Hanscomb provides detailed schedules on some of the most complex projects and programs in the industry, using Primavera or MS Project as the task requires. We also provide analysis of contractor schedules and delay claims, identifying and analyzing impacts to the critical path and assessing the true effect of a delay.

Our approach to preparing a schedule is grounded in the belief that in order to be most effective, the project schedule should be a collaborative effort into which all stakeholders have buy-in.  The following are some important elements that we recommend for schedule development, implementation and oversight:

  • Interactive, Collaborative Schedule Development. We suggest a unique approach to early scheduling and master planning that has proven very successful on our projects. We assemble all of the team members into one room to evaluate specific responsibilities and their time duration. Each team member creates activities on colored “post-it” notes and posts them to a large wall calendar in an interactive process that builds a collaborative schedule. This innovative and interactive method ferrets out the “pinch points”, trouble spots in the schedule (schedule risk) and brings to light the inter-dependency of activities as well as the importance of planning for long-lead items.  The exercise provides an emphasis on teamwork as well as individual buy-in and accountability. From the very beginning schedule risks are identified and mitigation steps can be taken to reduce their potential impact.

  • Integrated Master Schedule. Our team works with the project stakeholders collaboratively to develop a master schedule, integrated with owner activities and identifying key milestones for successful project delivery.

  • Schedule Control. Once the integrated master schedule and general contractor’s schedules are in place, our team’s emphasis shifts to monitoring, managing, controlling and reporting. Throughout the construction phases of the project, our project managers administer and track team deliverables and milestones. During construction we follow standard procedures for contractor schedule submittals, analyzing and evaluating base-line schedules against future submittals by the general contractor, reporting any non-conformance with or slippage from the planned schedule.

  • “Look-Ahead” Schedules. We regularly review with the general contractor short-term (2, 3 or 4 week) “look-ahead” schedules at weekly progress meetings to conduct a more focused review and help provide clear communication of expectations during the immediate weeks ahead.

  • Schedule non-conformance. If schedule non-conformance is encountered, our project manager notifies the owner and will work at the owner’s direction with the general contractor to develop and implement recovery plans and activities to mitigate any issues.

Our goal is to be proactive, anticipating potential schedule issues, identifying them as they happen, and implementing collaborative solutions to mitigate impact to project delivery. While the general contractor typically “owns” the schedule, we believe the team has a responsibility to work with the contractor to ensure the planned progress can be accomplished, and that the plan is working.