Introduction - Construction Project Scheduling and Control - page 8

PROJECT CONTROL
Once a project starts, certain aspects can easily deviate or go astray. This deviation
can be overspending, a schedule slippage, a departure from the objective/scope, or
something else. It is of the utmost importance to know at all times where you stand
in comparison with where you planned to be (the baseline) at this time. If you find
any variance, you must know the amount and causes of the variance and then take
corrective action to get back on track or, at the very least, to minimize the variance. If
the variance is positive (i.e., the project is ahead of schedule or under budget), actual
performance was probably better than that expected in the baseline plan. This process
exemplifies project control . Although the concept of project control may cover all
aspects of the plan (budget, schedule, quality, etc.), our main focus in this topic is on
schedule and budget control, which are related. (Extensive coverage of project control
is provided in Chapter 7.)
WHY SCHEDULE PROJECTS?
There are several parties involved in any project (stakeholders). They all need and use
project schedules but from different perspectives. Following is a group of reasons why
project schedules are needed, from two different perspectives: contractors and owners.
Contractors need project scheduling to:
1. Calculate the project completion date : In most construction projects, the gen-
eral contractor (GC), including subcontractors and other team members, is
obligated to finish the project by a certain date that is specified in the contract.
The contractor has to make sure that the schedule meets this date or other-
wise has to accelerate the project. Some contracts contain clauses for penalties
for finishing the project later than contractually required and/or incentives
(financial or other) for finishing earlier. Also, the schedule may show the stage
of substantial completion , when the owner may start occupying and using
the facility, while the contractor is still doing some final touches.
2. Calculate the start or end of a specific activity : Specific activities may require
special attention, such as ordering and delivering materials or equipment. For
instance, the project manager may need special and expensive equipment to be
delivered just in time for installation. Long-lead items may have to be ordered
several months in advance. Delivery of very large items may need coordination
or a special permit from the city so that the delivery does not disrupt traffic
during rush hour. The schedule must show such important dates.
3. Coordinate among trades and subcontractors, and expose and adjust conflicts :In
today's construction, the GC's role is mostly to coordinate different subcon-
tractors. The responsibility of the GC may be to allocate the time of use of a
tower crane among subcontractors or just to ensure that adequate work space
is provided to all workers and personnel on-site. These tasks are in addition