(PUBLIC REVIEW DRAFT) AACE International Recommended Practice No.

37R-06

SCHEDULE LEVELS OF DETAILAS APPLIED IN

ENGINEERING, PROCUREMENT AND CONSTRUCTION
TCM Framework: 7.2 Schedule Planning and Development
June 23, 2009
PURPOSE
This Recommended Practice (RP) is intended to serve as a guideline, not a standard for owners and
contractors to establish a common frame of reference and understanding when describing the level of
detail for any construction project schedule. This RP identifies four schedule formats based on level of
detail, and provides descriptions of schedule levels and the intended use of these schedules by project
participants.
This Recommended Practice provides descriptions of the schedule levels methods with the intent to
improve the understanding and communication among project participants and stakeholders involved with
preparing and using project schedules. This Recommended Practice (RP) describes the schedule level
methods that are prevalent in the construction industry today for reporting and communicating project
schedule plans, results and forecast or to-go data to respective stakeholders. This RP excludes turnaround projects, and does not necessarily apply to line of balance or linear scheduling applications.
INTRODUCTION
Project participants frequently misunderstand the definition of schedule levels, which limits the quality and
value of the information provided to the stakeholders and project participants. Usually there is more than
one level of schedule detail required and reported. Project stakeholders require different types of data and
levels of detail relative to their schedule usage.
The client is most likely to be interested in milestones and facility / feature start and completion dates at a
higher or summary level. Contractors would monitor and control their subcontractors at an intermediate
level and control their direct hire project efforts at a much greater level of detail. Subcontractors and
vendors would typically monitor and control their own work at a task list level, even though they will be
required to interface with other subcontractors or vendors and report to the construction manager or prime
contractor at a higher level. Ultimately, the project contract documents, terms and conditions will
determine the format and content of the project or program schedule levels.
Many scheduling specifications in the construction industry discuss schedule levels when referring to the
volume of activity detail displayed in the project schedule, while other schedule requirements are defined
with a descriptive title (e.g. summary vs. control schedules). The large engineering, procure and
construct (EPC) contractors have developed systems within their organizations to describe levels of detail
for their typical construction project schedules. Reporting requirements for schedule levels are routinely
established in the project planning phase and ultimately incorporated into contract specifications using
one of the generally accepted methodologies.
DISCUSSION OF THE SCHEDULE LEVEL METHODS
There are a variety of methods to describe or identify the levels of schedule details. This RP addresses
four acceptable methods:
1.
2.
3.
4.

Jelens Schedule Levels,

Construction Industry Institute (CII) Levels,
Engineering, Procurement, Construction (EPC) Schedule Levels, and
Descriptive Methodology.

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Traditionally the schedule levels have been identified by a numeric designator such as the method
described in Jelen and a similar method advocated by the Construction Industry Institute (CII). These two
numeric methods are related to the development of a project or program approaches that have been
documented within the construction industry. The numeric-based approaches correlate the schedule
levels to the levels of the projects work breakdown structure (WBS) but have not always been consistent
with the WBS. The third schedule level method, developed and used by EPC organizations, has an
abbreviated (or finite) numeric system. A fourth method uses descriptive words to identify the desired level
of schedule detail.
The mixed use of these schedule levels methods often results in misunderstandings due to depending on
the inconsistent numbering system or the confusion regarding the descriptive terms. For example, are a
summary schedule and a master schedule the same thing? This has prompted the need to clarify the
similarities and the distinctive characteristics of these schedule levels methods.
Jelens Schedule Levels
Both Jelen's Cost and Optimization Engineering and the Construction Industry Institutes (CIIs)
Publication 6-5, Project Control for Construction endorse a method that describes similar numeric
schedule levels:
Level 0: This is the total project and in effect is a single bar spanning the project time from start to
finish. Functionally there is very little practical application for a schedule that is only a single bar other
than to represent an element of a project or program time line. Level zero schedules normally will
include the project or program major milestones and bars indicating key scope.
Level 1: This represents the schedule for the project by its major components. For example, a
schedule for a process plant may be divided into process area, storage and handling area, services,
site areas, and utilities. A Level 1 schedule is normally displayed as a Gantt or bar chart.
To differentiate between program and project schedules: a Level 1 of a program schedule, for
example, would be a combination of Level 0 schedules for each component project This would give
program schedules at least one more level than the most detailed project schedule that constitutes
the overall program.
Level 2: Each schedule component is further subdivided for Level 2. For example, utility systems are
further subdivided into water, electrical, gas, storm drainage and sanitary systems, etc. In most cases
Level 2 schedules can only be shown as a bar chart although key constraints or milestones may also
be displayed.
Level 3: The first level that a meaningful critical path network can be displayed and the CPM
schedule can be used to monitor and manage (control) the overall project work. Level 3 is a good
level for the overall project control schedule since it is neither too summarized nor too detailed.
Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user.
When operating at more detailed levels, the planners generally work with segments of the total
schedule. Often the project rolling schedule includes a look-ahead period of time (30180 days)
and a look-back at recent completed work periods.
Construction Industry Institute (CII) Levels
The Construction Industry Institutes (CII) method of describing schedule levels is consistent with the
projects work breakdown structure or WBS. In the CII method, the summary level schedule would not
differentiate the project phases. Design would be shown as a single time line (for example preliminary
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design is not distinguished from final design); civil systems within the feature of work are generally not
subdivided and the site areas are not differentiated (i.e. underground or basement or the various floors or
elevations) commissioning and systems integration testing for each major component is not uniquely
defined. Therefore, key logical relationships for all project elements, cannot normally be displayed at
the summary schedule level.
According to CII (Publication 6-5, Project Control for Construction) regarding schedule levels the various
participants in a construction contract all have different levels of interest in the scheduling of the project.
The owner and the contractors home office are interested in summary level schedules. Project-level
personnel are interested in more detail. Thus there are the various schedule levels. There is no universal
agreement as to the number of schedule levels and their format. Schedule levels descriptive methods
correlate the communicating and reporting relationships to their respective audiences which allows the
user to understand the amount of information desired for each level, such as project work area, work
groups, work packages and activity/resource elements. The following provide further clarification:
Schedule levels are determined by the detail required of the key project stakeholders. Since
schedules are developed for the purposes of performing that specific phase of the work, all schedules
therefore should roll-up from more detailed scope of the activities and tasks.
It is intended that all of the levels of detail are derived by the roll up (summarized) or roll down
(expanded detail) from a single master project schedule and are not developed as separate,
fragmented versions of the project time phased plan.
Ultimately, the purpose of the schedule is to support the successful time phased performance of each
phase of work on the project.
The table below describes the characteristics of each schedule level and includes an end usage to
generally understand each intended use of the schedule level. Stakeholders and project participants who
use the information from the various levels are identified. The schedule levels designated at Level 1
displays the highest or summary level of project information required by a select group of stakeholders,
and Level 5 considers the most detailed breakout of the project scope. As stated above, this levels
method is intended to be applied to projects of differing size and complexity, across almost all industries.
Schedule
Level
Level 1

Description

End Usage

Level 1 schedule is a high-level schedule

that reflects key milestones and summary
activities by major phase, stage or project
being executed. This schedule level may
represent summary activities of an
execution stage, specifically engineering,
procurement, construction and start-up
activities. Typically represented in Gantt
format. Depending upon when and how
developed, a Level 1 schedule may or may
not be the summary roll-up of a more
detailed CPM schedule.

Level 1 schedules provide high-level

information that assist in the decision making
process (go/no go prioritization and criticality
of projects). Specifically, a project may be
considered part of a program of projects
(whether completed, in progress, or not yet
started). The level 1 schedule assists in
defining the necessity of implementing
actions and course correction (if warranted, it
may be necessary for high level
management to intercede in the execution of
the project). Audiences for this schedule
Level include, but are not limited to client,
senior executives and general managers.

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Level 2

Level 2 schedules are generally prepared

to communicate the integration of work
throughout the life cycle of a project. Level
2 schedules may reflect, at a high level,
interfaces between key deliverables and
project participants (contractors) required
to complete the identified deliverables.
Typically presented in Gantt (bar chart)
format and rarely in CPM network format.

Level 2 schedules provide high-level

information that assist in the project decisionmaking process (re-prioritization and
criticality of project deliverables). Level 2
schedules assist in identifying project areas
and deliverables that require actions and/ or
course correction. Audiences for this type of
schedule include, but are not limited to
general managers, sponsors, and program or
project managers.

Level 3

Level 3 schedules are generally prepared

to communicate the execution of the
deliverables for each of the contracting
parties. The schedule should reflect the
interfaces between key workgroups,
disciplines, or crafts involved in the
execution of the stage. Typically presented
in Gantt or CPM network format, and is
generally the output of CPM scheduling
software.

Level 3 schedules provide enough detail to

identify critical activities. Level 3 schedules
assist the team in identifying activities that
could potentially affect the outcome of a
stage or phase of work, allowing for
mitigation and course correction in short
course. Audiences for this type of schedule
include, but are not limited to program or
project managers, CMs or owners
representatives, superintendents, and
general foremen.

Level 4

Level 4 schedules are prepared to

communicate the production of work
packages at the deliverable level. This
schedule Level should reflect interfaces
between key elements that drive
completion of activities. Typically presented
in Gantt or CPM network format.

Level 4 schedules usually provide enough

detail to plan and coordinate contractor or
multi-discipline/craft activities. Audiences for
this type of schedule include but are not
limited to project managers, superintendents,
and general foremen.

Level 5

Level 5 schedules are prepared to

communicate task requirements for
completing activities identified in a detailed
schedule. Level 5 schedules are usually
considered working schedules that reflect
hourly, daily or weekly work requirements.
Depending on these requirements, the
Level 5 schedules are usually prepared a
day or week in advance. Typically Level 5
schedules are presented in an activity
listing format without time scaled graphical
representation of work to accomplish.

Level 5 schedules are used to plan and

schedule utilization of resources (labor,
equipment and materials) in hourly, daily or
weekly units for each task. Audiences for this
type of schedule include but are not limited to
superintendents, general foremen and
foremen.

Engineering, Procurement, Construction (EPC) Schedule Levels

The Engineering, Procurement, and Construction Schedule generally referred to as the EPC Model
generally consists of only three formal levels, regardless of how large or complex the specific project
being scheduled may be. The level of detail presented in an EPC model schedule is intended to be
directly aligned with that particular phase of development for the project. In other words, the level of an
EPC schedule detail would depend upon the detailed scope definition.

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As the project moves into subsequent phases and more scope information becomes available, the
schedule is revised to reflect this additional detail (which is sometimes referred to as a rolling-wave
method of scheduling). For example, an EPC schedule early in the project could be developed to Level 3
in terms of the detailed engineering/design phase, but the procurement and construction phases might
only be detailed to Level 1 or 2. This would be generally true at conceptual design, or at the basic
(preliminary) design stage (or phase).
The EPC Level 1 schedule summarizes the overall project for client and management. EPC Level 1
schedules show start and finish dates for the major project phases and key milestones (such as design,
procurement, construction, and commissioning and start-up). Significant contract milestones and projectspecific milestones or activities are included in EPC Level 1 schedules as required by the project
execution plan.
EPC Level 2 schedules contain more detailed activities for each of the summary phases previously
identified in the Level 1 schedule. This often includes a breakout of the various trades or disciplines
responsible for the activities in each phase, the critical procurement activities, the major elements of
construction, and general commissioning and start-up requirements. Generally in the EPC Level 2, this is
the first level of scheduled detail where logical links or task relationships may be shown.
EPC Level 3 is the first level where the full use of critical path method (CPM) techniques could be shown
effectively. In addition to start and finish dates for each grouping of deliverables or activities within each
phase of the project, EPC Level 3 schedules include major review and approval dates as well. Most EPC
schedule models are not developed below Level 3 in terms of CPM activity detail, with the intent to keep
the schedule broad enough to be described for any specific project.
Since EPC schedule levels are normally limited to Levels 1 through 3, sometimes an external schedule
or set of schedules would be included for a project. These external schedules are called Level 4.
EPC Level 4 are detailed work schedules and would be prepared outside of the CPM software, The
theory is, that if there is too much detail within the CPM network, the schedule would not only lose its
flexibility as a value-added tool to manage the job, but schedule maintenance would become difficult, due
to the greater effort needed to maintain the CPM logic after each progress update. A variety of software
tools can be employed to develop work schedules at Level 4 and below: spreadsheets, databases, and
word processing are all utilized.
Descriptive Methodology
The descriptive levels methodology that has been utilized by the construction industry simply uses
descriptive words in place of numerical levels to identify the desired level of a schedule detail. Because of
the varied background and confusion of the previously described mutually-exclusive schedule levels, this
often results in misunderstandings due to the inconsistent numbering systems or confusion regarding the
descriptive terms. For example, a Summary schedule and a Master schedule are not the same thing. A
Master schedule is a consolidated schedule that incorporates multiple, related projects or parts of a
project so that they can be monitored and controlled as a unit. Therefore this has stimulated the need to
clarify the similarities and the distinctive characteristics of these schedule levels descriptions as follows:
Program/ Project Summary Schedule
The Summary schedule contains the least amount of detail and is a summary the overall program or
project timeline for client and upper management. Typically the summary schedule includes the status of
major functions and milestone objectives. The program or project owner provides the basic guidance of
the project's scope to establish this schedule. The program summary schedule is a timeline of the various
related projects.
Milestone Schedule

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Project milestone objective (target) dates are determined during the development of the project
conceptual basis and are presented in this schedule. The milestone schedule can be either in a tabular
or time scaled graphic format.
Project Level Schedule
The project level schedule is an activity and deliverable-centered schedule. Typically consisting of the
major project phases and features of work, the project level schedule integrates the projects engineering,
procurement and construction activities in time scaled network logic or bar charts. The CPM scheduling
technique is used to develop the project level schedule and the project critical path can be identified.
Project Control Schedule
The project control schedule is the detailed CPM schedule indicating the planned sequence to perform
the work. The project control schedule clearly shows work by responsibility and is usually presented in bar
chart or tabular format. The construction phase schedule indicates the planned sequence to perform the
work, requirements for manpower and equipment, access and work space limitations, and reflect activities
of subcontractors, equipment vendors and suppliers. Project control schedules include activities for key
design documents to/from design consultants, subcontractors and key vendors, preparation of design
calculations, construction and pre-commissioning documents, drawings, materials, and commissioning
interface (by others) activities. Each of the responsible project participants is responsible to maintain and
status the performance of their work activities. The project control schedule must include the entire project
scope of work, identify interfaces and potential impacts to other contractors, operations and maintenance
shutdowns, delays and disruptions, and is to be used for progress and performance measurement.
Look ahead Schedule
The project master CPM schedule can produce a detailed look-ahead schedule in bar chart format
showing activities for a period of time less than the total project duration. The look-ahead schedule
highlights the near term priorities for each of the project team participants and is periodically reviewed at
site meetings so responsibilities can be confirmed, actual dates and progress assigned, and potential
conflicts and interferences prevented.
The look-ahead schedule would be developed with the relevant superintendent and field engineers for
each trade or craft discipline and ultimately would integrate all of the crafts work schedules. A combined
look-ahead schedule includes the past period actual or as-built performance as the first of a four-period
schedule with the three-period look-ahead period. Routinely, look-ahead time periods are three-weeks to
90-days. Turn-around schedule activities used for refineries and process production plants are usually
much more detailed and, thus, cover a shorter look-ahead calendar time period. Turn-around schedule
activities are measured in minutes or hours instead of rather than days.
Task Lists
To manage daily work activities and provide the craft or crews with the proper tools and equipment when
needed, individual or crew task checklists are often developed. These are non-CPM task or work lists
that allow a project team to plan and document their work on a more detailed basis.
Supporting Data
An additional level of non-CPM detail would be project-supporting data that is usually compiled in
spreadsheets or databases. These would be schedule narratives, project submittal registers, requests for
information, punch lists and similar collections of data that contain time-sensitive components.
REFERENCES
1. AACE International Recommended Practice 10S-90, Cost Engineering Terminology, AACE
International, Morgantown, WV, (latest revision).
2. Hollmann, John K., PE CCE, Editor, Total Cost Management Framework: An Integrated Approach to
Portfolio, Program and Project Management, AACE International, Morgantown, WV, 2006.

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th

3. Amos, Dr. Scott J., PE, Editor, Skills & Knowledge of Cost Engineering, 5 Edition, AACE
International, Morgantown, WV, 2004.
4. Construction Industry Institute (CII) Publication 6-5 (September 1987), Project Control for
Construction, Reviewed by CII June 23, 2004, Construction Industry Institute, Austin, TX, 2004
5. Humphreys, Kenneth K., PE CCE, Editor, Jelens Cost and Optimization Engineering, 3rd Edition,
McGraw-Hill, New York, NY, 1991
6. Lewis, James P., Project Planning, Scheduling and Control, 3rd Edition, McGraw-Hill, New York, NY,
2006.
7. OBrien, James J., Plotnick, Fredric L., CPM in Construction Management, 6th Edition, McGraw-Hill,
New York, NY, 2006
8. AACE International Planning & Scheduling Committee Forum message exchange, November 2007,
www.aacei.org/forums.
9. Stephenson, H. Lance, CCC, Schedule Management: Schedule Classifications vs. Levels, AACE
International Transactions, AACE International, Morgantown, WV, 2007.
10. Woolf, Murray B., FASTER Construction Projects with CPM Scheduling, McGraw-Hill, New York, NY,
2007.
CONTRIBUTORS
Edward E. Douglas III, CCC, PSP (Author)
Christopher W. Carson, PSP
Paul E. Harris, CCE
John K. Hollmann, PE CCE CEP
Donald F. McDonald, Jr. PE CCE PSP
Stephen E. Mueller, CCC EVP
Michael R. Nosbisch, CCC PSP
Anthonius Pramudhito
Arash Ranjbaran, PSP
Dr. Randy R. Rapp, PE CCE
H. Lance Stephenson, CCC
Ronald M. Winter, PSP

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AACE International Recommended Practices