1. 1 8. I MPLEMENTING THE P LAN Objective: To understand the principles of successfully implementing a plan, by communicating the plan to key site personnel, monitoring the progress of work, and identifying problems. Summary: 8.1 Monitoring Progress of the Activities 8.2 Monitoring Progress of the Project 8.3 Site Implementation of Plan

2. 2 The plan generated from the activity network (following rescheduling) indicates: –planned start and finish activity times; –floats available (management by exception etc); –when to order equipment, materials, etc; –when information (plans, etc) are required Having established this plan, we need to implement it (a cyclical process): –communicate what is to be done to site personnel; –monitor the progress of work to see if it deviates from the plan; –plan remedial action to bring project back on target (control).

3. 3 8.1 M ONITORING P ROGRESS OF THE A CTIVITIES Monitor the progress of work to see if it deviates from the plan, and determine: –whether behind, ahead, or on schedule; –identify where the problem is: section of project (eg: ground work - weather) ? a site manager is not performing well; etc... –suggest possible solutions; –determine likely impact: project completion delays; cash flow problems; etc.. Use a template to monitor:

4. 4 Fig. 8-1: Monitoring the Progress of Work Using a Bar Chart 05121521253032 TIME 1-2 (5 days) 2-3 (7 days) 3-5 (6 days) 2-4 (10 days) 5-7 (5 days) 4-6 (10 days) 6-7 (7 days) Planned Start & Finish TIME NOW Revised Start & Finish = Actual Progress Activity Completed Activity behind Schedule Activity on Schedule

5. 5 TIME NOW 3-5 (6 days) –Activity 3-5 was planned to be 100% complete. 3-5 75% –At its revised schedule, activity 3-5 should be 75% complete. 30% –Activity 3-5 is actually just 30% complete what is meant by % complete?

6. 6 The portion of an activity completed can be measured in many ways: –physical quantity of object built: volume, area, length, etc.. (problems ?) –value of work built ($) (problems ?) –laborer hours (days etc) completed (problems ?) –activity hours (days etc) completed (problems ?)

7. 7 Fig. 8-2: Measuring Activity Days 05121521253032 TIME 1-2 (5 days) 2-3 (7 days) 3-5 (6 days) 2-4 (10 days) 5-7 (5 days) 4-6 (10 days) 6-7 (7 days) TIME NOW = Actual Progress Activity Days = planned = actual

8. 8 A primary use of the shaded bar chart is to identify which activities could lead to delays to project completion or to milestones: –compare delay in the activity with its float, looking out for: critical activities, or activities with small total float; activities that are susceptible to delay (eg; weather dependent) accumulating delays along a sequence of activities; possibility that further delays will be incurred (eg: ground obstructions for piling operations).

9. 9 8.2 M ONITORING P ROGRESS OF THE P ROJECT Shaded activity bar charts are good for monitoring work at the activity level. What about the overall progress of the project? –Compare the planned and actual cumulative progress curves for the entire project (or section): Typically, cumulative progress curves follow the classic ‘S’ form –Can measure progress as for activities (ie: value of work completed, laborer hours completed, etc)

10. 10 Fig. 8-3: Measuring Cumulative Activity Days 05121521253032 TIME 1-2 (5 days) 2-3 (7 days) 3-5 (6 days) 2-4 (10 days) 5-7 (5 days) 4-6 (10 days) 6-7 (7 days) TIME NOW = Actual Progress Activity Days = planned = actual 50 25 0

11. 11 Fig. 8-4: Monitoring the Cumulative Progress of Work CUMULATIVE PROGRESS TIME = planned progress = actual progress TIME NOW extent to which work is behind schedule trend is divergence therefore worsening

12. 12 8.3 S ITE I MPLEMENTATION OF P LAN There is a need to communicate the plan to site personnel –Detailed, identifying resources required, on which days –Only go a short distance into future (2-3 weeks) as detail quickly becomes out-of-date. –May give a review of previous weeks activities. –Should be in a form understood by supervisors (eg bar charts and simple data lists) –Information targeted at a specific operation (eg: concreting; framing; etc)

13. 13 Fig. 8-5: Example Short Interval Schedule OPERATION: Activity MonTueWedThu FriSat SunMonTueWedThu FriSat SunMonTueWedThu FriSat Sun Last WeekWeek 1Week 2 Foundation Profiles Excavate Forms Re-bars Concreting see sheet 2 Strike form delayed 2 laborers; 2 carpenters; drawings #45-2122 2 laborers; 2 steel workers; schedules #31-2122 4 laborers; 1 mixer see sheet 2 2 laborers