CPM SCHEDULES
PRESENTATION FOR
PRIME CONTRACTORS
AND SUBCONTRACTORS
CPM IS. . . . .
DETAIL PLANNING OF ENTIRE PROJECT
SEPARATE FROM JOB-SITE DAY TO DAY
SCHDEULING
USED FOR REPORTING AND ANALYZING
JOB-SITE SCHEDULING EFFORS
A CONTRACT REQUIREMENT
ORIGINAL CPM. . . .
BEST INITIAL PLAN FOR THE PROJECT
FORCES DETAIL PLANNING AND
THOUGHT
ESTABLISHES EARLY WARNING SYSTEM
FOR DELAY (MILESTONES)
FULLY SYNCRONIZED TO THE PROJECT
HAS ONE CRITICAL PATH
Initial Input Dos and Don‟ts
Do provide information on the forms and in the level of detail
required by the contract and Lead Contractor.
Do break the work down into all phases if the project is phased.
Do provide Submit, Approve, and Fab & Deliver activities for all
materials and equipment that is not “off the shelf”.
Do provide as a Level 1 minimum, Activity Name, Duration in
workdays, and graphic to indicate sequence.
Do provide as Level 2 Man-hour and Cost loading of each activity.
Do ask questions if you need to.
Don‟t assume that the Lead Contractor will do this for you.
Don‟t subrogate your scheduling privilege to someone else, you
may live to regret it.
Don‟t „pad‟ the duration days; you don‟t really want to wind up on
the Critical Path unless it is true.
Architects and Owners
On Multi-prime state contracts encourage the
primes to comply with the Lead Contractors
instructions for initial input and updating. Your
Lead Contractor is charged with the task. Failure
to enforce this may result in paying damages on
the project.
Enforce the contract as it relates to each Prime
Contractor‟s, input, review, signing, and
updating. This will work to protect the owner from
delay damages.
Negotiate time for change orders when they
happen and not at the end of the project.
CPM UPDATING
REQUIRED TO CAUSE CPM TO MIRROR
(SYNCRONIZE) TO THE ACTUAL
PROJECT
UPDATES RELY UPON ACCURATE
INFORMATION
UPDATE INFORMATION COMES FROM
FIELD PERSONEL
OFTEN REQUIRES MORE THAN ONE
PASS
CPM Updating Dos and Don‟ts
Do read the printed instructions on how to prepare for and
perform your update.
Do provide the starts and finish dates for completed
activities, and start date and remaining duration on started
but incomplete activities.
Don‟t assume that just because an activity is complete that
you do not have to report it‟s start and finish date.
Do use the provided form and complete it properly.
Don‟t try to provide projected start or finish dates, the
software will do that.
Do call and ask for help if you need it.
Do relate all remaining durations to the set data date.
SCHEDULE UPDATE INPUT
FORM
PROJECT: _______________________________________________ COMPANY REPORTING: _____________________________
DATA DATE: ______________________
SCHEDULE PERCENT REMAINING ACTUAL ACTUAL REMARKS
ACTIVITY COMPLETE DURATION START FINISH
NUMBER DATE DATE
SCHEDULE UPDATE INPUT
FORM
PROJECT: _______________________________________________ COMPANY REPORTING: _____________________________
DATA DATE: ______________________
SCHEDULE PERCENT REMAINING ACTUAL ACTUAL REMARKS
ACTIVITY COMPLETE DURATION START FINISH
NUMBER DATE DATE
CPM ANALYSIS
REMOVE / RESOLVE INCORRECT
INFORMATION
LOCATES PROBLEM AREAS
REVISE LOGIC/DURATIONS TO MIRROR
RECOVERY
COORDINATE RECOVERY AMONG
PARTICIPANTS
PROVIDE A NEW PLAN TO COMPLETE ON
TIME
RECOVERY
CONTRACTOR(S) WITH NEGATIVE FLOAT
MUST PROVIDE THE RECOVERY PLAN
LEAD CONTRACTOR TO ASSIST AND
COORDINATE AMONG CONTRACTORS
LEAD CONTRACTOR TO SUBMIT TO
OWNER /A/E A REVISED CPM SCHEDULE
ALL AGREE TO REVISED SCHEDULE
HELPS . . .
FIELD PERSONEL MUST BECOME VERY
FAMILIAR WITH ACTIVITY NUMBERS
– LIST ON DAILY REPORTS
– ENCOURAGED BY PROJECT MGRS
WHEN UPDATING REVIEW EACH
ACTIVITY
DON‟T FORGET TO UPDATE
PROCUREMENT ACTIVITIES