comments on: does your project schedule have too much detail? [video] - 瑞士vs喀麦隆足彩赔率

by: gordon h. aronson, p.e.

mon, 29 oct 2018 16:57:54 +0000

okay, the submittal (procurement chain item) i left out was not controlled and created a very long delay. darn, why did i pick that one to leave out?

we are trying to replace thinking and detailed planning with rules and “best practice.” we need to start training people again. what is the problem with spending two hours if it might save many weeks and lots of dollars along with all the frustration.

we have to stop trying to find easy ways and start applying our brains.

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by: ahmed shoeib

sat, 01 sep 2018 08:59:23 +0000

michael lepage. dear michael lepage can you please give as an example for your statement]]>

by: michael lepage

thu, 16 mar 2017 09:26:29 +0000

dr paul d giammalvo. thank you dr paul for your insight and comments. always great to have you visit our site! your rule of thumb #1 is golden. i also teach students that duration should be based on your confidence to manage the hidden detail of the activity.]]>

by: dr paul d giammalvo

tue, 14 mar 2017 03:50:15 +0000

speaking as a “hard money” (firm fixed price contractor) i believe that “god (or the devil if you prefer) lies in the details”, thus given a choice, more detail is preferable to less detail…

the two “rules of thumb” which have served me well for 45+ years are 1) no activity should be longer than the reporting period and 2) the length of the reporting periods are determined using “rolling wave planning” apply “sound professional judgement” and a dose of “common sense”.

i also am a firm believer in activity based costing (abc) and activity based management (abm) undrstanding that if you manage the details, and the plan was realistic to start with, that the “big picture” will take care of itself.

or stated another way, “plan your work then work your plan”….. simple as that..

br,
dr. pdg, jakarta, indonesia

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by: jonathan hoy

fri, 11 nov 2016 17:47:04 +0000

larry erbe. larry - you're right. it applies to projects small or large.]]>

by: larry erbe

fri, 11 nov 2016 16:51:45 +0000

i don’t usually get involved in really large projects but the philosphy of confidence in the level of detail is valuable information even for smaller projects. thanks.

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by: michael lepage

mon, 07 nov 2016 14:49:00 +0000

in reply to tony bernard.

thanks the comments tony and the suggestions on submittals. i think submittals on the schedule is topic worth exploring.
in our case, the list was of submittals the owner requested was basically a list from a previous project. so the list was not well defined, and no one wanted to take ownership of providing a true list. i guess the issue was more complex than i let on.
certainly an unapproved submittal can delay the project and if that’s the case, having it documented in the schedule is important.

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by: michael lepage

mon, 07 nov 2016 14:40:05 +0000

maisaa. maisaa, it often does. take the opportunity to discuss it with the client. explain that adding more detail will not ensure the work is better tracked, but it creates an unmanageable schedule. it's a tough discussion, but worth having.]]>

by: maisaa

mon, 07 nov 2016 13:56:10 +0000

very good info to know which level is better to reach in break down but the problem which i faced it has depended on the client/ engineers request.

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by: tony bernard

sun, 06 nov 2016 14:12:37 +0000

good info about how to know the right number of activities in a schedule. i do include submittals in schedules. not every single one, but groups. 1-prepare and submit 2-review & approve 3-order & del of mat’ls 4-if needed shop dwgs 5-if needed review and approval of shop dwgs. you must include submittals in a schedule because you never know what item in that section could cause your schedule to go critical. i was on a hospital expansion and renovation (small $20 million us) and the color of the exterior mortar for the brick became critical! what you say?

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