Defining, Assessing and Managing Critical - Near Critical Activities Using Primavera P6
IndraPanduPrasetyo
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44 slides
Nov 27, 2018
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About This Presentation
How to effectively control and monitor critical and near critical activities in your project so the delay can be mitigated properly
Slide Content
Defining, Assessing and Managing
Critical & Near Critical Activities
using Primavera P6
With sample project schedule cases
Indra Pandu Prasetyo
Critical & Near Critical Activities
using Primavera P6
With sample project schedule cases
Indra Pandu Prasetyo
Content
© Critical Activities Definition
© Near Critical Activities Definition and Why It Is Important
© Defining Multiple Critical Activities in Primavera P6
[04) Assessing Critical Activities Reliability
© Managing Critical - Near Critical Activities
© Critical Activities Definition
© Near Critical Activities Definition and Why It Is Important
© Defining Multiple Critical Activities in Primavera P6
[04) Assessing Critical Activities Reliability
© Managing Critical - Near Critical Activities
<@>
Critical Activities Definition
Critical Activities Definition
Critical Activities Definition
According to Primavera P6, there are 2 options to define critical activities:
| Total float < 0
If project has several deadlines (constraints), this option is
useful to track the total float of each deadline
mea Me [eos
|
| a
mens mon E
Saeco Mon ui "u
2. A rn
Longest path is useful to focus on sequences that
determine overall project completion, the amount of delay
recto “rn
ae ee LU; in the longest path shall be equal to the amount of delay to
Te ee EL project completion
© HUE Bout ur
Si. won mau MR
eo Mont Me
a gan ale ara
According to Primavera P6, there are 2 options to define critical activities:
| Total float < 0
If project has several deadlines (constraints), this option is
useful to track the total float of each deadline
mea Me [eos
|
| a
mens mon E
Saeco Mon ui "u
2. A rn
Longest path is useful to focus on sequences that
determine overall project completion, the amount of delay
recto “rn
ae ee LU; in the longest path shall be equal to the amount of delay to
Te ee EL project completion
© HUE Bout ur
Si. won mau MR
eo Mont Me
a gan ale ara
Critical Activities Definition
Schedule Options for critical activities definition in Primavera P6
By default, P6 will define critical activities as total float
less than or equal to zero
HE
E | —> Both options will result same float number
feck nc e
me seg mars e
Grumdtge Peon Orden
cken ana tem
Alternative way to see longest path is by showing
“Longest Path” column in activity window
All sample schedules in this material use “Total Float
en — less than or equal to 0” as critical activities definition,
simultaneously longest path is seen through activity
nur sensing Rainn on
column
Schedule Options for critical activities definition in Primavera P6
By default, P6 will define critical activities as total float
less than or equal to zero
HE
E | —> Both options will result same float number
feck nc e
me seg mars e
Grumdtge Peon Orden
cken ana tem
Alternative way to see longest path is by showing
“Longest Path” column in activity window
All sample schedules in this material use “Total Float
en — less than or equal to 0” as critical activities definition,
simultaneously longest path is seen through activity
nur sensing Rainn on
column
Critical Activities Definition
Longest Path shall be Critical, but Critical is not always Longest Path
| Show these columns in P6 to see critical and longest path ]
Sample Schedule
hero El Sen er D Gear CTI TS
LL SSD SATE
3006148, stone
76 1930p:0 2530910
1062 Sap18 0500-18
156 26-Sapt8 100818
150 0504-18 2000-18
208 11 Oet18 3000118
110 50018 2200
Critical Sequence Critical Longest
This sequence is determining Project Finish date
M01 > DA1 > DBO > PBO> M03 Yes Yes
at current state
Mo2 > PCO > M03 Yes No This sequence is critical because of constraint
Longest Path shall be Critical, but Critical is not always Longest Path
| Show these columns in P6 to see critical and longest path ]
Sample Schedule
hero El Sen er D Gear CTI TS
LL SSD SATE
3006148, stone
76 1930p:0 2530910
1062 Sap18 0500-18
156 26-Sapt8 100818
150 0504-18 2000-18
208 11 Oet18 3000118
110 50018 2200
Critical Sequence Critical Longest
This sequence is determining Project Finish date
M01 > DA1 > DBO > PBO> M03 Yes Yes
at current state
Mo2 > PCO > M03 Yes No This sequence is critical because of constraint
Critical Activities Definition
Simulation 1 - Delay on Longest Path sequences affect project completion date
Sample Schedule - Simulation 1
ee El Sen er CT Gear CI TS
a TSS SPA AE TSI STALL SISTA TE
Otto
76 1930p: 2530910
0g 26 Sapt8 50a m Mr m
beson 150018 | 09 mm or
Dan
PAD 150 0504-18 2000-18
Pen 206 1600418 Mi | 00 MR À
Peo Me 050418 20818 u M Er
10) M04 completion date changes from 30 Oct to 4 Nov (5 days shifted)
Simulation 1 - Delay on Longest Path sequences affect project completion date
Sample Schedule - Simulation 1
ee El Sen er CT Gear CI TS
a TSS SPA AE TSI STALL SISTA TE
Otto
76 1930p: 2530910
0g 26 Sapt8 50a m Mr m
beson 150018 | 09 mm or
Dan
PAD 150 0504-18 2000-18
Pen 206 1600418 Mi | 00 MR À
Peo Me 050418 20818 u M Er
10) M04 completion date changes from 30 Oct to 4 Nov (5 days shifted)
Critical Activities Definition
Simulation 2 - Delay on Critical may not affect project completion date if there is
gap available between end date of critical sequence and completion date
Sample Schedule - Simulation 2
ya El Sen er CT Gear CI TS
asa SSI MES SA ME
Boats Pret
3006148, stone
Er CIC wor
uaz a Cate) m Pr FnshOnoter ane
Mos “ 00418) m Mm FehOnor Batre SS nos
uot 0. SICA
or
ERS '
oa 108 26Sapt8 0500-18 Od ii
Dos 156 265ep10 100010 | 04 Od
150 0504-18 2000-18
CI
204 oat nu | AA
Re 000 Sal ele |
© M03 shifts, affecting negative total float (-8 days) to M02-PCO-M03 due to constraint use on MO3
M02 > PCO > M03 is now longest path since the gap between M03 to M04 has been used up
Simulation 2 - Delay on Critical may not affect project completion date if there is
gap available between end date of critical sequence and completion date
Sample Schedule - Simulation 2
ya El Sen er CT Gear CI TS
asa SSI MES SA ME
Boats Pret
3006148, stone
Er CIC wor
uaz a Cate) m Pr FnshOnoter ane
Mos “ 00418) m Mm FehOnor Batre SS nos
uot 0. SICA
or
ERS '
oa 108 26Sapt8 0500-18 Od ii
Dos 156 265ep10 100010 | 04 Od
150 0504-18 2000-18
CI
204 oat nu | AA
Re 000 Sal ele |
© M03 shifts, affecting negative total float (-8 days) to M02-PCO-M03 due to constraint use on MO3
M02 > PCO > M03 is now longest path since the gap between M03 to M04 has been used up
«®>
Near Critical Activities Definition and Why It Is Important
Near Critical Activities Definition and Why It Is Important
Near Critical Activities Definition and Why It Is Important
Near critical activities are activities that are close to becoming critical activities, it
can be defined as:
| Activity with total float near to zero
The terminology of “near to zero” may be different for every project, e.g. < 30d, <5% project duration
| Activities sequence that is near to longest path
Activity sequences that close to becoming longest path
| Near critical based on expert judgement
It seems hard to determine near critical using CPM when the project approaches middle or final stage since
almost all remaining works may be close to critical
Expert opinions may be considered to determine its criticality regardless of the float value calculated
Near critical activities are activities that are close to becoming critical activities, it
can be defined as:
| Activity with total float near to zero
The terminology of “near to zero” may be different for every project, e.g. < 30d, <5% project duration
| Activities sequence that is near to longest path
Activity sequences that close to becoming longest path
| Near critical based on expert judgement
It seems hard to determine near critical using CPM when the project approaches middle or final stage since
almost all remaining works may be close to critical
Expert opinions may be considered to determine its criticality regardless of the float value calculated
Near Critical Activities Definition and Why It Is Important
Reasons why determining near critical activities is important:
| Critical activities may change as the project progressed
It can be surprising when the non-critical activities are becoming critical after schedule updated, and by
identifying near critical activity, critical activities can be mitigated much earlier and resources can be
managed effectively
| Management often put less attention to non-critical activities
Managements often find difficulty in monitoring all activities other than critical ones, therefore identifying
the near critical activities can help managements to put their attention on too
Reasons why determining near critical activities is important:
| Critical activities may change as the project progressed
It can be surprising when the non-critical activities are becoming critical after schedule updated, and by
identifying near critical activity, critical activities can be mitigated much earlier and resources can be
managed effectively
| Management often put less attention to non-critical activities
Managements often find difficulty in monitoring all activities other than critical ones, therefore identifying
the near critical activities can help managements to put their attention on too
«®>
Defining Multiple Critical Activities in Primavera P6
Defining Multiple Critical Activities in Primavera P6
Defining Multiple Critical Activities in Primavera P6
Primavera P6 has feature called “Calculate multiple float paths” that can group
activities sequence based on its float so near critical activities can be shown
i
© Feature can be accessed in Schedule Options
Hit F9 > Options... > choose Advanced tab
2 © Tick this to enable P6 calculating multiple float path
10) Choose the calculation method
Total float : This will identify criticality by activity total
ñ float
| = Free float : This will identify criticality based on longest
I path
ı
© Choose activity to set as end of float calculation, or leave it
blank to calculate float based on project finish date/
DS us + constraint
h
© Set the number of float path
If 5 is entered, then it will calculate 5 most critical float
paths ending with activity selected or project finish
Primavera P6 has feature called “Calculate multiple float paths” that can group
activities sequence based on its float so near critical activities can be shown
i
© Feature can be accessed in Schedule Options
Hit F9 > Options... > choose Advanced tab
2 © Tick this to enable P6 calculating multiple float path
10) Choose the calculation method
Total float : This will identify criticality by activity total
ñ float
| = Free float : This will identify criticality based on longest
I path
ı
© Choose activity to set as end of float calculation, or leave it
blank to calculate float based on project finish date/
DS us + constraint
h
© Set the number of float path
If 5 is entered, then it will calculate 5 most critical float
paths ending with activity selected or project finish
Defining Multiple Critical Activities in Primavera P6
When calculate multiple float path option is enabled, P6 will calculate Float Path
and Float Path Order value
Sample Schedule | Show these columns to see float path calculation
Payo A E Ta] Rea Tine man EA ==
ERES AO ERA Sn Tin Tre [wel Tes Tier
# EISESSIG g g
a ame a ur m ‘ 2
a DSP u 7 3
a MCBSep 8 Sept | u ae r 2 1
E nen ten oe oR 2 2
= 0 CI Fun 2 3
E “ante top «ar r 3 1
@ ans nee a 4 CE E 2
“ Wisst sinn u 0 © æ : 4
Float Path : Group of activities based on its criticality, 1 means the most critical
Float Path Order : Activity sequence order for each float path
Schedule the project <F9> to re-calculate the float path value
Notes !
Calculating multiple float path doesn't affect how critical activities (Critical or Longest Path) are defined, it can
be set separately through Schedule Options - General tab - Define critical activities as
When calculate multiple float path option is enabled, P6 will calculate Float Path
and Float Path Order value
Sample Schedule | Show these columns to see float path calculation
Payo A E Ta] Rea Tine man EA ==
ERES AO ERA Sn Tin Tre [wel Tes Tier
# EISESSIG g g
a ame a ur m ‘ 2
a DSP u 7 3
a MCBSep 8 Sept | u ae r 2 1
E nen ten oe oR 2 2
= 0 CI Fun 2 3
E “ante top «ar r 3 1
@ ans nee a 4 CE E 2
“ Wisst sinn u 0 © æ : 4
Float Path : Group of activities based on its criticality, 1 means the most critical
Float Path Order : Activity sequence order for each float path
Schedule the project <F9> to re-calculate the float path value
Notes !
Calculating multiple float path doesn't affect how critical activities (Critical or Longest Path) are defined, it can
be set separately through Schedule Options - General tab - Define critical activities as
Defining Multiple Critical Activities in Primavera P6
Group the activities by Float Path, then Sort by Float Path Order to see the critical
and near critical activities in sequential group and order
Sample Schedule
Tora] cera langes [Pana
Fs] Fon Pah
EA
Fos! ‚Pan Costra
55%
San [on [Tos [wes [Tae [Fa [Sat
E
Sn [on [Toa [wea Tae E
24 OFSep TB 02218 0.
EL)
a ES)
16 16Sep10 16Sep18 0504
a OBSep8 0550p 18
e nen te 2 2
e 0. EIA E 3]
3H GBSep8 1052518
@ HS SE 2
Go to Group and Sort menu, and choose Float Path in Group By
== =
ae
Group the activities by Float Path, then Sort by Float Path Order to see the critical
and near critical activities in sequential group and order
Sample Schedule
Tora] cera langes [Pana
Fs] Fon Pah
EA
Fos! ‚Pan Costra
55%
San [on [Tos [wes [Tae [Fa [Sat
E
Sn [on [Toa [wea Tae E
24 OFSep TB 02218 0.
EL)
a ES)
16 16Sep10 16Sep18 0504
a OBSep8 0550p 18
e nen te 2 2
e 0. EIA E 3]
3H GBSep8 1052518
@ HS SE 2
Go to Group and Sort menu, and choose Float Path in Group By
== =
ae
Defining Multiple Critical Activities in Primavera P6
Calculating multiple float path using Total Float generates float path value based
on activity total float
Sample Schedule — The lowest total float will be the most critical
ET SW
Sat | Sun on [Toe [we] In I Fr [Sa | Son [hon [Te [Wea Tor [Fa [Sat [Son Then
st
e a oBSep 18 07 Sapte
a loser Is
19 165-0 1ER
FA 0350918 0550p 18
a SS N
a oa Sepa
Sd 055098 1050p 8
@ 24 190910 1350018 E 3 2
Float Path Sequence
Critical A1 > A2 > A3 > XA Total float is 0 and also the longest
a DEIA B1>B2>B3 Total float is O due to constraint use on B3
| 3 | Near Critical-2 [omnes Total float is 2
Calculating multiple float path using Total Float generates float path value based
on activity total float
Sample Schedule — The lowest total float will be the most critical
ET SW
Sat | Sun on [Toe [we] In I Fr [Sa | Son [hon [Te [Wea Tor [Fa [Sat [Son Then
st
e a oBSep 18 07 Sapte
a loser Is
19 165-0 1ER
FA 0350918 0550p 18
a SS N
a oa Sepa
Sd 055098 1050p 8
@ 24 190910 1350018 E 3 2
Float Path Sequence
Critical A1 > A2 > A3 > XA Total float is 0 and also the longest
a DEIA B1>B2>B3 Total float is O due to constraint use on B3
| 3 | Near Critical-2 [omnes Total float is 2
Defining Multiple Critical Activities in Primavera P6
Calculating multiple float path using Free Float generates float path value based
on free float/ longest path
Sample Schedule - The closer an activity sequence to the longest path, the more critical it will be
EIER
a DB Sep 18 Hp
a Map:
RE vom
Su fra on ma {Rene Dr aa Fo ere depa
Fe
a EE EC m) rs
= oma sen ee LE 13 x
3 Snore tars 8 6 ee i
te wean tet ww ee Ls ban
CI E pe
A u
a ARA E e
Fea Pan HA
Float Path Sequence
Critical A1 > A2 > A3 > XA
Near Critical-1 2647}
| 3 | Near Critical-2 51 > 82 > B3
The longest path
It has 2d gap before it becomes longest path
It has Ad gap before it becomes longest path
Calculating multiple float path using Free Float generates float path value based
on free float/ longest path
Sample Schedule - The closer an activity sequence to the longest path, the more critical it will be
EIER
a DB Sep 18 Hp
a Map:
RE vom
Su fra on ma {Rene Dr aa Fo ere depa
Fe
a EE EC m) rs
= oma sen ee LE 13 x
3 Snore tars 8 6 ee i
te wean tet ww ee Ls ban
CI E pe
A u
a ARA E e
Fea Pan HA
Float Path Sequence
Critical A1 > A2 > A3 > XA
Near Critical-1 2647}
| 3 | Near Critical-2 51 > 82 > B3
The longest path
It has 2d gap before it becomes longest path
It has Ad gap before it becomes longest path
Defining Multiple Critical Activities in Primavera P6
Calculating multiple float path using Total Float with ending on B3 is limiting the
float path calculation only to activities that linked to B3
Sample Schedule - There's only one sequence in Float Path, since no other activities linked to B3
Fre] Ta Ge | ange [Pray
Foal Fost Pan [coran
24 OFSepri8 025018
34 65 Sup18 0552918
66 06Sep:18 NS
os Hep"
DIESE] >.
Bsp ns 0628
34 T1Sep1@ sp 2 24
td 16Sep18 16Sep18 06 où
unan
anıaa
BRE
Fos] Fea Pa
E
Onde
ad
Float paths are not calculated
Float Path Sequence
orte FETE
Calculate multiple float path using Free Float will produce same result since there's only one
sequence linked to B3
Calculating multiple float path using Total Float with ending on B3 is limiting the
float path calculation only to activities that linked to B3
Sample Schedule - There's only one sequence in Float Path, since no other activities linked to B3
Fre] Ta Ge | ange [Pray
Foal Fost Pan [coran
24 OFSepri8 025018
34 65 Sup18 0552918
66 06Sep:18 NS
os Hep"
DIESE] >.
Bsp ns 0628
34 T1Sep1@ sp 2 24
td 16Sep18 16Sep18 06 où
unan
anıaa
BRE
Fos] Fea Pa
E
Onde
ad
Float paths are not calculated
Float Path Sequence
orte FETE
Calculate multiple float path using Free Float will produce same result since there's only one
sequence linked to B3
<@>
Assessing Critical Activities Reliability
Assessing Critical Activities Reliability
Assessing Critical Activities Reliability
Followings are steps to prove critical activities reliability:
| Check the schedule health
Healthy project schedule tends to have reliable critical activities
| Check longest path continuity
Longest path (critical path) should have continuous activities sequence from project start or data date to the
project completion
| Check longest path/ critical path integrity
The amount of delay for each activity on longest path/ critical path should be same with the delay on project
completion
Followings are steps to prove critical activities reliability:
| Check the schedule health
Healthy project schedule tends to have reliable critical activities
| Check longest path continuity
Longest path (critical path) should have continuous activities sequence from project start or data date to the
project completion
| Check longest path/ critical path integrity
The amount of delay for each activity on longest path/ critical path should be same with the delay on project
completion
Assessing Critical Activities Reliability
Check the schedule health
Criteria to check Description
Missing logic/ open end All activities shall have at least an FS/SS pe and an FS/FF successors
Leads (negative lags)
Lags
Relationships
Hard constraint
High total float
Negative float No negative float, re-check use of constraints
High duration Most activity's duration shall be less than reporting period
Link to WBS element All activities shall [be linked to activity, not WBS element (not allowed in P6)
DCMA 14 point assessment can be used for quantitative assessment guideline and basis
Check the schedule health
Criteria to check Description
Missing logic/ open end All activities shall have at least an FS/SS pe and an FS/FF successors
Leads (negative lags)
Lags
Relationships
Hard constraint
High total float
Negative float No negative float, re-check use of constraints
High duration Most activity's duration shall be less than reporting period
Link to WBS element All activities shall [be linked to activity, not WBS element (not allowed in P6)
DCMA 14 point assessment can be used for quantitative assessment guideline and basis
Assessing Critical Activities Reliability
Check longest path continuity
Ideally, the activities in longest or critical path should be linked in FS sequences without any lag and
constraints, so it will be easier to monitor the changes when schedule updated
Some factors that may cause not continuous/ broken,
1. Use of constraint
2. Use of lag
3. Relationship from other project
4. Different calendar between activities
Check longest path continuity
Ideally, the activities in longest or critical path should be linked in FS sequences without any lag and
constraints, so it will be easier to monitor the changes when schedule updated
Some factors that may cause not continuous/ broken,
1. Use of constraint
2. Use of lag
3. Relationship from other project
4. Different calendar between activities
Assessing Critical Activities Reliability
Check longest path continuity - 1. Use of Constraint
fActiaty 0
A2
=
2
00
A
B1
82
Duration] Start
24 04-Oct-18"
29 060.18
08
04 01-Oct-18
2d 01-00-18
24 03-Oct-18
24 06-Oct-18
Finish
05-Oct-18
070018
07-00-18
020118
04-0ct-418
06-0118
Free]
Float
04
0
04
Total] Critical JLongest| Primary
Float
a
a
ala
ala
Path |Constrain
F_ Start On or After
F
F
Oa OT
at Path 1
sr icf Path 2
EJE]
Mon | Tue [ Wed | Thr I Fi | Sat | Sun | Mon [ Tue | Wed
2
It seems not logical when the schedule has no critical activities in the first 3 days
Recommendation:
Remove any constraint that can make longest path broken, even the use of constraints shall be as
few possible in project schedule
Check longest path continuity - 1. Use of Constraint
fActiaty 0
A2
=
2
00
A
B1
82
Duration] Start
24 04-Oct-18"
29 060.18
08
04 01-Oct-18
2d 01-00-18
24 03-Oct-18
24 06-Oct-18
Finish
05-Oct-18
070018
07-00-18
020118
04-0ct-418
06-0118
Free]
Float
04
0
04
Total] Critical JLongest| Primary
Float
a
a
ala
ala
Path |Constrain
F_ Start On or After
F
F
Oa OT
at Path 1
sr icf Path 2
EJE]
Mon | Tue [ Wed | Thr I Fi | Sat | Sun | Mon [ Tue | Wed
2
It seems not logical when the schedule has no critical activities in the first 3 days
Recommendation:
Remove any constraint that can make longest path broken, even the use of constraints shall be as
few possible in project schedule
Assessing Critical Activities Reliability
Check longest path continuity - 2. Use of Lag
EJE] OatOr
Won | Tue ] Wed [tw I Fi [Sa | Sun [Mon [ Tue | Wed
Float Path 1
0d 01-Oct-18: o
At 24 01-Oct-18 02018 04 04 y
[7 240300018 0.0018 04 0 PF
3d 04-Oct-18 06-Oct-18 | 0d
A
ar Float Path: 2
1 03-Oct-18 03-Oct-18
82 24 04.0018 05008 4 Wr Mm
Use of lag may cause difficulty in analyzing the longest path and sometimes open ended activities
Recommendation:
Convert lag to activity, even the use of lag should be avoided in project schedule
Check longest path continuity - 2. Use of Lag
EJE] OatOr
Won | Tue ] Wed [tw I Fi [Sa | Sun [Mon [ Tue | Wed
Float Path 1
0d 01-Oct-18: o
At 24 01-Oct-18 02018 04 04 y
[7 240300018 0.0018 04 0 PF
3d 04-Oct-18 06-Oct-18 | 0d
A
ar Float Path: 2
1 03-Oct-18 03-Oct-18
82 24 04.0018 05008 4 Wr Mm
Use of lag may cause difficulty in analyzing the longest path and sometimes open ended activities
Recommendation:
Convert lag to activity, even the use of lag should be avoided in project schedule
Assessing Critical Activities Reliability
Check longest path continuity — 3. Relationship from other project
EJE] DOT
Men [ve | wes [im I Fa [Su] Sin [Won [tue T Wes
a |
06.0118
34 7-0c-18 09-00-18 Od Mm Pr a3
04 20
2 04 09.0ct:18
== Float Path: 2
00
Total] Critical JLongest| Primary
Path |Constrain
08 01-0ct-18
A 24 1001-18 02-0et-18 2) D | o
== Float Path: 3
16 03.0ct-18 03-Oct-18
B2 24 04-0ct-18 05.0018 | 44) dm m
When you link the activities between multiple projects, longest path may be broken due to it
Recommendation:
All linked projects shall be opened simultaneously while calculating the float, and choose option to
calculate float based on finish date of “Opened project” instead of “Each project” in schedule option
Check longest path continuity — 3. Relationship from other project
EJE] DOT
Men [ve | wes [im I Fa [Su] Sin [Won [tue T Wes
a |
06.0118
34 7-0c-18 09-00-18 Od Mm Pr a3
04 20
2 04 09.0ct:18
== Float Path: 2
00
Total] Critical JLongest| Primary
Path |Constrain
08 01-0ct-18
A 24 1001-18 02-0et-18 2) D | o
== Float Path: 3
16 03.0ct-18 03-Oct-18
B2 24 04-0ct-18 05.0018 | 44) dm m
When you link the activities between multiple projects, longest path may be broken due to it
Recommendation:
All linked projects shall be opened simultaneously while calculating the float, and choose option to
calculate float based on finish date of “Opened project” instead of “Each project” in schedule option
Assessing Critical Activities Reliability
Check longest path continuity — 4. Different calendar between activities
Finish Calendar] ETEI Dor
Mon [Tue | Wed I Thr I Fa | Se | Sun | Won [ue | Wed
E —______—<X
08 01-0ct-8 E 7 diweek
At 28.010018 200 0 24 D | m 7 diesk
a 3d 03.0ct-18 05-0c-18 | 24 24 m 7 diweek
#3 3d 0800-18 10-0c-18 Od Mm m 5 diweek
2 0 no odd 7 diweek
B1 14 03-0ct-18 0201 M Sd I m 7 diweek
82 2d 04.0ct-18 050018 | Sd dr Mm 7 diweek
Non work period may be considered as floats when activities with different calendar are linked
Recommendation:
Check carefully the sequence between activities with different calendars, adjust the duration if
needed to make it unbroken
Check longest path continuity — 4. Different calendar between activities
Finish Calendar] ETEI Dor
Mon [Tue | Wed I Thr I Fa | Se | Sun | Won [ue | Wed
E —______—<X
08 01-0ct-8 E 7 diweek
At 28.010018 200 0 24 D | m 7 diesk
a 3d 03.0ct-18 05-0c-18 | 24 24 m 7 diweek
#3 3d 0800-18 10-0c-18 Od Mm m 5 diweek
2 0 no odd 7 diweek
B1 14 03-0ct-18 0201 M Sd I m 7 diweek
82 2d 04.0ct-18 050018 | Sd dr Mm 7 diweek
Non work period may be considered as floats when activities with different calendar are linked
Recommendation:
Check carefully the sequence between activities with different calendars, adjust the duration if
needed to make it unbroken
Assessing Critical Activities Reliability
Check critical path integrity
| A2 duration changes from 3d to 5d
ETEJ Car,
[Mor [Tuo [Wed] Thr [Fit [Sat | Sun [Mon Tue [ed] Ta
—— ay at
$00
Project duration is extended by 2 days due to change of longest path duration by 2 days, it means
longest path has good integrity
If the number of delays in the longest path and project completion is not the same, then critical path
integrity is doubtful
Recommendation:
Reassess schedule health and longest path continuity when the integrity check is failed
Check critical path integrity
| A2 duration changes from 3d to 5d
ETEJ Car,
[Mor [Tuo [Wed] Thr [Fit [Sat | Sun [Mon Tue [ed] Ta
—— ay at
$00
Project duration is extended by 2 days due to change of longest path duration by 2 days, it means
longest path has good integrity
If the number of delays in the longest path and project completion is not the same, then critical path
integrity is doubtful
Recommendation:
Reassess schedule health and longest path continuity when the integrity check is failed
<@>
Managing Critical - Near Critical Activities
Managing Critical - Near Critical Activities
Managing Critical - Near Critical Activities
Managing critical - near critical activities properly can help project team to
prioritize the works and allocate the resources effectively
Critical activities management process in each period
Verify critical activities to
Record any update of project teams and
Collect all actual work Assess the reliability of critical activities and develop mitigation plan
information during Update the project critical and near critical analyze its impact to to maintain the schedule
reporting period for schedule reflecting activities from project completion/key orto get the schedule
schedule updating actual work achievement scheduling view milestones back on track
Gather actual work
information
Update project
hedule
Monitor progress performance and
mitigation plan execution
Managing critical - near critical activities properly can help project team to
prioritize the works and allocate the resources effectively
Critical activities management process in each period
Verify critical activities to
Record any update of project teams and
Collect all actual work Assess the reliability of critical activities and develop mitigation plan
information during Update the project critical and near critical analyze its impact to to maintain the schedule
reporting period for schedule reflecting activities from project completion/key orto get the schedule
schedule updating actual work achievement scheduling view milestones back on track
Gather actual work
information
Update project
hedule
Monitor progress performance and
mitigation plan execution
Managing Critical - Near Critical Activities
Mitigation plan shall be planned when activities exceed the schedule threshold
that was set and agreed in planning stage
Sample of Schedule Threshold Narrative
Total float after Condition Mitigation Plan/ Action
schedule update
> 10% PD se No need
< 10% PD
< 5% PD Potential to become critical Plan preventive actions to maintain/ shorten the remaining
duration to not becoming critical
<0 day Delays still can be mitigated without Plan short term corrective action (e.g., 1-3 month look ahead)
interrupting other divisions schedule with more detailed target items to reduce delay impact
<0 day Delays still can be mitigated but Plan short-long term corrective action with more detailed target
interrupting other divisi items to reduce delay impact
< 10% PD Delay mitigation need to change Plan recovery plan that may include change of execution plan to
almost overall work sequences keep planned completion date (re-baselining may be needed)
PD: Project Duration
Mitigation plan shall be planned when activities exceed the schedule threshold
that was set and agreed in planning stage
Sample of Schedule Threshold Narrative
Total float after Condition Mitigation Plan/ Action
schedule update
> 10% PD se No need
< 10% PD
< 5% PD Potential to become critical Plan preventive actions to maintain/ shorten the remaining
duration to not becoming critical
<0 day Delays still can be mitigated without Plan short term corrective action (e.g., 1-3 month look ahead)
interrupting other divisions schedule with more detailed target items to reduce delay impact
<0 day Delays still can be mitigated but Plan short-long term corrective action with more detailed target
interrupting other divisi items to reduce delay impact
< 10% PD Delay mitigation need to change Plan recovery plan that may include change of execution plan to
almost overall work sequences keep planned completion date (re-baselining may be needed)
PD: Project Duration
Managing Critical - Near Critical Activities
Sample schedule case: Project shall be completed on or before 9 Oct 18
Sample Schedule - Original
September 2076 I ‘October 2018
Project
Milestone
Project Start 0d 03-Sep-18 Od 0
M02 Receive Design C | Od 12-Sep-18" 12Sept8 Od dd
Finish Install C 05-Oct-18 05-0018 | Ad) dd
Project Finish 09-Oct-18" 09-Oct-18 dd 0d ‘Moa
(D1 _ Design Basis 74 03-Sep-18 09-Sep-18 03-Sep-18 09-Sep-18 Od Od
D2 Detail Design A 15d 10-Sep-18 24-Sep-18 10-Sep-18 24-Sept8 | 0d Od
D3 (Design B 10d 10-Sep-18 19-Sep-18 10-Sep-18 19-Sep-18 2d
Construction
23d 13-Sep-18 05-Oct-18 13-Sep-18 05-Oct-18
C2 Install 8 18d 20-Sep-18 07.Oct-18 20-Sep-18 07-Oct-18 2d 2d
€3_install A 15d 26-Sep-18 09-Oct-18 25-Sep-18 09-Oct-18 Od 04
Sample schedule case: Project shall be completed on or before 9 Oct 18
Sample Schedule - Original
September 2076 I ‘October 2018
Project
Milestone
Project Start 0d 03-Sep-18 Od 0
M02 Receive Design C | Od 12-Sep-18" 12Sept8 Od dd
Finish Install C 05-Oct-18 05-0018 | Ad) dd
Project Finish 09-Oct-18" 09-Oct-18 dd 0d ‘Moa
(D1 _ Design Basis 74 03-Sep-18 09-Sep-18 03-Sep-18 09-Sep-18 Od Od
D2 Detail Design A 15d 10-Sep-18 24-Sep-18 10-Sep-18 24-Sept8 | 0d Od
D3 (Design B 10d 10-Sep-18 19-Sep-18 10-Sep-18 19-Sep-18 2d
Construction
23d 13-Sep-18 05-Oct-18 13-Sep-18 05-Oct-18
C2 Install 8 18d 20-Sep-18 07.Oct-18 20-Sep-18 07-Oct-18 2d 2d
€3_install A 15d 26-Sep-18 09-Oct-18 25-Sep-18 09-Oct-18 Od 04
Managing Critical - Near Critical Activities
Schedule update period 1: finish date shifts to 15 Oct 18 (6 days delay), resulting
negative total float by -6d
Sample Schedule - Update Period 1
September 2076 ‘October 2018
0 [16 3 [07 [14 [>
Project
Wilestone
0d 03-Sep-18 A 03-Sep-18
MO2 Receive Design C | 0d 13-Sep-18 A 12-Sep-18 vez
Finish Install C 06-Oct-18 05-Oct-18 9d 3d
Project Finish 15-Oct-18" 09-Oct-18 | Od 6d i
Des
(D1 _ Design Basis 24 03-Sep-18A 15-Sep-18 03-Sep-18 09-Sep18 0d a | > Boy dei
D2 Detail Design A 15d 16-Sep-18 30-Sep-18 10-Sep-18 24-Sept8 | 0d -6d
D3 (Design B 104 16-Sep-18 25-Sep-18 10-Sep-18 19-Sep-18 | Od 4d
Constructio|
23d 14-Sep-18 06-Oct-18 13-Sep-18 05-Oct-18 Od 3d
C2 Install 8 18d 26-Sep-18 13-Oct-18 20-Sep-18 07-Oct-18 | 2d, Ad
C3 Install A 15d 01-Oct-18 15-Oct-18 26-Sep-18 09-Oct-18 0d sd
= Not-started activity remaining duration shall be maintained as same as baseline duration unless there is
mitigation plan to shorten it
Schedule update period 1: finish date shifts to 15 Oct 18 (6 days delay), resulting
negative total float by -6d
Sample Schedule - Update Period 1
September 2076 ‘October 2018
0 [16 3 [07 [14 [>
Project
Wilestone
0d 03-Sep-18 A 03-Sep-18
MO2 Receive Design C | 0d 13-Sep-18 A 12-Sep-18 vez
Finish Install C 06-Oct-18 05-Oct-18 9d 3d
Project Finish 15-Oct-18" 09-Oct-18 | Od 6d i
Des
(D1 _ Design Basis 24 03-Sep-18A 15-Sep-18 03-Sep-18 09-Sep18 0d a | > Boy dei
D2 Detail Design A 15d 16-Sep-18 30-Sep-18 10-Sep-18 24-Sept8 | 0d -6d
D3 (Design B 104 16-Sep-18 25-Sep-18 10-Sep-18 19-Sep-18 | Od 4d
Constructio|
23d 14-Sep-18 06-Oct-18 13-Sep-18 05-Oct-18 Od 3d
C2 Install 8 18d 26-Sep-18 13-Oct-18 20-Sep-18 07-Oct-18 | 2d, Ad
C3 Install A 15d 01-Oct-18 15-Oct-18 26-Sep-18 09-Oct-18 0d sd
= Not-started activity remaining duration shall be maintained as same as baseline duration unless there is
mitigation plan to shorten it
Managing Critical - Near Critical Activities
Schedule is then grouped by float path (using free float) to monitor the critical
sequences and prepare mitigation plan
Sample Schedule - Update Period 1 - Group by Float Path
Seplember 2018 I October 2078
02 09 16 23 30 [07 14 21]
7
Dt [Design Basis 24 03-Sep-18 A 15-Sep-18 03-Sep-18 [09-Sep-18 Od -6d |
D2 Detail Design A 15d 16-Sep-18 20-Sep-18 10-Sep-18 24-Sep-18 0d -6d i
03 Install A 15d 01-Oct-18 15-Oct-18 25-Sep-18 09-Oct-18 Od -6d ————
M04 Project Finish od 15-Oct-18" 09-Oct-18 dd | E Mos
LE [ono LT CO el A | | 2
10d 16-Sep-18 25-Sep-18 10-Sep-18 19-Sep-18 0d 4d
18d 26-Sep-18 13-Oct-18 20-Sep-18 07-Oct-18 2d dol
© tano ESSEN
103 Frishinsiaie 04 06:00:18 0500.16 su
M02 Receme Design C 0d 13Sep-18 A. 12-Sep-18
MO1_ Project Start 0d 03-Sep-18 A 03-Sep-18 B
Activities are completed, so it is not considered as critical
D3 Design B
C2 Install 8
fr No Fiat Path
Schedule is then grouped by float path (using free float) to monitor the critical
sequences and prepare mitigation plan
Sample Schedule - Update Period 1 - Group by Float Path
Seplember 2018 I October 2078
02 09 16 23 30 [07 14 21]
7
Dt [Design Basis 24 03-Sep-18 A 15-Sep-18 03-Sep-18 [09-Sep-18 Od -6d |
D2 Detail Design A 15d 16-Sep-18 20-Sep-18 10-Sep-18 24-Sep-18 0d -6d i
03 Install A 15d 01-Oct-18 15-Oct-18 25-Sep-18 09-Oct-18 Od -6d ————
M04 Project Finish od 15-Oct-18" 09-Oct-18 dd | E Mos
LE [ono LT CO el A | | 2
10d 16-Sep-18 25-Sep-18 10-Sep-18 19-Sep-18 0d 4d
18d 26-Sep-18 13-Oct-18 20-Sep-18 07-Oct-18 2d dol
© tano ESSEN
103 Frishinsiaie 04 06:00:18 0500.16 su
M02 Receme Design C 0d 13Sep-18 A. 12-Sep-18
MO1_ Project Start 0d 03-Sep-18 A 03-Sep-18 B
Activities are completed, so it is not considered as critical
D3 Design B
C2 Install 8
fr No Fiat Path
Managing Critical - Near Critical Activities
Mitigation plan is simulated to current schedule to clearly see its effort and result
Sample Schedule - Update Period 1 - Group by Float Path - Simulation of Mitigation Plan
Seplember 2018 I October 2078
02 09 16 23 30 07 14 21|
T
3 days acceleration
Ger 24 DISep18A 15Sep10 03Sep18 09Sep1O 0408. | (“E
D2 etal DesgnA | 124 16Sop18 27Sop18 10Sep18 24-Sep-18 od) 04 ainia)
C3 Instala 12d 28-Sep-10 090ct18 25-Sep-18 090 04 04 =
Project Finish 09-Oct-18" 09-Oct-18 0d dd |: A ‘Mos
ee | E
Design B 5d 16-Sep-18 20-Sep-18 10-Sep-18 19-Sep-18 Od id 5 days acceleration
C2 Install 8 18d 21-Sep-18 08-Oct-18 20-Sep-18 O7-Oci-18 1d td
Install € 23d) 14-Sep-18 06-Oct-18 13-Sep-18 05-Oct-18 Od 3d
M03 Finish Install C Od 06-Oct-18 05-Oct-18 | 3 34
M2 |Recewve Design C Od 13-Sep-18 A 12-Sep-18
MO1_ Project Start 0d 03-Sep-18 A 03-Sep-18
= Step-1 is mitigation plan that will be done in the next period
= Step-2 is next mitigation plan after step-1 mitigation plan succeeded, this will be adjusted based on the
result of step-1 mitigation plan EJ
34
Mitigation plan is simulated to current schedule to clearly see its effort and result
Sample Schedule - Update Period 1 - Group by Float Path - Simulation of Mitigation Plan
Seplember 2018 I October 2078
02 09 16 23 30 07 14 21|
T
3 days acceleration
Ger 24 DISep18A 15Sep10 03Sep18 09Sep1O 0408. | (“E
D2 etal DesgnA | 124 16Sop18 27Sop18 10Sep18 24-Sep-18 od) 04 ainia)
C3 Instala 12d 28-Sep-10 090ct18 25-Sep-18 090 04 04 =
Project Finish 09-Oct-18" 09-Oct-18 0d dd |: A ‘Mos
ee | E
Design B 5d 16-Sep-18 20-Sep-18 10-Sep-18 19-Sep-18 Od id 5 days acceleration
C2 Install 8 18d 21-Sep-18 08-Oct-18 20-Sep-18 O7-Oci-18 1d td
Install € 23d) 14-Sep-18 06-Oct-18 13-Sep-18 05-Oct-18 Od 3d
M03 Finish Install C Od 06-Oct-18 05-Oct-18 | 3 34
M2 |Recewve Design C Od 13-Sep-18 A 12-Sep-18
MO1_ Project Start 0d 03-Sep-18 A 03-Sep-18
= Step-1 is mitigation plan that will be done in the next period
= Step-2 is next mitigation plan after step-1 mitigation plan succeeded, this will be adjusted based on the
result of step-1 mitigation plan EJ
34
Managing Critical - Near Critical Activities
Mitigation plan step-2 is excluded from current schedule update report since it will
not be executed in current stage but still considered as next mitigation plan
Sample Schedule - Update Period 1 - Group by Float Path - Simulation of Mitigation Plan w/o Step-2
Seplember 2018 I October 2018
30 07 %
2 1%] %] 2
21
Design Basis 2d /03-Sep-18A 15Sep-18 03-Sep-18 09-Sep-18 Od ==
D2 Detail DesignA 12d 16-Sep-18 27-Sep-18 10Sep-18 24:Sep-18| Od 34 || = re
C3 instal A 15d 28-Sep-18— 12-Oct-18 25-Sep-18 09-Oct-48 | Od) -3d
Project Finish da 1200 09.001 0a 3d
Design B 5d 16-Sep-18 20-Sep-18 9-18 19-Sep-18 Od 1d
C2 Install 8 18d 21-Sep-18 08-Oct-18 20-Sep-18 07-Oct-18 Ad td
Install €
Finish Install C
23d) 14-Sep-18 06-Oct-18 13-Sep-18 [05-0ct-18 Od 3d
Od 06-Oct-18 05-Oct-18 | 6d dd
Receive Design C Od 13-Sep-18 A
MO1_ Project Start 0d 03-Sep-18 A 03-Sep-18
12-Sep-18
= Activities duration in mitigation plan step-2 shall be maintained as original since no corrective action is
taken in current stage
Mitigation plan step-2 is excluded from current schedule update report since it will
not be executed in current stage but still considered as next mitigation plan
Sample Schedule - Update Period 1 - Group by Float Path - Simulation of Mitigation Plan w/o Step-2
Seplember 2018 I October 2018
30 07 %
2 1%] %] 2
21
Design Basis 2d /03-Sep-18A 15Sep-18 03-Sep-18 09-Sep-18 Od ==
D2 Detail DesignA 12d 16-Sep-18 27-Sep-18 10Sep-18 24:Sep-18| Od 34 || = re
C3 instal A 15d 28-Sep-18— 12-Oct-18 25-Sep-18 09-Oct-48 | Od) -3d
Project Finish da 1200 09.001 0a 3d
Design B 5d 16-Sep-18 20-Sep-18 9-18 19-Sep-18 Od 1d
C2 Install 8 18d 21-Sep-18 08-Oct-18 20-Sep-18 07-Oct-18 Ad td
Install €
Finish Install C
23d) 14-Sep-18 06-Oct-18 13-Sep-18 [05-0ct-18 Od 3d
Od 06-Oct-18 05-Oct-18 | 6d dd
Receive Design C Od 13-Sep-18 A
MO1_ Project Start 0d 03-Sep-18 A 03-Sep-18
12-Sep-18
= Activities duration in mitigation plan step-2 shall be maintained as original since no corrective action is
taken in current stage
Managing Critical - Near Critical Activities
Detailed mitigation plan is described in critical variance analysis
Sample Schedule - Update Period 1 - Critical Variance and Mitigation Plan
Description Div. | Float | TotalFloat Current Target Cause Corrective Action
Path [current | Target | start | Finish | star | Finish
‘STEP
Design Basis Design | 1 “ad [03-Sep-18 | 15Sep-18 15-Sep-18 | Late final study result Consolidation to close all issues: 14-
‘Actual Sep-18
Detail Design A Design | 1 6d 34 | 16-Sep-18 | 30-Sep-18 | 16-Sep-18 | 27-Sep-18 | Late design basis issuance Consolidation w/ client to speed up
review: 24-Sep-18
Design B Design | 2 4d 14 | 16Sep-18 | 25-Sep-18 | 16-Sep-18 | 20-Sep-18 | Late design basis issuance Issue clean document: 19-Sep-18
Install Cons. | 2 | 44 14 | 26Sep-18 | 13.0ct-18 | 21-Sep-18 | 08-Oct-18 [Late design B finalization due to late [Start soon after Design B
design basis issuance
Install Cons. | 3 3d 38 | 14-Sep-18 | 06-0ct-18 | 14-Sep-18 | 06-0ct-18 | Late design C receiving Start soon
'STEP-2 (future mitigation)
Install Cons. | 1 ‚sd | o1octas | 15-0ct-18 | 28-Sep-18 | 12-0ct-18 [Late detail design A fi Construction steps willbe studied in
late design basis issu detail to shorten duration at least by 3
[days
Current schedule before mitigation ——
Expected schedule after succeeding mitigation plan
Detailed mitigation plan is described in critical variance analysis
Sample Schedule - Update Period 1 - Critical Variance and Mitigation Plan
Description Div. | Float | TotalFloat Current Target Cause Corrective Action
Path [current | Target | start | Finish | star | Finish
‘STEP
Design Basis Design | 1 “ad [03-Sep-18 | 15Sep-18 15-Sep-18 | Late final study result Consolidation to close all issues: 14-
‘Actual Sep-18
Detail Design A Design | 1 6d 34 | 16-Sep-18 | 30-Sep-18 | 16-Sep-18 | 27-Sep-18 | Late design basis issuance Consolidation w/ client to speed up
review: 24-Sep-18
Design B Design | 2 4d 14 | 16Sep-18 | 25-Sep-18 | 16-Sep-18 | 20-Sep-18 | Late design basis issuance Issue clean document: 19-Sep-18
Install Cons. | 2 | 44 14 | 26Sep-18 | 13.0ct-18 | 21-Sep-18 | 08-Oct-18 [Late design B finalization due to late [Start soon after Design B
design basis issuance
Install Cons. | 3 3d 38 | 14-Sep-18 | 06-0ct-18 | 14-Sep-18 | 06-0ct-18 | Late design C receiving Start soon
'STEP-2 (future mitigation)
Install Cons. | 1 ‚sd | o1octas | 15-0ct-18 | 28-Sep-18 | 12-0ct-18 [Late detail design A fi Construction steps willbe studied in
late design basis issu detail to shorten duration at least by 3
[days
Current schedule before mitigation ——
Expected schedule after succeeding mitigation plan
Managing Critical - Near Critical Activitie:
s
Schedule update period 2: finish date is now 10 Oct 18 (4 days delay)
Sample Schedule - Update Period 2
Install © 8d 14-Sep-18A 06-Oct-18
Install B 9d 21-Sep-1BA 06-Oct-18
Install A 164 29-Sep-18_ 13-Oct-18
8/8/2)
13-Sep-18 05-Oct-18
20-Sep-18 07-Oct-18
25-Sep-18 | 09-Oct-18
age
I September 2018 I ‘October 2018
08 [6 [2% [3 [07 | # [>
F pect
à Milestone
Project Start 0d 03-Sep-18 A 03-Sep-18
M02 Receive Design C Od 13Sep18A 12-Sep-18 02
M03 Finish install C 0d 05-00-18 05.0018 | 8d 4d | ;
Project Finish od 13-Oct-18" 09-0c-18 | 0d 4d ! o [Y mos
St 2 Od 24 | E
Design Basis. 0d 03-Sep-18A 15-Sep-18A 03-Sep-18 09-Sep-18 — ;
1d 16-Sep-18A 28-Sep-18 10-Sep-18 24-Sep-18 0d -Ad pe !
0d 16-Sep 18 A 20-Sep-18A 10-Sep-18 19-Sep-18
| . Construction
s
Schedule update period 2: finish date is now 10 Oct 18 (4 days delay)
Sample Schedule - Update Period 2
Install © 8d 14-Sep-18A 06-Oct-18
Install B 9d 21-Sep-1BA 06-Oct-18
Install A 164 29-Sep-18_ 13-Oct-18
8/8/2)
13-Sep-18 05-Oct-18
20-Sep-18 07-Oct-18
25-Sep-18 | 09-Oct-18
age
I September 2018 I ‘October 2018
08 [6 [2% [3 [07 | # [>
F pect
à Milestone
Project Start 0d 03-Sep-18 A 03-Sep-18
M02 Receive Design C Od 13Sep18A 12-Sep-18 02
M03 Finish install C 0d 05-00-18 05.0018 | 8d 4d | ;
Project Finish od 13-Oct-18" 09-0c-18 | 0d 4d ! o [Y mos
St 2 Od 24 | E
Design Basis. 0d 03-Sep-18A 15-Sep-18A 03-Sep-18 09-Sep-18 — ;
1d 16-Sep-18A 28-Sep-18 10-Sep-18 24-Sep-18 0d -Ad pe !
0d 16-Sep 18 A 20-Sep-18A 10-Sep-18 19-Sep-18
| . Construction
Managing Critical - Near Critical Activities
Mitigation plan execution in previous period shall be reviewed in order to prepare
advanced mitigation plan (step-2)
Sample Schedule - Update Period 2 — Review Previous Period Critical Variance and Target
Description | Div. | Float | Total Float Target ‘Actual/ Forecast ‘Status Remark
Path Target | Actual | start | Finish | stat | Finish
SEN
Design Basis Design] 1 | od 18Sep-18 18Sep-18 “Achieved
‘Actual
DetaiiDesigna [Design | 1 | od | 44 | 16Sep18| 27-Sep-18 | 16Sep18 | 28Sep-18| Not Achieved
Actual | Forecast
Design Design | 2 | 10 | 14 | 16Sep18|20Sep8| 165ep-18 |20Sep18| Achieved
Actual | Actual
install Cons. | 2 | 1d | 14 | 20Sepaa| 0800118 | 21-5ep18 | 06.00.18 ‘Achieved
Actual _| Forecast
install Cons. | 3 | ad | 30 | 14Sep18| 0600-18 | 14-Sep-18 | 05-00-18 ‘Achieved
‘Actual _| Forecast
'STEP-2 (future mitigation)
Instala Cons. | 1 | os | ad | 28Sep-18]09-0ct18 | 295ep-18 | 10-0ct-18] — NotAchieved | Advanced mitigation plan shall be prepared
Forecast | Forecast
Red: target was not achieved
Green: target achieved
Mitigation plan execution in previous period shall be reviewed in order to prepare
advanced mitigation plan (step-2)
Sample Schedule - Update Period 2 — Review Previous Period Critical Variance and Target
Description | Div. | Float | Total Float Target ‘Actual/ Forecast ‘Status Remark
Path Target | Actual | start | Finish | stat | Finish
SEN
Design Basis Design] 1 | od 18Sep-18 18Sep-18 “Achieved
‘Actual
DetaiiDesigna [Design | 1 | od | 44 | 16Sep18| 27-Sep-18 | 16Sep18 | 28Sep-18| Not Achieved
Actual | Forecast
Design Design | 2 | 10 | 14 | 16Sep18|20Sep8| 165ep-18 |20Sep18| Achieved
Actual | Actual
install Cons. | 2 | 1d | 14 | 20Sepaa| 0800118 | 21-5ep18 | 06.00.18 ‘Achieved
Actual _| Forecast
install Cons. | 3 | ad | 30 | 14Sep18| 0600-18 | 14-Sep-18 | 05-00-18 ‘Achieved
‘Actual _| Forecast
'STEP-2 (future mitigation)
Instala Cons. | 1 | os | ad | 28Sep-18]09-0ct18 | 295ep-18 | 10-0ct-18] — NotAchieved | Advanced mitigation plan shall be prepared
Forecast | Forecast
Red: target was not achieved
Green: target achieved
Managing Critical - Near Critical Activities
Schedule is grouped by float path
Sample Schedule - Update Period 2 - Group by Float Path
‘September 2018 October 2018
2] 0 [1 0 | 14 | 21
T
Detail DesignA 1d 16-Sep-18A 20-Sep-18 10-Sep-18 24-Sep-18 Od 4d
Install A 15d 29Sep-18 13.0018 25-Sep-18 09-0ct-18 dd 44
Project Finish od 13-0ct-18" 09-Oct-18 | Od dd
C2 install 8 94 21-Sep-18 A 06-Oct-18 20-Sep-18 07-Oct-18 7d 3d
Ct Install C 8d 14-Sep-18A 05-Oct-18 13-Sep-18 05-Oct-18 Od dd
M03_Finish Install C od 05-Oct-18 05-Oct-18 Bd
Design Basis 0d 03-Sep-18A 15-Sep-18 À 03-Sep-18 (09-Sep-18
D3 Design B 0d 16:Sep-18A 20Sep-18A 10-Sep-18 19-Sep-18
M02 [Receive Design C Od 13-Sep-18 A 12Sep-18 mo2 Bi
MD1_|Project Start 0d 03-Sep-18A 03-Sep-18 Mor
Schedule is grouped by float path
Sample Schedule - Update Period 2 - Group by Float Path
‘September 2018 October 2018
2] 0 [1 0 | 14 | 21
T
Detail DesignA 1d 16-Sep-18A 20-Sep-18 10-Sep-18 24-Sep-18 Od 4d
Install A 15d 29Sep-18 13.0018 25-Sep-18 09-0ct-18 dd 44
Project Finish od 13-0ct-18" 09-Oct-18 | Od dd
C2 install 8 94 21-Sep-18 A 06-Oct-18 20-Sep-18 07-Oct-18 7d 3d
Ct Install C 8d 14-Sep-18A 05-Oct-18 13-Sep-18 05-Oct-18 Od dd
M03_Finish Install C od 05-Oct-18 05-Oct-18 Bd
Design Basis 0d 03-Sep-18A 15-Sep-18 À 03-Sep-18 (09-Sep-18
D3 Design B 0d 16:Sep-18A 20Sep-18A 10-Sep-18 19-Sep-18
M02 [Receive Design C Od 13-Sep-18 A 12Sep-18 mo2 Bi
MD1_|Project Start 0d 03-Sep-18A 03-Sep-18 Mor
Managing Critical - Near Critical Activities
Mitigation plan simulation for period 2
Sample Schedule - Update Period 2 - Group by Float Path - Simulation of Mitigation Plan
Seplember 2018 I October 2018
02 [09 [16 [23 [30 Io | 4 | >
T
4 days acceleration
Detail Design A 1d 16-Sep-18A 28-Sep-18 10-Sep-18 24-Sep-18 0d Od
Install A 11d 29-Sep-18 09-Oct-18 26-Sep-18 09-Oct-18 | 04 08
Project Finish od 09-Oct-18" 09-0c1.18 0d 04
CRE 9d 21-Sep-18 À 06-Oct-18 20-Sep-18 07-Oct-18 34 3d |;
Ct Install C 8d/14-Sep-18A 05-Oct-18 13-Sep-18 [05-Oct-18 0d 4d |;
M03. Finish Install C od 05-Oct-18 05-Oct-18 Ad 4d
0d 03-Sep-18 A 15-Sep-18 À 03-Sep-18 09-Sep-10
Design Basis
D3 DesignB 0d 16:Sep-18A 20-Sep-18A 10-Sep-18 19-Sep-18
M02 Receive Design C 04 13-Sep-18 A 12-Sep-18 oz
M01 Project Star 0d 03-Sep-18 A 03-Sep-18 : mor
= Install A need to be shortened by 4 days instead of 3 days as previously planned since predecessor is late
from target
Mitigation plan simulation for period 2
Sample Schedule - Update Period 2 - Group by Float Path - Simulation of Mitigation Plan
Seplember 2018 I October 2018
02 [09 [16 [23 [30 Io | 4 | >
T
4 days acceleration
Detail Design A 1d 16-Sep-18A 28-Sep-18 10-Sep-18 24-Sep-18 0d Od
Install A 11d 29-Sep-18 09-Oct-18 26-Sep-18 09-Oct-18 | 04 08
Project Finish od 09-Oct-18" 09-0c1.18 0d 04
CRE 9d 21-Sep-18 À 06-Oct-18 20-Sep-18 07-Oct-18 34 3d |;
Ct Install C 8d/14-Sep-18A 05-Oct-18 13-Sep-18 [05-Oct-18 0d 4d |;
M03. Finish Install C od 05-Oct-18 05-Oct-18 Ad 4d
0d 03-Sep-18 A 15-Sep-18 À 03-Sep-18 09-Sep-10
Design Basis
D3 DesignB 0d 16:Sep-18A 20-Sep-18A 10-Sep-18 19-Sep-18
M02 Receive Design C 04 13-Sep-18 A 12-Sep-18 oz
M01 Project Star 0d 03-Sep-18 A 03-Sep-18 : mor
= Install A need to be shortened by 4 days instead of 3 days as previously planned since predecessor is late
from target
Managing Critical - Near Critical Activities
Install A activity is detailed to monitor critical activities closer
Sample Schedule - Update Period 2 - Group by Float Path - Simulation of Mitigation Plan Detailed
Seplember 2018 I October 2018
02 [09 [ 16 [ 2 [ 30 | & | «| a
T
[Broken into 3 tasks
Detail Design A 1d 1G-Sep-18A 28-Sep-18 10-Sep-18 24-Sep-18
C3-1 Erect on Base A 2d 29-Sep-18 30Sep-18 25-Sep-18 09-Oct-18
032 |Install Ace. A Sd 01-Oct-18 05-Oct-18
Finishing A 4d 06-Oct-18 09-0ct-18
Project Finish od 09-Oct-18
z2228
07-Oct-18 3d) 3d
Ct Install C 8d|14-Sep-18A 05-Oct-18 13-Sep-18 [05-0ct-18 Od dd
M03 Finish Install C od 05-Oct-18 05-Oct-18 dd 4d
‘9d 21-Sep-18 A
20-Sep-18
Di Design Basis 0d 03-Sep-18A 15-Sep-18 À 03-Sep-18 09-Sep-18, =
D3 DesignB Od 16-Sep-18A 20-Sep-18 A 10-Sep-18 19-Sep-18 B
M02 Receive Design C | 0d 13-Sep-18 A 12-Sep-18 woz i
M01 Project Start Dd 03-Sep-18 A 03-Sep-18 mor i
= If project scheduling rules do not allow new activities to be added to maintain baseline, then more detailed
schedule can be developed in separate schedule
Install A activity is detailed to monitor critical activities closer
Sample Schedule - Update Period 2 - Group by Float Path - Simulation of Mitigation Plan Detailed
Seplember 2018 I October 2018
02 [09 [ 16 [ 2 [ 30 | & | «| a
T
[Broken into 3 tasks
Detail Design A 1d 1G-Sep-18A 28-Sep-18 10-Sep-18 24-Sep-18
C3-1 Erect on Base A 2d 29-Sep-18 30Sep-18 25-Sep-18 09-Oct-18
032 |Install Ace. A Sd 01-Oct-18 05-Oct-18
Finishing A 4d 06-Oct-18 09-0ct-18
Project Finish od 09-Oct-18
z2228
07-Oct-18 3d) 3d
Ct Install C 8d|14-Sep-18A 05-Oct-18 13-Sep-18 [05-0ct-18 Od dd
M03 Finish Install C od 05-Oct-18 05-Oct-18 dd 4d
‘9d 21-Sep-18 A
20-Sep-18
Di Design Basis 0d 03-Sep-18A 15-Sep-18 À 03-Sep-18 09-Sep-18, =
D3 DesignB Od 16-Sep-18A 20-Sep-18 A 10-Sep-18 19-Sep-18 B
M02 Receive Design C | 0d 13-Sep-18 A 12-Sep-18 woz i
M01 Project Start Dd 03-Sep-18 A 03-Sep-18 mor i
= If project scheduling rules do not allow new activities to be added to maintain baseline, then more detailed
schedule can be developed in separate schedule
Managing Critical - Near Critical Activities
Detailed mitigation plan for next period
Sample Schedule - Update Period 2 - Critical Variance and Mitigation Plan
Description | Div. | Float | Total Float Current Target Cause Corrective Action
Path [current | Target | start | Finish | start | Finish
DetailDesina [Design | 1 | a | où |16Sep18| 28-Sep-18] - | 28Sep-18 [Late comment closing [Accelerate final issuance
Actual
Instala Cons. | 1 a | 0d | 29-Sep-18 | 13.00.18 | 29-Sep-18 | 09.0ct-18 | Late detail design A finalization Increase work resources and workin 2
shifts
Detailed work steps are indicatedin
schedule
Install Cons. | 2 | 34 | 34 |2rseprelosoais| - | osocre Keep monitor
Actual
install Cons | 3 | ad | 43 [t4septelosocis| - | 05-00-18 Keep monitor
Actual
Detailed mitigation plan for next period
Sample Schedule - Update Period 2 - Critical Variance and Mitigation Plan
Description | Div. | Float | Total Float Current Target Cause Corrective Action
Path [current | Target | start | Finish | start | Finish
DetailDesina [Design | 1 | a | où |16Sep18| 28-Sep-18] - | 28Sep-18 [Late comment closing [Accelerate final issuance
Actual
Instala Cons. | 1 a | 0d | 29-Sep-18 | 13.00.18 | 29-Sep-18 | 09.0ct-18 | Late detail design A finalization Increase work resources and workin 2
shifts
Detailed work steps are indicatedin
schedule
Install Cons. | 2 | 34 | 34 |2rseprelosoais| - | osocre Keep monitor
Actual
install Cons | 3 | ad | 43 [t4septelosocis| - | 05-00-18 Keep monitor
Actual
Managing Critical - Near Critical Activities
Sample update period 3: Project is completed on time!
Sample Schedule - Update Period 3/ As-Built
Seprember 2018 October 2018
0 | 16 o | w [a
Project
sore
04 03-Sep-18 A |
M02 Receive Design C Od 13-Sep-18 À 12-Sep-18
(M03 | Finish Install C 04 05-Oct-18 À 05-Oct-18
Project Finish 09-Oct-18 A 09-Oct-18 104
SES Bore | |
Df Design Basis 0d 03-Sep-18A 15-Sep-18 A 03-Sep-18 09-Sep-18
D2 Detail Design A 0d 16-Sep-18A 28-Sep-18A 10-Sep-18 24-Sep-18
D3 [Design B 0d 16-Sep-18A 20-Sop-18A 10-Sep-18 19-Sep-18
struction
Od 14-Sep-18A 05-Oct-18A 13-Sep-18 05-Oct-18
C2 Install B 0d 21-Sep-18A 06-0ct-18A 20-Sep-18 07-Oct-18
C3-1 Erect on Base A Od 29-Sep-18 A 30-Sep-18A 25-Sep-18 |09-0ct-18
C32 Install Ace. A 0d 07-0ct-418A 05-Oct-18 A
C33 Finishing A 0d 06-Oct-18A_09.0ct-18 A
Sample update period 3: Project is completed on time!
Sample Schedule - Update Period 3/ As-Built
Seprember 2018 October 2018
0 | 16 o | w [a
Project
sore
04 03-Sep-18 A |
M02 Receive Design C Od 13-Sep-18 À 12-Sep-18
(M03 | Finish Install C 04 05-Oct-18 À 05-Oct-18
Project Finish 09-Oct-18 A 09-Oct-18 104
SES Bore | |
Df Design Basis 0d 03-Sep-18A 15-Sep-18 A 03-Sep-18 09-Sep-18
D2 Detail Design A 0d 16-Sep-18A 28-Sep-18A 10-Sep-18 24-Sep-18
D3 [Design B 0d 16-Sep-18A 20-Sop-18A 10-Sep-18 19-Sep-18
struction
Od 14-Sep-18A 05-Oct-18A 13-Sep-18 05-Oct-18
C2 Install B 0d 21-Sep-18A 06-0ct-18A 20-Sep-18 07-Oct-18
C3-1 Erect on Base A Od 29-Sep-18 A 30-Sep-18A 25-Sep-18 |09-0ct-18
C32 Install Ace. A 0d 07-0ct-418A 05-Oct-18 A
C33 Finishing A 0d 06-Oct-18A_09.0ct-18 A
WRAP UP!
Define Critical - Near Critical Activities
Critical - near critical activities in project shall be clearly defined including its threshold in order to
prepare enhanced mitigation plan
Assess Critical Activities Reliability
Reliable critical activity comes from reliable project schedule, therefore schedule shall be assessed
in order to have healthy project schedule
Manage Critical - Near Critical Activities
Mitigation plan for critical — near critical activities shall be planned and monitored to maintain
project completion date on schedule
Define Critical - Near Critical Activities
Critical - near critical activities in project shall be clearly defined including its threshold in order to
prepare enhanced mitigation plan
Assess Critical Activities Reliability
Reliable critical activity comes from reliable project schedule, therefore schedule shall be assessed
in order to have healthy project schedule
Manage Critical - Near Critical Activities
Mitigation plan for critical — near critical activities shall be planned and monitored to maintain
project completion date on schedule
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