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ust as project planning andscheduling are necessary to ensurethat a project is properly andlogically organized, it should also be

equally necessary to properly monitor theproject progress to ensure that all changesare incorporated into the original plan andthat the completion date has not beenjeopardized. Without this propermonitoring, the projects completion andthe ripple effect upon succeeding projects

is uncertain.The predecessor to this updating or

monitoring is that a project has to havebeen properly planned out in a networklogic format with interdependentrelationships between work activities andproper estimation of duration made foreach activity. From there, it is up to theperson managing the project to determineat what intervals they want to evaluateprogress.

Project updating or monitoring doesnot have to be too time-consuming;however, on the other hand it can be ascomplex as the manager needs. A simpleupdate would involve evaluating progressmade on the activities involved betweenthe last update and the current one beingperformed. This usually involves dates thatwork activities were started and completedand also percentages of work on theactivities that are currently beingperformed. At the other extreme, amanager can monitor quantities completedor resources expended to obtain a percent

complete for a work activity; thereby, givinghim or her a more accurate picture of thecompleted work.

This article will basically examinethree different levels of projectmonitoring/updating to meet a managersneeds. And will look at the informationneeded, the accuracy of the information,the results from this process, and the bestmethods recommended.

A schedule is a time-phased plan for

accomplishing the tasks that make up aproject. It is based on specified logicalrelationships between the tasks and onestimated task durations. It is very unlikelythat the actual task durations will be exactlyas estimated. It is also unlikely that theactual construction sequence will beexactly as depicted in the logic diagram.Furthermore, there may be additions ordeletions to the scope of a project that willaffect the dates that tasks can be started andcompleted. Reliance on the originalproject schedule throughout the durationof a project after additional information hasbecome available is very much like using aroad map that you purchased in an antiquebookstore [4].

There are three main reasons forupdating project schedules. One reason isto reflect current project status. All theparties involved in a project have vitalinterest in knowing the completion status.Periodic progress payments on a projectrelate to a specific claimed percentcomplete for the work, which if not

accurate, then the parties may suffefinancial troubles. Another reason is torestore the projects use as a managementool. This allows the parties to makeinformed decisions, such as deliveries oimportant items and to plan future eventsinvolving the project being tracked

Another reason is to evaluate the workprocedures and performances, and any

delays and associated causes. Thidocumentation may justify time extensionsand relieve the parties from damages andclaims [4].

The CPM (critical path methodnetwork can be used as the basis fomonitoring project progress. The networkcan be posted on the wall at the jobsite andprogress marked right on it with coloredmarkers. This process of keeping thenetwork up to date familiarizes the fieldoffice with the logic diagram. The objecof updating the network is to introduce theproject status, as well as any logic revisionsinto a new computation of the completiondate. To do this, all completed activitieare given a duration of zero. Activities inprogress are assigned the time durationsrequired to complete them. Activities areremoved, added, or assigned new activitynumbers to recognize any logic revisions.

When the updated information habeen entered in the network, a newcomputation is made from the presendate. This new run must be checked fo

errors. After the run has been validatedthe results are analyzed. The critical pathand float are reviewed. A key part of anycompetent update is a narrative repordescribing, at the least, the following.

the critical path; activities started, in progress

complete; and problems, milestone status, and

problem areas [5].When you determine the project statu

by the logic plan, you can forecast the

expected completion date. The generarule is that 95 percent of the originanetwork logic will not change, so only fivepercent will actually change. And anylogic changes recommended oimplemented should be documented inthe narrative report accompanying theupdate [5].

There is no single rule for setting theupdate intervals. On fast-moving jobs withshort duration, an updating every otherweek is recommended. On long-term job

CERTIFICATION PAPER

The Necessity of Project ScheduleUpdating/Monitoring/Statusing

ABSTRACT: Many people and companies have learned the value of planning and scheduling formanagement of projects. However, some fall short when it comes to committing resources,time and money, to periodically check a properly planned schedule to see if everything is beingdone according to the original plan. This missing link causes a lot of unnecessary worry thatcould be avoided if project updating, also known as monitoring or statusing, is used at periodicintervals to record a more accurate completion of the work and also to review any changes thatwere not anticipated and which have disrupted the original plan of work. These snapshots ofprogress will give all the parties involved a better feeling of the true project status, which reducesthe guessing as well as the risk involved with the project. In addition, once time and resourceshave been expended to create the original plan then the additional resources are minimal toinsure the timely completion of the task.

KEYWORDS: Planning, project management, project updating, and CPM scheduling

Jeffrey D. Kursave, CCC

J

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lasting over one year, monthly updates willsuffice. Any unexpected revision in worksequence, delivery, or activity estimatescould be the cause for a new updating.

Another advantage of updating is that itgives management an objective look at theproject at regular intervals [5].

As mentioned in the introduction,there are three possible approaches one

can take in relation to project updating.These are just common sense approachesand are highly dependent upon the projectmanager. The first is to have no scheduleupdates. Some managers believe that theoriginal schedule is what should be used tomeasure performance. I would agree thatit should be used to measure against, butwithout updating no real progress orplanned completion is known. Thismethod of thinking is out-of-date and is notrecommended for any fair to large sizeproject. With the new, simplistic software

on the market today, there is no reason tolet a project schedule go unmonitored.

The second approach to projectupdating says to do it only as-needed.The intention here is that no updates arebeing planned; however, if the project fallsbehind schedule, then an update will beperformed to evaluate progress. Thisapproach is definitely better than noupdates, but it tends to follow the samethought process. What I mean is that themanager is thinking more of no updates

than of any specific number of them. Sousually by the time the manager agrees thatan update is needed, the project isconsiderably behind and recovery is verydifficult or impossible.

The last and final approach involvespre-determined periodic updates. This isthe method that I highly recommend. Thereason why is because the updates areplanned from the start of the project andthey will give a more accurate picture ofhow work progressed, as well as a record ofactual performance when complete. It also

serves to answer questions and eliminateproblems as work moves through phases.

As an example of this process, letsexamine some changes through the life of aproject. The following project, Design &Build Project X, will be our model.

Figure 1 depicts our minimallydetermined 12 activities to accomplish thisproject. This schedule is setup on 10/01/01and is planned to start on 11/12/01 and tobe completed on 11/08/02, almost oneentire calendar year (actually 361 calendar

days). For this example, lets assume thatthe durations for the activities have beenplanned according to proper historical dataand current productivity rates. So this isthe project schedule that is agreed upon byall parties involved, and it becomes ourofficial baseline schedule to completeProject X (see Figure 1).

From here we move forward to12/31/01, which is 91 calendar days since10/01/01 when we planned the work. Wedecide to update or status the projectschedule. So we plug in the actual stardates and finish dates for the activities andchange the Rem Dur column to reflectthe remaining duration in workdays foeach activity involved during these 91 days

Figure 1Original Project Schedule (PRJX)

Figure 2Updated Schedule on 12/31/01 (PRJ1)


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The result is Figure 2, and it reflectsthat we are only one day behind (TotalFloat is -1) on completing our project on11/08/02. This means that we have onlylost one day on the project schedule. Notbad! If other changes are not known at thistime, as we are assuming, then thisschedule is published and distributed toproject parties. As a reminder for recording

work progress, it is recommended to obtainas a minimum, the following.

actual start dates; actual finish dates; percent complete; and remaining durations per schedule

activity.

The accuracy of this informationneeds to be highly credible, so it isrecommended that someone who isresponsible for the project furnish it.

On 02/25/02 we decide to updateagain, which is update #2. Repeating theabove process shows that we are now fivedays behind schedule, (see Figure 3).

Update #3 on 04/22/02 (Figure 4)reflects a compounding effect on lost time,because the project completion has nowslipped to 10 days behind schedule.Depending upon the project float time thatthe owner has this may not be too bad;however, because of the project structurebeing only 28 percent complete may be a

warning that more time may be lost duringdry-in (closing up the structure), andinterior finishes for the project. However,for this example we will assume that we canmake up the lost time and get back onschedule, so no adjustments are make atthis time.

Update #4 on 06/10/01 (Figure 5)reveals bad news. We have now dropped to15 days behind schedule and must takeaction. All parties meet and review theproject plan (schedule) and decide on thefollowing logic changes.

reduce activity #1060 projectstructure remaining duration by fivedays;

reduce finish-to-finish relationship lagtime from activity #1060 projectstructure to #1070 roof and close-upfrom 10 days down to five;

reduce start-to-start relationship lagtime from #1070 roof and close-upto #1090 interior finishes from 20days down to 15.

Getting all parties involved in thesechanges is an excellent way of getting theirapproval and support for the adjustments.

Figure 6 reflects the schedule afterincorporation of the adjustments, which isnow back on schedule to finish on11/08/02. This schedule is now ready topublish as a revised update. As a note,modifications or adjustments to the

schedule as we just did need to bedocumented and thoroughly discussed andmonitored so that they become reality. Alparties involved need to discuss and agreeon these adjustments.

Update #5 on 08/05/02 (Figure 7)reflects the project has fallen behind againby five days. It appears that this delay ibecause of procuring the equipment and



Figure 6Revised Updated Schedule on 06/10/02 (PRJ4)

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does not involve the structure. However,the next update #6 on 09/16/02 (Figure 8)is reflecting a finish date that is 20 daysafter our plan. So we repeat the earlierprocess. We meet with all the parties anddiscuss the remaining work to see where wecan save time and allow the project tofinish as originally planned (see Figure 9).In this case it appears that roof and close-

up is the driving work that must bereduced to save time. In addition, set andconnect equipment is also linked to ournegative float, so we need to explore thecause.

This becomes our most extensive, andexpensive, schedule change and they areagreed as follows.

pay overtime wages (extended weekdayhours and weekends) for roofing work(to reduce duration by five days) andinterior finishes work (to reduce

duration by 10 days), and maybe forequipment hook-ups (to reduceduration by five days);

change the finish-to-start relationshipbetween activity #1070 roof close-upand #1100 set and connectequipment to a finish-to-finishrelationship with 15 days of lag (timebetween their finishes);

change the finish-to-start relationshipbetween activity #1040 procureequipment and #1100 set and

connect equipment to a start-to-startwith 20 days of lag and a finish-to-finish relationship with 10 days of lag.

If we choose, we can collect these extracosts separately so that we will know howmuch the adjustments cost us.

The last two updates, 10/11/02 (Figure10) and 11/11/02 (Figure 11), reflect nofurther slippage and the project completesone day ahead of the original plan.

One of the misleading thoughts on

schedule updating is that nothing changesduring the process. What I mean is that aproject that was on-schedule before anupdate is suddenly three or four weeksbehind schedule after statusing the currentprogress and updating the schedule;however, the project manager then makessome logic revisions and durationadjustments and the project is back on-schedule. Management then looks at theproject and says, why do we need to keepupdating these schedules because they are

on track. Management does not realize allthe problems that were avoided and theadjustments that might have goneunnoticed, if the project had not beenupdated.

For further review, lets look at thefollowing tables comprised in a spreadsheetwith information from our originalschedule and updates.

Table 1 reflects the early or actual stardates from the schedules. Each columnrepresents a schedule update reflecting theadjusted early start or actual (if started) dateof each activity with a row under eachactivity reflecting changes from theprevious update. This Table quickly showthe schedule slippage on PRJ1, 2, 3, and 4and then the recovery of PRJ4Rv.

Figure 9Revised Updated Schedule on 09/16/02 (PRJ6)



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Table 2 has the same format but itreflects the early or actual finish dates peractivity. As with Table 1, we can see thespecific dates for each activity at eachupdate during the project. Then, Table 3reflects the duration between the early startand early finish dates, and then shows thechange from the previous update. Thesetables are helpful in presenting the effects

of each update upon each schedule activityand how adjustments were made to getback on-track.

In addition, there are companies andsoftware that help with schedule changesby comparing schedules. One suchsoftware is Schedule Analyzer Pro by Ron

Winter Consulting of Rancho Cordova,California. This software can compare theoriginal schedule with the revised orupdated one. These programs will evaluatea schedule and run easy-to-read reports onany errors, inconsistencies, coding, or

problem areas from the schedule [2].Basically, project controls is needed for

periodic reviews of the work completed todate, together with revisions of the networkmodel as necessity demands. Thistechnique has been compared to that forguided missiles: formerly one aimed at atarget, applying all known correctionsbefore firing the shot; with CPM (criticalpath method scheduling) the trajectorymay be continually changed, so that theproject is consistently steered to its

completion date [1].The general procedure is to review andrevise the project schedule (network)periodically, replacing the original planneddates with actual dates. The network is

analyzed to determine if the critical pathand the project duration (completion) havebeen affected. If the project is runningbehind, the network may be amended and

future activities crashed to restore the timelost. Crashing may take the form ofovertime work, additional resourcesadding shifts, etc. Usual causes of time


Figure 11Updated and Completed Schedule on 11/11/02 (PRJ8)

Table 1Schedule RecordsEarly or Actual Start Date

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Material RequirementsThe secondmajor prerequisite is having thenecessary materials at the actual site ofthe work for placement by theworkforce. The check-off list shouldinclude materials, tools, andequipment.Workforce RequirementsThe thirdmajor consideration in control is

workforce availability and proper crewmix.Supervision and ConstructionDetails Two other significant factorsinvolved in project control are lack ofspecific information or detail andinadequate supervision [3].

Schedule updates are performed byusing a turnaround document, which is areport that is printed for site personnel toenter progress on. The data on theturnaround document reflects the current

state for each activity, which has beeneither started, worked on, or completed.Schedule monitoring occurs as a result ofthe data captured on actual performanceon the turnaround document. Schedulemonitoring provides a clear indication ofschedule performance; however, schedulemonitoring alone is not sufficient. Theschedule must be updated at frequentintervals to maintain validity and a realisticrelationship to what is taking place on theproject. Each schedule update carries with

it, to some degree, a reimplementation ofthe schedule, especially when significantchanges are occurring as a result of actualproject performance. Part of the schedulemonitoring process is to detect adversetrends while they are correctable. Anyproject activity falling outside the expectedperformance dates must be examined indetail and the reasons for delays clearlyidentified. Corrective action for projectperformance must be based on currentvalid information. A combination of thefollowing techniques may result in a better

process: schedule monitoring andupdating, weekly progress meetings,project action checklist, and goodcooperation and communications from allthe team members for the project [3].

The accuracy of the projectinformation used is vital. This informationbecomes the historical data for thecompany, as well as documentation in caseof any legal disputes. A good method tofollow is to take the information from theofficial project reports. The best is

probably the daily report at the jobsite.This cross use of information will meanthat the information is backed up by thereporting system. If the accuracy of theinformation used is ever proved to bedifferent than other project reports, then itloses some validity.

Since we have shown why projectupdating is necessary on projects, we must

offer some other recommendations. Theupdate frequency is usually determined bythe project manager, however, for mediumto large-size project, it is definitelyrecommended to update monthly as aminimum, to avoid changes and problemsescalating out of control. In addition,keep all the project parties informed andseek their agreement to all changes andrevisions. And finally, keep gooddocumentation of all the schedule changesand modifications for future use if needed.

Project planning and scheduling is anecessity of proper management.Project updating is equally as

important. Periodic monitoring andupdating progress is necessary in order toevaluate if the original plan was correct andif the project completion date is still good.Project updating also serves as adocumented record of actual workprogress. If the original plan gets off trackthen a revised plan needs to be made inorder to meet any agreed completion

requirements. This involves adjustmentsin the schedule network logic relationshipsor in activity durations. Without propermonitoring and updating, project changesgo unnoticed until they impact thecompletion date, and then it is usually toolate to get the project back on track.

Proper updating is achieved byperforming periodic updates on the projectschedule to evaluate work completed, workprogress, and work remaining. Usingcomputer software programs for schedulingallows for easier updating of the project.

And, if the project gets behind schedule,simple adjustments can be made to activitydurations or relationships to get the projectback on schedule. However, all of thechanges need to be agreed upon by allparties involved with the project. The useof graphics, figures, and tables can help inrelating the information to the parties.

Once a process of updating is workedout, all the parties will see the simplicity ofkeeping this process up. And then, it willbecome another record of progress in case

questions or disputes come up about theprogress of the work.

The project schedule will changebecause no one can predict the future with100 percent accuracy; however, the way wemanage the project and the processes weuse should not change. CPM schedulingand project updating should always be apart of that process. x

REFERENCES

1. Antill, James M., Ronald W. WoodheadCritical Path Methods in ConstructionPractice. John Wiley & Sons, (1982)Chapter 9, 223-224.

2. Mueller, Frederick W. Integrated Costand Schedule Control for ConstructionProjects. Van Nostrand ReinholdCompany, (1986): Chapter 26, 407-416.

3. OBrien, James J. 1984. CPM inConstruction Management, Third

Edition. McGraw-Hill, (1984): Chapter 12175-197.4. Willis, Edward M. Scheduling

Construction Projects. John Wiley &Sons, (1986): Chapter 12, 269-293.

5. Winter, Ron. Schedule Analyzer Pro. RonWinter Consulting, 11100 GingerwoodWay, Rancho Cordova, CA 95670. Phone(916) 852-6987[http://www.ronwinterconsulting.com/saprochu.htm].

About the Author:

Jeffrey D. Kursave, CCCis a senior project controlsspecialist for SAIC in StLouis, MO. He iscurrently the program

controls manager for the US Army's Corps oEngineers' FUSRAP program out of theSt.Louis District.

Certification Papers - Each candidate seekingcertification as a Certified CostConsultant/Certified Cost Engineer (CCC/CCE)is expected to write a professional paper of aminimum of 2,500 words on a cost engineering-related subject and must be submitted before or atthe time of the examination. Published are some ofthe top scoring entries as an example of whatconstitutes a good entry. Other members andreaders will also gain insights on current industrytrends and projects with the publication of thesepapers in the Cost Engineering journal.

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