02Oview.ppt (1)

Performance Management in the Construction Industry

Ralph Kay Bechtel Savannah River

Management Influence on Project Cost and Schedule High 02Oview.ppt (2)

Conceptual Plan Engineering

Management Ability to Influence Cost/ Schedule

Procurement Construction/Installation Startup

Low

Start

Project Life

Complete

Management Influence on Project Cost and Schedule High 02Oview.ppt (3)

Conceptual Plan

Possibility for cost overruns & schedule delays

Engineering

Management Ability to Influence Cost/ Schedule

Procurement Construction/Installation Startup

Low

Start

Project Life

Complete

Objectives n

Address critical project control tools and their use on construction projects

02Oview.ppt (4)

—

Estimating

—

Planning & Scheduling

—

Performance Analysis

—

Progress Reporting

—

Baseline Control / Trending

—

Forecasting

The Control Cycle ESTIMATE 02Oview.ppt (5)

Project Plan Corrective Action

Contractor Project Control Customer

Identifying & Reporting Deviations

Monitoring the Plan

Project Controls Process

Scope and Organization

Planning

Monitoring

Analysis

n Scope of Work

n Estimates

n Physical Progress

n Critical Items

n Accomplishments

n Design

n

n Expenditures

n Planned

n Actions

and Other

Criteria n Work

Breakdown Structure

Project Schedules

n Time Phased

Budgets

and Commitments and Schedule Trends

n Cost

n Organizational

Breakdown Structure n Code

of Accounts

vs. Actual Performance & Productivity

Reporting and Milestones Achieved for Critical

Items n Cost

n Schedule Updates

and Schedule Performance

n Forecasts n Risk

Analysis

n Project Changes

n Plan n Funding and Cash

Flows

Forward

Construction Controls System Finance & Accounting

02Oview.ppt (7)

Estimate

Scope

Planning

Schedule

Working Schedules

Cost Processor

Progress & Performance

Quantity Tracking

Change Mngt. & Forecasting

Execution

Monitoring

Analysis

Reporting

Types of Estimates

02Oview.ppt (8)

n

Conceptual (Order of Magnitude)

n

Preliminary

n

Definitive

n

Others: —

Alternatives/”What-if’s”

—

Field estimates (change orders & trends)

Estimate Type Comparison Order of Magnitude 02Oview.ppt (9)

+/- 30% accuracy Engr 0% - 10% Plant cost/ capacity Ratio method Similar work

Preliminary +/- 25% accuracy Engr >10% cpt Site specific Major equip known Bulks factored

Definitive +/- 10 to 25% accuracy Engr >40% cpt Major equip qty Qty takeoffs Site specific labor Detailed Constr. Plan

Definitive Estimate Methodology

02Oview.ppt (10)

n

Major equipment pricing based on committed cost or firm quotations

n

Materials and Subcontracts based on detail quantity take-offs; firm unit cost or fixed price quotes or current billing costs

n

Labor estimated from man-hour unit rates per quantity incorporating crew and craft mix

n

Construction indirects detailed by major account and non-manual staffing plan

n

Home office support costs based on man-hour by department or function

Definitive Estimate General Requirements

02Oview.ppt (11)

n

Complete Process Design

n

Mechanical Equipment List and Data Sheets

n

P & ID’s

n

Critical Instrument Schedule and Data Sheets

n

Electrical Single Lines

n

Project Execution Plan

n

Project Intermediate Schedule

Quantification

02Oview.ppt (12)

n

Driver of an Estimate

n

Means of Developing Quantities — — — — — —

n

actual takeoffs estimates from P&IDs, single lines, etc. estimates to go allowances reference projects

Basis of Quantities Reflect the Estimate Level of Confidence

Materials and Subcontracts - Pricing

02Oview.ppt (13)

n

Bid Evaluation

n

Phone Quotes

n

Previous Projects

n

Industry Sources

Manual Labor

n

Unit Rates

02Oview.ppt (14)

—

n

Productivity Factors —

n

Based on corporate and / or industry standards

Developed by construction/estimating and using reference projects or regional standards

Wage Rates —

Buildup of wage (payroll costs plus fringes, additives by craft)

—

Craft mix (mix of craft workers per work operation)

Estimating Resources

02Oview.ppt (15)

n

Historical

n

Reference Standards

n

Reference Project/Plant

n

Industry Data —

Means

—

Richardson’s

n

Budgetary Quotes

n

Trade Journals

n

Who are the Guru’s???

Planning & Scheduling n

A Plan is a logical sequence of events

02Oview.ppt (16)

—

Identifies the Project GOALS

—

Encompasses the Scope of Work

—

Defines the Project Execution Plan

—

Identifies the required resources

Planning & Scheduling n

A Schedule incorporates durations and dates into the sequence of events necessary to accomplish the Plan

02Oview.ppt (17)

—

Used to establish project baseline

—

Prime tool to communicate project status

—

Serves as the basis for resources

—

Used to monitor and analyze progress

—

Must have proper level of detail

Types of Schedules n

Bar Chart / Graph - Only provides a pictorial representation of the project

02Oview.ppt (18)

—

n

Used for simple projects or for presentation purposes on complex projects

Critical Path Method (CPM) - Provides a true picture of the schedule for the project. It provides the critical path and allows various analyses to be done. The schedule is logically driven.

CPM Scheduling n Critical

02Oview.ppt (19)

Path Method - the calculation of the earliest and latest start and finish dates of activities based on their durations and relationships to other activities

n Critical

Path - one or more continuous chains of zero or negative float activities running from the start event to the finish event in the schedule. Normally the longest path in the schedule

n Critical

path

Activity - any activity on the critical

CPM Calculation

02Oview.ppt (20)

n

The determination of the earliest start and finish dates, and the latest start and finish dates of every activity in the network

n

Early dates indicate the earliest start and finish dates when an activity can be performed if all preceding activities have been completed

n

Late start and finish dates are the latest dates an activity can be performed without delaying the project

n

A computer is best suited to handle the numerous calculations of a forward pass and backward pass

Resource Scheduling n

People, equipment, costs, space, bulks...

02Oview.ppt (21)

n n

It defines which resources should be utilized on specific tasks - between which dates Good resource scheduling is the basis for maximizing the productivity of people and equipment while minimizing their cost

Why use Resource Scheduling? n

Optimizes resource use

02Oview.ppt (22)

—

Analyze staffing requirements

—

Evaluate effects of limited staffing

—

Avoid wide fluctuations in daily need for various resources

n

Analytically manage and use schedule float

n

Produce more realistic schedules

n

Produce progress & performance curves

n

Comply with client requirements

Common Scheduling Failures

02Oview.ppt (23)

n

Lack of buy-in by all project team members

n

Lack of PLANNING

n

Poorly defined activities

n

Inappropriate scheduling detail

n

Inadequate logic ties

n

Poor estimating of durations

n

Failure to effectively manage float

n

Failure to disseminate the proper information to all parties

Primavera Schedule ACTIVITY ACTIVITY DESCRIPTION DESCRIPTION

ACTIVITY ACTIVITY IDID

ORIG ORIG DUR DUR

-2-2

-1-1

11

22

33

44

55

66

77

88

99

MONTHS MONTHS 1111 1212

1010

1313

1414

1515

1616

1717

1818

1919

20 20

2121

22 22

23 23

24 24

PF PF -- FIRE FIRE PROTECTION PROTECTION EG EG -- ENGINEERING ENGINEERING ZEPFEG-100 ZEPFEG-100

PF: PF:FIRE FIREPROTECTION PROTECTIONENGINEERING ENGINEERINGSUMMARY SUMMARY

PF: PF:FIRE FIREPROTECTION PROTECTIONENGINEERING ENGINEERINGSUMMARY SUMMARY

198 198 EM EM--ENG. ENG.MECHANICAL MECHANICAL

02Oview.ppt (24)

ZEPFEM-500 ZEPFEM-500

PF-01: PF-01:FIRE FIREHYDRANTS HYDRANTS&&PIV'S PIV'S--PREP PREPSPEC SPEC

20 20

ZEPFEM-100 ZEPFEM-100

PF: PF:DESIGN DESIGN&&ISSUE ISSUEP&ID P&IDREV REV00

20 20

ZEPFEP-100 ZEPFEP-100

PF: PF:LB LBPIPE PIPEDESIGN DESIGN

20 20

ZEPFEP-500 ZEPFEP-500

SC-G02: SC-G02:U/G U/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--PREP PREPSS

20 20

ZEPFEM-110 ZEPFEM-110

PF: PF:LB LBHANGER HANGERDESIGN DESIGN

20 20

PF-01: PF-01:FIRE FIREHYDRANTS HYDRANTS&&PIV'S PIV'S--PREP PREPSPEC SPEC PF: PF:DESIGN DESIGN&&ISSUE ISSUEP&ID P&IDREV REV00 EP EP--ENG. ENG.PLANT PLANTDESIGN DESIGN PF: PF:LB LBPIPE PIPEDESIGN DESIGN SC-G02: SC-G02:U/G U/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--PREP PREPSS PF: PF:LB LBHANGER HANGERDESIGN DESIGN EEEE -- ENG. ENG. ELECTRICAL ELECTRICAL

ZEPFEE-350 ZEPFEE-350

PF: PF:ROUTE ROUTECABLE CABLE(SETROUTE) (SETROUTE)

30 30

ZEPFEE-100 ZEPFEE-100

PF: PF:CABLE CABLEDESIGN DESIGN

20 20

ZEPFEE-450 ZEPFEE-450

PF: PF:TERMINATION TERMINATIONDESIGN DESIGN(SETROUTE) (SETROUTE)

1515

PF: PF:ROUTE ROUTECABLE CABLE(SETROUTE) (SETROUTE) PF: PF:CABLE CABLEDESIGN DESIGN PF: PF:TERMINATION TERMINATIONDESIGN DESIGN(SETROUTE) (SETROUTE) MG MG -- MPAG MPAG

ZMPFMG-500 ZMPFMG-500

PF-01: PF-01: FIRE FIRE HYDRANTS HYDRANTS && PIV'S PIV'S -- BEA BEA

30 30

ZMPFMG-501 ZMPFMG-501

SC-G02: SC-G02:U/G U/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--BEA BEA

20 20

PF-01: PF-01: FIRE FIRE HYDRANTS HYDRANTS && PIV'S PIV'S -- BEA BEA MPAG MPAGLead LeadTime Time==1212wk wk

SC-G02: SC-G02:U/G U/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--BEA BEA MPAG MPAGLead LeadTime Time==1212wk wk

CN CN -- CONSTRUCTION CONSTRUCTION ZC7550-100 ZC7550-100

PF: PF:A/G A/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--INSTAL INSTAL

60 60

ZC0054-510 ZC0054-510

PF-01: PF-01:FIRE FIREHYDRANTS HYDRANTS&&PIV'S PIV'S--INSTALL INSTALL

60 60

ZC0054-500 ZC0054-500

SC-G02: SC-G02:U/G U/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--INSTAL INSTAL

60 60

PF: PF:A/G A/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--INSTAL INSTAL PF-01: PF-01:FIRE FIREHYDRANTS HYDRANTS&&PIV'S PIV'S--INSTALL INSTALL SC-G02: SC-G02:U/G U/GFIRE FIREPIPE PIPEPROTECTION PROTECTION--INSTAL INSTAL WD WD -- WALKDOWN WALKDOWN

ZCPFWD-100 ZCPFWD-100

PF: PF:FIRE FIREPROTECTION PROTECTION--WALKDOWN WALKDOWN&&PUNCHLIST PUNCHLIST

PF: PF:FIRE FIREPROTECTION PROTECTION--WALKDOWN WALKDOWN&&PUNCHLIST PUNCHLIST

1515 SU SU--STARTUP STARTUP

ZSPF95-100 ZSPF95-100

Plot PlotDate Date Data DataDate Date Project ProjectStart Start Project ProjectFinish Finish

(c)(c)Primavera PrimaveraSystems, Systems,Inc. Inc.

PF: PF:FIRE FIREPROTECTION PROTECTION--CHECKOUT CHECKOUT

20AUG96 20AUG96 1JAN00 1JAN00 1JAN00 1JAN00 6AUG01 6AUG01

Activity ActivityBar/Early Bar/EarlyDates Dates Critical CriticalActivity Activity Progress ProgressBar Bar Milestone/Flag Milestone/FlagActivity Activity

PF: PF:FIRE FIREPROTECTION PROTECTION--CHECKOUT CHECKOUT

1515

1240 1240

BECHTEL BECHTELPOWER POWER POWERLINE POWERLINE CC1240 CC1240(TEMPLATE) (TEMPLATE) PF PF--FIRE FIREPROTECTION PROTECTIONSYSTEM SYSTEMDETAILS DETAILS

Sheet Sheet

11

ofof

11

MILESTONES MILESTONES HAHA- -HAMMOCK HAMMOCK

Date Date

-----Project -----ProjectSchedule----Schedule----Revision Revision

Checked Checked

Approved Approved

Staffing and Jobhour Curve

140

175,000

120

150,000

100

125,000

80

100,000

60

75,000

40

50,000

20

25,000

0

0 14-Sep 12-Oct 9-Nov 7-Dec 4-Jan 1-Feb 1-Mar 29-Mar 26-Apr 24-May 21-Jun 19-Jul 16-Aug 13-Sep 11-Oct Plan Staffing

Actual Staffing

Plan Jobhours

Actual Jobhours

JOBHOURS

02Oview.ppt (25)

Equivalent People

NON-MANUAL STAFFING and JOBHOURS

Field Non-Manual Staffing Plan FIELD NON-MANUAL STAFFING PLAN Job No. XXXXX-XXX Position Site Manager Site Superintendant

02Oview.ppt (26)

Mechanical Sup't Piping Sup't Civil/Structural Sup't Electrical/Instr Sup't Secretary

Field Engineering Sup'v Mechanical Field Engr Piping Field Engr Civil/Struct Field Engr Elect/Instr Field Engr

Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst S/T Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst Plan Actual/Fcst S/T Plan Actual/Fcst

Data Date 1994 1995 M A M J J A S O N D J F M A M J J A S O N 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 4 5 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 5 5 3 2 4 4 7 7 7 7 7 7 7 7 7 7 7 7 7 6 5 4 2 0 1 1 0.5 1

1 1 0.5 1

2 2 1 2

1 1 1 1 1 1 1 1 1 0.5 1 1 1 1 1 1 1 1 1 5 5 4 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 1

1 1 1 1 1 1

1 1 5 4

1 1 4 4

1 1 1 1 1 1

1 1

1 1 1

Jobhours Plan To-Date To-go Forecast 3,612 1,376 2,064 3,440 3,440 1,204 1,892 3,096 2,666 860 1,548 2,408 2,924 860 1,892 2,752 2,580 1,118 1,290 2,408 2,924 774 1,720 2,494 3,612 1,376 2,064 3,440 21,758 7,568 12,470 20,038 3,612 1,290

2,064

3,354

860

1,720

2,580

946

1,892

2,838

1,290

1,204

2,494

1,032

2,064

3,096

5,418

8,944

14,362

2,752 1 1

1

3,096 2,752

1 1 4 4

1 1 3 3

1 1 1 3 2 2 0

3,268 15,480

Manual Labor Wage Rate Report

MANUAL LABOR WAGE RATE and CRAFT MIX Job No. XXXXX 02Oview.ppt (27)

Period Ending: 12-Oct-96 Craft ID BM CP EL IN IW LB MW PF PL TD

Description

Jobhours Budget To-Date This Wk

Boilermaker Carpenter Electrician Insulator Ironworker Laborer Millwright Pipefitter Plumber Teamster

5,743 6,588 18,756 1,322 5,676 8,457 4,345 26,345 4,335 3,445

3,245 4,876 5,678 0 4,976 5,548 2,854 5,633 978 1,543

TOTAL

85,012

35,331

327 434 387 0 466 512 287 445 175 166

Budget 179,986 160,286 685,907 32,164 169,599 114,677 141,864 988,991 148,387 78,029

Dollars To-Date

This Wk

Wage Rate Craft Mix Budget To-Date This Wk Budget To-Date This Wk

96,571 128,873 213,777 0 141,517 70,737 87,561 223,348 34,680 34,316

9,336 12,386 14,485 0 13,477 6,477 8,966 17,853 5,877 3,665

31.34 24.33 36.57 24.33 29.88 13.56 32.65 37.54 34.23 22.65

29.76 26.43 37.65 0.00 28.44 12.75 30.68 39.65 35.46 22.24

28.55 28.54 37.43 0.00 28.92 12.65 31.24 40.12 33.58 22.08

6.8% 7.7% 22.1% 1.6% 6.7% 9.9% 5.1% 31.0% 5.1% 4.1%

9.2% 13.8% 16.1% 0.0% 14.1% 15.7% 8.1% 15.9% 2.8% 4.4%

10.2% 13.6% 12.1% 0.0% 14.6% 16.0% 9.0% 13.9% 5.5% 5.2%

3,199 2,699,890 1,031,380

92,522

31.76

29.19

28.92

100.0%

100.0%

100.0%

Cash Flow Curve PROJECT XXXXX

CASH FLOW CURVE 80,000 70,000

50,000 40,000 30,000 20,000 10,000

Revenue Plan Expenditure Plan

Revenue Actual Expenditure Actual

Nov-98

Sep-98

Jul-98

May-98

Mar-98

Jan-98

Nov-97

Sep-97

Jul-97

May-97

Mar-97

Jan-97

Nov-96

Sep-96

Jul-96

May-96

0 Mar-96

02Oview.ppt (28)

Dollars x 1,000

60,000

Cost and Commitment Curve MATERIAL AND SUBCONTRACT COST AND COMMITMENT CURVE

12,000

8,000

6,000

4,000

2,000

Commit - Plan Cost - Actual

Commit - Actual Cost - Forecast

Commit - Forecast

Dec-97

Nov-97

Oct-97

Sep-97

Aug-97

Jul-97

Jun-97

May-97

Apr-97

Mar-97

Feb-97

Jan-97

Dec-96

Nov-96

Oct-96

0 Sep-96

02Oview.ppt (29)

Dollars (x 1,000)

10,000

Progress and Performance Objectives

02Oview.ppt (30)

n

Compare Actual Project Progress against Planned Progress

n

Measure the Performance of Work being Executed

n

Identify Deviations to the Plan (Trends)

n

Implement Corrective Actions (Mitigate)

n

Forecasting Tool

Physical Progress

02Oview.ppt (31)

n

Physical Progress is represented by Percent Complete

n

Percent Complete is based on Earned Value

n

Earned Value (EV) is a direct measurement of quantity of work completed expressed in terms of the budget assigned to the work —

EV should be quantity based whenever possible (minimize LOE)

—

EV is a value added tool, but it should be used in conjunction with the other control tools

Construction Performance Measurement n

Calculations:

02Oview.ppt (32)

Detail level % Complete

= Installed Quantity Forecast Quantity

Summary level % Complete

= Earned Man-hours Forecast Man-hours

Earned Man-hours = (Quantity Installed) X (Budget Unit Rate) Man-hour PF

= Earned Man-hours Actual Man-hours

Progress and Performance Reporting Tools

02Oview.ppt (33)

n

Quantity Unit Rate Reports

n

Progress and Performance Reports

n

Progress and Performance Curves

n

Material & S/C Cost & Commitment Curves

n

Quantity Installation Curves

Quantity Unit Rate Reports

02Oview.ppt (34)

n

A Quantity Unit Rate Report is a integral part of a construction control system to monitor and control direct hire labor performance

n

The QURR also provides: —

Early indication of problem areas that need corrective action

—

Comparison between actual, budget and forecast labor performance

QURR Report

02Oview.ppt (35)

Construction Direct Hire Progress and Performance Curve Progress & Performance Curves Total Manual Construction 2.5

100

90

Performance Factor (PF)

02Oview.ppt (36)

2.0

80

70

1.5

60

50

1.0

40

30

0.5

20

10

0.0

0

Jul-96 Aug-96 Sep-96 O c t - 9 6 Nov-96 Dec-96 Jan-97 Feb-97 Mar-97 Apr-97 May-97 Jun-97 Jul-97 Aug-97 Sep-97 O c t - 9 7 Nov-97 Dec-97 Jan-98 2/15/98

Budget PF

Fcst PF

Actual PF

Budget % Complete

Fcst % Complete

Actual % Complete

Plan Forecast Actual

26-Apr

19-Apr

12-Apr

5-Apr

29-Mar

22-Mar

15-Mar

8-Mar

1-Mar

22-Feb

15-Feb

8-Feb

1-Feb

25-Jan

18-Jan

11-Jan

4-Jan

28-Dec

21-Dec

14-Dec

7-Dec

30-Nov

23-Nov

16-Nov

9-Nov

2-Nov

26-Oct

19-Oct

12-Oct

5-Oct

28-Sep

02Oview.ppt (37) Pipe (LM)

Quantity Installation Curve PIPING INSTALLATION CURVE

25000

20000

15000

10000

5000

0

Trending and Change Control

02Oview.ppt (38)

n

Change Control - formal process of modifying the project cost & schedule baseline and/or contract

n

Trend Program - a precursor to the formal change control process that that identifies the potential for change to occur to the scope, cost and/or schedule baseline

Trend Definitions n

Scope Change Trend —

02Oview.ppt (39)

n

An item of change to the project scope, schedule, or plant quality requested by the Client, recommended by the contractor or required by Regulatory Agencies

Other Trends —

Items that cannot be classified as scope changes, but are attributable to project evolution, such as: pricing, quantity fluctuations, design changes, productivity

Key Trend Program Attributes

02Oview.ppt (40)

n

Early Identification

n

Informed Decision Making

n

Timely Decision Making

n

NO SURPRISES

Trend Impact Assessment n

Why do we need to change?

n

Who or what is impacted by the change?

02Oview.ppt (41)

n

—

Project functions

—

Cost elements

—

Schedule

The objective is? —

n

Only change for the better

The Action is? —

If you can’t avoid it... minimize or work around it

Forecast Objectives

02Oview.ppt (42)

n

Evaluate current status of project cost and schedule

n

Determine critical items for management review and action

n

Provide a sound basis for future project control

Forecast Elements

02Oview.ppt (43)

n

Quantity Development & Review

n

Material & Subcontract Pricing Review

n

Manual Labor Productivity Analysis

n

Manual Labor Pricing Analysis

n

Construction Indirect Cost Analysis

n

Home Office Cost Analysis

n

Schedule Analysis

n

Escalation Analysis

n

Contingency Analysis

Forecast Elements n

Quantity Development & Review

02Oview.ppt (44)

—

To-Date Installed Quantities

—

Total Forecast Quantities •

Budget Quantities

•

Detailed Take-offs

•

Scope Growth Allowance

Summary These are just some of the tools that can be used to manage construction projects

n

Utilize the “graded approach” based on project complexity, size and risk

n

If/when a construction project gets into trouble, DON’T eliminate your controls tools to try to save money

02Oview.ppt (45)

n