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Level: Basic
TCM Section(s):
7.2. Schedule Planning and Development
8.1. Project Control Plan Implementation
Venue: 2021 AACE International Conference & Expo
Abstract: The goal of every project is to complete the work on-time and on-budget.While often undervalued, the owner has an essential role in the development and maintenance of the project’s critical path method (CPM) schedule.Written by the schedulers for the Metropolitan Washington Airports Authority on Phase 2 of the $6B Dulles Corridor Metrorail Project, this paper shares the lessons learned during this fast-paced, exciting project.
Questions answered include: What are the best ways to explain the critical and near-critical paths of a complex schedule to non-schedulers?How can one effectively distill a 40,000-activity schedule into layouts that the owner’s on-site management team can actually use?What non-CPM schedule tools can be used to better illustrate the plan and track progress?
A successful scheduler must fully understand the contract and be able to coordinate with team members from different disciplines, regardless of the project’s size.This project provides an excellent case study on real-time scheduling and project management on a US-based megaproject.The lessons learned can be applied to other large-scale transit projects across the world.
Level: Basic
TCM Section(s):
7.2. Schedule Planning and Development
8.1. Project Control Plan Implementation
Venue: 2021 AACE International Conference & Expo
Abstract: The goal of every project is to complete the work on-time and on-budget.While often undervalued, the owner has an essential role in the development and maintenance of the project’s critical path method (CPM) schedule.Written by the schedulers for the Metropolitan Washington Airports Authority on Phase 2 of the $6B Dulles Corridor Metrorail Project, this paper shares the lessons learned during this fast-paced, exciting project.
Questions answered include: What are the best ways to explain the critical and near-critical paths of a complex schedule to non-schedulers?How can one effectively distill a 40,000-activity schedule into layouts that the owner’s on-site management team can actually use?What non-CPM schedule tools can be used to better illustrate the plan and track progress?
A successful scheduler must fully understand the contract and be able to coordinate with team members from different disciplines, regardless of the project’s size.This project provides an excellent case study on real-time scheduling and project management on a US-based megaproject.The lessons learned can be applied to other large-scale transit projects across the world.