Construction delays chapter eighteen delays and the contract

Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract Construction delays chapter eighteen delays and the contract

Delays and the Contract

This chapter addresses the Triple Crown of contract provisions that relate

to construction delays, these being the provisions that govern the opment of the project schedule, the evaluation of delays, and the pricing

devel-of delay-related costs For the purposes devel-of this chapter, we refer to these

as the project schedule provision, the time extension provision, and the delay cost provision.

Each of these provisions is addressed separately and should be kept separate in the contract Often, the project schedule and time extension provisions are comingled This comingling should be avoided as each of these provisions has a different purpose The project schedule provision provides a detailed description of the contract’s scheduling requirements The time extension provision addresses the sharing of the risk of delay Though these subjects are related, the purposes of each are sufficiently different to warrant separation in the contract.

PROJECT SCHEDULE PROVISIONS

This book is primarily focused on identifying and measuring critical project delays using the project’s Critical Path Method (CPM) schedule This focus is based on the presumption that the project has a schedule that can be used as the basis for the analysis of project delays Though many contractors will produce a good schedule without being asked, some will not Consequently, it is prudent to include a project scheduling provision in the contract This helps ensure that even when the contrac- tor is reluctant to prepare a good schedule, there will still be a good schedule on the project Owners should not expect to be provided with a good schedule if one is not specified.

355

There are several important attributes of a good project schedule vision From the perspective of identifying and measuring project delays, two of the more important requirements are as follows:

pro-• The requirement to develop and submit for approval a detailed line CPM schedule This schedule should reflect the project team’s plan for executing the project at the project’s inception, before any work has been performed.

base-• The requirement to prepare and submit periodic schedule updates that record the actual performance of the work and that also capture the project’s ever-evolving plan for completion.

The following is a project schedule provision developed for a large, lic owner This provision embodies many of the characteristics we advocate for a good project schedule provision Note that the specification is based on the use of Oracle’s Primavera scheduling software products (Alternatives and commentary are provided in parentheses in the provision.)

pub-Please also note that contract language is specific to a contract Do not use contract language provided in this book without first consulting with competent and experienced legal counsel or consultants.

1.02 PURPOSE

A The purpose of the Project Schedule and this specification is to:

1 Ensure that the Contractor has a detailed plan to complete the Project inaccordance with the Contract Documents

2 Ensure that the Project Schedule is regularly updated and revised to rately depict the Contractor’s plan

accu-3 Provide a means of monitoring the Work

4 Aid in communication and coordination of activities among all parties1.03 DEFINITIONS

Activity—A discrete, identifiable task or event that has a definable start dateand finish date, a planned duration, and that can be used to plan, schedule,and monitor a project task

Activity, Controlling—The first incomplete activity on the Critical Path.Activity, Critical—An activity on the Critical Path

Actual Start Date—The date that meaningful work on an activity actuallystarts

Actual Finish Date—The date that meaningful work on an activity actuallyfinishes.

Bid Date—The date that bids are submitted

Business Days—Any calendar day that is not a Saturday, Sunday, or a nized holiday

recog-Completion Date, Contract—The date specified in the Contract for tion of the Project or a revised date resulting from a properly executed TimeExtension

comple-Start Date, Contract—The day following approval of the Contractor’sPerformance Bond (This date might also be triggered by the Notice toProceed or other appropriate official indication of the start of the Contractdepending on the owner’s administrative procedures.)

Completion Date, Scheduled—The date forecasted by the Project Schedulefor the completion of the Project (Note the important distinction madebetween the Contract and Scheduled Completion Dates for the project.)Constraint—A restriction imposed on an activity that may modify or override

an activity’s relationships

Contemporaneous Period Analysis Method—Also known as theContemporaneous Schedule Analysis, it is an observational schedule analysistechnique used to identify and quantify critical delay The method is identifiedand described in AACEI’s Recommended Practice for Forensic ScheduleAnalysis, Method Implementation Protocol (MIP) 3.4

Critical Path—The longest continuous path of activities that determines theScheduled Completion Date or other Contract Milestones, also called theLongest Path

Critical Path Method (CPM)—A method of planning and scheduling thatrelies on activities, activity durations, activity relationships, and network calcula-tions to forecast when activities will be performed This method also allows forthe identification of the Critical Path of the Project

Data Date (DD)—The date entered in the Project Details, in the Dates tab,which is used as the starting point to calculate the schedule For the As-Planned Schedule, the Data Date shall be the Contract Award Date; forProgress Schedule Update submissions, the Data Date shall be the date up towhich the Contractor is reporting progress (generally the day after the lastworking day for the corresponding contract payment period)

Duration, Original (OD)—The original estimated number of working daysduring which the Work associated with an activity is expected to beperformed

Duration, Remaining (RD)—The estimated time, expressed in working daysneeded to complete an activity that has started, but has not finished

Early Dates—The earliest dates an activity can start or finish based on activityrelationships, durations, and the activity’s placement within the network Thesedates are calculated by the software during the forward pass

Early Completion Schedule—A Project Schedule that forecasts a ScheduledCompletion Date(s) that is earlier than the Contract Completion Date(s)

Float—The amount of time an activity or work path can be delayed and notdelay the Project.

Float, Free (FF)—The time in workdays that an activity can be delayed out delaying its successor activity(s)

with-Float, Total (TF)—The calculated difference in workdays between either theactivity’s early and late start dates or early and late finish dates

Float, Sequestered—Float hidden in activity durations or consumed byunnecessary or overly restrictive logic

Fragnet—A “fragmentary network” that consists of an activity or collection ofactivities that represents work added to the Contract A fragnet representingadded work may be inserted into the Project Schedule to estimate or predict adelay, if any, in a Time Impact Analysis

Lag—An amount of time, measured in workdays, between when an activitystarts or finishes and when its successor activity can start or finish It is oftenused to stagger the start or finish dates of activities that are linked to anotherwith Start-to-Start or Finish-to-Finish logic relationships

Late Dates—The latest dates an activity can start or finish based on activityrelationships, durations, and the placement of the activity in the network.These dates are calculated by the software during the backward pass

Longest Path—The sequence of activities in the Project Schedule networkthat calculates the Scheduled Completion Date

Milestone—An activity with zero duration that represents a significant event.For example, the beginning and end dates of the Project specified by theContract or a revised date resulting from a properly executed Change Order.Narrative Report—A descriptive report that accompanies each ProjectSchedule submission The required contents of this report are set forth in thisspecification

Open End—The condition that exists when an activity has either no sor or no successor, or when an activity’s only predecessor relationship is afinish-to-finish relationship or only successor relationship is a start-to-startrelationship

predeces-Predecessor—An activity that is defined by the schedule logic to precedeanother activity

Project Scheduler—The person designated by the Contractor and approved

by the owner who is responsible for developing and maintaining the ProjectSchedule

Project’s Planned Start Date—The date entered in the Project Details, inthe Dates tab, that reflects the Contractor’s planned start of work based oncontract requirements, which is the Notice of Award Note that this date is notconsidered during the calculation of the Project Schedule See the ContractStart Date for the start date of the project’s duration (This date might also betriggered by the Notice to Proceed or other appropriate official indication ofthe start of the Contract, depending on the owner’s administrativeprocedures.)

Project’s Must-Finish-By-Date—A date constraint entered in the ProjectDetails, in the Dates tab, that reflects the Contract Completion Date specified bythe Contract or revised date resulting from a properly executed Change Order.Relationships—The interdependence among activities in the network.Relationships link an activity to its predecessor(s) and successor(s).Relationships are defined as:

Finish-to-Start (FS)—The successor activity can start only when thepredecessor activity finishes

Finish-to-Finish (FF)—The successor activity can finish only whenthe predecessor activity finishes

Start-to-Start (SS)—The successor activity can start only when thepredecessor activity starts

Start-to-Finish (SF)—The successor activity can finish only whenthe predecessor activity starts

Resource, Contract Pay Item—Identify Contract Pay Item Resources as aMaterial Resource Type When required, Contract Pay Item resources are devel-oped for each Pay Item in the Contract, with the Resource ID matching theContract Pay Item and the Resource Name matching the description of theContract Pay Item

Resource, Equipment—Identify Equipment Resources as a Non-laborResource Type A unique identifier shall be used in the Resource Name orResource Notes to distinguish the piece of equipment from a similar make andmodel of equipment used on the Project

Resource, Labor—Identify Labor Resources as a Labor Resource type LaborResources shall identify resources at the Crew level

Schedule, As-Built (AB#)—This schedule is typically the final ScheduleUpdate for the project and records the completion of all Contract work Thisschedule shall be submitted for final payment in accordance with specificationsection 01 3300—Submittal Procedures

Schedule, Final As-Planned (FAP)—This schedule fully details the plan tocomplete the Project in accordance with the Contract Documents Once theFinal As-Planned Schedule is accepted, it shall be archived and a copy of itshall be used as the basis to create Schedule Update No 1 (Note that othernames for this schedule might be used It is sometimes known as the“baselineschedule,” or the “initial schedule.”)

Schedule, 90-day As-Planned (90D)—This schedule fully details all of thework to be completed in the first 90 days after the Performance Bond isapproved The Work after the first 90 calendar days is depicted with summaryactivities The 90-day As-Planned Schedule shall be used as the basis to developthe Final As-Planned Schedule and will be used to track and manage the Workuntil the Final As-Planned Schedule is accepted (Note that other names for thisschedule might be used It is sometimes known as the“preliminary schedule,” orthe“initial schedule.” When the term “initial schedule” is used, it should be clearlydistinguished from the baseline or Final As-Planned Schedule.)

Schedule, Look-Ahead—These are short excerpts from the Project Schedulethat are presented in construction meetings and used for coordinationpurposes.

Schedule, Project—This term will be used when referring generally to theProject’s CPM Schedules This term only refers to the 90-day As-PlannedSchedule, Final As-Planned Schedule, Look-Ahead or, Schedule Update,Recovery Schedule, or any other schedule submitted to the owner and used

by the contractor

Schedule, Recovery (RS#)—A schedule that is developed to recover or gate the forecasted project delay depicted in an unaccepted Schedule Update.Schedule Update (SU#)—A version of the Project Schedule that reflects thestatus of activities that have started or have finished prior to the Data Date.This schedule depicts the activities’ actual start dates, actual finish dates, andremaining durations as of the day before the Data Date

miti-Scheduling/Leveling Report—The report generated by the software tion when a user “schedules” the Project Schedule It documents the settingsused when scheduling the project, along with project statistics, error/warning,scheduling/leveling results, exceptions, etc

applica-Substantial Completion Date—The date that the facility and the nents of the facility are sufficiently complete to initiate the 60-day test and forits full use (This date might have several different definitions, depending onthe needs of the owner For example, transportation departments might definethis date as the“open-to-traffic” date Generally speaking, this date is the datethat the owner can obtain “beneficial use” or “beneficial occupancy” of theProject and use it for the purpose it was intended.)

compo-Successor—An activity that is defined by schedule logic to succeed anotheractivity

Work Breakdown Structure (WBS)—A deliverable oriented grouping ofproject elements that organizes and defines the total scope of the project.Each descending level represents an increasingly detailed definition of projectcomponents or work packages

Working Day—A Working Day is a calendar day designated as a day thatwork can occur in the work calendars of the Project Schedule

1 Primavera P6 Project Management Software

B The Association for the Advancement of Cost Engineering International (AACEI):

1 AACE International Recommended Practice No 37R-06, SCHEDULELEVELS OF DETAIL—AS APPLIED IN ENGINEERING, PROCUREMENT ANDCONSTRUCTION

2 AACE International Recommended Practice No 52R-06, TIME IMPACTANALYSIS—AS APPLIED IN CONSTRUCTION.

3 AACE International Recommended Practice No 29R-03, FORENSICSCHEDULE ANALYSIS

PART 2—PRODUCTS

2.01 SCHEDULING SOFTWARE

A Contractor will obtain and use Oracle’s Primavera P6 Project Management ware, or a newer release, for its own use to develop, maintain, and submit theProject Schedules required by this Contract The Contractor will establish thenaming convention as further outlined in this specification for all ProjectSchedule submissions (While other software products are available, this specifi-cation is written to Oracle’s Primavera P6 Project Management software As analternate, the Contractor could be given the option of using other softwareproducts, but obligated to provide an appropriate number of licenses to theowner for the use of these alternative products.)

soft-PART 3—EXECUTION

3.01 FILE NAME CONVENTION

A Use the naming convention in Table No 1, Schedule Filename Convention, asthe basis for naming all Project Schedules

Table No 1Schedule Filename ConventionProject Schedules Initial Submission Resubmission

90-Day As-Planned Schedule XX-XXX-XX 90D-R0 XX-XXX-XX 90D-R1Final As-Planned Schedule XX-XXX-XX FAP-R0 XX-XXX-XX FAP-R1Schedule Update Month No 1 XX-XXX-XX SU1-R0 XX-XXX-XX SU1-R1Schedule Update Month No 2 XX-XXX-XX SU2-R0 XX-XXX-XX SU2-R1

1stRecovery Schedule XX-XXX-XX RS1-R0 XX-XXX-XX RS1-R1

2ndRecovery Schedule XX-XXX-XX RS2-R0 XX-XXX-XX RS2-R1

* XX-XXX-XX is the Contract Number.

3.02 PROJECT SCHEDULE SUBMITTALS

A Project Scheduler:

1 Designate an individual, with the title “Project Scheduler,” who willdevelop and maintain the Project Schedule Ensure that the ProjectScheduler is present at the Preconstruction Schedule Meeting and attendsall meetings, or is knowledgeable of the meeting minutes that outlineschedule-related issues during those meetings, that may affect the CPMschedule, including but not limited to those between the Contractor andtheir Subcontractors and between the Contractor and owner The ProjectScheduler must be knowledgeable of the status of all aspects of the Workthroughout the duration of the Contract, including but not limited to,original Contract Work, alterations or additions, suspensions, and all unan-ticipated circumstances

2 Provide a Project Scheduler with the following minimum qualifications:

a The Project Scheduler shall have at least one (1) year of experience usingOracle’s Primavera P6 Project Management software in an enterpriseenvironment A Project Scheduler with less experience may beacceptable if they can document the completion of at least three (3)days of training in Oracle’s Primavera P6 Project Management from acertified instructor and has one year of experience in the use of Oracle’sPrimavera Project Planner (P3) software

b The Project Scheduler’s duties should not be shared by more than oneperson at any time It may be a full or part-time position or may be filled

by a Consultant

c The Contractor may fill the Project Scheduler position using a personwho is not on the Project, except for meetings and other times whenthe Project Scheduler’s presence is required on the Project to satisfacto-rily fulfill the Project Schedule requirements of the Contract

d The Contractor may not name the Project Manager as the Project Scheduler,but may identify a Project Scheduler with other part-time responsibilities

e The Contractor’s submittal proposing the Project Scheduler shall contain

a resume and other documentation sufficient to establish the ProjectScheduler’s compliance with the requirements of this specification Theowner will review the submittal and indicate its approval, ask for addi-tional information regarding the proposed Project Scheduler’s qualifica-tions or other responsibilities, or reject the Contractor’s proposedcandidate The owner will not accept the Contractor’s Project Schedulesubmission before the Contractor has submitted, and the owner hasaccepted, the Contractor’s proposed Project Scheduler

B Preconstruction Schedule Meeting:

1 The purpose of this meeting is to discuss all essential matters pertaining tothe satisfactory scheduling of the Project

2 The Contractor is required to submit the 90-day Project As-PlannedSchedule that demonstrates how the Project Scheduler’s entire proposedalphanumeric coding structure and the activity identification system forlabeling work activities in the Project Schedule will conform to the detailedrequirements of this specification

3 At the Preconstruction Schedule Meeting, ensure that the Project Scheduler

is prepared to discuss the following:

a Construction plan describing the proposed sequence of Work andmeans and method of construction

b How the Contractor plans to depict its planned sequence of Work in theProject Schedule

c The proposed hierarchal Work Breakdown Structure (WBS) for theProject Schedules The Project Scheduler shall provide a paper copy ofthe proposed WBS at the meeting

d The proposed project calendars.

e The proposed project activity codes and code values for each activitycode The Project Scheduler shall provide a paper copy of this informa-tion at the meeting

f The Project Scheduler shall provide an outline for the content of theNarrative Report for future Project Schedule submissions

4 Schedule meetings as necessary to discuss schedule development andresolve schedule issues until the Final As-Planned Project Schedule isaccepted

C Project Schedule Submissions:

1 Submit the Project Schedule for review and acceptance Ensure that the name conforms to the requirements of Table No 1 Ensure that all submis-sions meet the requirement of specification section XX XXXX—SubmittalProcedures

file-2 Schedule submittals will be immediately rejected without review for the lowing reasons:

fol-a All submittal items required by subsection 3.02 D are not included inthe submittal package

b The data date is not correct for the type of schedule being submitted.For schedule updates, the data date should be the first calendar day fol-lowing the period for which progress was recorded

D Project Schedule Submittal Requirements:

1 90-day As-Planned Schedule and Final As-Planned Schedule SubmittalRequirements

a The XER export file of the Project Schedule (archived copy)

b A Critical Path plot of the Project Schedule with the critical activitiessorted by Finish Date in ascending order, grouped by WBS, and with the

“Longest Path” filter applied This plot shall provide a clear longest pathfrom the Data Date to the last activity in the schedule This plot shouldconsist of the following columns in the following order from left toright: Activity ID, Activity Name, Calendar ID, Original Duration,Remaining Duration, Start, Finish, and Total Float Then, to the right ofthese columns the plot should include the Gantt Chart that shows theentire critical path from the data date until the last activity in theschedule

c A Scheduling/Leveling Report

d A Narrative Report

e A Look-Ahead Schedule

2 Schedule Update and Recovery Schedule Submittal Requirements

a The XER export file of the Project Schedule (archived copy)

b A Critical Path plot of the Project Schedule with the critical activitiessorted by Finish Date in ascending order, grouped by WBS, and with the

“Longest Path” filter applied This plot shall provide a clear longest path

from the Data Date to the last activity in the schedule This plot shouldconsist of the following columns in the following order from left toright: Activity ID, Activity Name, Calendar ID, Original Duration,Remaining Duration, Start, Finish, and Total Float Then, to the right ofthese columns the plot should include the Gantt Chart that shows theentire critical path from the data date until the last activity in theschedule.

In addition to the requirements of this General subsection, prepare CPMschedules that comply with good scheduling practice as described inAGC’s Construction Planning & Scheduling Manual The requirements ofthe Contract take precedence over the recommended practices set forth

No work, other than installation of the owner’s Field Office, mobilization,procurement and administrative activities, installation of construction signs,installation of erosion control and pollution protection, clearing and grub-bing, field measurements, and survey and stakeout, will be permitted tostart until the 90-day As-Planned Schedule has been submitted and theowner determines there are no deficiencies consistent with those identified

in Subsection 3.02.C

At the regularly scheduled Project Progress Meetings, explain the nature of,and the reasons for, all changes to the Project Schedule, either before orimmediately after making them Only changes that are made to bettermodel the Contractor’s plan may be made to the Project Schedule All suchchanges must be identified and explained in the schedule updatenarrative

Save all schedule “Layouts,” “Filters,” and “Report” formats that theContractor develops for the various Project Schedules submissions and sub-mit this information in a format that will allow importation of these intothe owner’s version of the software

In scheduling and executing the work, the Contractor shall:

1 Sequence the work commensurate with the Contractor’s abilities, resources,and the Contract Documents The scheduling of activities is the responsibil-ity of the Contractor

2 Ensure that the Project Schedule contains all work constraints andMilestones defined in the Contract Schedule the work using such proce-dures and staging or phasing as required by the Contract

3 Ensure that the Project Schedules prepared by the Project Scheduler forsubmission comply with the Contract This includes the requirement thatthe Project Schedule submissions and accompanying Narratives are timely,complete, and accurate

4 Communicate to the Project Scheduler in a timely manner all Contractchanges and all decisions made or actions taken by the Contractor, its sub-contractors, fabricators, etc., that affect the Project Schedule to allow appro-priate development, maintenance, and updating of the Project Schedule bythe Project Scheduler

5 Include and satisfactorily complete all Work contained in the Contract

6 Ensure that the Project Schedule includes all work directed in writing by theowner in the next Schedule Update submission following such direction

7 Ensure that the Schedule Updates reflect the actual dates that work ties started and completed in the field

activi-8 In Schedule Updates and Recovery Schedules, break a schedule activity intomultiple activities to reflect a discontinuity in the work if a work activity issuspended in the field and restarted at a later date, whenever the interrup-tion in the work is significant compared to the original activity duration.The Contractor is responsible for the means and methods necessary tocomplete the Work required by the Contract and as depicted in the ProjectSchedule Failure by the Contractor to include any element of work required bythe Contract in the accepted Project Schedule does not relieve the Contractorfrom its responsibility to perform such work

Errors or omissions on schedules shall not relieve the Contractor from ishing all work within the time limit specified for completion of the Contract

fin-B Detailed Schedule Requirements

1 Defining Project details and defaults—Within the Dates tab, the “PlannedStart” shall be 30 calendar days after the contract signing and the “Must-Finish-By” date shall be the Contract Completion Date Within the Settingstab, define the Critical Activities as the“Longest Path.” (Alternatively, thesesame requirements could be accomplished using constraints It may also

be unnecessary to fix these dates.)

2 Detail the Project Schedule to Level 4 in the Schedule Levels Requirement ofAACEI’s Recommended Practice No 37R-06, SCHEDULE LEVELS OF DETAIL—

AS APPLIED IN ENGINEERING, PROCUREMENT AND CONSTRUCTION Theappropriate number of activities will be largely dependent upon the nature,size, and complexity of the project In addition to all site construction activi-ties, the Project Schedule shall include activities necessary to depict the

procurement/submittal process, including shop drawings and sample tals; the fabrication and delivery of key and long-lead procurement elements;testing of materials and equipment; settlement or surcharge period activities;sampling and testing period activities; cure periods; activities related to tem-porary structures or systems; activities assigned to subcontractors, fabricators,

submit-or suppliers; erection and removal of falsewsubmit-ork and shsubmit-oring; inspections; ities to perform punch list work; and activities assigned to the owner andother local, state, or Federal governments, agencies, and authorities, adjacentcontractors, utilities, and other parties The Project Schedule shall indicateintended submittal dates, and depict the review and approval periods inaccordance with specification section 01 3300—Submittal Procedures

activ-3 Work Breakdown Structure (WBS) A multilevel-hierarchal WBS shall beincorporated The levels (nodes) shall include, but not be limited to:

a Level 1, which is the project level

b Level 2, which shall have three nodes: PRECONSTRUCTION,CONSTRUCTION, and POSTCONSTRUCTION

c Level 3, which shall consist of the following at a minimum:

•The PRECONSTRUCTION node shall have at least two subnodes: SHOPDRAWINGS and PROCUREMENT/FABRICATION

•The CONSTRUCTION node shall be broken into subnodes for thePHASES of the Work

•The POSTCONSTRUCTION node requires no subnodes

d Level 4—The nodes for Areas of Construction activities should includesubnodes for the various categories of work

4 Activity ID—Provide a unique identification number for each activity.Activity ID numbers shall not be changed or reassigned

5 Activity Name—Clearly and uniquely name each activity with a description

of the work that is readily identifiable to inspection staff Each Activity shallhave a narrative description consisting at a minimum of a verb or workfunction (i.e., form, pour, excavate, etc.), an object (i.e., slab, footing, wall,roof, etc.), and a location The work related to each Activity shall be limited

to one Area of the contract, one Stage of the contract, and oneResponsible Party of the contract

6 Milestone Activities—Include activities for all Milestones that define Related Contract Provisions and other significant contractual events such

Time-as Notice of Award, Contract Signing/Bond Approval, Contractor Start WorkDate, Substantial Completion, Final Completion, and coordination pointswith outside entities such as utilities, local and state governments or agen-cies, or Authorities

All milestone activities in the schedule shall be assigned the standard endar named “Standard Milestone/365 Day/8 hour.” This calendar shouldalso be assigned to any activities for concrete curing

cal-a The Notice of Award milestone shall have a primary constraint of“Start On.”

b The Final Completion milestone shall have a primary constraint ofish on or before” the Contract Completion Date

“fin-7 Activity Durations—Except for submittal and procurement activities, ensurethat durations do not exceed 20 workdays and that durations for ownersubmittal reviews meet the requirements set forth in the Contract Ifrequested by the owner, the Contractor shall justify the reasonableness ofplanned activity time durations The planning unit is workdays.

8 Activity Relationships—Clearly assign predecessor and successor ships to each activity, and assign appropriate relationships between activi-ties (Finish-to-Start, Start-to-Start, and Finish-to-Finish)

relation-9 Ensure that there are no open-ended activities, with the exception of thefirst activity and last activity in the schedule

10 Do not include inappropriate logic ties with Milestone activities(For example, for a finish milestone activity, a predecessor shall only

be assigned a Finish-to-Finish relationship and a successor shall only beassigned a Finish-to-Start or Finish-to-Finish relationship For a start mile-stone, a predecessor shall only be assigned a Finish-to-Start or Start-to-Start relationship and a successor shall only be assigned a Start-to-Startrelationship)

11 Start-to-Finish relationships are prohibited

12 Lag durations greater than 10 days are prohibited unless the Contractorrequests and the owner authorizes the use of longer durations

13 The Contractor shall not use negative Lag durations (leads)

14 Assign the“Contract Award Date” activity as a predecessor to all submittalpreparation activities

15 Activity Constraint Dates—The Contractor shall not constrain activity dateswithout providing a detailed explanation in the submittal narrative as towhy such constraints are necessary to properly model the constructionplan

16 Activity Dates—With the exception of Milestone dates, “Actual Start” and

“Actual Finish” dates and “Planned Start” and “Planned Finish” dates, ensurethat activity dates are calculated by software No Actual Start or ActualFinish dates shall be entered in the 90-day As-Planned Schedule or FinalAs-Planned Schedule

17 Project Calendars—The contractor shall create the following ProjectCalendars at a minimum:

a 7-Day Work Week w/ no Holidays

b Standard Business Day, 5-Day Work Week w/Holidays

c If the Contractor needs additional calendars to model expected sonal weather conditions (such as winter shutdown periods), inclementweather, environmental permit requirements, or other similar restric-tions for the planning and scheduling of activities, the Contractorshould create Project Calendars for the specific project Do not incorpo-rate an activity with a description of“Winter Shutdown” that requiresconstraints Provide for the number of working days per week, holidays,the number of shifts per day, and the number of hours per shift byusing the Calendar modifier in the P6 software

sea-d All Calendars should be based on an 8-hour shift.

e If the Contractor needs to perform work outside of the typical 8-hourworkday, then the Contractor should request approval from the owner

to work more than 8 hours per day Upon receipt of owner’s approval,create a Project Calendar with a title that describes the nonstandardworking hours

f Ensure that calendars created for specific resources (i.e., a specific son or piece of equipment) are Resource Calendars, and that theCalendar name clearly identifies the resource

per-g Ensure that all calendars developed by a Contractor use the followingnaming convention: Contract No XX-XXX-XX and describing the func-tion (i.e., XX-XXX-XX—Concrete Calendar, XX-XXX-XX—LandscapeCalendar, XX-XXX-XX—Painting Calendar, XX-XXX-XX—Contractor’s 5Day/8 Hour Workweek)

h Assign activities for shop drawing reviews and other approvals by er’s personnel to the “Standard Business Day, 5-Day Work Week w/Holidays,” Calendar

own-i Neither the 90-Day As-Planned nor the Final As-Planned Schedule caninclude a calendar that reflects workers working more than 8 hours inany one calendar day or more than 5 days in any one week, withoutthe written approval of the owner Following Contract Award, theContractor may submit a request for an overtime dispensation and, ifapproved, can add additional calendars in the next Schedule Updatesubmission

18 Include all activities for the owner, utility companies, adjacent contractors,and other entities that might affect progress and influence Contract-required dates in the Project Schedule This includes dates related to allPermits or Agreements Ensure that the Project Schedule includes specialconsideration to sensitive areas and indicates any time frames when work

is restricted in these sensitive areas as outlined in the permits issued bythe regulatory agencies

19 Activity Resources—The owner may require manpower loading of activities

by DOL or Union job classification

20 Activity Codes—Include a well-defined activity coding structure that allowsproject activities to be sorted and filtered Activity Codes shall include, butnot be limited to, Responsible Party; Stage; Area of Work; CSI Code;Nonstandard Work Hours; and any additional codes, as required by theowner, to meet the needs of the Work to facilitate the use and analysis ofthe schedule

Establish the following Project Activity Codes and use these to the mum extent practicable

maxi-a RESPONSIBLE PARTY

b STAGE

c AREA

C Allowance for Inclement Weather

Make allowance in the schedule for the effect of inclement weather on theproject work This may be done in a variety of ways, depending upon thework type and the Contractor’s typical practices for managing weather risk.Acceptable methods for managing the risk of inclement weather includeActivity Durations that include allowances for anticipated inclementweather and Project Calendars that block out work days in anticipation ofinclement weather The Contractor shall identify the method(s) it has uti-lized to allow for the effect of inclement weather on the project work in itssubmittal narratives

D Float Ownership

Float, Total Float, Free Float, and Sequestered Float are all owned by theProject and are not for the exclusive benefit of the Contractor or theowner Float of all types is available for use by both the Contractor and theowner until it expires

3.04 90-DAY AS-PLANNED SCHEDULE

A 90-day As-Planned Schedule Requirements

1 Submit the 90-day Project As-Planned Schedule at any time following theNotice of Award, but at least seven business days before thePreconstruction Schedule Meeting The 90-day As-Planned Schedule shalldepict the Work that will occur in the first 90 calendar days of the project toLevel 4 as described in AACEI’s Recommended Practice No 37R-06,SCHEDULE LEVELS OF DETAIL—AS APPLIED IN ENGINEERING,PROCUREMENT AND CONSTRUCTION, and the remaining Work shall berepresented by summary work activities

2 Ensure that the 90-day As-Planned Schedule depicts the plan to completethe Project based on the Contract at the time of Award

3 Ensure that the sequence of the Work meets the requirements of theContract

4 The parties will use the 90-day As-Planned Schedule to track and managethe work until the Final As-Planned Schedule is accepted

5 Schedule meetings as necessary with the owner to discuss schedule opment and resolve schedule issues until the Final As-Planned ProjectSchedule is accepted by the owner

devel-6 Ensure that the Data Date of the 90-day As-Planned Schedule is the of-Award date