive Float Check Excessive Float  Float Value > 40% of Project Duration Don’t Accept Early Completion Schedule Don’t Accept Early Completion Schedule  Can Set Up Early Completion Delay Claim  Add Project Float Activity

10. Some Analysis Tools Claims Digger Claims Digger (Comes with P6) (Comes with P6) Schedule Analyzer Pro Schedule Analyzer Pro Sure Change Sure Change Excel Excel Proprietary Software Proprietary Software  Above Commercial Packages Do Not Do It All

11. Relationship Types Minimize Use Of Non-Conventional Logic Minimize Use Of Non-Conventional Logic  Aim For Majority of Logic To Be Finish To Start. oFinish To Start (FS) = An Successor Activity Cannot Start Until Its Predecessor Activities Finishes

12. Relationships Types  Finish to Start  Start to Start  Finish to Finish Form Slab Pour Slab Wall Layout Masonry Walls Wall Layout Drywall Framing

13. Relationship Lags Finish to Start, with Positive Lag Finish to Start, with Positive Lag Finish to Start, with Negative Lag Finish to Start, with Negative Lag Finish to Finish, with Positive Lag Finish to Finish, with Positive Lag Creates Gaps in Logic Chain

14. Float vs. Lag A Logic Tie Lag is Not Float A Logic Tie Lag is Not Float  Lags Can be Used to Sequester Float Who Owns the Float? Who Owns the Float?  Normally Project Owns the Float  You Can Allow for Owner to Retain Float for Their Time Savings, but This Must be In the Contract.

15. Unconventional and Unbalanced, or Uncoordinated Logic

16. Install Drywall – 10 days Tape & Float – 10 days Prime Walls – 10 days Paint Walls – 10 days Install Drywall – 10 days Tape & Float – 10 days Prime Walls – 10 days Paint Walls – 10 days Day 1 Day 25 Day 30 Day 35 Day 40 Day 45

17. Day 25 Day 30 Day 35 Day 40 Day 45 Install Drywall – 30 days Tape & Float – 10 days Prime Walls – 10 days Paint Walls – 10 days Install Drywall – 30 days Tape & Float – 10 days Prime Walls – 10 days Paint Walls – 10 days Day 1

18. Reverse Critical Path With Unconventional Logic, Even If The Logic Is Properly Coordinated Its Use Can Have Drastic Effects When Original Durations Are Revised With Unconventional Logic, Even If The Logic Is Properly Coordinated Its Use Can Have Drastic Effects When Original Durations Are Revised

19. Install Drywall – 30 days Tape & Float – 10 days Prime Walls – 10 days Day 1 Day 40 FF Logic Anchors Finish Of Successor To Finish Of Predecessor Pulling The Successor Forward In Time

20. Install Drywall – 30 days Tape & Float – 5 days Prime Walls – 10 days Day 35 Day 40 Day 45

21. Install Drywall – 30 days Tape & Float – 30 days Prime Walls – 10 days Day 1 Day 35Day 40

22. Date and Float Constraints

23. Opinion On Constraints “In General The Baseline Schedule Should Only Contain Two (2) Constraints; The Notice To Proceed And The Project Completion Date.” Use of Constraints Other Than These Requires Careful Consideration

24. Identifying Constraints In P6 and P3 – When You Calculate The Schedule It Provides Options For Identifying Constraints In P6 and P3 – When You Calculate The Schedule It Provides Options For Identifying Constraints  Tools / Schedule In SureTrak - You Will Need To Filter On Constraints In SureTrak - You Will Need To Filter On Constraints

25. Sample Constraint Window (P3 and SureTrak, In P6 Appears Under Status Tab)

26. Date Constraints

27. Mandatory Start and Finish Constraints Mandatory Start and Finish Constraints Override CPM Calculation Mandatory Start and Finish Constraints Override CPM Calculation They Can Truncate the Longest Critical Path They Can Truncate the Longest Critical Path They Can Render a False Total Float Calculation They Can Render a False Total Float Calculation

28. Install Drywall – 10 days Tape & Float – 10 days Prime Walls – 10 days Paint Walls – 10 days Day 1 Day 25 Day 30 Day 35 Day 40 Day 45

29. Install Drywall – 10 days Tape & Float – 10 days Prime Walls – 10 days Paint Walls – 10 days Day 1 Day 25 Day 30 Day 35 Day 40 Day 45

33. Zero Float Constraints Float Constraints Force Criticality Without Reference To Start and Finish Dates. Float Constraints Force Criticality Without Reference To Start and Finish Dates. P6 Does Not Provide For Float Constraints P6 Does Not Provide For Float Constraints

37. Milestones Milestones Are Treated As Constraints By Most Scheduling Software Milestones Are Treated As Constraints By Most Scheduling Software Milestones With Date Or Float Constraints Should Not Be Allowed In The Schedule Unless Contractually Called For Milestones With Date Or Float Constraints Should Not Be Allowed In The Schedule Unless Contractually Called For Internal Milestones Should Not Be Called For Unless LD’s Are Assigned Internal Milestones Should Not Be Called For Unless LD’s Are Assigned

38. Resource Constraints (Not Normal Constraints) The Relationships Between Like Activities In Different Project Areas The Relationships Between Like Activities In Different Project Areas These Relationships Are Resource Driven These Relationships Are Resource Driven These Resources Can Be Manpower, Equipment, Or Process Limitations These Resources Can Be Manpower, Equipment, Or Process Limitations

39. Resource Constraints Their Role In The Schedule Install Drywall – Bldg 1 Install Drywall – Bldg 2 Install Drywall – Bldg 3 Install Drywall – Bldg 1 Install Drywall – Bldg 2 Install Drywall – Bldg 3

40. Resource Constraints – Their Role in the Schedule Install Drywall – Bldg 1 Install Drywall – Bldg 2 Install Drywall – Bldg 3 Install Drywall – Bldg 1 Install Drywall – Bldg 2 Install Drywall – Bldg 3

41. Bar Charts – The Early Dates

42. Bar Charts – The Late Dates

43. Bar Charts – The Bigger Picture

44. Update Reviews Assure Updates Reflect Actual Progress and Match Payment Applications Assure Updates Reflect Actual Progress and Match Payment Applications Review Updates Promptly and Analyze for Abuses Review Updates Promptly and Analyze for Abuses Don’t Allow Mass Unilateral Changes to Schedule Updates Don’t Allow Mass Unilateral Changes to Schedule Updates If Schedule Significantly Changes Require Statused Only Copy Plus Revised Copy If Schedule Significantly Changes Require Statused Only Copy Plus Revised Copy

45. Retained Logic Retained Logic Schedules an Activity With Out of Sequence Progress According to the Network Logic. It Allows an Activity to Begin Out of Sequence, but the Remaining Duration for the Activity Cannot be Completed Until It’s Logical Predecessors Complete. Retained Logic Schedules an Activity With Out of Sequence Progress According to the Network Logic. It Allows an Activity to Begin Out of Sequence, but the Remaining Duration for the Activity Cannot be Completed Until It’s Logical Predecessors Complete.

46. Progress Override Progress Override Ignores Network Logic and Treats Out of Sequence Activities as Though They Have No Predecessors and Can Progress Without Delay. Progress Override Ignores Network Logic and Treats Out of Sequence Activities as Though They Have No Predecessors and Can Progress Without Delay.  This Can Hide Delays To The Project.  Does Not Reflect Contractor’s Current Work Plan.

47. Act A – 1 day Act F – 2 day Act B – 2 day Act G – 2 day Act C – 2 day Act H – 3 day Act D – 2 day Act I – 2 day Act J – 2 day Act E – 2 day Act K – 1 day Act A – 1 day Act B – 2 days Act C – 2 days Act D – 2 days Act E – 2 days Act K – 1 day Total - 10 days Act A – 1 day Act F – 2 days Act G – 2 days Act H – 3 days Act J – 2 days Act K – 1 day Total - 11 days Act A – 1 day Act F – 2 days Act G – 2 days Act I – 2 days Act J – 2 days Act K – 1 day Total - 10 days Critical Path Act A – 1 day Act F – 2 days Act G – 2 days Act H – 3 days Act J – 2 days Act K – 1 day Total - 11 days Act A – 1 day Act F – 2 day Act G – 2 day Act H – 3 day Act J – 2 day Act K – 1 day Calculating the Critical Path

48. Removing a Successor Relationship Act A – 1 day Act F – 2 day Act B – 2 day Act G – 2 day Act C – 2 day Act H – 3 day Act D – 2 day Act I – 2 day Act J – 2 day Act E – 2 day Act K – 1 day

49. Act A – 1 day Act F – 2 day Act B – 2 day Act G – 2 day Act C – 2 day Act H – 3 day Act D – 2 day Act I – 2 day Act J – 2 day Act E – 2 day Act K – 1 day Removing a Successor Relationship

50. Act A – 1 day Act F – 2 day Act B – 2 day Act G – 2 day Act C – 2 day Act H – 3 day Act D – 2 day Act I – 2 day Act J – 2 day Act E – 2 day Act K – 1 day Removing a Successor Relationship

51. Recovery Options Increase Manpower Increase Manpower Increase Work Hours and Workdays Increase Work Hours and Workdays Add Addition Shifts Add Addition Shifts Re-sequence Work Activities Re-sequence Work Activities  Meeting Of Minds Required Here Increase Equipment Or Material Increase Equipment Or Material

52. Dealing With Change Construction is a Dynamic Process, Change Will Occur Construction is a Dynamic Process, Change Will Occur  Updates Should Accommodate Changes Contract Should Require Notification of Change Contract Should Require Notification of Change Contract Should Require Submission of Time Impact Analysis Contract Should Require Submission of Time Impact Analysis Contract Should Require Recovery Options be Submitted Contract Should Require Recovery Options be Submitted

53. Dealing With Change (Continued) Analyze to Assure Changes are Impacting Critical Path Analyze to Assure Changes are Impacting Critical Path Determine Cause of Change Determine Cause of Change Determine if Delay Due to Change is Reasonable Determine if Delay Due to Change is Reasonable

54. Dealing With Change (Continued) Determine if Delay is Excusable and Compensable Determine if Delay is Excusable and Compensable  Weather Delays are Typically Excusable, But Not Necessarily Compensable Determine if There is Concurrent Delay Determine if There is Concurrent Delay Resolve Delays Promptly and Fairly Resolve Delays Promptly and Fairly

55. Wrap Up Discussion

56. Contact Information Leo F. Sumner II Principal The Tiburon Group, LLC Cell: (707) 373-8528 lsumner@thetiburongroup.com www.thetiburongroup.com Mandeville, LA OfficeVallejo, CA Office 3433 Hwy. 190, Suite 11255 Springstowne Center, Suite 162 Mandeville, LA 70471Vallejo, CA 94591 (985) 867-1787 Phone(707) 649-1181 Phone (985) 892-7262 Fax(707) 649-1811 Fax