Hill PCI Group

RISK AWARENESS: Construction Project Delivery Approaches Have Different Risks

Hill-PCI Group — Wed, 04 Jan 2012 20:56:01 +0000

A project delivery method is a system used by an agency or owner for organizing and financing the design, construction, operations, and maintenance services for a structure or facility. The project delivery method chosen by an owner is implemented by entering into legal agreements with one or more entities or parties Current popular project delivery options include Design-Bid-Build (DBB), Agency Construction Management, Construction Manager at Risk (CMAR), Design-Build and IDP. But, who bears the risks for cost/delays for the above contract delivery approaches? The following chart describes the relative contracting of cost growth risk to owner for some of the current popular project delivery approaches.

The most common traditional form of project delivery is the Design-Bid-Build (DBB) process, including three prime players and three project phases. This traditional delivery method requires three independent contracts; is a linear sequence of work; and is common with owners with requirements to select low bid.

{For more information regarding our collaborative construction solution and services, please contact us at 800-511-1888 or email us at info@hillpci.com}

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General Electric Selects PMWeb

Hill-PCI Group — Mon, 05 Dec 2011 20:27:49 +0000

General Electric Company, the diversified infrastructure, finance and media company, has selected PMWeb to manage its portfolio.

GE, with earnings in 2010 of $12.6 billion and assets of over $600 billion, operates in more than 100 countries and employs about 300,000 people worldwide.

Under its former CEO Jack Welch, General Electric became legendary for embracing innovation and demanding excellence. The company’s John F. Welch Leadership Center in Crotonville, New York continues his legacy. It is not surprising, then, that GE brought the most rigorous standards to its search for a software partner or that PMWeb stood alone when they made their final selection.

PMWeb has quickly established itself as the leading choice for mid- to large-size enterprises searching for a solution to plan, build and operate projects in any industry or market segment. With a world-class suite of tools in a single integrated Web platform PMWeb gives GE the power and flexibility to successfully manage one of the largest and most diverse portfolios on the planet.

For information on how you can implement PMWeb as the enterprise solution for your industry, please contact us for a complimentary product qualification demo at (800) 511-1888 or info@hillpci.com.

PMWeb Feature Spotlight: SCHEDULING

Hill-PCI Group — Thu, 10 Nov 2011 19:52:52 +0000

Multi-Project Scheduling With Critical Path

PMWeb offers a complete scheduling solution with critical path management, drag and drop Gantt chart, baselining and more. Because Scheduling – like all PMWeb modules – is multi-project, features such as Resource Availability and Project Portfolio Management (PPM) views are ready to use out of the box. Build your schedule within PMWeb or link to MS Project and Primavera.

Key Features	PMWeb
Claim analysis – compare schedules across periods and/or across projects
Links to Primavera P6 and Microsoft Project included
Timesheets that flow to the Cost Management module
Use Gantt chart interactively to link tasks, enter completed status, flag tasks and more
Cash flow & income reports directly from the schedule
Use any schedule as a template
Base percent complete on timesheets
View resource availability across all projects and periods

For questions, feel free to call us at (800) 511-1888 or email us at info@hillpci.com

Lessons Learned (Step 7) – Optimize Schedule

Hill-PCI Group — Tue, 18 Oct 2011 18:51:35 +0000

The following is the last part of the Lessons Learned series, a Technical Article that was published in the Cost Engineering magazine on July 2011. If you missed Step 6 (Allocate Resources), click here.

STEP 7 – OPTIMIZE SCHEDULE
by Charlie Jackson (Hill International) & Hannah E. Schumacher (Kitchell Contractors)

Abstract: Many Contract Documents are now requiring the use of the latest version of Primavera software (P6™) due to its enterprise capabilities and its use of latest technologies including the capabilities to interact other software applications; therefore it is important for the Scheduler to understand how to use this software most efficiently in their battle to complete their projects in a timely manner.

Primavera’s latest release of P6™ contains many features that can assist in developing schedules quickly and efficiently. However, a new or in-experienced user would be overwhelmed in the struggle to prepare the schedule using P6™ and these advanced features without proper training or “Basic Training”.

This paper will focus on the authors’ experiences and their lessons learned regarding the effective use of P6 ™ in the schedule development process as they apply to the TCM Planning and Scheduling development processes (TCM 7.2).

AACE International’s Total Cost Framework (TCM 7.2) outlines the twelve (12) steps for Schedule Planning and Development as follows:

Plan for Schedule Planning and Development
Identify Activities
Develop Activity Logic
Estimate Durations
Establish Schedule Requirements
Allocate Resources
Optimize Schedule
Establish Schedule Control Basis
Review and Validate Schedule
Document and Communicate Schedule
Submit Schedule Deliverables, and
Develop and Maintain Methods and Tools. [1]

OPTIMIZE SCHEDULE

This process step is “wherein the scheduler, based on his or her cost engineering judgment and team input and feedback, iteratively modifies the plan and schedule inputs until the most satisfactory schedule is obtained” [1].

The scheduler using P6™ must have an understanding of the software schedule options and the impact each has on the calculation results. Optimization of the schedule requires consistent auditing of resource definition and activity detail during the course of schedule development. Assessment and analysis of critical events within the schedule define the schedule’s ability to plan and manage the life of the project. Understanding the rules of schedule calculation which determine these critical activities is fundamental in the early stages of schedule development as well as maintenance of the mature schedule.

P6™ provides multiple sources for schedule optimization during the schedule development phase of the project. The Schedule Log (an option found when updating and/or calculating the schedule) analyzes schedule data based on these predefined CPM rules. As data is entered and the schedule is calculated from the defined Data Date to project completion and back, a log of schedule analytics can be produced for evaluation of schedule development and overall critical path. The log displays the calculation settings currently in place for the particular project(s) (set within the Tools menu, Schedule, Options). These options define whether the calculation considers purely duration and sequence of work or whether resource leveling (based on resource allocations and limitations) is used for calculation and at what point. They also allow assignment costs of resources to be automatically recalculated each time the project is scheduled updating activity costs to reflect any new price/unit values modifications. Read more.

If you have questions regarding this series, please don’t hesitate to contact us at (800) 511-188 or email us at info@hillpci.com.

Lessons Learned (Step 6) – Allocate Resources

Hill-PCI Group — Fri, 07 Oct 2011 20:38:18 +0000

The following is a continuation of the Technical Article that was published in the Cost Engineering magazine on July 2011. If you missed Step 5 (Establish Schedule Requirements), click here.

STEP 5 – ALLOCATE RESOURCES
by Charlie Jackson (Hill International) & Hannah E. Schumacher (Kitchell Contractors)

AACE International’s Total Cost Framework (TCM 7.2) outlines the twelve (12) steps for Schedule Planning and Development as follows:

Plan for Schedule Planning and Development
Identify Activities
Develop Activity Logic
Estimate Durations
Establish Schedule Requirements
Allocate Resources
Optimize Schedule
Establish Schedule Control Basis
Review and Validate Schedule
Document and Communicate Schedule
Submit Schedule Deliverables, and
Develop and Maintain Methods and Tools. [1]

ALLOCATE RESOURCES

Estimating Activity Resources is “the process of estimating the type and quantities of material, people, equipment, or supplies to perform each activity.”[2]. If the contract documents require resource and/or cost loading, the Scheduler must assign resources to the activities. Even if the contract does not require resource / cost loading, it is good practice; “by assigning (i.e. loading) resources for each activity, available resources can be scheduled in accordance with resource consumption limitations (i.e., money, labor hours, etc) by resource leveling or balancing” [1].

When considering activity resource development and assignment the determination must be made either contractually or internally what ‘types’ of resources will be tracked and will costs be associated to each resource or tracked independently. Secondly will resources be updated based on activity work performance and will payment be based on percentage complete. If this is the case, the user and/or project team must consider the amount of time that is required to not only input resource/cost data but the time involved to manage and report resource updates.

To read more, click here.

For inquiries, you may call Hill-PCI at (800) 511-1888, email us at info@hillpci.com or you may reach us on Twitter @HillPCIGroup.

Lessons Learned (Step 5) – Establish Schedule Requirements

Hill-PCI Group — Mon, 03 Oct 2011 19:28:50 +0000

The following is a continuation of the Technical Article that was published in the Cost Engineering magazine on July 2011. If you missed Step 4 (Estimate Durations), click here.

STEP 5 – ESTABLISH SCHEDULE REQUIREMENTS
by Charlie Jackson (Hill International) & Hannah E. Schumacher (Kitchell Contractors)

AACE International’s Total Cost Framework (TCM 7.2) outlines the twelve (12) steps for Schedule Planning and Development as follows:

Plan for Schedule Planning and Development
Identify Activities
Develop Activity Logic
Estimate Durations
Establish Schedule Requirements
Allocate Resources
Optimize Schedule
Establish Schedule Control Basis
Review and Validate Schedule
Document and Communicate Schedule
Submit Schedule Deliverables, and
Develop and Maintain Methods and Tools. [1]

Establish Schedule Requirements

The next step is “to establish the project or contract time limitation requirements and the date constraints within the plan” [1]. These can be contract milestones such as fixed dates for Substantial Completion and Phased Turnovers. P6™ allows for several type of constraints (both primary and secondary constraints are available). The user must understand the use of constraints, their impact on date calculations, and understand which constraint type to use.

Due to contractual requirements and/or time limitations, precedence relationships may not be the driving consideration for specific activities (i.e. contract or project completion, phase startup and/or completion). In these cases the use of imposed time constraints might be required to reflect the activity’s importance within the path of precedence relationships.

When assigning these Constraints (whether contractual or internal) (Activity Details, Status tab) the user should consider the level of priority of the date (contract completion over a material date), in other words, a level of priority or process for change should a change in date be required. If a date change is not optional you might choose one type of constraint versus another type.

To read more, click here.

For inquiries, you may call Hill-PCI at (800) 511-1888, email us at info@hillpci.com or you may reach us on Twitter @HillPCIGroup.

Paid Internship Opportunity for Students: SQL REPORT WRITER

Hill-PCI Group — Thu, 29 Sep 2011 17:01:46 +0000

Hill-PCI is looking for highly talented students in the area of SQL REPORT WRITING.

GENERAL DESCRIPTION:

Responsible for data analysis and management reporting.
Creates/designs and runs database reports using PC platforms or report writing tools
based on end-user needs.
Incorporates end-user requests and requirements to develop an enterprise reporting solution. Identifies appropriate metrics on which to report and utilizes software to generate metrics and develop actionable recommendations.
Provides support to research team or management by collecting, analyzing data and reporting results.
Must have in-depth knowledge of SQL programming and be highly proficient in data extraction and reporting techniques. May train end-users on report writing.

NOTE: Full time opportunities will be available upon graduation.

Contact or Send Resume to:
Payam Fardanesh
Vice President of Sales & Marketing
Hill – PCI Group
PayamFardanesh@hillpci.com
916-429-5716

About HILL-PCI:

HILL-PCI is an International company with customers in US, Europe, and EMEA-ASIAPAC and is responsible for sales and services of Project Management Software. The SQL opportunity will report to the HILL-PCI Business Unit. www.HILLPCI.com

Summary of Hill INTERNATIONAL:

Hill International offers extensive project management and construction claims consulting services worldwide. Having participated in over 10,000 project assignments with a total construction value of over $500 billion, Hill has managed all phases of the construction process, from concept through completion. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. The Project Management Group is complemented by a world-renowned Construction Claims Group, which has participated in over 50,000 disputes valued in excess of $100 billion. Construction owners turn to Hill to help minimize risk and deliver projects on time, within budget with the highest quality deliverable.

Traded on the NYSE, Ticker Symbol : HIL
www.HillINTL.com

Lessons Learned (Step 4) – Schedule Development Using Primavera P6

Hill-PCI Group — Fri, 23 Sep 2011 23:01:12 +0000

The following is a continuation of the Technical Article that was published in the Cost Engineering magazine on July 2011. If you missed Step 3 (Develop Activity Logic), click here.

STEP 4 – ESTIMATE DURATIONS
by Charlie Jackson (Hill International) & Hannah E. Schumacher (Kitchell Contractors)

AACE International’s Total Cost Framework (TCM 7.2) outlines the twelve (12) steps for Schedule Planning and Development as follows:

Plan for Schedule Planning and Development
Identify Activities
Develop Activity Logic
Estimate Durations
Establish Schedule Requirements
Allocate Resources
Optimize Schedule
Establish Schedule Control Basis
Review and Validate Schedule
Document and Communicate Schedule
Submit Schedule Deliverables, and
Develop and Maintain Methods and Tools. [1]

Estimate Durations

The next step in the process is to assign durations to each activity. Estimating activity durations is “the process of approximating the number of work periods needed to complete individual activities with estimated resources.” [2]. “The duration of planned activities is estimated to calculate the estimated start and finish dates based on the defined scope of work, estimates of required resources and their availability, and the expected performance (or consumption) rate of those resources” [1].

To read more, click here.

For inquiries, you may reach us at (800) 511-188 or info@hillpci.com.

Lessons Learned (Step 3) – Schedule Development Using Primavera P6

Hill-PCI Group — Wed, 14 Sep 2011 21:45:15 +0000

STEP 3 – DEVELOP SCHEDULE LOGIC
by Charlie Jackson (Hill International) & Hannah E. Schumacher (Kitchell Contractors)

AACE International’s Total Cost Framework (TCM 7.2) outlines the twelve (12) steps for Schedule Planning and Development as follows:

Plan for Schedule Planning and Development
Identify Activities
Develop Activity Logic
Estimate Durations
Establish Schedule Requirements
Allocate Resources
Optimize Schedule
Establish Schedule Control Basis
Review and Validate Schedule
Document and Communicate Schedule
Submit Schedule Deliverables, and
Develop and Maintain Methods and Tools. [1]

Develop Schedule Logic

Once the activities have been defined, the next step is to sequence the activities. Sequencing activities is “the process of identifying and documenting relationships among the project activities” [2]. “Logic addresses the sequential dependencies between activities, and similar issues such as programmatic, procedural, and physical requirements and constraints, and preferential sequencing in consideration of cost or resources” [1]. Recommended practice is that “logic development is an iterative planning process. This process is further refined during the schedule development and optimization” [4].

Every activity and milestone in the schedule (except the first and last) must have at least one predecessor relationship and one successor relationship.

To read more, click here.

If you find this article beneficial or if you have questions, please feel free to contact us at info@hillpci.com. Or call us at (800) 511-1888.

Reprinted with the permission of the authors and AACE International, entity of first publication, 1265 Suncrest Towne Centre Dr., Morgantown, WV 25605-1876 USA. Phone 800-858-COST/304-296-8444. Fax: 304-291-5728. Internet: http://www.aacei.org E-mail: info@aacei.org. Copyright © 2010; all rights reserved.

Lessons Learned (Step 2): Schedule Development Using Primavera P6

Hill-PCI Group — Thu, 01 Sep 2011 20:56:31 +0000

Identify Activities
By: Charlie Jackson (Hill International) & Hannah E. Schumacher (Kitchell Contractors)

AACE International’s Total Cost Framework (TCM 7.2) outlines the twelve (12) steps for Schedule Planning and Development as follows:

Plan for Schedule Planning and Development
Identify Activities
Develop Activity Logic
Estimate Durations
Establish Schedule Requirements
Allocate Resources
Optimize Schedule
Establish Schedule Control Basis
Review and Validate Schedule
Document and Communicate Schedule
Submit Schedule Deliverables, and
Develop and Maintain Methods and Tools. [1]

Identify Activities

Define Work Breakdown Structure (WBS)

The initial effort in the identification of work items or activities is the development of overall planning with high-level planning structures including Work Breakdown Structures (WBS) and Activity Codes and determining the role of each. Most organizations use the Work Breakdown Structures (Work Breakdown Structure window) within P6™ to define a project’s phased or logistical structures. However, due to the rollup capabilities and Earned Value role of the WBS, many contracts define the project’s work breakdown to cost structures and measureable budgeted quantities. This requirement can limit the project’s needs for structure and also the organization’s needs in its use of internal enterprise wide management. In this case, the Activity Codes can be used to develop project phasing or logistical layout of the project. Be aware that when exporting to P3™, the WBS will export based on numerical outline, and the Activity Codes will be exported in the order created in P6™. To read more, click here.

Hill PCI Group

RISK AWARENESS: Construction Project Delivery Approaches Have Different Risks

General Electric Selects PMWeb

PMWeb Feature Spotlight: SCHEDULING

Multi-Project Scheduling With Critical Path

Key Features

PMWeb

Lessons Learned (Step 7) – Optimize Schedule

OPTIMIZE SCHEDULE

Lessons Learned (Step 6) – Allocate Resources

ALLOCATE RESOURCES

Lessons Learned (Step 5) – Establish Schedule Requirements

Establish Schedule Requirements

Paid Internship Opportunity for Students: SQL REPORT WRITER

GENERAL DESCRIPTION:

Lessons Learned (Step 4) – Schedule Development Using Primavera P6

Estimate Durations

Lessons Learned (Step 3) – Schedule Development Using Primavera P6

Develop Schedule Logic

Lessons Learned (Step 2): Schedule Development Using Primavera P6

Identify Activities