Scheduling Projects (CONT’D FROM PAGE 78)
less obvious steps such as installing overhead utilities and lighting before the equipment is installed and blocks ac- cess over the machine. Software such as MS Project is particularly useful for this purpose, as it allows tasks to be scheduled automat- ically based on precedent tasks and their duration. If the program is used properly, changes in one or more tasks cause the entire schedule to be recomputed automatically. Allocate realistic times for each task, neither unreal- istically short nor excessively long. Since something un- expected is sure to occur, build in contingency time, but only for project phases rather than for each task within the phases. That’s because if the assigned task durations are realistic, it is highly unlikely that contingency will be re- quired for each task, and scheduling contingency for each task would inflate the schedule.
Since nobody wants projects to take any longer than absolutely necessary, determine which tasks can be per- formed simultaneously without interfering with each other, and which can be completed in advance at a more con- venient time. For example, do you need to upgrade your
electrical service? Can this be done well in advance of the project during holiday or other scheduled plant downtime? Be real- istic. Don’t schedule multiple trades to be working in the same limited area as they will only interfere with each other. Similarly, don’t schedule work above people work- ing at ground level; not only will they get in each other’s way, but it is unsafe. Meet with your major suppliers: machin- ery, construction, conveyors, etc. Discuss the key parameters of your installation in- cluding key dates and tasks that will require careful coordination to avoid conflicts with other contractors and with plant operations. Request schedules for their work as they are best qualified to project task duration and sequence. Input their information into your schedule and adjust the sequences as one contractor’s task may be a predecessor of another’s. Once you have sketched out a rough schedule, arrange an on-site meeting of all vendors. Walk the site to make sure nothing has been overlooked and work out any coordination issues. Afterwards, distrib- ute your tentative schedule for feedback, make any necessary revisions, and get ev- eryone’s buy-in. Your schedule is now final and should only be modified after review by all affected parties. Depending upon the sequence, some- times schedule forward from a key event, and sometimes schedule backward from an event. Determine the key milestones. Usually, start with the delivery date of the equipment. Anything required prior to this event should be scheduled backwards from it to determine when it should begin, and
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September 19, 2022
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