The Wbs Specific To The Schedules

Published Date: 02 Nov 2017

Purpose

Scope

Responsibilities

Project Planning

Scope Development

Execution and Procurement Strategy

Work Breakdown Structure (WBS)

Organization Breakdown Structure (OBS)

Project Durations and Milestones

Schedule Development

Work Breakdown Structure (WBS)

Scheduling Tools

Hierarchy of Schedules

Program and Project Summary Schedules

Integrated Master Schedule

Contractor and Consultants Detailed Schedules

Cost/Budget Integration

Schedule Risk Analysis

Schedule Contingency

Interface Scheduling

Schedule Review and Coordination

Earned Value Management

Performance Measurement Baselines

Schedule Review and Coordination

Performance Measurement Baseline Approval

Setting Up and Communication of Performance Measurement Baseline Schedule

Schedule Monitoring, Analysis and Control

Integrated Master Schedule

Master Schedule Updates

Schedule Analysis & Trends

Changes to Integrated Master Schedule

Schedule Coordination and Communication

Design Consultant(s) Schedules

Contractor(s) Schedules

Pre-Contract Stage

Schedules and Milestones for Request for Proposals

Schedule Specifications && Requirements

Contractor Work Breakdown Structure & Coding

Post-Contract Stage

Contract Baseline Schedule

Regular Schedule Updates

Schedule Analysis and Trends

Contract Changes & Claims

Contract Time Extension

Contract Closing

Lessons Learned

Primavera P6 Databases Management

Schedule Management Plan

Purpose

The purpose of this document is to set out a plan for managing the schedule for the Rapid Transit Implementation Program.

Scope

The Schedule Management Plan identifies the plan, processes and procedures involved in dealing with the time management aspect of the Rapid Transit Implementation Project (RTI) after the initiation stage and until the closing out stage of the projects.

Responsibilities

The RTI Scheduling Team has been set up to provide centralized and specialized scheduling services in managing the time aspect of the RTI Program and projects. The scheduling team works closely with all the stakeholders involved in developing, maintaining and updating the master schedules. The scheduling team also works with the program and project managers in managing the contractors and consultants in terms of the scheduling aspects of their contracts. All the program managers, project managers and the project team members are required to liaise with the scheduling team for the program and project scheduling issues. This section identifies the responsibilities of the personnel involved in the RTI time management:

Senior Project Planner(s)

Preparing the WBS specific to the Schedules.

Preparation, updating and maintenance of the master schedules for the RTI projects

Coordinate with the cost team in gathering budgets, cost, invoice data required for the time management

Coordinating with the stakeholders and project teams in gathering the issues and schedule updates regularly

Assisting in the development of procedures associated with time management

Daily coordination with the project team members and providing necessary scheduling assistance to the project managers and project team members

Preparing look ahead schedules and communicating to the project team members on regular basis

Monitoring the design, procurement and construction schedules on regular basis and provide suggestions for improvement

Review contractor(s) and consultant(s) baseline schedules and recommend appropriate action to be taken with comments. The schedulers also required to work with the project managers in concluding the baseline schedules as soon as possible in accordance with the contract requirements

Reviewing progress updates submitted by the Consultant and Contractor, generate and forward comments and work with the project manager in finalizing the same

Monitor the progress against the baselines schedules and highlight variances, necessary actions and mitigation required

Initiating and participating in the meetings with the project team, consultants and contractors pertaining to review schedules, progress and other issues

Reviewing change requests and claims from the contractors and consultants and advise necessary action

Reviewing extension of time requests, assess impact of claims and provide recommendations

Carrying out contract duration analysis and advise on the contract durations and milestones based on the master schedule, interface requirements and the contract

Manager, Scheduling

Responsible for managing and leading the scheduling effort for the Rapid Transit Implementation Program and Projects, this include setting up and maintenance of the integrated master schedule(s), evaluation and recommendation of baselines and schedule updates from the contractor/consultants, evaluation and recommendation of time impacts, providing analysis and early warnings on schedule issues and preparation of performance reports.

Senior Manager, Program Controls

Responsible for ensuring and implementing the Program Controls function in accordance with the project controls plan. Providing assistance to the RTI Program Management Team and RTI Project Managers in implementing project controls, and providing leadership, support and guidance to the scheduling team where required.

Director, Program Management

Responsible for ensuring contract compliance and delivery of the Program and providing leadership, support and guidance to the Program Controls Team. One of the authority involved in approving the master schedule baseline schedules, revised schedules, contract durations and milestones, program changes and contract changes.

Director, Engineering & Construction

Responsible for ensuring contract compliance and delivery of the Program and providing leadership, support and guidance to the Program Controls Team. One of the authority involved in approving the master schedule baseline schedules, revised schedules, contract durations and milestones, program changes and contract changes.

Senior Advisor, Program Management

Responsible for assisting and advising in managing the development, implementation, maintenance and oversight of RTI Program Controls

The Manager, Cost Controls

The Manager, Cost Control is responsible for:

RTI Controls representative assigned to manage the WBS elements as defined by FTA SCC and Location

Coordinating with the scheduling team in incorporating the program work breakdown structure and or cost coding structure in the integrated master schedule

Coordinating and participating in the implementation of earned value management systems and maintaining consistency in the progress of work and the actual cost

Coordinating and verifying the right budget allocation for different WBS elements and work packages as required.

The Manager, Change/Estimating is responsible for:

The Manager, Change/Estimating is responsible for:

RTI Controls representative assigned to manage and maintain the Program Change Management System. Administering the estimating services as required

Providing the budgets and quantities as required for the schedule loading

The Manager, Contract Administration is responsible for:

The Manager, Contract Administration is responsible for:

RTI Controls representative assigned to manage and maintain the Contract Administration policies and procedures.

Managing the preparation of chronology of change/claim events, identifying validity of a change or claim from the contractors or consultants prior issuing for time impact analysis or cost impact analysis

Coordinating the contract time related issues with the scheduling team including evaluation of request for quotations for time pacts

The Manager, Systems Integration is responsible for:

RTI Controls representative assigned to manage and maintain the Controls Tools. Acting as the primary interface with Metrolinx Information Technology

The Manager, Program Risk is responsible for:

RTI Controls representative assigned to manage and maintain the Risk Management Processes including the Program Risk Log.

The Manager, Reporting is responsible for:

RTI Controls representative assigned to manage and maintain the Program Monthly and Quarterly Progress Reporting. Primary interface with the Metrolinx Communications Team

The Program and Project Managers

The program and project managers are responsible for managing the projects or the contracts assigned to them and they liaise with the scheduling team for all the scheduling issues related to their packages or projects.

AFP Procurement Team

AFP Procurement team responsible for coordinating the AFP contractors procurement and are required to liaise with the scheduling team for all scheduling issues related

Construction Management Consultants

Ensuring RTI Program controls requirements are implemented in accordance with the RTI Program Controls Plan and referenced procedures, tools, and processes and interfacing with the RTI program and project team members as required. This includes establishing adherence to the requirements under the Program Controls Plan as a requirement in all Primary (Tier -1) Contracts with flow down clauses to lower tiers.

Project Planning

Scope Development

Before a valid schedule can be created an understanding of the work scope is necessary. The first step in understanding the scope is to review the project scope definition or the project charter documents. As part of understanding the scope the schedulers should gather pertinent documentation and data (e.g. Metrolinx publications and announcement, Project charter, Project Definition Reports, studies, authorizing documents etc.) to gain better understanding of project scope.

The approved statement of work needs to be communicated clearly to all the project personnel to have common understanding across the project team. This is crucial for the creating an accurate and useable project schedules.

In some instances, during the early stage of the projects, there may not be clear understanding of the scope or any documents defining the scope. If necessary, the schedulers should take part in the preparation of these documents.

It is critical to identify all the scope and plan for this scope of work in early stages of the project; this would help reducing the potential conflicts and changes during the project implementation and thereby reducing the schedule and cost overruns.

Execution and Procurement Strategy

An execution strategy is essential for a good schedule to avoid major changes in the work plan in future. This includes dividing the program or project into several manageable segments and defining the procurement strategy which would identify how the project is divided into several contract packages and type of procurement e.g.: design and built, design-bid-build or DBFM (Design, Build, Finance and maintain), DBFOM (Design, Build, Finance, operate and maintain)

This procurement strategy is essential for the schedule as this would allow incorporate the procurement packages and procurement durations into the schedule. This is critical for the schedule as it defines some of the logic and phasing in the schedule.

Work Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) lists authorized work scope and successively subdivide that work scope into manageable and detailed work components.

The WBS provides a platform to integrate the work scope, cost estimate, and schedule. Once the Project and program scope has been established and approved, the next step is to develop a detailed WBS. Preparation of WBS is an extension to the execution and procurement strategy. The WBS should capture the execution and procurement strategy

The WBS divides the work down into manageable individual components or work packages and it identifies how the work will be delivered.

WBS should be established so that the entire project team should get a very clear picture of the total scope of work. It should neither be too detailed nor too high level.

The program controls team has developed a WBS which is generally based on the location and cost coding. The master schedules will be developed to have ability to view the schedules using this coding.

Organization Breakdown Structure (OBS)

The OBS is a depiction of the program or project organization which indicate the reporting structure within the program and project context. The OBS represents the functional organization of the project.

The scheduling team is expected to be provided with this input to facilitate resources scheduling where required and for incorporation into the master schedule.

The master schedule is coded with this OBS as required to provide necessary outputs from the schedule.

Project Durations and Milestones

It is expected that the project charter or the project definition report should capture the high level project completion requirements and milestones and these will be used in the development of the integrated master schedules

Where there is no project completion and milestones requirements in the above mentioned documents, the scheduling team will participate in developing these requirements which would then be used in the integrated master schedule.

During the initial stages of the program or project, there may not be enough details to generate detailed duration analysis. Top down approach will be used in defining the schedules in the initial stage; this is done by gathering expert opinions, using rough order magnitude estimates and previous experience. These schedules will be further fine-tuned further as better information becomes available.

Schedule Development

Schedule Specific Work Breakdown Structure (WBS)

A schedule specific WBS should be developed taking into consideration of the phasing requirements (Design, Procurement, Construction etc.) if necessary to supplement the WBS mentioned in the Section 4.3.

Please see Appendix >>>> for the latest WBS

Where appropriate, a contract specific high level WBS is provided to the contractors and consultants for their use in their schedules to allow the schedule integration between the master schedules and also for consistency across the program

Different activities codes will also be developed to allow filtering and summarization of the schedule. Please refer to the latest coding structure in Appendix>>>>

The contractors and the consultants are asked to incorporate certain coding in addition to the WBS if necessary to allow us these schedules are easily integrated with the master schedule and also to help filtering of the activities.

Scheduling Tools

Metrolinx has adopted Oracle Primavera P6 (P6) as the scheduling tool for the Rapid Transit Implementation Program.

P6 is the primary tool for creating schedules and integrating with other project management information systems.

The contractors and consultants are required to use P6 for developing their schedules and submitting to Metrolinx

Tilos linear scheduling software will also be used to create linear schedules for illustrating the schedules by location and to clearly identifying the interfaces between different work packages. The linear schedules allow the project team to understand the schedules better and with ease.

Oracle Primavera Risk Analysis software is used for the schedule risk analysis on the RTI projects

Hierarchy of Schedules

Program and Project Summary Schedules

These are very high level summary schedule to illustrate the overall time frame of a projects with some major milestones

Integrated Master Schedule (IMS)

The IMS is the main schedule which provides the details required to manage and coordinate all the efforts on the projects. The scope of work, budget and schedule are integrated into this schedule.

Each project in the RTI program would have a separate schedule but these projects will be linked as necessary to create interdependencies between these projects.

Contractor and Consultants Detailed Schedules

The IMS reflects the consultants and contractors schedule at a summary level and further details will be kept in the contractors and consultants schedules

The contractors and consultants are required to provide detailed schedules based on the requirements set out in the contract, these include baseline, schedule updates, recovery plan and time impact schedules

The consultants are required to provide schedules where required to substantiate the construction durations.

Integrated Master Schedule

The IMS contains a logical network of activities that provides the basis for coordinating all the work efforts on the projects. These schedules will be developed using role wave planning methodology

The IMS provides a platform where all the scope of work, time phasing and budget can be integrated. Integration of these elements facilitates the implementation of earned value management system and establishing a Performance Measurement Baseline (PMB).

The IMS is a single integrated source of schedule data that accurately represent how the planned work is to be executed

Development of the master schedule commences once the preliminary WBS and the procurement strategy are complete. The IMS have the similar structure as that of the WBS and broken down further into activities.

The IMS shall have an ability to be summarized at different WBS levels.

This schedule shall contain all the major milestones, procurement of different packages, design packages, construction packages, all the major interfacing milestone etc.

The IMS does not contain all the details and logic but are in a summarized form. The detailed schedules will be prepared by the contractors and the same will be included as summaries in the IMS. Where possible the IMS is linked with the detail schedules.

Once all the activities are defined in the IMS, appropriate durations need to be estimated for each and every activity. Estimating durations in the initial stages of the project is quite difficult and very subjective as this has to be done using very little information available or sometimes no information on majority of the activities.

The durations of the activities will be estimated based on past experience on similar type of projects in the region and based on experts’ opinion. As every project is unique some adjustments need to be made on the durations based the project difficulty, resource availability, material availability etc. The durations will be fine tuned as better information becomes available

Where possible, appropriate buffers need to be incorporated at the end of each project or interface to allow for certain uncertainty duration the execution.

Budget Integration

The IMS will be integrated with the budget to form an overall project integrated baseline.

The budget control team provides their requirement on at what level the budgets are kept in the schedule including the budgets.

The scheduling team prepares the schedules in line with the budget team requirements and provides them with the activities for the budget team input.

Upon receipt of the budgets, the budget is imported into the IMS to the appropriate activities. Where there is a conflict, this is coordinated, discussed and resolved between the scheduling team and the budget team. If necessary, the management will be approached for their input.

Schedule Risk Analysis

A schedule risk assessment (SRA) is an important tool in analyzing the likelihood of project completion dates and this plays an important role in the project set up and project planning.

SRA provides probabilities for completion dates and key milestones based on the risk inputs. The risk input into the analysis is critical component for accurate and usable risk SRA outputs.

The SRA tool, Oracle Primavera Risk Analysis, will be used in carrying out numerous simulations based on risk parameters assigned to the activities within the schedule where required.

The activities durations will include three point estimates with the minimum, most likely and maximum durations and a probability distribution profile.

After assigning the risk factors or parameters to the activities, a risk simulation is carried out on the schedules. This simulation will result in a probability of achieving the completion date or the key milestones. This will help the management in identifying the schedule reserve required. The schedulers are required to work together with the project team leads in obtaining as much information on the risk parameters as possible before assigning the risk factors to the activities. This process will lead to a more accurate SRA.

Schedule Contingency

It is good practice to incorporate schedule contingency buffers into the master schedule at the end of major phases to accommodate any unforeseen events

SRA is used to estimate the possible schedule impact if several of risks materialize and build that projected risk exposure into the master schedule as a contingency buffer.

This can be done by carrying our SRA prior to baselining the schedule or by estimating the impact durations related to project risks that may impact the schedule.

This will be adopted based on the project requirements and risk attitude of the project team

Interface Scheduling

Interface scheduling is important as this would identify the interface points and dates associated with it.

This also includes a contract completion before another contract commences, property acquisition dates, third party approvals etc.

The master schedule will identify these interfaces and these will be fine tuned as more and better information is available.

Schedule Review and Coordination

Schedule coordination and review play critical role is having a sensible schedule. The project teams need to participate in the development of the schedule and provide necessary inputs and review

Where necessary the scheduling team will conduct schedule coordination meetings to discuss and coordinate the schedules

Once the draft schedules are ready these will be issued to the project team and stakeholders to get their feedback and further fine tuned

IMS Baselines

IMS Baseline Approval

For managing program and project performance one of the critical tools to have is an approved baseline. It is important that the schedule baseline covers the approved scope of work and accurately models the plan for implementation.

Review and approval of the schedule baseline should be done carefully and any changes to it should be carefully controlled.

The approved schedule baseline becomes a key part in the project’s performance measurement baseline; this is used in measuring and analyzing the project performance.

The project should have a commitment from the managers involved and all affected project team leads should take part in the baseline review directly or indirectly.

Final revisions to the schedule should be made based on the schedule review and any identified changes.

The results of these changes should be reviewed at least with all the affected project team members. Any major changes to the key milestones need to be verified and approved by the affected stakeholders.

If there are major milestones changes during this process which are not acceptable, the project team should review the changes.

Where possible, a schedule reserve shall be incorporated into the baseline and that it is clearly identified.

It is important to have commitment from all affected and responsible entities to adhere to the baseline schedule.

The baseline should also reflect the budget plan for the project. This will be done in coordination with the budget team.

Setting Up and Communication of the Integrated Master Schedule Baseline

A copy of the baseline should be saved once it is accepted and approved and this baseline should be used for comparison during the project life.

The IMS baseline is communicated to all the affected parties so that the stakeholders are aware of the target schedule details to which they need to work towards to.

All future changes to the baseline must be assessed with care to establish cost and schedule impacts. All project changes will be handled in accordance with the program and project change management plan.

Schedule Monitoring, Analysis and Control

IMS Updates

As the Project progresses, the schedule becomes a practical tool, with which the activities can be monitored and controlled. The work should be monitored on an ongoing basis to register progress for each event. This schedule will be updated based on the progress information to assess the current status of the project activities including predicting the future outcome of the project.

An updated schedule should provide an accurate record of the history of activities and the project. This should also include a plan for completing the remaining work.

Whether a project is ahead of the plan or behind the plan can be determined using the schedule updates.

The project management team and other effected organizations should provide updates to their activities, packages or the project. The scheduling team will also be coordinating with the project team and the stakeholder in obtaining the progress information.

Updating the schedule also involves identifying changes in the sequence of work, the scope of work, and any other variances from the original plan to assess if adjustments in the work plan or schedule are necessary. This would also allow the project management team to determine the effects of changes on the project and to take timely and informed decisions.

The contract packages are updated based on what the contractor(s) has accomplished on site. These updates are based on the monthly schedule updates submitted by the contractor and verified by the resident engineers and the project managers.

Update Frequency – The schedule updates are done as frequently as possible. The IMS is updated on monthly basis in accordance with the PC calendar produced by the program controls team.

Schedule Analysis & Trends

Schedule analysis provides information that aids in:

Determining if objectives can be accomplished on time

Monitoring the adequacy of schedule slack and reserve

Assessing the likelihood of potential schedule problems

Reallocating resources to where there are needed most

Identifying project schedule priorities

Highlighting the likelihood of overrunning the project schedule

Evaluating the effect of new scope changes

Understanding the cause of schedule problems, their impact and what corrective action is needed to mitigate or avoid them

Changes to Integrated Master Schedule

Schedule Coordination and Communication

What-If Analysis

Projects the effect on the baseline or current operating schedule of a potential problem, new constraint, or changed assumption

Provides the project team with an early-warning of the impact on the project’s schedule objectives due to potential changes

Develop a "What-If schedule by modifying the baseline and/or current operating schedule to reflect a schedule change

Schedule Trends

Indicate the schedule’s future direction based on historical results

Provides a means to indicate the extent to which actual and predicted performance are diverging from the baseline schedule

Performance trends involve tracking actual completion of activities and milestones over time to determine if progress is being made.

Slack trends track slack depletion over time to assess if sufficient spare time is available or if resources should be reallocated

Reserve trends track reserve consumption over time to determine if it is still sufficient

Delivery trends track projected delivery dates over time to extent of delays or slippages

Schedule Risk Analysis

SRA will be revisited as required during the project execution to account for changes, new factors etc.

If necessary a SRA will be carried out taking into account of all the new risk parameters.

Contractor(s) Schedules

Pre-Contract Stage

Contract duration and Milestones for Request for Proposals

Prior to issuing request for proposals, time for performance the scope of work need to be identified clearly together with some key intermediate milestones as required.

The construction lien act dictates what is considered as substantial completion under a contract. The duration for the substantial performance needs to be defined taking into consideration of this act requirements.

For construction contracts, there must be at least two durations for performing the overall scope of any contract, one is for the substantial performance and the second is for the overall completion exclusive of the defect liability period.

Defining the contract duration involves review of all the information related to the contract, this includes the drawings, specifications, construction methods and any other special factors that would affect the construction duration. In some instances, two or more project phases are involved. If this is the case, appropriate scope and the durations needs to be defined.

This also involves identifying interfaces between different contracts and the contract documents should identify the relevant milestones in the contract taking into consideration of the serious effects involved in delaying such milestones.

Some design contracts requires the consultant to recommend the contract durations and the milestones, in such cases, the scheduling team will work together with the project manager in obtaining the recommendations from the designers and finalizing these requirements for the contracts.

Calendar days will be used in defining the contract durations and the milestone requirements.

In estimating the contract durations, the following needs to be taken into account:

Mobilization period

Winter shutdown periods

Traffic maintenance requirements

Waiting time between concrete layers, settlement periods and curing time

Special equipment requirements

Review period for shop drawings, submittals etc.

Lead time required for major material and equipment

Time required for permits

Type of work and difficulty of work

Resources availability

Utility coordination

Working hours restrictions

In setting up contract time and milestones, this should be based on calendar days from the notice to proceed.

The reasonableness and practicality of the contract time included in contracts is important. If time is insufficient, bid prices may be higher and there may be an unusual number of time overruns and contractor claims.

Schedule Specifications & Requirements

Schedule specification defines the schedule requirements for the construction contracts. This includes, the schedule submission requirements, schedule content requirements, narrative requirements, baseline requirements, update requirements and so on. Please refer to Appendix >>>>> for the current schedule specification that is being used on the RTI program.

This schedule specification is included in all the construction request for proposals and the contracts.

This specification shall be amended if necessary to suit the contract complexity.

Contractor Work Breakdown Structure & Coding

Metrolinx will supply to the contractor in the beginning of the contract a contract specific WBS and coding structure to allow the contractor to incorporate into their detailed schedules. This is to have consistent coding structure among the program schedules and to facilitate integration of detailed schedules with the integrated master schedule

Where possible these coding structure will be includes as part of the contract.

Post-Contract Stage

Contract Baseline Schedule

The schedule specification requires the contractor to submit a baseline within the time frame allowed in the contract.

If a baseline schedule development planning meeting is required by the contract specification or if requested by either the employer representative or the Contractor, a baseline schedule planning meeting is scheduled by the the Project Manager, upon notice to proceed and prior to preparation of the schedule. The meeting will allow the parties to review the specification requirements of the contract relating to the schedule or to discuss any baseline schedule specific preparation issues.

After receiving the baseline schedule submittal from the contractor, the submittal will be reviewed within the timeframe set out in the specifications. All the efforts are made to conclude the Baseline Schedule as soon as possible so as to elude schedule delays and possible cost impacts.

The current baseline will be modified if necessary to reflect any schedule impacts or major changes to the construction plan or the contract scope. The following are the various situations where the baseline schedule may be revised:

If the Contractor proposes significant changes to the baseline schedule resulting from a change in his construction plan including means and methods, phasing, and sequencing, he is required to submit a revised baseline schedule for review and acceptance;

If the Project Manager considered that the baseline is no longer reflects the Contractor’s current construction plan then a revised baseline schedule needs to be submitted by the contractor for review and acceptance;

To incorporate the approved significant changes in the scope of work;

The Contractor is required to submit a revised baseline schedule to incorporate the approved extension of time requests.

The revised baseline will also be reviewed in accordance with the specification requirement and the time frame allocated therein.

Upon acceptance of the Contractor’s revised baseline schedule submittal, the revised baseline will be established and communicated to all affected parties.

The revised baseline will replace the original baseline or any previous revisions and will be used to assess progress, monitor the work, for coordination purposes and to manage regular activities.

Regular Schedule Updates

The specifications require that the Contractor(s) provides a schedule update monthly which provides an accurate current status of the work and a plan for the remaining work.

The Project Manager will ensure that the Contractor submits timely the Contractor’s progress schedule update submittal and the same is reviewed as necessary in accordance with the specification. It is important that the schedule updates reflects an accurate current status of the works

The accepted schedule updates are used to coordinate, monitor and assess the future work progress. These schedule updates also be used for the time impact analysis when there are changes in the scope.

The schedule updates serves as as-built schedules which are critical documents for reflect the as-built record of what happened and when it happened. This is very useful for especially claim analysis.

Schedule Analysis and Trends

The as-built schedules or progress updates will be used for reviewing the contractors work progress and performing periodic schedule analysis to evaluate the schedule adherence, deviation from the plan, progress trends to assess if the contractor is progressing as planned and forecast completion based on the current trends. This would allow the management to take necessary corrective actions if necessary.

The progress of the contractors work will be assessed monthly to ensure that the activities are progressing in accordance with the baseline schedule and that the project goals and objectives are still being met.

When the schedule has fallen behind the schedule or when progress of the work is considered to be deficient based on the progress metrics, the project manager should request for a recovery schedule from the contractor in accordance with the contract requirements.

The recovery plan should include all the contractor actions to recover the current slippages and to return back on schedule, these actions include increasing necessary man power, equipment, working hours etc.

Once the recovery plan is agreed, the contractor progress will be monitored to assess any improvement.

Contract Changes & Claims

When time related changes occur that are beyond control of the Contractor including, but not limited to changes in the work as defined in the Specifications, the Project Manager will perform a contemporaneous schedule impact analysis with the help of the scheduling team using the currently accepted schedule to assess the time impact of the changes in order to make informed decisions.

The Contractor is required by specification to submit a schedule impact analysis to demonstrate impacts to his schedule or to demonstrate any requests for adjustments to the contract duration for such changes.

Upon receipt of the schedule impact submittal from the contractor, the scheduler will review and recommend the extension of time entitlement.

As-built schedule plays an important role in assessing the extension of time entitlement and it critical to capture an accurate historical information in the as-built schedules or the schedule updates.

Lessons Learned

The scheduling team will keep a register to capture any lessons learned during the project planning, execution and controlling stages.

Any improvements in the process or documentation will be captured and implemented

Primavera P6 Database Management

Primavera Databases

Metrolinx’s is using Oracle databases to support the Primavera P6 application. There are three instances used for the RTI Program, these are: 1. Main Database, 2. Secondary Database, and 3. Supplementary Database.

The Main Database is used to store the finalized baselines and updates. The main purpose of this database is to maintain approved master schedules, finalized master schedule updates and to integrate with the other systems as necessary. Keeping this database separate will allow us to ensure to have unique coding, calendars and final products which are critical for integration and consistency. The schedule will make sure that the projects that are being brought to this environment have the right coding, calendars and resources. Regarding the monthly master schedule updates only three months history is kept in this database to avoid cluttering of the database, the older version of the updates are archived and kept on the shared server. The instances name in the database is "MX-TE".

The Secondary Database is where work in progress schedules, detailed schedules, what-if analysis schedules etc. are kept. This is where majority of the work is done by the schedulers and the details are kept. The finalized master schedules and master schedule updates will be brought to the Main Database. This database will not be linked with the other systems. Other project team members are given access to this database as necessary with limited access to allow them to view schedules as necessary. This database is created as an instance in the Oracle database and the name of this instance is "MX-TE2".

The Supplementary Database is used mainly to deal with the contractors and consultants schedules. The construction management consultants and other third party are given access to this database as necessary. The construction management consultants will use this database in managing the contractor schedules. In some instances Metrolinx needs to also provide with the design consultants and contractor access to primavera and in such cases these parties will be given access to this database to work on their schedules. Some of the Toronto Transit Commissions historical schedules will also be kept in this database. This database is created as an instance in the Oracle database and the name of this instance is "MX-SANDBOX".

Enterprise Project Structure ( EPS)

Primavera P6 Enterprise Project Structure allows the organizations to have a high-level breakdown structure with which the projects can be organized by geographical locations, different categories etc. An EPS has been adopted for each database which is generally based on the high-level program work breakdown structure to have consistency across the project structures. The primavera P6 projects in each database will be organized by this EPS.

Primavera P6 projects are created generally in line with the EPS and where required cross project links will be created to create interdependencies between projects.

Please refer to the Appendix …. For the database specific EPS.

Organization Breakdown Structure (OBS)

Organization Breakdown Structure specific to Primavera P6 is required to allow us to assign responsibilities to the project and to have right user access to the projects. An OBS adopted for Primavera; please refer to the Appendix…

Primavera Application User Access

In setting up the Primavera P6, one of the important tasks is to develop the access privileges for all the different users where several users are accessing the system. Users in P6 require two different profiles to allow them to have access to different functionality in the system; these are a Global Security Profile and a Project Security Profile.

The Global Security profile controls what global functions in the system that the user can edit, delete or add. For example, editing the EPS or defining their own project or activity codes or modifying the OBS.

This Project Security profile is assigned to users using the OBS. The Project Security profile dictates what users can do within the projects. This include importing or exporting data, creating or deleting projects, adding activities, deleting activities, saving a baseline and so on.

Primavera P6 comes with a number of pre-configured profiles including Project Manager, Resource Manager, Read-only rights and so on. There are quite a number of global and project security options to choose from. Setting these profiles just right for different roles is a bit time-consuming and often requires a bit of trial and error before full implementation. A user access profile systems has been created for the RTI Program and the same can be found under Appendix>>>>. These systems will be tested and fine tuned as required during the system usage.

The user profiles will be assigned to the user based on their expertise in using the system and also their role on the program.

RTI program has purchased several licenses for the program and this is based on giving access mainly to the schedulers. If requests from other users other than the scheduler will be evaluated strictly based on their necessity to access the system and the licenses availability. The general idea here is that the scheduler will provide all the required schedule services to the project team members.

Enterprise Project Structure (EPS)

Database: Main Database (RTI Program Management)

Database Alias: MX-TE

Enterprise Project Structure (EPS)

Database: Secondary Database (RTI Project Management)

Database Alias: MX-TE2

Enterprise Project Structure (EPS)

Database: Supplementary Database, (Contractor Schedules)

Database Alias: MX-SANDBOX