Project Controls International

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Basis of Estimate

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Que$tor Estimates

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Interesting Stuff

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It is often the case where we prepare or analyse a schedule without documenting the basis for it. The Basis of Schedule (BOS) is an important document that is needed as a reference to support the schedule, both during the actual presentation of the schedule and for future reviews (especially helpful when the people originally involved are no longer available or past history becomes hazy and the "amnesia syndrome" starts to set in).

While a lot of the information making up the schedule itself is self evident with no further need for clarification (for example the data showing relationships and constraints) other information including critical information - which might be of great significance, and may also change over time - may not. Adding notes to the schedule, whether done via the scheduling software itself or spreadsheet, while helpful, still cannot substitute the need to have a formal Basis of Schedule document.

 

Link to Basis of Schedule template here.            Planning and Liquidated Damages - video.

 

So what exactly do we want to document in the Basis of Schedule? While the contents should be tailored to the needs of the interested parties a basic Basis of Schedule could cover the following:

 

- Schedule purpose. For whom is the schedule prepared for and end usage, who is the client and listing of point of contacts for future reference.

 

- Project scope. Details of what the project entails, including project metrics where relevant (such as size, volume, capacity, weight), purpose/ application of project, location of project, etc. Also worthwhile mentioning the type of contract, weather firm fixed price/ lump sum, fixed price/ unit price, cost reimbursable, or target.

 

- Period of Performance. What is the expected award date, project construction start, project duration.

 

- Critical Path. Narrative describing the schedule's critical path(s). In case of a change order, for there to be an extension of time granted, it must be shown that the change in scope of work impacts the critical path.

 

- Key Dates and Constraints. What are the key milestone dates and particular constraints, for example we could have a large piece of equipment that must be ready for lift in 48 weeks, and the super-sized crane availability window is from week 48 for 3 weeks, after which it will be demobilized to another project.

 

- Execution plan and resource usage. Brief summary of how the project is planned to be executed with particular focus on factors affecting the schedule including specifying workweek, resources and equipment availability and composition, use of overtime or double shifts, etc.

 

- Schedule duration basis. How were activity durations estimated. What was the data source (e.g. published productivity norms, proprietary normalized or historical project specific norms).

 

- Risks and project unique factors. Summary of risks (schedule threats) with emphasis on items affecting the schedule, as well as listing project unique factors such as project location specific market and geographic conditions including site access, labour availability, weather, time of year, previous experience with similar projects, complexity of project.

 

- Contributors. Who was involved in the schedule development/ review and what roles did they play and what data and assumptions did they contribute.

Basis of Schedule (BOS)

Communication

The importance of good communication. Or telepathy as the alternate!

An “armchair scheduler” or frontline messenger?

Why Project Controls

Selected Articles

Progressing a Primavera P6 schedule.

Progressing a Schedule
Meetings

Love them or hate them. How to conduct successful productive meetings.

Funny, but true. Video on the functions of Project Controls.

Enjoy!

Settings do matter: pick the wrong settings and your schedule’s output will be meaningless.

What the text books didn’t tell you
Primavera P6 Settings
Video - Project Controls

Selected Articles

Tips on Scheduling

50% Science, 50% Art, 100% Communication

Why Project Controls?

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