All Facilities DCM projects shall have a project schedule. Project Managers, assisted by Project Controls and/or Project Coordinators, prepare and maintain schedules for their assigned projects.
Project schedules should not be developed in any more detail than is necessary for cost effective planning and management of the project. A start and completion date may suffice for simple projects such as equipment purchases. Most projects will have a more detailed schedule, using a format available on the DCM file server. The Project Manager to develop the baseline schedule and the assigned Project Controls and/or Project Coordinator assists the Project Manager with subsequent schedule updates.
6.1.1 Baseline Schedule
The Baseline Schedule is the key control schedule for the entire project, start to finish, that includes major milestones and activities such as scoping and estimating, initiation, planning, construction, start-up, commissioning and closeout.
The Baseline Schedule is the basis for project schedule performance. The Project Manager, supported by the Project Controls and/or Project Coordinator, is responsible for developing the Baseline Schedule and subsequently executing the project in accordance with the milestones reflected in the Baseline Schedule.
Once the Baseline Schedule is established it may not be revised without consultation with the Project Director or DCM Department Head.
6.1.2 Current Schedule
Project Managers track performance against the Baseline Schedule in one of two ways. They may use the Baseline Schedule, set the baseline and update with the Current Schedule, displaying both on one document. Alternatively, they may copy the Baseline Schedule and maintain as the Current Schedule. The Current Schedule is used to manage all project activities and is developed by logically networking the project activities. It reflects the logical, optimal sequence of project execution and allows for the determination of different critical paths and what-if scenarios. The network approach provides the ability to relate the project time-phased activities in their logical sequence using predecessor-successor relationships and timing.
The Current Schedule also enables the determination of critical paths and an evaluation of the effects of the schedule performance status on activities and milestones scheduled to be accomplished in the future. The Current Schedule includes input from the Construction Manager (if assigned), subcontractor, and other project team members, as applicable. The Current Schedule must be consistent with key deliverables, control, and contractual milestones as reflected in the Baseline Schedule.
The Current Schedule reflects the actual status of the project at a current point in time and shows the work performed and the milestone accomplishments. The Current Schedule is updated as necessary to serve as a useful control and analysis tool to manage the work and identify areas needing corrective action.
6.1.3 Supplemental Schedules
Supplemental schedules are prepared at the discretion of the Project Manager or other key team members, to facilitate and control a certain aspect or time frame of the project. These can be computerized or manually generated documents. Examples can include: weekly or monthly rolling or look-ahead schedules, various subcontractor schedules, craft schedules, and start-up schedules.
6.1.4 Re-baselining Schedules
Project performance is measured, among other factors, against adherence to established schedule milestones. The key milestones are:
- Planned Notice To Proceed (NTP) vs. Actual NTP
- Planned Beneficial Occupancy (OCC) vs. Actual OCC
- Planned Sign Off Date vs. Actual Sign Off Date
During the execution of a project these dates may not be changed unless one of the following four events occur and appropriate approvals are received:
- Customer initiated change in scope that impacts schedule
- Directed project change that impacts schedule
- Discovery of an unknown condition that impacts schedule
- Error in original SOW discovered after start of project
If any of these occur, the Project Manager may request a formal re-baselining of schedule to reflect the changes in any of the above (3) key project schedule milestones. To request a re- baseline the Project Manager completes the Project Milestones Re-Baseline form, listing all original milestone dates, the proposed new milestone dates, and the reason(s) for the requested change. After completion the Project Manager requests approval from his/her Project Director and the Department Head.
If approved, the cognizant Project Coordinator updates the Master Work Order if it is open, and then files the form in the project binder. If the Work Order is closed, the Project Coordinator forwards to the database keeper for manual entry into Maximo, and the database keeper files a copy of the form in the database manual over-ride binder, returning the original to the Project Coordinator for filing in the project binder.
The parties affected by this bulletin change are:
- DCM metrics database keeper
- Project Manager for the impacted project
- Project Coordinator for the impacted project
- Project Director providing supervision for the Project Manager
- DCM Department Head
Project schedules may NOT be re-baselined for improving departmental metrics, but only to reflect the events described above.
