Robert J. Hanlon, President

Hanlon Scheduling Practices

To facilitate efficiency, a formal Scheduling / Communications Plan (SCP) will be established for all projects. Major goals include timeliness, accuracy, and accessibility of information. Information must reach the intended audience in a convenient, consistent, and timely manner. Real-time SCP can be accomplished by utilizing existing and routine technology.  Effective SCP, supported by the deployment of proven processes and procedures, is central to project success and will help the Project Team anticipate and resolve potential problems, or respond to changing needs, before they become visible issues.

HE has developed a Time Management System (TMS) established on defining the relationship between the project requirements and scheduling requirements and understanding costs of implementing various scheduling systems.  HE has maintained 100% project completion on time and budget for more than 5 years.  TMS is designed to assist on time delivery of a project when external factors subject schedule changes.

The following is HE protocol:

Schedule Development:  HE assures that all Project Team Members understand how schedule types are developed and utilized, which includes the following: Familiarize the Team with common scheduling terms – float, loop precedence, critical path, time-scaled network, are included; determine appropriate level of detail for each type of schedule and project phase, emphasize the paybacks of a cost-loaded schedule, explain the types of bar graphs and CPM schedules available, expound on the costs and benefits of manually prepared and computer generated schedules, and HE personnel are affluent in explaining and managing various computer programs for scheduling and their applications on various types and sizes of projects.  HE also provides Scheduling Reports that – Filter the selection and sorting of activities, utilization of reports, frequency of progress reporting as it relates to project type and phase, graphic approaches to progress reporting, summarizing schedule reports information into the project narrative, specifying report formats at the appropriate level for project participants

Pre-Design Scheduling establishes the groundwork for success, including:  Application of resources to the project schedule, Identification of project milestones, and Schedule calculations for: Forward and backward pass, Determining the critical path for a simple network, Early/late dates and float values for activities in a network, and Evaluating progress on activities and determining relative percentages for work progress

Design Phase Scheduling includes: Understanding the difference between statusing the schedule for progress (updating) and revising the schedule to reflect changes that have or will occur.  Statusing is the process of updating a plan with actual dates, logic, & progress and adjusting forecasts of the remaining effort. Implementing schedule revisions and assessing and minimizing impact on project dates and cost.  Bulleted items show benefits:

  • Precise Knowledge of whether activities are finished, on going, or behind and the effect of variances on remaining timeline
  • Continually updates and tweaks duration estimates for remaining Project Activities utilizing actual progress, time duration, and resource allocations
  • Up to the moment rolling status of total float and CPM activities
  • Trend Reports are created to analyse and to highlight actual and potential setbacks

Construction Phase Scheduling includes:  Understanding when a recovery schedule should be required during the course of a project – The relationship of the recovery schedule to the base project schedule, determining the appropriate period of schedule recovery, and types and uses of forms of recovery schedules;  Schedule impact on suspension of work, concurrent delays, compensable and non-compensable delays, time impact analysis using as-planned, as-adjusted and as-built schedules, float-its use and legal implications, preparation and use of change order fragnets, and defining procedures for management of schedules to avoid risks – impact of change orders on schedule, anticipating potential claims for time extensions, Using the schedule to evaluate and mitigate potential claims, and being “claims conscious”.

HE’s TMS, for Project Scheduling is comprehensive, being used from the beginning of the Design Phase through the the completion of Construction.  Detailed and dynamic in nature, the essence of our scheduling is to realize that all projects are dynamic in nature, with the Goal always being to deliver the project on-time every time. 

Consultant Assessment Monitoring Practices (CAMP) assists the Project Team toMeet Deadlines/Expectations as determined prior to contracting with Sub-Consultants reduces surprises/setbacks, defines and adheres to the scheduling/budgeting objectives, and maintains a linear process, open communications.  CAMP as utilized by HE with Owner and other Team Members is proven to reduce unknowns and bottlenecks, increase timely transfer of information, better quality digital files, coordination of decisions and necessary materials, and track the Project.  Every communication, meeting and directive is in writing and action items are clearly defined for accountability and responsibility, being transparent assists in mutual trust and respect building.