2016 AACE® INTERNATIONAL TECHNICAL PAPER PS.2171 RTFC — Preparing Project Contract or Baseline Schedules Edward E. Douglas III, CCP PSP FAACE Abstract—The contract documents provide the participants with the guide to the scope and technical requirements for the project. The project scheduler must achieve a thorough understanding of the contract documents in order to develop a complete and accurate project contract or baseline schedule. Preparing the project baseline or contract schedule is a labor intensive planning effort which requires an understanding of the scope of work, knowledge of the key technical tasks, procurements and deliverables as well as the sequence and timing for project execution. The project management team must be involved in the development of schedule tasks, activity sequences and durations and proactively participate in schedule reviews during the contract schedule development process. This paper will discuss how to locate the important schedule details in the contract documents for use in the baseline schedule development process. Techniques will also be discussed that can be used to speed the schedule development process such as the use of schedule templates, modular CPM schedule series and successful use of schedules extracted from similar historic projects. ps.2171.1 CConyightB ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Table of Contents Abstract Introduction .. The Contract .. Understanding the Contract Contract Information Sources .. What is a Contract Schedule Project Scope and Performance Project Planning for Execution... Schedule Change Order Process ..... Schedule Activity Durations Scheduling Techniques and Software .. Schedule Risk and Contingencies ..... Schedule Integration Process Schedule Progress Reporting .. Schedule Resources Project Procurement Planning ... Key Procurements and Submittals, Safety & Quality Hold Points and Inspections . Punchlist/Turnover/System Start-up The Role of the Scheduler .... . Schedule Development Shortcuts .... Contract CPM Schedule Review Contract CPM Schedule Submittal Conclusion References weomarNanuessuur PS.2171.2 Copyright® ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Introduction Preparation of the project contract or baseline schedule can be a challanging and daunting task for the project scheduler. Often there are limited opportunities for the scheduler to interface with the project team in order to obtain an understanding of the details of the project that are needed to prepare the contract schedule. The preparation of the contract (baseline) schedule requires understanding of the sequence and timing for key phases of project execution, as well as a knowledge of the technical tasks, procurements and deliverables. The contract documents provide the scheduler with the detailed source of the information regarding the scope and technical requirements of the project. The project scheduler is responsible for preparing a CPM schedule that meets the requirements of the contract and represents the project team execution plan requirements. The project scheduler must understand the scope of work (SOW) of the project, and then identify key project tasks & deliverables, often with minimal project team interface or guidance and within a limited turnaround time to complete. The project management team must actively participate in schedule planning and development of the tasks, time frames and planned execution needed to provide the proper sequence and level of details for input to the contract schedule. The project management team will also actively participates in schedule reviews throughout the contract (baseline) schedule development process. The project scheduler must achieve an understanding of the various elements of the contract documents in order to develop a complete and accurate project baseline schedule. This paper will identify the essential elements of information that can be extracted from the project contract documents with emphasis on how to focus on the important contract details needed for developing the project baseline schedule. Techniques will also be discussed that could speed the schedule development process such as the use of schedule fragnets and templates, modular CPM series and extracting schedule details from similar historic projects. The Contract Construction contracts take on a variety of forms and types. The more common (or standard) forms of construction contracts are the Engineering- Procurement- Construction (E-P-C); Design-Build Agreements; Construction Management (CM) agreements; and Guaranteed Maximum Price (GMP). Additionally there are a variety of contract types: Fixed Price or Lump Sum; Cost-Plus Fee; Unit Price contracts, and so on. Each of these contract types has an effect on the method of administration of the project but not the actual execution of the work for the project. [1] These contract forms and types have been developed by the various contracting entities and are preferred for their specific use. Detailed descriptions of these contracts can be found in a variety of sources. Professional associations such as the American Institute of Architects (AIA); Associated General Contractors (AGC) and Construction Management Association of America (CMA) all provide a large volume of information describing the advantages and shortcomings of these contract agreements. This paper will not attempt to describe the contract forms or types in detail nor try to discuss the advantages and shortcomings of any of the contract agreements. PS.2171.3 Copyright ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Understanding the Contract “Understanding the Contract includes not only identifying the particular type of contract- delivery mechanism, (such as CM-at Risk, fixed fee, and the others described above); the contract payment process, terms and conditions, retainage, requisition backup requirements; time limits for submission of documents; unit prices/alternates/ allowances; liquidated damages or other penalties; estimating and bidding assumptions affecting the work; purchasing requirements, including owner-furnished material & equipment; minority participation goals; project labor agreements or special union issues; project closeout requirements; schedule and project milestone requirements; delay notification and changed conditions requirements; insurance, Workers’ Compensation, labor payroll certification, lien waivers; bonding requirements; exculpatory language that is unreasonable toward your company; and multiple other topics that could impact the contractor's risk of successful performance.” (2, p.158-159] Project management sources caution all of the contracting parties to “Examine and carefully read the contract documents, subcontracts and purchase order to make sure that you understand the implications of these items. If you are not sure, ask someone knowledgeable for assistance.” [2, p. 159] Professor Matt Stevens further emphasizes that “the project manager and field manager(s) must be familiar with every aspect of the contract documents to avoid errors, save time and money. All contract issues must be communicated between the contracting parties in writing to clarify details.” [2, p. 159] Contract Information Sources The contract documents generally include four key sections/ components: the General Conditions; Special Conditions; the Design Drawings and the Technical Specifications. “The General Conditions of the construction contract make up the major element of the prime contract documents and by reference also become a major part of each subcontract.” [3, p29] These General Conditions should “flow down” or be passed along to the subcontractors which will simplify the contract development process and provide both the prime contractor and subcontractor with contract protection in the event of claims or disputes that might arise during the project performance phase. The General Conditions section of the Contract will include: the Scope of Work (with all inclusions/exclusions); the contractor's responsibilities; subcontractor’s responsibilities; changes to the work; type of contract (fixed price/ time &material/ other); design completion status; site access and work restrictions; safety, quality & environmental compliance; regulatory & agency permits as well as contractor requirements for insurance, indemnity, and waivers. The General Conditions will also include project scheduling information: the contracted period of performance from start date or notice to proceed (NTP) date as well as major contract or performance milestones; materials and key equipment requirements. The scheduling specification should include information regarding the required frequency for schedule progress updates and submittal of the progress schedules which are often coordinated with periodic contract payments. The scheduler should also become familiar with any contract ps.2171.4 Conyight B ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER clauses related to liquidated damages (LDs); No Damage for Delay clauses and contract clauses relates to claims and dispute resolution. What is a Contract Schedule? A contract or baseline schedule is a realistic time phased project plan that represents how the project will be built. In order for that contract schedule to be complete it must include: the entire scope of the project; key milestones and project phases; specific activities with reasonable durations; a logic or sequence of work activities; and how these various activities interrelate. Successful development of the contract (or baseline) schedule is facilitated by the ability of the project scheduler to identify the information that is included in the contract documents. The schedule must represent the complete logical representation of the contractor's construction plan. Too often a schedule is submitted, issued or distributed without full understanding of what work is included in the schedule or whether the schedule represents the contract requirements. The submittal may be a time scaled graphic layout with generic descriptions of the activities, possibly with an attached listing of activities showing the predecessor and successor relationships, and a stack of graphics resource curves or spending histograms. All of these are provided with the perceived intent to confuse the project owner, construction manager, and the project team leaders. The result would be a schedule that is not utilized the project time management tool as intended. Too often contractors, during the rush to complete their schedule submittal, the planning background: assumptions and constraints, inclusions and exclusions are left behind in the stacks of working draft documents and ultimately lost. At best, the planning documentation input from the various project team members is clipped together and filed ...or piled in the corner of the construction trailer. The scheduler needs to develop a systematic process for extracting the various elements of information from the contract documents to prepare the project baseline schedule. A contract review checklist similar to that described in AACE® international Recommended Practice RP 38R-06 “Documenting the Schedule Basis” [4] will help guide the scheduler’s contract review and will provide the project management team with a better understanding of what is or is not included — or what is specifically excluded in the project schedule. A lack of schedule documentation makes it difficult for the project participants to fully understand the overall project planning that was incorporated in the contractor schedule, which can have serious effects on the ultimate success or failure of the project to achieve completion in the time forecast in that contract baseline schedule. A structured approach to that schedule documentation process will eliminate much of that uncertainty and provide a clearer understanding of the schedule Including such items as the Scope of Work; Work Breakdown Structure; project performance time period; key assumptions and constraints; issues and impacts; schedule inclusions and specific exclusions that will improve the likely achievability and predictable of project success. PS.2171.5 Copyright ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Project Scope and Performance The basic information regarding the project is obtained directly from the contract documents: Project Title, contract number, and date the contract was signed. The Scope of Work is described along with the project execution strategy and any key project assumptions and constraints. The contract includes all of the important project conditions, and potential issues or impacts to the project. The Work Breakdown Structure (WBS) may be defined in the contract. The contract work to be performed “by others” such as systems start-up, performance testing or commissioning not in the contract scope must be identified by appropriate activity linkage in the contract schedule. The contract performance period will be included in the General Conditions of the contract. From the “Notice to Proceed” date to the contract completion date; the total number of calendar days is specified for the project. All key project or contract milestones and key project events would be listed with their contract dates. Those contract milestone dates are sometimes referenced as a specific number of calendar days from the notice to proceed or notice of award date. The project procurement and subcontracting requirements should be included in the contract documents. Important contract terms such as engineering completion, mechanical completion, substantial completion, beneficial occupancy or Certificate of Occupancy (CO), etc should be defined for a clear understanding by all participants. Project Planning for Execution There are numerous challenges for the project scheduler when planning a contract baseline schedule. The scheduler is tasked to prepare a CPM schedule that meets all the requirements of the contract and represents the project team execution requirements: Understanding the Scope of Work (SOW) of the project; identify key project phases, tasks & deliverables; often this, must be accomplished with minimal project team interface or guidance and limited turnaround time to complete development of the schedule. Both the project scheduler and the project management team need to conduct a thorough review the contract documents to clarify their understanding of all elements of the project including the scope of work for the project; status of the design drawings, review the technical specifications and specified construction materials and equipment; and compare their results to the project cost estimate. The contract should describe any special procurement of materials and equipment and the parties responsible for providing the material or equipment. Frequently when there is a technically sophisticated procurement, or in many cases where a public entity wants to make multiple procurements of identical equipment items (multiple projects with similar special equipment requirements) there will be owner furnished equipment (OFE) specified in the contract, The contract will describe if there are special labor requirements/restrictions i.e. prevailing wage agreements/or contractual requirements for hiring of union or open shop labor or PS.2171.6 Copyright ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER minority subcontractors requirements. Site access and work restrictions could be included in the contract: these site access and egress conditions will have an impact on the performance of work in the schedule. For example; a project that had restricted access to the construction area required adequate off-site parking for the craft and staff away from the restricted site and all workers were transported into the jobsite by busses. Work hours were specified and additional transportation arrangements were required for off shift or overtime work. The contract should include provisions related to the influence of weather on the project: Either heat or cold may influence the scheduled performance of the work. The project scheduler should be aware of the type of work being performed and the seasonal impact of early or late performance. Example: a seasonal wetland that was virtually dry and hard packed in the summer months seriously affected vehicle travel in the wet season. Delayed or early completion of scheduled work can have significant impacts on seasonally sensitive work The contract may require the preparation and submittal of an initial project schedule that details the project activities planned for the first 90 calendar days of the project. Usually those activities in the early stage of the project include the preparation of project plans; material and equipment submittals; vendor procurement activities; permits and mobilization activities While contract baseline schedule development is underway the initial “90 day schedule” needs to be tracked and statused. Ultimately, those 90 day schedule activities will be folded into the contract baseline schedule. Schedule Change Order Process The contract will include an explanation of the change order process as it relates to schedule change proposals. What is the required format for a schedule change proposal submittal for client approval? The contract should specify if a contemporaneous Time Impact Analysis (TIA) is required or a simple fragnet of the proposed schedule change. The inclusion of a flow chart of the contract change process for schedule change proposals: from contractor notification, submittal, to client approval and incorporation of that change into the schedule can be an extremely helpful contract guide. ‘Schedule Activities Durations The contract schedule specification section will contain information related to activity durations and frequently include a statement that the maximum activity duration cannot exceed 2 30 calendar day duration except for: concrete curing; submittal reviews; or equipment fabrication & deliveries. Activities other than procurements with planned work durations longer than 15, working days, or 30 calendar days often need to be exglained. Holidays or other planned project non-workdays would be identified in the contract. PS.2171.7 Copyright® ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Scheduling Techniques and Software The schedule specification would not be complete unless information related to the scheduling software and techniques utilized to develop the schedule are included. More and more frequently the project owners continue to expand the contract scheduling specifications regarding scheduling software compatibility, as well as guidance regarding the use of logical relationships, lags and the use of constraints. The use of “alternative relationships” (start to start, finish to start, and finish to finish) and lags/leads can provide misleading results if used incorrectly in the schedule and the use may be limited or prohibited by the contract. The contract should discuss the software scheduling rules such as the use of “retained logic vs. progress override” and the use of constraints. The contract should describe if the project can use “Preferential Logic” defined by AACE® International Recommended Practice 105-90 as “the contractor's approach to sequencing the work over and above those sequences indicated in or required by the contract documents. Examples include equipment restraints, crew ‘movements, concrete form reuse, special logic (lead/lag) restraints, etc. that are factored into the schedule which would mask the associated activity float times.” [5] The contract may describe the use of multiple calendars established for various types of work plus to identify project holidays and project non-work periods. The contract is usually silent about the project use of the activity coding dictionary frequently used to provide for activity sorting, organization, and filtering capabilities for the various schedule report layouts. The scheduling specification may describe the accepted contract methods for identifying impact/delay activities in the progress schedule. If any activity log records or notes are to be used for recording schedule issues in the progress schedules, that process should be described in the contract. Float ownership and use is often a significant concern that should be clarified by the contract, Schedule Risks and Contingencies Risk Analysis is the assessment of what can go wrong (risks) and what contingency actions can be taken to reduce the impact of those problems when they occur. [6] The contract should include an explanation about how any potential schedule impacts should “addressed” in the project schedule: weather; labor strikes or shortages, procurement delivery delays, etc. contracts more frequently address those potential risk issues and explain how or if there is any related “schedule contingency” that can be factored into the schedule. The contract should describe how schedule contingencies are handled within the scheduling mechanics. The contract schedule specification section should also describe how the schedule has been evaluated in relation with cost estimate such as a “Time versus Cost” analysis in addressing the potential for schedule risks and impacts. Any software scheduling technique used for handling project planning assumptions and constraints (such as funding limitations) should also be described in the contract. Most importantly, the scheduler must insure that all of the requirements included in the contract schedule specifications are incorporated in the baseline PS.2171.8 Copyright ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER contract schedule. If there are any deviations from that scheduling specification, describe that variation and submit a request for approval to the project owner. Schedule Integration Process Integration of schedules from subcontractors, design engineers, vendors and the project owner is required for the schedule to realistically reflect the overall project plan. The project contract schedule should be a complete integration of the engineering, procurements, owner furnished fixtures and equipment (FFE), work by other contractors, as well as the startup and commissioning “by others”. The contract should describe those schedule “linkage points” if that other scheduled work is managed separately and not included in the scope of the contract schedule, Schedule Progress Reporting The process for schedule progress reporting and maintaining updates must also be described in the contract documents. If the frequency of reporting schedule progress is not specified by the contract, then as a minimum a statused schedule and progress update should be provided representing the same time period as the contractor's progress payment submittal. The contract will often describe the schedule update process of obtaining and verifying schedule status and updates, and the level of detail to be reported upward to the various project participants. Typically the Work Breakdown Structure would identify the various management levels that receive the schedule progress reports. Schedule Resources Contract specifications vary about the requirement for resource and cost loading schedule activities. There are pros and cons related to whether or not to resource and/or cost load schedules. These resource-loading issues are considered to be a “double edged” sword for both contractors and owners. (7] If the activities are resource loaded or cost (value) loaded, then the following information should be included or explained in the schedule basis narrative. [8] What are the units of measures? Are the resources crews or man-hours? If a crew, then what are the normal, maximum and minimum crew sizes? if there is @ multiple “trades — crew” mix, the maximum work area capacity might result in a stacking of trades limit. If other contractors are working on the project what are those planned staffing requirements? Critical equipment or key equipment requirements need to be identified. Not all equipment needs to be included in the schedule. Non-critical project equipment such as administrative vehicles, generators, compressors, backhoes and man lifts that are not essential to critical path work do not need to be included as resource loaded equipment. PS.2171.9 CConyight B ABCE® iterations This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Project Procurement Planning, One of the important elements of the project schedule is the inclusion of planned procurements. It is important that the scheduler become knowledgeable of the procurement process in order to provide a realistic procurement sequence of actions with reasonable durations. The project procurement planning will normally take place at around the 90% design completion phase, and involves the project owner (developer) along with the construction manager (CM) and key members of the project management team. The project scheduler needs to be involved in these procurement planning sessions as much as time permits. The project team prepares the project for procurement by assembling all the procurement related information from the contract technical specifications. The contract drawings and technical specifications review notes are then consolidated and organized into procurement packages. Failure to review all of the contract technical requirements by this point can have a serious time impact on the successful completion of the project. Each of those procurement packages should include a scope of procurement as well as a preliminary time line or phase of the project that the procurement will be required for assembly, installation or construction. The project team will also be required to recommend whether to use modular, pre-assembly, “stick build” or a combination of construction methods for various stages of the project. Time will be required to prepare the subcontracts and bid packages as well as to prequalify vendors, suppliers and trade contractors. A key point to remember as these technical procurement packages are identified is that the procurement must support the construction date NOT the construction trying to accommodate the procurement date. Key Procurements and Submittals The key procurement activities should be included in the contract schedule. The procurement (vendor) source time frames must be included for the bid, award, fabrication, and delivery activities. Consider and record for future reference any other procurement options that can shorten the time frame for “long lead time” procurements. These planning activities should also identify if material or large equipment storage is required and where that storage will be located. If the storage area is off site, additional time must be added to the delivery schedule to take into account that additional time. If the equipment or system requires assembly, identify where that will take place; on-site or if the components be pre-assembled and directly offloaded and set in place. Most contracts require a “submittal schedule” that includes every specified technical submittal included in the contract documents. Critical submittals need to be included in the project schedule and particularly those that can impact the time of performance on the project. Those scheduled submittal activities should include adequate time to develop and submit the shop drawings, significant material samples, full size mock-ups, as well as the contract specified review/approval time frames for the architect/engineering/owner, leading to the schedule linkage to the applicable construction activities. PS.2171.10 CConyight B AACE® iterations, This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Safety and Quality Hold Points and Inspections Safety and Quality are both important to the project and if there are specific contract required project “hold points” and/or contract inspections, these key schedule events need to be included in the contract schedule. Punchlist/Turnover/System Start-up How often have we seen a project schedule that includes a single “stream of consciousness” activity titled: “punchlist/turnover/system start-up” with a nominal ten or fifteen day duration? system functional testing such as HVAC balancing, life safety systems and fire alarm system tests, plumbing hydrostatic or pressure tests, mechanical or electrical equipment preliminary operations, and any other scheduled or required “pre-commissioning” work needs to be included in the schedule. These important activities require a realistic plan for inclusion in the schedule. If this work will be performed “by others” then coordination will be required to identify the details for proper incorporation of the activities into the project schedule. The contract needs to clearly address these important requirements. The Role of the Scheduler The role of the project scheduler is described in AACE® International Recommended Practice 148-90. [9] The scheduler’s primary responsibility is to prepare a CPM schedule that meets the contract requirements and that represents the project team execution plan. Some contracts designate the scheduler as one of the key project personnel and require submittal of the scheduler’s qualifications and experience for approval. The scheduler should attend the preconstruction project “kickoff” meeting, and all meetings that affect the CPM schedule and be prepared to discuss, in detail, the scheduled sequence of work and methods of execution. There will often be a requirement for the scheduler to work on site rather than remotely or in the home office of the contractor. This better positions the scheduler to perform the role of maintaining the schedule updates and progress reporting. To be successful, the scheduler must be knowledgeable of the status of all aspects of the work throughout the duration of the contract including but not limited to the original contract work, additional work, new work, and changed conditions of work. The scheduler should be able to lead the discussion of the schedule related topics and the scheduler should be invited to as many project management meetings as possible. By attending those meetings the scheduler will be able to obtain additional information regarding impacts or issues and gather information that affect the schedule. By listening proactively at the meeting it is much easier for the scheduler to obtain updated schedule information that to try and chase down a busy field superintendent or subcontractor outside the meeting. PS.2171.11 CConyight B ABCE®itorastiona This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER Schedule Development Shortcuts Schedulers are often asked to create CPM schedules faster. There are several CPM schedule preparation shortcuts that can beemployed rather than to “Stick Build” (activity by activity & link by link) every new baseline contract schedule. One technique is to create and use generic schedule “templates” for repetitive tasks. Templates initially take more preparatory time but can be time savers through repetitive use, The template technique has been used successfully on several Department of Energy (DOE) program baseline schedules. Another technique is to use the “as constructed” sequence of activities from similar historic projects. These similar historic projects do not have to be the identical configuration of the current planned project. By referring to the historical data the various construction phases can be compared for similarities. Several years ago, Tennessee Valley Authority planners used the similar features from TVA steam plants to develop a conceptual schedule for the Atmospheric Fluidized Bed (AFB) project constructed in western Kentucky. [10] By reviewing construction schedules the TVA planners were able to develop schedule sequences for a variety of similar features: site facilities & coal handling facilities; powerhouse; water treatment plant; and the transformer & switch yards. Some years later, TVA construction project controls compared construction schedules for two Nuclear Power Plant construction projects, both containing similar Westinghouse reactor equipment, at Sequoyah and Watts Bar Tennessee. The Department of Defense (DOD) Chemical Weapons Demilitarization Program spent a significant effort to establish open communication channels between the various prime contractors who were construction these projects at various US locations. Modular CPM scheduling has been around for a long time. Stephen Goodman presented a Paper on “Modular CPM” techniques in 1992. [11] A modular CPM series is a predefined “strings” of activities and the technique has been employed successfully at power plants for many years. The Modular CPM series is most useful for a specific business Line. These CPM modules are created then logically detailed at the proposal stage: Examples of modular CPM series include site preparation & common facilities; critical plant generator equipment: Gas Turbine Generators; Heat Recovery Steam Generators; & Steam Turbine Generators; balance of plant equipment; i.e. switch yard facility and pre-engineered (vendor designed) buildings. Other modular series have included “supporting strings: such as engineering/ procurement; general design: by discipline/by system; procurement fabrication & delivery sequence. Sharing historic and repetitive scheduling information can be beneficial for future project success. Contract CPM Schedule Review Although generally not a contract requirement, a good project practice is the conduct of schedule reviews. The primary objective of a schedule review is to determine if the project CPM schedule is “accurate, logical and achievable” and meets all the requirements of the contract. The contract CPM schedule review determines if the schedule meets the contract requirements; including the complete scope of the project; key milestones and constraints; Inter-discipline coordination; key equipment & materials. The CPM schedule review will PS.2171.12 Conyight B AACE®itornstiona This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER compare the contract requirements and the baseline CPM schedule for the complete scope of work (inclusions/exclusions); reasonable work sequence & activity durations; adequate procurement lead time for materials & equipment; interface of craft trades & engineering disciplines; site access and work restrictions; impacts of weather on the project for a “seasonal shift” in the weather. The contractor project management and project owners including the design team management should participate in a joint schedule review to coordinate the project schedule interfaces and improve opportunities for project success. Contract CPM Schedule Submittal The project scheduler is responsible for preparing and assembling the contract CPM schedule submittal. The CPM contract baseline schedule submittal must be complete in accordance with the contract scheduling specifications: in the proper schedule format: CPM/Bar Chart/Time Scaled logic graphics, etc. at the appropriate level of detail and specified activity durations; required graphics/time scaled or graphic schedule layouts/activity listings with logical relationships; proper use of logical links/ leads/lags and mechanical constraints; resource curves; specified electronic (CD) format/and include a schedule narrative /basis of the schedule. Conclusion The contract documents provide the project participants a guide to the scope and technical requirements for the project. Preparing the project baseline or contract schedule is a labor intensive planning effort which requires an understanding of the scope of work, the sequence and timing for project execution, as well as a knowledge of the technical tasks and procurements/ deliverables. The project scheduler must have a thorough understand of the content of these contract documents in order to successfully develop a complete and useful project baseline schedule. The project management team must be involved in development of the schedule and actively participate in schedule reviews throughout the contract baseline schedule development process. Techniques such as the use of schedule fragnets and templates, modular CPM series and extracting schedule details from similar historic projects could speed the schedule development process. Understanding the contract documents is an important step in reaching the objective for successful development and use of the project contract schedule. A structured approach to reviewing that contract documentation will reduce or eliminate the uncertainty and provide the scheduler with a better understanding for the likely achievability and predictable of project success. PS.2171.13 CConyight B AACE®itorastiona This paper may not be reproduces or republshed without expressed written consent from AACE® International2016 AACE® INTERNATIONAL TECHNICAL PAPER References 1. O'Leary, Arthur F., 1996, A Guide to Successful Construction, Effective Contract Administration, Third Edition, Building News Publications, inc. (BNI), Las Angeles CA 2. Stevens, Matt, 2007, Managing a Construction Firm on Just 24 hours a day, McGraw Hill, New York 3. Groff, Mark J. & Wickwire, Jon M. 2001, Contract Documents, Fourth Edition, Associated Specialty Contractors, Inc., Bethesda MD 4. AACE® International Recommended Practice 38R-06, 2009, Documenting the Schedule Basis, ‘AACE® International, Morgantown WV 5. AACE® International Recommended Practice 10S-90, 2004, Cost Engineering Terminology, AACE® International, Morgantown WV 6. Rubin, Robert A.; Fairweather, Virginia; Guy, Sammie D., 1999, Construction Claims, Third Edition, John Wiley & Sons, Inc., New York 7. Pinnell, Steven S., 1998, How to Get Paid for Construction Changes, McGraw-Hill, New York, New York, 8 Douglas, Edward £. Ill, 2005, Documenting the Schedule Basis, AACE® International, Morgantown WV 9 AACE® International Recommended Practice 14R-90, 2006, Responsibility and Required Skills for a Project Planning and Scheduling Professional, AACE® International, Morgantown w 10. DuBois, Ron, 1982, Developing a Conceptual Schedule for a 200MW AFB Combustion Plant, ‘AACE® International, Morgantown WV 11, Stephen Goodman, 1992, “Modular CPM,” AACE® International, Morgantown WV 12. Lewis, James P., 2001, Fundamentals of Project Management, Second Edition, AMACOM, ‘American Management Association, New York Edward E. Douglas Ill, CCP PSP FAACE ACTPMA LLC Consulting actpma@optonline.net PS.2171.14 Copyright B AACE® interactional This paper may not be reproduced or republshed without expressed written consent from AACE® International