for Design Projects
Project scheduling is an integral element of an effective project control
system. Project schedules are established the earliest feasible time and
monitored/statused throughout the life of the Project. The purpose of
this procedure is to provide standard guidelines in the development and
updating of project schedules and all supporting documents and reports.
The scope of this procedure applies to all new projects that are scheduled
in Primavera. Projects would include all capital projects in the Capital
Program Management Division (CPM) and other support type projects deemed
appropriate by division management.
One of the primary responsibilities of Project Management is to establish
a plan and schedule for the project as early as possible. The schedule
must portray the activities required to support the project plan. The
project manager must impose tight control and discipline on all members
of the project team to see that the planned schedule objectives are met.
The NJDOT planning and scheduling system described in these procedures
is designed to aid Project Management in discharging the aforementioned
responsibility. It outlines the steps in schedule development and control
of these schedules once they are developed. It delineates the interfaces
with and responsibilities of the various elements of the project organization
in the scheduling process, and it describes the reports generated by the
Program Support Services and their use as tools in schedule control.
While the project manager is directly responsible for establishing schedule
milestones and maintaining overall schedule control, the implementation
of the planning and scheduling system is the duty of the planner/ scheduler
assigned to the project team. However, for the system to perform its functions
effectively, the support of all project personnel involved in the scheduling
process is required, as is their adherence to these policies and procedures.
The planning and scheduling system performs the following major functions:
- Provides time-scaled network schedules that define when in-house
(and consultant) work tasks are to be performed.
- Provides detailed bar charts for these schedules.
- Provides tools for evaluating schedule performance to date.
- Provides tools for forecasting final schedule performance.
- Produces reports for management to plan for the Capital Program.
- Produces reports that provide the Project Manager, and CPM staff
with the information necessary to monitor schedule status and to initiate
corrective action if required.
- Provides assistance in implementation of corrective action when required.
This may include authorizing overtime, increasing manpower, or intensifying
expected activity. If this does not solve the slippage problem, it is
desirable to revise the schedule and re-plan the project.
Activity A clearly defined item of work with a duration. Every activity
is required to have a predecessor and a successor except the first and
last activity of the schedule.
Activity ID The Activity ID is assigned to every activity identifying
the status of the activity and Function Code. The first digit is the Status
Code of the activity, and the second through the fifth digits is the Function
Status Code- The status of the activity is labeled as A for active/ approved
or D for draft. Milestones that are reported on (such as the Award
Report) are considered as active (such as Right of Way Availability, Award,
Critical Path The critical path is the longest path of contiguously
connected activities through a schedule. Any delay in critical activities
(assuming Total Float = 0) will delay the schedule.
Current Schedule- The current schedule reflects any logic changes and
additions/ deletions of any activity since the target/ baseline schedule
has been approved. Also the current schedule is updated monthly. However
the schedule may be changed at any time to reflect the projects current
Data Date The Data Date is the starting date of all remaining work
from which the schedule is calculated.
Duration- The number of working days required to complete an activity.
Early Finish (EF)- Scheduled earliest date an activity may be completed.
Early Start (ES)- Scheduled earliest date an activity may start.
Function Code The function code is a four digit number assigned to
every standard or non-standard activity.
Lag The number of days an activity is delayed in relation to its predecessor.
For example: Activity #1 has an SS with a 10 day lag to Activity #2.
This means Activity #2 may start 10 days after Activity #1 starts.
Milestone An activity with no duration and represents an accomplishment
during a project.
Nonstandard Activity- Any activity that is not listed in the Template
Schedule. A function code is assigned by a Scheduler and will end in a
number other than a zero or a five.
Predecessors Activities that are required for the start or finish of
a given activity. Every activity should have a predecessor except the
first activity of the schedule.
Primavera (P3e)- Primavera Project Planner for the enterprise, a commercial
scheduling software package that is being used to schedule the projects.
Project Baseline/ Schedule Action Form (Attachment 4) The form to request
a new schedule or baseline schedule from the Bureau of Program Support
Services to be entered into P3e.
Project Baseline Schedule/ Budget Form (Attachment 7.1)- A form
used to obtain management approval for changing the baseline of a project:
schedule and/or budget. It is located on-line in PRS. The following people
must approve a baseline change before it can be implemented: the Program
Manager and the Director of Project Management.
Project Reporting System (PRS) A windows based program installed by
Project Budget Development and Analysis used to organize information about
Relationships How activities are connected. There are 3 main relationships:
FS Finish to Start, SS Start to Start, FF Finish to Finish. Usually
the SS and FF Relationships have a lag.
Standard Activity All of the activities are listed in the Template
Schedule. A standard activity has the same function code across all projects
and ends with a zero or a five.
Successors Activities that follow the start or finish of a given activity.
Every Activity should have a successor except the last activity of the
Target/ Baseline Schedule- The approved project schedule against which
all progress is compared.
Template Schedule- The template schedule lists all major work activities
in a logical sequence to be used as a model for creating new project schedules.
There is a template for each project delivery process, Pipeline 1, Pipeline 2 and Pipeline 3. These schedules list activities from Feasibility Assessment through
award contract and into construction. The activities in these schedules
have average durations. The durations and other modifications are the
responsibility of the Project Manager with the assistance of a scheduler.
Total Float The number of days an activity can slip without delaying
Universal Project Code (UPC)- a six-digit project identifier. The first
two digits represent the fiscal year the project was created. The last
four digits are the next available sequential numbers.
Update Form (Attachment 7.2)- a form that contains a list of all activities
for a project that are scheduled to start, finish, or progress during
the update period. The forms are produced by the schedulers and distributed
to the Project Managers. Updates are marked by the project manager and
returned to scheduling for entry into Primavera.
Working Days Calendar days less the weekends and holidays.
Project Manager (PM)- Directs the preparation of and approves all baseline
documentation. Also, defines the scope, develops the schedule, and estimates
the cost of the project. The PM must also monitor adherence to the baseline
plans, budgets, and funding for the project.
Schedulers- Provides day to day implementation of this procedure. Specific
responsibilities include working with project team members to prepare
all project schedules for management review and approval; provides evaluations
of all change orders and/or design change notices; provides dates, reports,
and/or lower level schedules to project team members, and insures that
all actual schedule information is presented in the proper formats to
support the databases/ reports.
5.1 Schedule Development
All capital projects managed in CPM require a schedule and a baseline
schedule approved by the Director of Project Management.
Before the Consultant Selection Process begins, the Project Manager should
contact the Scheduler to develop the Consultant Selection Schedule. Based
upon the draft Feasibility Assessment Report, the Project Manager should
develop the whole schedule through construction. This will provide for
a realistic projected award date for the project. This schedule may be
used to develop the in-house budget for Preliminary Design. The Activity
IDs for the consultant selection activities and the milestone activities
through Preliminary Design, Final Design and Construction will be labeled
with an A. All other activities will be labeled with a D.
When the Project Manager begins negotiating the Preliminary Design with
the Designer, the Project Manager should contact the Scheduler to finalize
the Preliminary Design Schedule. The Activity IDs for the Preliminary
Design Activities will change from D to A when the Preliminary Schedule
is approved or when Preliminary Design begins.
Towards the end of the Preliminary Design, the Project Manager should
contact the Scheduler to develop the Final Design Schedule. This Schedule
will be used to develop the in-house budget. The Activity IDs for the
Final Design activities will change from D to "A when the Final Design
is approved or when Final Design begins.
Every Schedule is updated monthly. The Schedule may be modified at anytime
to reflect what is actually happening with the project. When the Project
has been awarded, the Design part of the Project is completed and the
Schedule stops being updated.
5.2 Draft Baseline Schedule
When a Project Manager starts to develop a Consultant Selection
Preliminary Design or Final Design Schedule, the schedule is classified
as a Draft Schedule until the Schedule is approved. Once the Project Manager
is confident with the activities in the schedule, the Bureau of Project
Support Services is notified to develop the In-house Budget. A Draft Schedule
is developed as follows:
- The UPC and detailed Scope of Work are required to be given to the
scheduler before a draft schedule is developed.
- The PM submits to the scheduler a template Logic Diagram identifying
the required activities durations, any changes to the logic and the
project information (Program Manger, Project Manager, County, etc.).
- The scheduler requests to add the schedule in P3e from the Bureau
of Program Support Services using the Project Baseline/ Schedule Action (pdf 15k) Form.
- The scheduler will enter the schedule information into Primavera
and will check if the logic is reasonable and the critical path is continuous
and runs through the award activity.
- The scheduler will give the PM a copy of the Schedule Bar Chart (pdf 296k) (Attachment
7.4) and will relay any questions or concerns he/she has about the schedule.
- The Project Manager will review the information and with the assistance
of the scheduler, make any changes needed.
- Repeat Steps 5 and 6 until the Project Manager is satisfied with
the Schedule. The Project Manager will then notify the Bureau of Program
Support Services to develop the in-house budget.
5.3 Approval of Baseline Schedule
When the Project Manager is satisfied with the Draft Schedule he/she
will submit the Project Baseline Schedule/ Budget (pdf 199k) form along with a copy
of the schedule for approval. The required approval signatures are the
Program Manager and the Director of Project Management. When the schedule
is approved, the original Project Baseline Schedule/ Budget (pdf 199k) form is sent
to the scheduler. The award date will be constrained and the scheduler
will request to baseline the schedule in P3e from the Bureau of Project
Support Services using the Project Baseline/ Schedule Action form.
5.4 Schedule Updates
Projects schedules are updated once a month.
Schedule Update (pdf 292k) forms are produced and distributed by the scheduler one
week before they are due back. They list all activities scheduled to start,
finish, or progress during the period between the last update and the
next update. The Project Manager is to mark up the Update (pdf 292k) form with the
actual start/ finish dates and/or remaining durations of each listed activity.
When the scheduler receives the completed Update (pdf 292k) forms from the Project
Managers, he/she should first review it to be sure the form is filled
out completely and there are no questions about the remarks. After the
scheduler updates the schedule he/she shall make a copy of the schedule
and deliver it to the Project Manager. The Project Manager will review
the schedule and contact the scheduler if he/she has any changes to make.
If an activity started
If an activity started on the date in the Start column, write an A
next to the date or in the actual start column, and update the forecast
finish (see If an activity has an actual start date below).
If an activity started on a date other than the date in the Start column,
write the actual start date in the actual start column and update the
forecast finish (see If an activity has an actual start date below).
If an activity that is not listed started, write the activity number
and the actual start date on the form. This may be a logic change and
requires revisions to the schedule. The PM should write down the logic
change (if any) and be available to revise the schedule with the scheduler
and update the forecast finish (see If an activity has a start date
If an activity completed/ finished
If an activity finished on the Finish date, write an A next to the
early date or in the actual finish column.
If an activity finished on a date other than the Finish date, write the
actual finish date in the actual finish column.
If an activity that is not listed finished, write the activity number
and the actual finish date on the form. This may be a logic change and
requires revisions to the schedule. The PM should write down the logic
change (if any) and be available to revise the schedule with the scheduler.
If an activity has an actual start date
If an activity has an actual start date then one way the activity can
be progressed is by revising the remaining duration. The forecast finish
date will then be based on the remaining duration relative to the new
data date. Another way to update an activity with an actual start date
is to write the forecasted finish date in the actual finish date column.
If an activity did not start
If an activity was scheduled to start, but did not, leave the update
line blank and let the logic and remaining duration (change if necessary)
dictate the new forecast date.
If any time during the month the Project Manger becomes aware of any
changes to his/her project which will affect the schedule he/she should
meet with a scheduler to make those changes. These changes might include
logic changes, duration changes, and addition or deletion of activities
(standard or nonstandard). At all times the schedule should reflect what
is actually happening with the project and show the targeted milestone
5.5 Revised Baseline Schedules
If after a schedule has been approved there has been major changes to
the scope of a project the Project Manger may seek to have his/her target/ baseline
schedule replaced. This is called a Revised Baseline Schedule. The Project
Manager shall make the necessary changes in the current schedule and submit
a copy of that schedule along with the Project Baseline Schedule/ Budget (pdf 199k) form as described in Section 6.3 for approval. Once the schedule is approved,
the constraint date on the award activity is changed in the current schedule
and the scheduler requests from the Bureau of Program Support Services
to baseline the revised schedule using the Project Baseline/ Schedule Action (pdf 15k) form. The old target schedule will be retained in the P3e system.
5.6 Scheduling Reports
After the schedule update period, the scheduling unit from the Bureau
of Program Support Services produces many reports and charts for Management,
Program Managers, Project Managers and many Bureaus in the Department.
Also the activity dates are used in the blue book and other publications
in the Department. Because of the extensive use of the scheduling information,
it is very important that the schedules accurately reflect what is happening
on the project in a timely manner.
5.7 Budget/ Funding Impacts
If there are Budget/ Funding Impacts as a result of schedule changes these
impacts should be communicated to the appropriate units. These impacts
might include a change in fiscal years or change in the amount of funds.
6.1 Project Baseline/Schedule/Budget Action Form
The Project/ Baseline/ Schedule/ Budget
Action Form (pdf 199k) is generated by the
PRS (Project Reporting System) software.
6.2 Update Form
The Update Form (pdf
292k) is printed using P3e (Primavera Enterprise).
6.3 Bar Chart
The Schedule Bar Chart
(pdf 296k) is printed using P3e.
6.4 Project Baseline/ Schedule Action Form
View the Project Baseline/ Schedule
Action Form (pdf 15k)