What about SCHEDULE DANGLERS?

Open ends are great indicators of missing scope/s, incomplete and/or missing planning inputs. The solution is to tie all valid network activities in the right sequence, according to the approved project execution plan and path of construction.
A good schedule is a well-tied schedule and a well-tied schedule signifies complete scope.
Source: Frago, R. (2015/2017).Plan to Schedule, Schedule to Plan.ISBN 978-0-9947608-2-1.Canada.

A recent query from a colleague inspired me to write this short article on the subject of danglers, i.e. schedule danglers. I hope my humble insights will be useful.

Open start danglers are activities where the only predecessor is either Finish-to-Finish or Start-to-Finish, resulting in an open start to the activity. They are also known as “dangling activities.”

The number of activities with open start (danglers) should be zero.

The project scheduler should use Start-to-Start and Start-to-Finish links sparingly. Tie each activity end completely and properly to avoid danglers.

Read the full article by clicking the hyperlinked button below.

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Effective P6 Administration by Improving Primavera Security through Correct Management of the Responsible Manager Code (RMC)

Project’s request to restrict access of other Users to their project schedules & portfolios seemed to have failed. Unauthorized access remains a problem. Contractors working concurrently in the same database were able to sometime see the client’s schedule and modified certain critical attributes despite the security protocol being enforced. Worst of all, one schedule was completely deleted by someone and have to be recovered from the back-end by the Database Administrator through the existing back-up and recovery protocol.

Dorothy was checking Marco’s security access because he couldn’t add resources and found that all his projects have the Responsible Manager’s Code set to the Contractor’s OBS code. She figured that Marco might have used the contractor’s original schedule as a starting project file in developing his project schedule.

Back in June 2010, Primavera User John and Mark had put together a schedule that sat on the back burner while the Project team worked on other priorities. When it came time to set the baseline, John and Mark decided to do a quick check to make sure nothing had changed. Mark hit the F9 button and about 80% of the activities moved to the right. The dates moved by 4 to 20 days.

The two of them checked the calendar they were using but they were fine. The Primavera database Administrator checked who else was using the calendar and the schedule and found that only John and Mark were given direct access to this schedule.

John now went back to the schedule, changed some lags and logics trying to correct the schedule discrepancies. The effort took more than a day to complete, time which the project really do not have. What has gone wrong?

Find out what happened. Read the full article by clicking the hyperlinked button below.

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Typical Attributes of a Phantom Schedule

Some of the typical attributes of a Phantom Schedule are as follow:

1) Secret (unknown to the other contracting party)

2) It is a simplified version of the contract schedule

3) Considered more reliable and accurate

4) Viewed as a validation schedule that provides better forecasts5.

5) Updated in the background by sponsoring party

6) Decision-making tool by sponsoring party. Management decisions are no longer based on the forecast of the current contract schedule.

Read more… know more!

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What is the Purpose of a Phantom Schedule?

A client or contractor may develop it individually with each one, believing that it is more reliable than the current official schedule and/or the existing baseline.

Construction contractor can come up with a more aggressive version of the contractual schedule to create some form of relief time zones. It creates some form of time buffer zones by using earlier schedule plan dates. The sub-contractor then sign on a more optimistic schedule with the contractor.

The contractor hides the already optimistic phantom schedule for background update. At this point, and just on the contractor-subcontractor side alone, there are already four schedules at play and being maintained separately; i.e. 1) subcontract schedule, 2) subcontract phantom schedule, 3) contractor phantom schedule, and 4) contract schedule.

A recent technical article rightly stated the same thing, that one of the reasons why a phantom schedule is developed is “when the client no longer has any faith that the contractor’s contract schedule submittals are realistic (Beisler, S. & Zack, J., 2016.Cost Engineering. May\Jun 2016. p21).

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The Phantom Schedule

A phantom schedule (ghost schedule) is a non-official schedule prepared behind the official scheduling scene. The timing of its creation can be anywhere between project start date to completion. The urgency governing its creation depends largely on the specific purpose and necessity to which it was created.

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Tips to Effective Project Schedule Updates Part 3

Client feedbacks must be clear, with enough details yet to the point. This gives contractor their fair chance. The client expect the same from
the contractor. All feedbacks must have a tracking mechanism in place. Every schedule must have a benchmarked minimum schedule quality so it remains reliable.

Losing the quality essence of the schedule means the increased possibility of losing stakeholder’s confidence. The project has to avoid such situation from ever happening.

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Tips to Effective Project Schedule Updates Part 2

The client company, through its representative, must review and give feedbacks to the contractor after receiving the schedule update/report. It is not only an expected feedback and input mechanism but also a responsibility.

Return inputs (feedbacks) must be in a timely, coordinated, and agreed-to manner so nothing goes between the cracks. All inputs and feedbacks shall be in writing via e-mail or handwritten correspondences.

Address the comments from the client in a formal construction meeting or documented informally, prior to such meeting. Engaging face to face is preferred to a teleconference call or remote engagement whenever possible.

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Tips to Effective Project Schedule Updates Part 1

There are numerous approaches to schedule updating but often times, the project still grapple with what to do when it comes time. Updating a schedule must adopt a clear and approved guideline or procedure reflecting the best practice and fit-for-purpose approach.

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SCHEDULE QUANTITATIVE RISK ANALYSIS (TRADITIONAL METHOD)

SCHEDULE QUANTITATIVE RISK ANALYSIS (TRADITIONAL METHOD) ISBN: 978-0-9947608-3-8 (Canada) by RUFRAN C. FRAGO, P. ENG., PMP, CCP, PMI-RMP The book “Schedule…

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PM Solution Pro “ZERO P6 Course” is doing great!

ZERO P6 is a five-hour training course on planning, scheduling, and schedule management using Oracle Primavera P6 Professional Version 18 intended to create & develop student’s skills from scratch. This elementary course leads to the next course BASIC P6.

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