What should you consider when selecting a scheduling method for construction projects?

Scope: Choose a method that can break down the project into manageable components and handle task interdependencies. Number of Activities: Opt for methods like CPM or PERT that can manage numerous activities and identify critical paths. Resource Allocation: Ensure the method allows for efficient resource management and optimization. Integration of Subcontractors: Select a method that facilitates integration of subcontractor schedules and coordination among different project teams. Regulatory Compliance: Choose a method that can account for regulatory milestones and compliance requirements. Risk Management: Look for methods that incorporate risk analysis and mitigation strategies.

A la hora de seleccionar un método de programación para proyectos de construcción, es fundamental considerar varios aspectos clave. Algunos de los métodos comunes utilizados en la planificación y programación de proyectos de construcción incluyen el Diagrama de Gantt, el método PERT-CPM y el método LDB. Al elegir un método de programación para proyectos de construcción, es esencial considerar la naturaleza del proyecto, los recursos disponibles, las restricciones temporales y los objetivos específicos a alcanzar. Cada método tiene sus ventajas y aplicaciones particulares, por lo que la elección dependerá del contexto y las necesidades del proyecto en cuestión.

1. Design-Bid-Build (DBB): Sequential process: Design is completed before bidding, followed by construction. The owner selects a designer and then puts the project out to bid for construction. Clear separation of responsibilities between designer and contractor. 2. Design-Build (DB): Single entity responsible for both design and construction. Streamlined communication and coordination between design and construction teams. Potential for faster project delivery and cost savings through value engineering. 3. Construction Management at Risk (CMAR): Construction manager (CM) is engaged during the design phase as an advisor to the owner. CM provides input on constructability, cost estimation, and scheduling.

Scope: Describes the work to be done, including deliverables, tasks, and responsibilities. Defines what is included and excluded from the project. Helps prevent scope creep by maintaining focus on project goals. Clarifies expectations for stakeholders and project team members. Objectives: Specific, measurable goals that the project aims to achieve. Provide a clear direction and purpose for the project. Typically includes factors such as cost, schedule, quality, and stakeholder satisfaction. Serve as criteria for evaluating project success and performance.

Constraints: Limitations or restrictions that affect project execution. Common constraints include budgetary limitations, time constraints, regulatory requirements, and resource availability. Constraints define boundaries within which the project must be managed and completed. Risks: Uncertainties or potential events that could negatively impact project objectives. Risks may arise from various sources such as technical complexity, market conditions, environmental factors, and unforeseen changes in project scope. Effective risk management involves identifying, assessing, mitigating, and monitoring risks throughout the project lifecycle.

Project Data: Includes various types of information related to the project, such as design documents, specifications, schedules, budgets, contracts, and progress reports. Data may also encompass measurements, material specifications, environmental assessments, and stakeholder communications. Project Tools: Software applications and tools designed to assist in various aspects of project management. Examples include scheduling software (e.g., Primavera P6, Microsoft Project), Building Information Modeling (BIM) software, cost estimating software, collaboration platforms (e.g., Autodesk BIM 360, Procore), and document management systems.

The schedule needs to be realistic and achievable. Major subcontractor input and buy in is critical. Proper logistics for lsydown and delivery access is critical as well. Maintenance of ingress and egress routes along with clearance around the building foot print must be maintained. Project Superintendent must own the field actvties progress and PM must know billings vs. actual progress i.e. a team effort. All changes must be incorporated into the schedule for risk assessment. Keep the owner informed along with upper management. Involve entire project team on monthly basis. Evaluate all issues and propose applicable solutions to issues.

Ideally above points are true and correct statement... but definitely some changes in Government rules, natural unforseen calamities, unavoidable circumstances recently COVID.... such are beyond imagination and not concedered. We must understand and keep room for such issues during planning for project completion.