“Developing Work Breakdown Structures (WBS)”. WBS is used to list all utility, engineering, and construction activities are broken down by phases, areas, and type of work.
It included running several what-if scenarios to optimize the sequence of operations and developing the logic, sequence, and diagrams to avoid high float values. Our Consultants in New York tested and analyzed the longest path of the project, assigned direct Crew to all construction activities, and identify man-hours throughout the job. “CPM Scheduling New York” They also provided the status of potential resources available and their feasibility to the project in New York and developed and analyzed the resource profile histogram to level resources.
We worked on schedule cost loading, manpower, and resource loading, cash flow projection. We also work on monitoring cost performance and monthly construction schedule updates.
Resource Loading in Construction Schedule included:
First, Assigning direct Crew to all construction activities and identify man-hours throughout the job.
Then, Providing the status of potential resources availability and their feasibility for the project.
Finally, Developing and analyzing the resource profile histogram to level resources.
The construction management team in NYC has also worked on successful Delay analysis and time extension claims.
1- Risk and delays assessment
2- Identify major areas of slippage
3- Delay impact analysis and recovery actions
4- Develop narrative report; shall include activities started in the month (with actual start dates), activities completed during the month (with actual start and completion dates), activities in progress (with estimated remaining durations), and activities scheduled to start in the following month (with estimated start dates).
A list of approved logic changes, a list of proposed logic changes, new activities, and deleted activities.
“CPM Scheduling New York” Recommendations for adjusting the Construction Progress Schedule to meet contractual milestone completion dates (includes why the schedule needs to be adjusted, e.g., change orders in the construction schedule, weather delays, contractor resources, etc.)
