Ill

US Army Corps
of Engineers
Construction Engineering USACERL Technical Report 96/71
Research Laboratories June 1996

An Evaluation of Scheduling
Requirements on Federal Fixed-Price
Construction Projects
by
E. William East and Clifford Weese

Thirty-two agencies have jurisdiction over Federally

funded construction projects. Variation among agency
requirements for project planning and scheduling has
been thought by members of the construction industry to
be a barrier for small and medium sized contractors who
wish to bid on Federal construction projects. Regulatory
variation was also thought to raise the cost of Federal
construction projects.
The results of an evaluation of Federal scheduling
specifications and follow-up survey of Federal agencies
participating in the Federal Facilities Council's Project
Management Committee indicate that general scheduling
requirements are similar across all agencies. Agencies
appear to limit the use of complex scheduling and
planning methods to larger projects. The low cost bar
charting technique is consistently used on construction
contracts under $1 million. For smaller projects, and
projects that do not fit well into traditional scheduling
methods, few offices cited the use of the fenced-bar chart
or line-of-balance techniques.
For projects, over $1 million, virtually all offices used
commercial Critical Path Method scheduling software. A
significant number of survey respondents, however,
appeared not to address many scheduling issues that
affect the usefulness of the scheduling system output.
Survey respondents also pointed to another troubling
issue—proprietary requirements for scheduling software.

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An Evaluation of Scheduling Requirements on Federal Fixed-Price Construction Projects MIPR
E85960046
dated 22 January 1996
6. AUTHOR(S)
E. William East and Clifford Weese

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REPORT NUMBER
U.S. Army Construction Engineering Research Laboratories (USACERL)
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TR 96/71
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13. ABSTRACT (Maximum 200 words)

Thirty-two agencies have jurisdiction over Federally funded construction projects. Variation among agency requirements for
project planning and scheduling has been thought by members of the construction industry to be a barrier for small and medium
sized contractors who wish to bid on Federal construction projects. Regulatory variation was also thought to raise the cost of
Federal construction projects.
The results of an evaluation of Federal scheduling specifications and follow-up survey of Federal agencies participating in the
Federal Facilities Council's Project Management Committee indicate that general scheduling requirements are similar across all
agencies. Agencies appear to limit the use of complex scheduling and planning methods to larger projects. The low cost bar
charting technique is consistently used on construction contracts under $1 million. For smaller projects, and projects that do not
fit well into traditional scheduling methods, few offices cited the use of the fenced-bar chart or line-of-balance techniques.
For projects, over $1 million, virtually all offices used commercial Critical Path Method scheduling software. A significant
number of survey respondents, however, appeared not to address many scheduling issues that affect the usefulness of the
scheduling system output. Survey respondents also pointed to another troubling issue proprietary requirements for scheduling
software.

14. SUBJECT TERMS 15. NUMBER OF PAGES

construction scheduling 152
project management 16. PRICE CODE
construction contracts evaluation
17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION 20. LIMITATION OF
OF REPORT OF THIS PAGE OF ABSTRACT ABSTRACT
Unclassified Unclassified Unclassified SAR
NSN 7540-01-280-5500 Standard Form 2Ö8 (Rev. 2-8Ö)
Prescribed by ANSI Std 239-18
298-102
 USACERL TR 96/71

Foreword

This study was conducted for the U.S. Army Corps of Engineers (HQUSACE) under
Military Interdepartmental Purchase Request E85960046 dated 22 January 1996. The
technical monitor for this project was Stan Green, CEMP-CE. The co-technical
monitor for this report was William Vogel, CEMP-M.

The work was performed by the Engineering Processes Division (PL-E) of the Planning
and Management Laboratory (PL), U.S. Army Construction Engineering Research
Laboratories (USACERL). The USACERL principal investigator was E. William East.
Dr. Michael P. Case is Chief, CECER-PL-E; L. Michael Golish is Operations Chief,
CECER-PL; and Dr. David M. Joncich is Chief, CECER-PL. The USACERL technical
editor was Linda L. Wheatley, Technical Information Team.

Acknowledgment is made to the members of the Federal Facilities Council (FFC),

sponsor of this project, for their thoughtful contributions to this report: Karl
Borgstrom, Construction Management Association of America; Jim Carney, Depart-
ment of Energy; Michael Carles, American Society of Civil Engineers; Will Dallenbach,
National Institutes of Health; Ray Detig, Air National Guard; Mark Filipek, Inter-
national Broadcasting Bureau; Robert Fraga, U.S. Postal Service; William Franswick,
American Consulting Engineers Council; Michael Goode, Department of Veterans'
Affairs; Mark Grammar, Corps of Engineers; Robert Jortberg, Construction Industry
Institute; Howard Kass, National Aeronautics and Space Administration; Stephen
Lakner, Food and Drug Administration; Joe Lawler, General Services Administration;
MAJ Jim Mitnik, Air National Guard; Christoper Monek, Associated General
Contractors of America; Don Newberry, Air National Guard; Carl Petchnik, U.S.
Department of State; Michael Seymour, Bureau of Health Resources Development;
Ezel Silver, Jr., U.S. Department of State; Lynda Stanley, FFC; Rick Viohl, Naval
Facilities Engineering Command; William Vogel, Corps of Engineers; Dwain Warne,
General Services Administration; William Webb, Department of Veterans' Affairs; and
Cliff Weese, International Broadcasting Bureau. Finally, special appreciation is
expressed to Henry Borger, former Executive Secretary of the FFC, for his contribution
and participation in this study.

COL James T. Scott is Commander and Acting Director, and Dr. Michael J, O'Connor
is Technical Director of USACERL.
USACERL TR 96/71

Contents
SF 298 1

Foreword 2

List of Tables and Figures 5

1 Introduction 7
Background 7
Objectives 8
Approach 8
Scope 8
Mode Of Technology Transfer 8

2 Federal Acquisition Regulation 10

3 Evaluation of Scheduling Specifications 12

Introductory Sections 12
How To Schedule the Project 14
How To Start and End the Schedule 18
When To Submit the Schedule 19
How To Submit the Schedule 20
Changing the Project Plan 22

4 Survey of Scheduling Practices 24

Fixed-Price Contracts 24
Computer Usage Issues 34

5 Conclusions 37
Scheduling Specifications 37
Survey Results 37
Areas Of Concern 37
Integration of Construction Office Information Systems 38

6 Recommendations 39

Appendix A: Collated Project Scheduling Specifications 41

General 41
Purpose 45
 USACERL TR 96/71

Personnel Qualifications . 46
Basis for Payment 49
Data Disk Requirement 57
Use of the Critical Path Method 60
Level of Detail Required 62
Interim Completion Dates 76
Default Progress Data Disallowed 77
Out-of-Sequence Progress 77
Extended Nonwork Period(s) 77
Negative Lag(s) . ..., 78
Project Schedule Submissions 78
Narrative Report 96
Approved Changes Verification 103
Schedule Reports 105
Network Diagram 110
Periodic Progress Meetings 117
Progress Meeting Contents 119
Justification of Contractor's Request for Time 120
Justification of Delay 122
Planning for Directed Changes 125
Ownership of Float 126
Prosecution of Work 127
Work Disruptions 130
Index Of Scheduling Specifications by Participating Agency 132

Appendix B: Project Scheduling Survey 135

Appendix C: Survey Respondents 144

Acronyms 149

Distribution
USACERL TR 96/71

List of Tables and Figures

Tables

Matrix of schedule types 13

Scheduling survey responses by agency 24

Activity code use 31

Figures

1 Size of fixed-priced projects . 25

2 Size of fixed-price projects (log scale) 26

3 Average project size by agency 26

4 Example of a fenced-bar chart 28

5 Precedence diagram method 29

6 Arrow diagram method 29

7 Line-of-balance method 30
USACERL TR 96/71

1 Introduction

Background

Project planning and scheduling techniques are required for all Federal construction
projects by Federal Acquisition Regulation (FAR). One section of this regulation
instructs Federal agencies on using project planning techniques to ensure that
taxpayer interests are protected during a construction project. Based on the broad
requirements of the FAR, each agency prepares internal regulations and standing
operating procedures that ultimately appear in construction contracts.

Thirty-two agencies have jurisdiction over Federally funded construction projects.

Variation among agency requirements for project planning and scheduling has been
thought to be a barrier for small and medium sized contractors who wish to bid on
Federal construction projects. In addition to being a barrier to entry for unfamiliar
contractors, the regulatory variation was also thought to raise the cost of Federal
construction projects.

The Federal Facilities Council (FFC), which sponsored this project, is a cooperative
association of 18 Federal agencies with interests and responsibilities related to Federal
construction. The FFC's mission is to identify and advance technologies, processes,
and management practices that improve the planning, design, construction, mainte-
nance, management, operation, and evaluation of Federal facilities.

The FFC operates under the auspices of the Board on Infrastructure and the Con-
structed Environment (BICE), which is a unit of the Commission on Engineering and
Technical Systems (CETS) of the National Research Council (NRC). A Program Com-
mittee plans and coordinates FFC activities. To help fulfill the FFC's mission, the
Program Committee has established six standing committees. The specific committee
under which this project was conducted is the Standing Committee on Project Manage-
ment, which addresses technical, administrative, and policy issues associated with the
management of design and construction contracts for Federal facilities.
 USACERL TR 96/71

Objectives

In July 1994, the FFC Standing Committee on Project Management began discussing
ways to improve the timeliness of Federal construction projects while reducing the
administrative burden imposed on construction contractors. In addition to the timeli-
ness of construction projects, consideration was given to: (1) the development of a
consistent set of requirements to simplify Federal contracting, (2) the impact of reduc-
tions in government personnel to monitor progress schedules, and (3) the need to
identify the benefits of formalized project planning. Based on these discussions, a
study was undertaken to evaluate the effective use of construction planning across all
Federal agencies participating in the FFC. The objective of the study, then, was to
evaluate the specification and use of project scheduling on Federal construction
projects.

Approach

The first part of the study was a comparative review of the contract clauses used for
scheduling Federal construction projects (Appendix A). The second part was a survey
to identify how those clauses were actually used to determine the current state of
project planning and scheduling across the Federal government (Appendix B).

Scope

The conclusions and recommendations included in this report are based on review of
Federal scheduling specifications. All agency representatives, acknowledged in the
Foreword, had the opportunity to review the conclusions and recommendations. All
comments provided have been included in this report.

Mode Of Technology Transfer

The results of this report may be used by construction project owners or owners
representatives at all levels of government and private practice to reduce the cost of
construction through revised and improved project scheduling practice. Construction
contractors and consulting firms may use this report to review general agency
requirements and rationale for scheduling.

The results of this report also may be used by Federal, state, and local government
agency representatives to develop more effective scheduling specifications. The report
USACERL TR 96/71

also may be published by the National Research Council, National Academy of

Sciences. Copies will be provided to U.S. state governors.
10 USACERL TR 96/71

2 Federal Acquisition Regulation

All Federal agencies use the FAR or other supplemental regulations to acquire
supplies and services. FAR clause 58.236-15, "Schedules for Construction Contracts"
(1984) specifically relates to the scheduling of construction contracts. Federal con-
struction agencies may reference this clause (provided below) or use an appropriate
agency supplemental clause.

(a) The Contractor shall, within five days after the work commences on the
contract or another period of time determined by the Contracting Officer, prepare
and submit to the Contracting Officer for approval three copies of a practicable
schedule showing the order in which the Contractor proposes to perform the work,
and the dates on which the Contractor contemplates starting and completing the
several salient features of the work (including acquiring materials, plant, and
equipment). The schedule shall be in the form of a progress chart of suitable scale
to indicate appropriately the percentage of work scheduled for completion by any
given date during the period. If the Contractor fails to submit a schedule within
the time prescribed, the Contracting Officer may withhold approval of progress
payments until the Contractor submits the required schedule.

(b) The Contractor shall enter the actual progress on the chart as directed by the
Contracting Officer, and upon doing so shall immediately deliver three copies of the
annotated schedule to the Contracting Officer. If, in the opinion of the Contracting
Officer, the Contractor falls behind the approved schedule, the Contractor shall
take steps necessary to improve its progress, including those that may be required
by the Contracting Officer, without additional cost to the Government. In this
circumstance, the Contracting Officer may require the Contractor to increase the
number of shifts, overtime operations, days of work, and/or the amount of construc-
tion plant, and to submit for approval any supplementary schedule or schedules in
chart form as the Contracting Officer deems necessary to demonstrate how the
approved rate of progress will be regained.

(c) Failure of the Contractor to comply with the requirements of the Contracting
Officer under this clause shall be grounds for a determination by the Contracting
Officer that the Contractor is not prosecuting the work with sufficient diligence to
ensure completion within the time specified in the contract. Upon making this
determination, the Contracting Officer may terminate the Contractor's right to
proceed with the work, or any separable part of it, in accordance with the default
terms of this contract.
USACERL TR 96/71 11

Each agency may interpret the FAR clause to best fit their specific needs for project
scheduling. Because the FAR was written more than 10 years ago, many areas of the
regulation need to be expanded upon to fully address current issues. The interpreta-
tion of the FAR clause, by each responding agency, is discussed in the next chapter.
12 USACERL TR 96/71

3 Evaluation of Scheduling Specifications

Construction scheduling specifications from 11 Federal agencies were submitted by

committee members. The complete set of collated specifications sections are provided
in Appendix A. A complete index of these specifications is provided at the end of the
appendix. The following paragraphs discuss the requirements for specific data in the
scheduling specification, describe the contents of the collated specification sections,
and identify any significant deviations between agencies.

Introductory Sections

The primary purpose of the introductory sections of scheduling specifications is to

provide information to specification writers. Information included in the instructions
section (see Appendix A, General) should assist specification writers to determine the
type of schedule required.

For smaller projects, bar charts are the preferred scheduling method. Large, complex
projects require the evaluation of the duration of tasks and the sequence between the
tasks. Therefore, the Critical Path Method (CPM) is specified.

Table 1 compares agency thresholds for bar charts with CPM for those agencies that
publish their instructions as part of their guide specifications.* The General Services
Administration (GSA) has the most detailed requirements distinguishing between bar
charts, simple CPM schedules, and detailed CPM schedules. Thresholds for the Voice
of America (VOA) (a branch of the U.S. Information Agency), the Department of
Veterans' Affairs (DVA), and the Corps of Engineers (COE) set $1 million as the level
at which CPM schedules are required. The DVA and the COE also require contractors
to submit their construction schedules on a data disk. Specifications and regulations
for agencies not included in Table 1 do not identify dollar thresholds but mention that
complex projects or time-sensitive projects should be scheduled using CPM.

Other responding agencies may have instructions similar to those provided in Table 1; however, that information
was not included as part of the specification submission.
USACERL TR 96/71 13

Table 1. Matrix of schedule types.

Project Size ($) Contract Type Payment Type Schedule Type Agency
<2.5M Traditional Fixed-Price Bar Chart GSA
2.5M - 5M Traditional Fixed-Price Simple CPM GSA
>5M Traditional Fixed-Price Detailed CPM GSA

>1M RFP, IFP, other any CPM VOA

>1M any any Data Disk - VA Format DVA

>1M any any Data Disk - SDEF COE

In addition to providing information for specification writers, introductory scheduling

specification sections also explain the purpose or importance of the contractor's timely
completion of the project to the project's overall success. The specification submitted
from the Department of Health and Human Services (HHS), National Institutes of
Health (NIH) provides one example of such a purpose statement:

It is expressly understood and agreed that the time of beginning, the rate of
progress, and the time of completion of the work are of the essence of this Contract.
The work shall be executed with such progress as required to prevent any delay to
other contractors working on other projects at the site, the Contract milestone
dates, and the general completion of the Contract.

Many general contractors hire consultants to produce construction schedules, so the

initial statement of purpose in the scheduling specification is vital. Even if the prime
contractor does not care to understand the details of the CPM, the importance of
timely completion is emphasized as the reason for a schedule's creation and use.
VOA's purpose statement, excerpted below, clearly describes the schedule's use:

... the effective planning, scheduling, cost accounting, and reporting of the design,
fabrication, shipment, installation, commissioning, and acceptance testing ... (The
schedule) shall be used by the Contractor to generate monthly management reports
which will provide the following: A measurement of actual performance versus
targeted schedules; A basis for assessing requests for progress payments; An early
warning system for forecasting potential problem areas;...

Qualifications for Contractors' Staff

Introductory sections of construction contracts for many agencies also require that
persons who produce the construction schedule be qualified to do so. Typical require-
ments for the project scheduling staff run from the use of in-house resources to use of
a construction scheduling consultant (see Appendix A, Personnel Qualifications).
14 USACERL TR 96/71

While the use of scheduling consultants may eliminate the need to train contractor
personnel in the use of correct CPM scheduling, schedule consultants often do not
coordinate their project plans adequately with the contractor and subcontractors
working on the project. Specifications often do not directly address this issue but
require the contractor to produce a reasonable plan of construction and allow the
Government to approve the scheduling consultant to be used.

The Schedule Is Used for Payment

While contractors are primarily concerned with the estimated and actual cost of
construction, on fixed-priced contracts, the Government is primarily concerned with
the agreed upon and budgeted Earned Value of each activity. Adding the budgeted
and actual Earned Value to each schedule activity is required at most agencies (see
Appendix A, Basis for Payment).

Adding the budgeted Earned Value of each activity allows the schedule to be updated
with the actual Earned Value for each activity as the project proceeds. Adding the
Earned Value of all the completed and in-progress activities provides the total value
of the work that has been accomplished.

Federal scheduling specifications frequently describe adding Earned Value as

"cost-loading." From the Federal agency's view, the Earned Value is the cost of the
activity; however, to the contractor who must track budgeted and actual costs over
time as well as Earned Value, the specifications may not provide sufficient explana-
tion. Persons not specializing in construction scheduling might find it difficult to
match the cost-loading requirements of the Federal agency specifications with the
variety of cost fields available to contractors in many commercial software systems.
Training of government scheduling personnel and specification writers should be
provided to fully explain the differences between the various types of cost loading that
may be included on schedules.

Deductions from the total amount earned may be withheld according to the scheduling
specifications of some of the participating agencies. The specifications describe the
conditions under which payment will be withheld.

How To Schedule the Project

Sections describing how the schedule is to be calculated frequently appear in Federal

scheduling specifications. Once the size of the project exceeds the threshold for bar
charts, CPM is specified by all Federal scheduling specifications (see Appendix A, Use
USACERL TR 96/71 15

of the Critical Path Method). The use of CPM on a specific project demands that the
contractor divide a project into a set of tasks. Since construction work is sometime
process and not task oriented, the level of approximation that needs to be incorporated
into the schedule is also addressed (see Appendix A, Level of Detail Required).

Knowing the correct method and level of project detail should be enough to properly
create a project schedule; however, several items can change the schedule result, often
without the knowledge of anyone but the project scheduler. These items, described
below, are often incorporated into commercial software systems as "time-saving"
devices for the project scheduler. These devices are actually ways for the scheduler to
be less than precise about the sequence of a schedule or the progress being made.

A type of bar chart addressed in Federal scheduling specifications is the fenced-bar

chart, which adds lines (referred to as fences) between activity bars to show the
sequence between tasks. With the fenced-bar charts, the impact of changes or delays
to a project may be evaluated. Training is recommended for Federal schedulers on the
specification and use of fenced-bar charts.

Critical Path Method

While more complicated than the standard bar chart technique, CPM allows users to
see how changes to specific activities impact the overall project. CPM is able to show
the expected impact because both sequence and duration are represented in the project
plan. The bar chart technique does not explicitly give any information about the
sequence between tasks.

CPM has two versions: the arrow diagram and the precedence diagram methods.
Each method has its advantages and disadvantages, and few Federal agencies specify
the use of a single technique. Contractor's are often more familiar with the precedence
diagram method, so it is important for Federal specifications to allow the use of this
type of network.

While the CPM method is widely used, some aspects of CPM are difficult for many
people to use. Graphical techniques for the scheduling of repetitive horizontal and
vertical projects may, ultimately, prove to be more successful. The most useful of these
graphical techniques is the line-of-balance (LOB) method. It is recommended that
information regarding the LOB be provided to construction contractors and Federal
specification writers and schedulers.
16 USACERL TR 96/71

Level of Detail

The amount of information contained in a CPM schedule greatly depends on the type
of project and the knowledge of the scheduler. People creating schedules typically
include a disproportionately large number of activities to those types of tasks with
which they are familiar. For example, a civil engineer creating a schedule will tend
to add many site work and structural activities and may virtually ignore mechanical
and electrical activities.

While a small number of activities reduces the administrative effort required to main-
tain the schedule, a balance can be struck between reduction in administrative effort
and the accuracy of the schedule. One rule of thumb that may be used is that the dur-
ation of any activity that has an earned value should be shorter than the payment
period. For example, if the contractor is to be paid every 30 calendar days, then
construction tasks should be less than 20 working days (30 calendar days) in length.
Keeping the length of activities shorter than the length of the payment period means
that, in general, activities will not extend over two payment periods. When activities
stretch over several payment periods, the government and contractor's representatives
may have difficulty agreeing on the actual Earned Value for each activity.

The primary method used to evaluate the accuracy of the schedule is to separate the
project into groups of similar activities and compare the tasks. Computerized CPM
scheduling systems allow users to quickly sort and select activities. Activity "codes"
are used to differentiate between sets of activities. Different project requirements
have different sets of activities to evaluate (see Appendix A, Level of Detail Required).

The activity coding information required of contractors under Federal specifications

appears to fall into several categories:

• Work flow information (i.e., Workers Per Day, Work Area, Trade (also called
responsibility) and Feature of Work (work breakdown structure) allow activities
to be created that correctly model the way the contractor will perform the work.
• Procurement activities, government tasks, and Category Codes allow external
factors that frequently delay projects to be included in the project plan.
• Payment related information such as Bid Item Code and Mod or Claim Code are
included to ensure that contractors accurately allocate the project current or
future Earned Value across all schedule activities.

The method that the contractor uses to identify specific groups of activities is to be
submitted for approval (see Appendix A, Standard Activity Coding Dictionary).
USACERL TR 96/71 17

Negative Lags

The typical sequence considered when building an arrow diagram is that one activity
is completed before the start of the following activity. This type of sequence, often
referred to as a "conventional sequence," extends from the finish of one activity to the
start of the following activity. In the precedence diagram, the conventional sequence
is supported and the start-to-start and finish-to-finish sequence is added. The two
additional sequence types in the precedence method allow appropriate activities to be
modeled as concurrent tasks. Durations may also be associated with sequence in the
precedence diagraming to model the familiar notion that one task could only start a
number of days after the start of the prior activity.

The duration on the start-to-start sequence is properly called a "lead" time. The
duration on a finish-to-finish sequence is properly called a "lag" time. Commercial
software systems often name lead and lag times incorrectly, referring to both lead and
lag times as lag.

"Negative lag" occurs when a duration of less than zero is applied to any type of
sequence in a precedence diagram. The impact of this nonstandard precedence sched-
uling on the schedule calculations is similar to that of a start-to-start sequence with
a positive lead duration. Because the technique is nonstandard, some agencies specifi-
cally disallow the use of the negative lag (see Appendix A, Negative Lag).

Default Progress Calculations

Many commercial software systems have incorporated another item that allows
schedulers to automatically update schedules. This feature is used most often when
a scheduling consultant has not properly coordinated work on site with the progress
schedule. To correctly measure progress, four pieces of information must be gathered
on every activity: Actual Start Date, Remaining Duration, Earned Value to Date (or
percent complete based on cost only), and Actual Finish Date. Many agencies correctly
restrict the use of computer algorithms that may be used to determine actual start
dates or Earned Values based on a partial set of activity progress data (see Appendix
A, Default Progress Disallowed).

Out-of-Sequence Progress

Because a project schedule is only an approximate model of a construction project, and

changes to the initial plan will virtually always occur as a project progresses, some
activities may progress in violation of the sequence shown in the schedule. For
18 USACERL TR 96/71

example, one activity is to follow a second activity and the second activity starts before
the first activity has been completed.

While out-of-sequence progress may pose some difficulty in correctly evaluating

contract completion, most software systems correctly schedule a project that contains
out-of-sequence activities. Because difficulties sometimes occur with out-of-sequence
progress when activities span more than one payment period, one agency requests
contractors notify the appropriate representative when out-of-sequence progress occurs
(see Appendix A, Out-of-Sequence Progress).

How To Start and End the Schedule

Starting the job on time, completing project phases before they are due, and com-
pleting the overall job within the contract period are some of the ingredients of a
successful project. Specifications require inclusion of project milestones in schedules
to ensure that the dates calculated by the software correctly reflect overall contractual
requirements.

Project Start Date

Schedulers may use one of several data fields in a software system to fix the start of
a project. One agency specifically defines which data field is to be used to fix the start
of a project so that data disks exchanged between the contractor and agency represen-
tatives will produce the same result regardless of scheduling system used (see Appen-
dix A, Project Start Date).

Project End Date

Schedulers may use one of several data fields in a software system to fix the end of a
project. Fixing the end date is important so, if a project falls behind schedule, those
activities that are delaying the project will have a negative total float. One agency
specifically defines which data field is to be used to fix the start of a project so that
data disks exchanged between the Contractor and agency representatives will produce
the same result regardless of scheduling system used (see Appendix A, Constraint of
Last Activity).

Intermediate Project Milestones

Many projects have multiple phases, each with contractually required completion
dates, so one agency requires that interim start and finish dates be included in the
USACERL TR 96/71 19

schedule. Using these fixed dates, the progress of each phase of work may be correctly
evaluated (see Appendix A, Interim Completion Dates).

Early Project Completion

Specifications are surprisingly silent regarding a contractor's possible plans to

complete a project before the contract completion date. Some agencies appear to force
contractors to show the contract completion as their finish date or simply ignore the
issue (see Appendix A, Constraint of Last Activity). This issue, however, may not need
to be addressed directly by specifications provided that agencies allow the contractor
to include an early project completion milestone.

When To Submit the Schedule

Because the bar chart or CPM schedule should coordinate contractor and subcontract
resources and then track the project's progress from start to finish, specifications
typically instruct the contractor as to when and what type of schedule to submit at
different points in the project. The submission and updating of reasonable schedules
is vital to any evaluation of progress and possible later claims, so receiving the correct
data from the contractor is essential to protect taxpayer interests.

Preliminary Schedule

For larger projects, the submission of the contractor's plan for the first 60- or 90-day
effort is vital. This preliminary plan tells the agency representatives and subcontrac-
tors what major actions will be required of them so they may assist the contractor to
begin the project expeditiously. Activities containing budgeted Earned Value items
may be included in these schedules to reimburse the contractor for some mobilization
activities such the Performance Bond and Insurances (see Appendix A, Preliminary
Project Schedule Submission).

Initial Schedule

The initial schedule submission is the contractor's plan for completing the work, on or
before the contract completion and interim milestone dates. In addition to outlining
the contractor's activities, items of coordination with agency or user organizations,
Architect/Engineer (A/E) firms, and subcontracting activities should be included (see
Appendix A, Initial Project Schedule Submission). For purposes of prompt payment,
evaluation of changes to the contract, and later potential litigation, it is vital that the
20 USACERL TR 96/71

preliminary project plan be reasonable and that the contractor execute the work based
on the tasks described by the plan.

Progress Updates

Periodic schedule updates provide the basis for measuring the contractor's progress,
earnings, and ability to complete the project on or before the contract completion and
interim milestone dates (see Appendix A, Periodic Schedule Updates). To maintain the
accuracy of the schedule, changes should be made to reflect differences between the
initial plan and the work that is ongoing. The precedence of out-of-sequence tasks may
need to be changed. All approved change orders should be included in the schedule to
reflect the current scope of work and revised project completion or interim milestone
dates.

Progress Meetings

Progress meetings are held to ensure that the contractor has the opportunity to discuss
outstanding issues affecting the completion of the project. The meeting is an oppor-
tunity for all project partners to clearly express their concerns in the context of
impacts of decisions or delays on individual (or groups) of schedule activities (see
Appendix A, Periodic Progress Meeting and Periodic Progress Meeting Contents).

How To Submit the Schedule

This section discusses the format of the information that is to be provided at the times
specified by contract.

Printed Reports

Printed reports listing all activities, calculated and actual start and finish dates, and
total float are typically a staple of project managers. While these reports are required
by the majority of responding agencies (see Appendix A, Schedule Reports), transmis-
sion of the schedule in electronic form should limit the amount of paper that needs to
be printed. A package of reports may result in printing and reproduction of several
hundred pages of paper each month. Agencies should consider providing direction to
reduce the paper reports required of contractors.

One report that was not included in most specifications is a report that lists, even in
a bar-chart format, the tasks that should start and finish during the next payment
period. Often this type of report is the most useful of all.
USACERL TR 96/71 21

Network Diagrams

Network diagrams are large plotted pictures of the sequence between activities. The
diagrams may be time-scaled or simply may provide the sequence between tasks. The
diagrams are required by many agencies, particularly at the start of a project (see
Appendix A, Network Diagrams). Because of the difficulty in obtaining meaningful
diagrams, many agencies include specific instructions on how to manipulate computer
software to produce readable drawings. Producing these diagrams is quite expensive
and a main reason why contractors turn to consultants to produce schedules.

Narrative Reports

The narrative report is an essential part of the schedule update process (see Appendix
A, Narrative Report). In the narrative report, the contractor documents the progress
made and problems encountered during an update period. It is essential that this
information be obtained and properly maintained during construction. Determining
the impacts of change orders or claims following project completion will require
correctly updated schedules. Without the narrative report, the only way for the
schedule to be validated is through a painstaking reconstruction of the project from
daily reports.

Contractors who are required to produce these narratives also benefit from written
statements of problem areas because a record of problems will be available for refer-
ence. These records allow a rapid settlement of valid claims because the negotiations
will focus on the impacts of the documented claims rather than confirming that
impacts actually occurred.

Data Disks

The exchange of electronic versions of schedules is the most efficient and least costly
method for transmission of the schedule from the prime contractor to all other project
partners. While all offices using computerized CPM scheduling could support some
form of electronic exchange, most Federal offices do not specify the electronic exchange
of project planning data. Two agencies (DVA and COE) require a nonproprietary
electronic format (see Appendix A, Data Disks). While the DVA's format applies only
to the arrow diagrams, the COE format allows for the nonproprietary specification and
use of commercial scheduling software. Offices not using the DVA or COE formats
often, and incorrectly, use proprietary data exchange specifications.
22 USACERL TR 96/71

Changing the Project Plan

Initial construction schedules are merely the contractor's educated guesses about the
actual method that the contractor may ultimately use to complete the project. As the
project moves from mobilization through construction to commissioning and financial
close-out, changes to the construction schedule will be needed. Federal specifications
provide guidance on the responsibility for and conditions under which schedules may
be modified to reflect job-site conditions.

Requesting Time Extensions

Changes to project schedules often reflect additional work or changed conditions to the
original contract plans and specifications, so the changes need to be incorporated into
the schedule to determine the impact of the changes on the overall project duration.
Many agencies require the contractor to use the schedule to justify any requests for
additional time (see Appendix A, Justification of Contractors Request for Time, Justifi-
cation of Delay). Contractors who created reasonable initial schedules and correctly
updated their schedules will more easily justify time extensions because the only
issues that will be argued are which individual activities are affected by a change and
the extent of that effect.

Incorporating Directed Changes

A contractor is sometimes directed to begin work without settling on the cost of that
work. In these cases, the government often reserves the right to have the contractor
make specific "directed changes" to the schedule (see Appendix A, Planning for
Directed Changes).

Incorporating Approved Changes

During the project update period, contractors are expected to incorporate all approved
change orders into the project schedule. These changes may include the addition, dele-
tion, or modification of several activities. Logic changes may also be made as a result
of approved changes. The contractor is usually required to identify these changes (see
Appendix A, Approved Changes Verification).

Incorporating Work Disruptions

Disruptions in construction projects are the rule rather than the exception. An
extended period of poor weather, for example, may be a disruption to be included in the
USACERL TR 96/71 23

schedule. Work disruptions should be reflected in the construction schedule to deter-

mine the impact of the disruption on interim milestones or the overall project comple-
tion date (see Appendix A, Work Disruptions). A new activity that represents the
weather delay should be added to the schedule, and all those activities impacted by the
delay should be sequentially linked to the delayed activity.
24 USACERL TR 96/71

4 Survey of Scheduling Practices

The specifications described in the previous chapter represent the official guidance of
each agency regarding project scheduling. To develop an understanding of how the
specifications are used by construction office personnel, a survey (Appendix B) was
developed and mailed to all representatives of the committee. Table 2 lists the 62
respondents to the survey and their agency affiliations.

All surveys (including those from the DVA and Department of State) were completed
by personnel who are or recently have been involved in the daily administration of
progress schedules. The discussion
below describes the way individual Table 2. Scheduling survey responses by agency.
Army, Corps of Engineers 21
offices have actually implemented
National Aeronautic and Space Administration 16
scheduling specifications at those
Voice of America 13
offices responsible for monitoring Naval Facilities Engineering Command 8
progress schedules. Department of Health and Human Services 2
Department of Veterans' Affairs (HQ) 1
State Department (HQ) 1

Fixed-Price Contracts

The typical construction process in the U.S. construction industry involves three
phases: designing, bidding, and constructing. The most common form of construction
contract in the United States is the fixed-priced contract under which a contractor
agrees to provide all resources and personnel required to construct the project
described by a set of plans and specifications within a given period of time.

Relative Size of Projects

An important aspect of a project, from a scheduling point of view, is the size of projects
typically completed at an office. Therefore, the first portion of the survey attempted
to identify the range of projects completed at each responding office. Figure 1 graphs
the typical size of small, medium, and large projects at each office. While six offices
had very large construction projects, most offices appeared to have smaller projects.
USACERL TR 96/71 25

Range of Project Sizes for Offices Responding

$180.000.00

$160,000.00

$140,000.00

-S $120,000.00
o
o ■ Large
o $100,000.00
H Medium
■ Small
$80,000.00
o
a $60,000.00

$40,000.00

$20.000.00

$0.00 ■frfl rfliJßrA 1m Jfc

Offices Responding

Figure 1. Size of fixed-priced projects.

Figure 2 expands the view of those offices with smaller projects by providing a log-
scale view of the project comparisons. The log scale also shows that most offices have
a significant range of projects. A wide difference in the administration of large and
small projects would be expected, so the variety of construction work accomplished at
the offices illustrates the office staffs' need to correctly customize the specifications for
each project.

Most specifications are customized by A/E firms during the design phase of the project.
Guidance to the A/E firm on scheduling specifications is based on the personal
preferences of agency staff. While the use of personal preferences is a good practice,
generally, because it allows an office to be internally consistent and consistent for
projects across a geographical area, modifying scheduling specifications based on
personal preferences does allow offices to continue to use incorrect practices, such as
proprietary data exchange specifications.

Figure 3 benchmarks the sizes of projects at the responding offices by agency

affiliation. The office with the largest projects is the DVA. The large size of these
projects is not surprising considering that the DVA's single response was submitted
from that agency's national scheduling office.
26 USACERL TR 96/71

Range of Project Sizes for Offices Responding

$1,000,000.00

$100,000.00

- $10,000.00-
o
o
o
■SS $1,000.00-

$100.00-

$10.00 E Large
m Medium
HSmall
$1.00

Offices Responding

Figure 2. Size of fixed-price projects (log scale).

Average Agency Project Size

$180,000 -

$160.000 -

$140,000 -

■C? $120,000 -
ö
B Large
°- $100,000 -
</> ü Medium
| $80,000 - m Small

Q $60,000 -

$40,000 -

$20,000 - 1
BMMWBBfl
^n -
COE DVA HHS NASA NAVY STATE VOA
Agency

Figure 3. Average project size by agency.

USACERL TR 96/71 27

Depending on the particular operations of the agency, size of project may also have
been adjusted down. For example, the construction at several agencies (i.e., NASA and
NAVFAC) includes maintenance and operations types of projects. These small projects
often are not included in the work of the COE and DVA where site offices are
responsible for maintenance contracts.

Planning Methods Used

An evaluation of the types of project planning methods used was conducted based on
projects under $1 million and projects over $1 million. This level seemed to be a good
breaking point between projects because many offices have statutory considerations
for projects over $1 million. More than 80 percent of offices responding had projects
under $1 million.

Of the 51 offices that had projects Under $1 million, more than three-fourths required
bar charts. Five of the 51 offices reporting projects under $1 million required arrow
or precedence diagrams for their projects. Only four of the offices managing small
projects did not require any type of project planning.

One item of note: No office specified using the fenced-bar chart to plan small projects.
The fenced-bar chart (Figure 4) provides a significant improvement over the bar chart
for project planning because the bars are tied together with vertical lines to show the
sequence of tasks through a project. With the fenced-bar chart, all project participants
might be able to see the impact of delays to activities on the overall project. For
example, the activity "Deliver Material" is on the critical path of the project and cannot
be delayed. On the other hand, the activity "Excavate" has a significant amount of
float and does not need to be started immediately at the beginning of the project. With
a fenced-bar chart, the simplicity of the bar chart is combined with the power of the
CPM in a form that is easy to use and understand.

The fenced-bar chart may also be created from many CPM scheduling systems. These
diagrams are often referred to as "time-scaled" network diagrams. While the
time-scaled network diagram may be a useful selling point for software systems,
actually getting the software to produce readable diagrams on large projects requires
significant effort. One scheduling consultant reported that having draftsmen draw
network diagrams by hand is less expensive than tinkering with the settings of
scheduling software to produce time-scaled network diagrams. The most appropriate
use of the time-scaled network diagram is to show segments of large projects. Showing
these segments (i.e., activities related to an upcoming change order) is a very powerful
communication tool. The importance of the fenced-bar chart technique is that the
28 USACERL TR 96/71

5. Fabricate Roof 9. Doorsi Windows

d4**?AM5 *" Jlllllillll --

1.Deliver Materials 10. Electrical 111111 —
WM$$g§UUKM W$£™MU* --

8. FabrleateWalla 11. Mechanical

•KAR *W«r

15. Interior Finish

8. Structure
2. Excavate
w$$M$%888i
H$ü? 11111HI111I
12. Plumbing 17. Clean Up

l«t*B ÜÜ1 llllllll|

3. Drainage
18. Hot Tub
«JW IE

l£U£ 1PLU
4.landscape -"
^^^^^^^Ä
HOUSE PROJECT
13. Fence
FENCED-BAR CHART
11! with resources listed

1 II II II II Ii II II II I1 I1 I1 I1 I1 I1 I—I—I—
1I 1I 1I 11 1I 1I 1I
1
1 1 1" I 1 1 1

10 15 20 Working Days
5

Figure 4. Example of a fenced-bar chart.

contractor may create the chart by hand, if needed, for use on small jobs where the
CPM network is not required.

Of the 57 respondents who had projects over $1 million in size, only four relied solely
on bar charts. Over three-fourths of offices used the precedence diagraming method
(Figure 5). Over one-fourth of large projects could have been scheduled using an arrow
diagram (Figure 6). Over 10 percent of the offices asked would allow schedules to be
submitted in either arrow or precedence diagram formats.

Another scheduling technique that has not be used by Federal agencies is the LOB
method. As shown in Figure 7, the LOB method uses the x-axis of the chart to indicate
time and the y-axis to indicate the work areas for the project. The construction work
is shown on the diagram using lines that start in the first work area and progress
through each area. The slope of the lines is based on the productivity rates of the
crews for the given tasks.

Work flow lines may be broken (as shown in Figure 7) if work with rapid productivity
follows work with slower productivity. Using this technique, contractors can immedi-
ately recognize bottlenecks in work flow.
USACERL TR 96/71 29

9. Doors&Wtndows
2LAB.2CAR

5. Fabricate Roof
4LAB.4CAR.1E
14. Appliances
10. Electrical 2ELE, 2PLU
1.Deliver Materials 4ELE
6LAB, 1E

6. FabricateWaUfi S. Structure 15. Interior Finish 17. Clean Up

4CAR 4L AB, 6CAR.1E 4PAI 2LAB
11. Mechanical
4MEC

le. Hot Tub

1ELE, 1PLU

7. Foundation 12. Plumbing

0 days 10LAB 4PLU

2. Excavate
8LAB.1E

4. Landecape 13. Fence

LEGEND:
3. Drainage
5LAB.1E 6LAB 4CAR
RESOURCE CODES: #. Description
Resource Code
CAR-CARPENTER
ELE - ELECTRICAN ES DUR LS
LAB -LABORER
MEC -MECHANICAL EF TF LF
PAI • PAINTER
PLU -PLUMBER

Figure 5. Precedence diagram method.

Grade and
Sod
w/ioj

o-,
Start Job Inspect

0AQ HAH
H
Legend
H &H
Early Early
Time Time
Description

lode j "►^ j-node

|-no
Duratii
Late Late
Time Time

Figure 6. Arrow diagram method.

tO USACERL TR 96/71

i
VO1
/
<n

3^
<
en
/
\

/
o
/

r—I
/ w
f 1 1 f ■ | 1 y ^

]L 2 3 456 789

Duration in Work Weeks

Figure 7. Line-of-bsilance methocI.

In Figure 7, the first activity in the schedule starts at time zero at the beginning of
Work Area 1. The activity progresses at the rate of one work area per week to
complete Work Area 6 on Week 6. The second task begins at the end of Week 1, after
the completion of the first task in Work Area 1, and proceeds at a rate of two work
areas per week. Of course, the second activity is delayed since its production rate is
twice as fast as its prior activity. The breaks in the second activity represent the float
between the tasks when scheduled at their early start date. The activities beginning
on Weeks 4 and 5 proceed uninterrupted through the work areas.

The LOB method allows work plans to be developed for projects that are often unsuited
to the development of discrete task lists or repetitive work across many work areas.
Heavy and highway construction, for example, have resisted the use of CPM because
these types of projects are more process-oriented than task-oriented. Vertical projects,
which can be broken into tasks, can still benefit from the simple and clear presentation
of an LOB project schedule.
USACERL TR 96/71 31

Schedule Detail

Projects using arrow and precedence diagrams often have specifications that explain
how the project is to be organized. As the number of activities increases, the need to
be able to extract the subset of tasks of interest becomes more important (see Chapter
2, Level of Detail).

Table 3 lists the relative usage of the various activity codes included in the discussion
of fixed-priced construction contracts. From the relative importance of the different
activity codes, it appears that government representatives are concerned with the
overall project goals and not with the details of the project. Project milestones ranked
as the most important item to be included in the schedule with major procurements
following closely.

The two codes, Work Area and Trade, may be used to evaluate the reasonableness of
a contractor's work plan. Using the two codes, the scheduler may evaluate how a con-
tractor is to take a crew or crews and move them from the first work area, through the
project, and then off the job to the next job. On relatively large projects, government
personnel do not have sufficient time to evaluate the contractor's work flow. On very
large projects (over $100 million), however, where the government often has a full time
scheduler, only 40 percent of the projects require work area and trade codes. Without
the information provided by work area and trade codes, it would be nearly impossible
for government personnel to perform an effective evaluation of the contractor's work
plan.

It is recommended that government agencies develop project scheduling training for

very large projects as the type of course suggested is not available through commercial
software vendors. Commercial vendor courses and user groups typically attempt to
sell proprietary software systems, provide forums to discuss specific software features,
or are too general.

Submission Requirements

One of the more significant decisions regarding

Table 3. Activity code use.
schedules is whether to require monthly sub-
Activity Code Usage (%)
mission of the schedule or to require that the Milestones 93
contractor submit only an initial plan. The Major Procurements 89
evaluation conducted for this project primarily Phase of Work 74
Government Furnished Equipment 70
focused on the use of the schedules on projects
Work Area 68
over $1 million as a tool to evaluate contractor Trade or Responsibility 53
progress for payment purposes.
32 USACERL TR 96/71

Over 80 percent of agencies appear to use the progress schedule as one portion of the
data required to assess the fiscal progress of the contractor. Contractors on those
projects are required to submit an initial schedule, provide monthly updates, and the
schedule updates are used as the basis for contractor payment.

While the majority of offices required cost-loaded schedules, fewer offices used the
schedules as the basis for contractor payments. The contract value of $5 million
appeared to be the cutoff point for consistently updating schedules. Contractors for
over 90 percent of projects over $5 million were required to provide monthly updates.
Contractors for projects between $1 million and $5 million were only required to
provide monthly updates 50 percent of the time.

When updating schedules, it is crucial that the schedule be changed to reflect current
project conditions. While there may be differences of opinion regarding claims, there
should be no need to discuss changes to the schedule based on approved contract modi-
fications. Only 70 percent of offices, however, required contractors to include approved
changes to the schedule. Again using the $5 million cutoff point for additional
evaluation, over one-third of contracts between $1 million and $5 million did not
include approved changes nor use the schedule for the evaluation of large changes. For
projects over $5 million, more than 20 percent of projects did not include approved
changes or use the schedule for the evaluation of changes. While the level of attention
paid to the schedule would be expected to increase for larger projects, 30 percent of
projects over $100 million did not include approved changes.

The number of large projects that did not include approved changes nor use the
schedule for claims evaluation is surprising and indicates the need for significant
improvements in Federal scheduling practices.

Submission Formats

Bar-chart submissions need be no more than a marked-up copy of the previous bar
chart. The bar chart may, however, need to be redrawn to add new activities or show
significant changes to current activities. While a detailed evaluation of smaller
projects was not conducted, it was interesting to note that requirements to update bar
charts were not found in the specifications. Updates to bar charts and progress
narratives should be required on a periodic (typically monthly) basis.

The format of schedule submission is important when arrow or precedence diagrams

are specified because that submission is to be used, in most cases, to judge the con-
tractor's progress for payment purposes. Only two-thirds of all respondents indicated
that they received paper reports documenting the contractor's progress. Many of these
USACERL TR 96/71 33

respondents appear to have supplanted paper reporting, particularly on larger

projects, with electronic schedule submissions.* Over 86 percent of offices with projects
of over $5 million contained requirements for submission of data disks.

As for submissions of progress narratives, over 80 percent of projects over $5 million

require these brief, written progress reports. The narrative is required on 70 percent
of all projects between $1 million and $5 million. The importance of these narratives
cannot be overstated for documenting progress on large projects while the project is
in progress. Such documentation is inexpensive compared to the cost of reconstructing
a project for the purposes of evaluating claims.

Submission of the network diagram was only 53 percent for projects between $1 mil-
lion and $5 million and 70 percent for projects over $5 million. Keeping the production
of these expensive and often confusing plotted charts to a minimum should decrease
the contractor's schedule administration costs. One scheduling consultant continues
to manually draft the schedule because computer generated plotting routines fre-
quently provide diagrams with many crossing lines unless the scheduler first converts
a reasonably drawn schedule into the system.

A more important report that could and has been used in many offices to replace the
network diagram is the look-ahead bar chart. Supported by the majority of scheduling
software systems, the look-ahead bar chart allows users to see those tasks that are to
start and finish within the next progress update period.

One caution regarding the use of data disks: Many agencies require contractors to
provide data in proprietary data formats. Since proprietary specifications are illegal,
agencies with these proprietary specifications are open to claims from a variety of
sources. Only the DVA and the COE have published nonproprietary data exchange
formats.

Contractor Staffing Required

Various levels of staffing requirements are placed on contractors. In the least restric-
tive case, contractors may use whomever they wish, provided a resume is submitted
and approved by the agency representative. More restrictive requirements are for
contractors to hire scheduling software consultants or provide onsite resources to
coordinate the development and production of the schedule.

Note that statistical testing to validate this hypothesis was not conducted because of time limitations.
34 USACERL TR 96/71

The first result from the survey was that 14 percent of responding offices do not
require the contractor to provide any type of scheduling experience on the project.
Unfortunately, these offices will probably receive schedules that are used only for
administrative purposes and not for project management and planning.

It is recommended that all projects over $1 million have a scheduler of the contractor's
choice who must, at a minimum, submit a resume for government approval to ensure
that the person producing the schedule has a basic understanding of scheduling.

The contractor is required to hire a consultant by 40 percent of all offices. Fifty-four

percent of offices require the contractor to have an onsite scheduler. Several offices
require the contractor to use a scheduling consultant without consideration for an
in-house, onsite scheduling staff.

Because schedule consultants may not develop well coordinated schedules and add
administrative costs to the project, it is recommended that contractors be allowed to
use in-house or consultant services. Ultimately, the schedule is for the contractor's use
in coordinating their work plan and measuring progress, so whatever method the
contractor wishes to use should be permitted.

Computer Usage Issues

Use of computer software is the only practical way for large schedules to be properly
evaluated. The 57 respondents who had projects above the $1 million threshold were
evaluated for this section. The proper use of scheduling software is essential to
adequately represent the project. In some cases, specialized computer scheduling
techniques may be used to hide the lack of progress made by contractors. As with any
other tool, the safe use of scheduling software tools requires that the software
operators fully understand where problems are and how the problems may be avoided.

Project Milestones

Correctly modeling the project's starting and ending dates and contractually required
interim milestone dates is the first essential step in correctly calculating the schedule.
Different scheduling systems use general project dates in different ways, so it is impor-
tant to specifically state how project milestones should be included in the schedule.

Survey data indicated that more than 35 percent of offices do not properly constrain
the project start date. Almost one-fourth of offices do not require the contractor to add
USACERL TR 96/71 35

the project completion date into the schedule. Ensuring that interim milestone dates
are correctly entered in the schedule is addressed in 44 percent of offices.

Calendars

Many software systems allow the use of multiple types of calendars that are typically
used to represent different types of work crews. For example, one crew may be work-
ing five 8-hour days and another crew may work four 10-hour days. A 7-day work
week is also included for activities (such as concrete curing or procurement) that are
usually modeled with calendar days. Over half of the offices responding to the study
indicated that they did not address the calendar issue.

Incorrectly using multiple calendars is a significant problem on construction projects

when delays occur. Fifty-eight percent of respondents indicated that they did not
address using calendars to show extended nonwork periods. The most clear and
accurate procedure is to add a new "delay" activity into the schedule, and then link
impacted activities to that delay activity. Nonwork days associated with calendars can
be used, in some software, to simulate the impact of a delay by not allowing work to
take place on those days. Schedules manipulated using calendars to show extended
nonwork periods are difficult to analyze because calendar data is usually not provided
on schedule reports.

Schedule Calculation Issues

When evaluating the computer scheduling issues addressed at construction offices, the
most interesting result is that over three-fourths of offices do not require contractors
to supply actual start and finish dates for activities. These offices allow default
calculation methods to develop artificial start and finish dates based on built-in rules
in the software systems. Without accurate measurement (plus or minus 1 week for
start and finish dates) of actual progress, the schedule becomes strictly an administra-
tive burden and not a project planning and control tool.

The differences between cost and time completion also were not addressed by 40
percent of all offices. Allowing "100-percent complete" to represent the completion of
an activity does not take into account the fact that the Earned Value and remaining
duration of an activity may significantly differ. The difference between Earned Value
(fiscal completion) and remaining duration (physical completion) can significantly
impact the accuracy of the schedule by showing the contractor to be further ahead of
schedule than would be apparent by evaluating physical progress on the job.
36 USACERL TR 96/71

Two somewhat technical schedule calculation issues that also frequently distort
schedules, negative lags (see p 17) and out-of-sequence progress (see p 17) are not
being addressed by almost 45 percent of all offices.

Summary Activities

While the previous sections focused on some areas where computerized schedules are
able to cause problems for the project team, the use of summary activities allows sche-
dule data to be much more widely used at various levels of management. "Hammock,"
or summary activities, take their start and finish dates from the activities to which the
hammock activity is linked. Hammocks are required to be used by 23 percent of
offices.

Offices may want to consider using summary activities for all phases of work, work
areas, and trades. Using these summary activities, general progress charts may be
created that allow an easy explanation of the project without a discussion of every
activity in the schedule being necessary. Offices may want to set aside specific activity
numbers to allow easy identification of summary activities.
USACERL TR 96/71 37

5 Conclusions

In general, the requirements for scheduling Federal fixed-priced construction contracts

appeared to be generally consistent across agencies and in keeping with typical con-
struction industry usage. Bar charts were used for most projects under $1 million.
Arrow or precedence diagrams began to be required for projects over $1 million and are
required by all.

Scheduling Specifications

Members of the Project Management Committee of the FFC have indicated that the
collated agency scheduling specifications (Appendix A) provide a useful reference for
new project offices that are developing scheduling requirements. The collated specifi-
cation is a baseline from which agencies may evaluate their specialized requirements.

Survey Results

Survey responses were not received from each authorized contracting officer repre-
sentative at every construction agency in the Federal government, so the survey is not
a complete evaluation of Federal construction practices. Results do, however, repre-
sent the use of scheduling at the responding agencies. This assertion is based on the
review of the draft report by all survey respondents who provided a complete address
and a review of the results by other members of the Project Management Committee.
Rather than describing the definitive description of how Federal construction projects
are scheduled, the survey results may be used to provide a general approach used by
seven Federal construction agents.

Areas Of Concern

The primary shortcoming of the scheduling requirements for many Federal agencies
is that the agencies require the use (explicitly or implicitly) of specific scheduling
software. This proprietary requirement is not consistent with performance specifica-
tions used on all other areas of construction contacts. Since generic formats from DVA
38 USACERL TR 96/71

and COE are incorporated into the majority of construction-related scheduling soft-
ware proprietary specifications are not needed.

Through use of complex scheduling software, it is possible to hide progress problems

through direct manipulation of activities, by changing parameters of calculation
methods, or by inaction on the part of the user. While large projects have the overhead
to support a fully trained staff that uses CPM effectively, a significant gap appears to
exist between the capability of the software systems and users' abilities for small- to
medium-sized projects.

Integration of Construction Office Information Systems

During the review of this report by members of the FFC, recognized the need for
training recommended in the next chapter. Many construction office users may only
need to use large, complex CPM schedules occasionally, however, so training should
be provided only at the start of a large, complex CPM schedule.

Alternatives to organization-wide, expensive, specific training programs developed by

COE are office information systems that directly incorporate scheduling project
planning data. Developed to support construction office staff, the COE Resident
Management System (RMS) takes data from a nonproprietary scheduling data
exchange format and uses the data to produce contractor payment estimates and
quality assurance reports. With progress schedule data being incorporated into
standard office information systems, the data becomes part of the user's standard
procedures and not a specialized part of their jobs only useful for larger projects. The
integrated use of scheduling data, along with automated schedule evaluation tools,
should reduce the need for training in scheduling and improve the use of project
planning and control across the implementing organization.
USACERL TR 96/71 39

6 Recommendations

The following recommendations are those of the author as reviewed by the FFC
members noted in the Foreword. These recommendations do not necessarily reflect
the official policies of the agencies participating in the study.

1. Development of scheduling as a project planning tool by the organization

responsible for completing the work should be encouraged. Because the prime
contractor is responsible for timely project completion, the use of scheduling con-
sultants should not be mandatory on Federal construction contracts. (Reference:
First paragraph, p 14; third paragraph, p 34; and item 5.c, p 136)

2. CPM schedules should be used to evaluate contractors' progress for payment

purposes. Training should be provided to Federal construction agencies regard-
ing the importance of obtaining both the fiscal and physical completion of
activities. (Reference: Fourth paragraph, p 14; second paragraph p 32; and item
3.a., p 136)

3. Federal agencies may consider the use of the fenced-bar chart for projects that
are too small for CPM diagrams. (Reference: Fifth paragraph, p 27)

4. Federal agencies may consider the use of the line-of-balance scheduling tech-
niques for production oriented projects in lieu of the CPM or bar charts. (Refer-
ence: Second full paragraph, p 28)

5. Activity codes allow project team members to select and sort subsets of activities
based on activity codes. Training should be provided to Federal construction
agents on the importance and use of activity codes. (Reference: Third para-
graph, p 16; second paragraph, p 31; and item 7 on page 137)

6. Many offices do not properly specify starting, ending or interim milestones on

computerized CPM schedules. Training should be provided to Federal construc-
tion agents on the use of computer software "constraints." (Reference: Second
full paragraph, p 18; last full paragraph, p 34; and item 6.c, p 136)
40 USACERL TR 96/71

7. Many contractors appear not to be updating schedules correctly since approved

changes are required but not included in schedule updates. Many survey
respondents did not require actual start and finish dates for activities and did
not distinguish between fiscal and physical completion of tasks. Training should
be provided to Federal construction agencies on the correct procedures for
updating progress schedules. (Reference: Fourth paragraph, p 22; third
paragraph, p 32; third and fourth full paragraphs, p35, and p 36; and item 3.f.,
P136)

8. Many contractors appear not to be updating schedules correctly since extended

periods of nonwork are not explicitly represented in the schedule. Training
should be provided to Federal construction agencies on the appropriate represen-
tation of significant schedule delays. (Reference: Last paragraph, p 22 and p 23;
third paragraph, p 32; and item 6.d., p 136)

9. Many offices require contractors to submit a significant number of paper reports.

The requirement for paper reports should be replaced with the submission of a
data disk, a very limited set of paper reports, and progress narrative. (Reference:
Fourth full paragraph, p 20; and item 4.a., p 136)

10. Scheduling specifications should be performance-based, without proprietary

requirements. Awards of any contract containing proprietary specification may
be protested, so offices choosing to include proprietary requirements do so at
their own risk. The COE Standard Data Exchange Format should be specified
to promote full and open competition for all contractors and software vendors.
(Reference: Last paragraph, p 21; fourth full paragraph, p 33; and item 4.d.,
pl36)
USACERL TR 96/71 41

Appendix A: Collated Project Scheduling

Specifications

General

[COE: The progress chart to be prepared by the Contractor pursuant to the Contract
Clause, "SCHEDULE FOR CONSTRUCTION CONTRACTS" shall consist of a project
schedule as described below. The scheduling of construction is the responsibility of the
Contractor. Contractor management personnel shall actively participate in its devel-
opment. Subcontractors and suppliers working on the project should also contribute
in developing and maintaining an accurate project schedule.]

[GSA: The responsibility for the development of the network plan and schedule is
solely that of the Contractor. PBS personnel should become thoroughly familiar with
such scheduling to insure there exists a mutual understanding of the Contractor's plan
for proceeding with the work, to be able to check the Contractor's claim values of
completed work, and to insure that the Government will not unknowingly take actions
that will adversely affect the Contractor's plan.]

[HHS: By execution of the Contract, the Contractor acknowledges that he has

analyzed the work, the materials and methods of construction involved, the avail-
ability of skilled and unskilled labor, restrictions of the site, constraints imposed by
the contract, his own work load and capacity to perform the work, and agrees that the
specified times are reasonable considering the existing conditions prevailing in the
locality of the work, including weather conditions and other factors, with a reasonable
allowance for variations from average]

[NAVY: This guide specification covers the preparation and use of a contractor
prepared Network Analysis System (NAS). As prescribed in FAR 36.515, the Con-
tracting Officer may insert the clause "Schedules for Construction Contracts" (FAR
52.236-15) in solicitations and contracts when a fixed-price construction contract is
contemplated, the contract amount is expected to exceed the small purchase limitation,
and the period of actual work performance exceeds 60 days. This clause may be
inserted in such contracts when work performance is expected to last less than 60 days
and an unusual situation exists that warrants impositions of the requirements. This
42 USACERL TR 96/71

clause should not be used in the same contract with clauses covering other manage-
ment approaches. Coordination is required with general paragraphs section when
NAS is not specified.

Prepare a progress chart pursuant to the clause entitled, "FAR 52.236-15, Schedules
for Construction Contracts" of the Contract Clauses that shall consist of a network
analysis system. Include scheduling of construction, creation of the network, pro-
duction of the reports, execution of the plan described by the network, participation in
meetings with the Contracting Officer, and submission of progress and revision data,
as hereinafter set forth.]

[POST: Contracts for repairs and alterations do not always include a general
provision for a progress schedule because a majority of these contracts are not com-
plex, are short in duration, and usually involve only one payment. When a require-
ment is included in these contracts for a progress schedule, the schedule may be a
simple bar chart, but the procedure for review, update, and revision will be the same.

After review, the project manager forwards the initial schedule, with recommendation
for acceptance or rejection, to the contracting officer (CO) for approval. The contractor
updates the approved schedule to reflect actual progress and submits it with each
monthly progress payment request.]

[STATE: A decision to shift from the traditional bar-graph form of progress

scheduling, to a computerized CPM form, should not be made with anything less than
total concern for how it might affect the overall project. Consensus appears to favor
CPM scheduling for large dollar-volume, complex, difficult-to-execute, projects. For
anything less, this is likely to cost more, and produce no significant reduction of time,
or other benefit. The problem here is that, in general, only the larger and more
capable contractors and subcontractors can be depended upon to respond properly to
CPM procedures; this is regardless of whether a decision has been made to engage a
separate firm to implement and manage the CPM program (may be a construction
management firm). In any case, where time is of real concern, the project must get
started by using traditional scheduling for early work; then following with a full-blown
CPM procedure where that decision has been made. All elements, including separate
contracts, Government purchases, security procedures, etc., must be entered into the
schedule. The system is doomed to failure if anything is omitted; e.g., when the
separate contract work for RF/EFI/Tempest shielding is omitted, simply because it is
"classified."]

[VA: The A/E shall be responsible for recording the phasing requirements and in
submitting the material listed below under phasing submission requirements. The
USACERL TR 96/71 43

A/E shall participate in the phasing meetings with the Medical Center personnel in an
advisory and technical capacity to the Contracting Officer.

The A/E shall submit for review by the VA CPM Staff, a phasing narrative and
phasing plans (on reduced architectural floor plans) within two weeks after each
phasing meeting(s). The CPM Staff will review these submission(s) for return to the
A/E within two weeks of receipt. The A/E will then use this information in preparing
their schematic, design development and construction document submissions.

I. FIRST/SECOND SUBMISSION OF SCHEMATIC AND FIRST SUBMISSION OF

DESIGN DEVELOPMENT PLANS

First/Second Schematic and First Design Development Plans

-Phasing Narrative

Submission Requirements:
-Phasing Plans (on reduced architectural floor plans)
-Phasing Diagram
-Phases marked on all full size drawings submitted for VA review
-Written list of systems, including temporary system by phase, and separated by
technical discipline

Prior to the first and second submission of schematic plans, the A/E and his design
consultants, along with representative(s) of the Area Project Manager's staff; Director,
Office of Planning and Development, and CPM Staff; shall meet with the Medical
Center Director and his staff to discuss and outline phasing requirements for the
project. These phasing requirements shall describe the general sequence of the project
work, estimated project duration, and what Government constraints will exist that will
influence the Contractor's approach to the construction project. In addition, special
attention shall be given to asbestos abatement requirements to ensure that the project
phasing plan and associated costs are reasonable. Adequate time shall be allocated
for the evaluation of asbestos abatement areas (where required) in addition to the time
to perform the asbestos abatement work that must precede the general construction.
In response to these meetings the following shall be submitted at the first and second
schematic and first design development submissions:

a. Phasing Narrative (sample 'a', attached) in written form which outlines

phasing requirements and sequence with all areas of the project identified as a part
of some phase. Each phase description shall include constraints particular to that
phase, what other phases must precede it, and any VA moves which must precede the
start of the phase or phases. If equipment and other removable items require storage
44 USACERL TR 96/71

and relocation by the Government, because of asbestos abatement, these requirements

shall be listed in the phasing narrative. Special phasing constraints which may be
common to the project should be listed at the end of the narrative and not within each
individual phase description.

b. Individual Phases shall be outlined and labeled on all the submitted schematic
and first design development plans including site, architectural, structural, HVAC,
plumbing, and electrical drawings. NOTE: Phases shall be outlined on the submitted
full size drawings. Submit a separate set of phasing plans (sample 'b' architectural
drawings attached).

c. All engineering systems shall be designed so that, upon completion of a

particular phase, the entire area covered by that phase can be occupied by the Medical
Center personnel with all systems functioning properly. (The design may be such that
a temporary system is necessary, which will be changed to a permanent system at
some later point in the project. This temporary system must be satisfactory to provide
proper functional and environmental conditions within the occupied space or the
facility until the final system can be installed without major interruption of service).
The A/E's submission shall highlight in writing (by technical discipline) for each phase
all solutions including temporary solution(s) required to accommodate the phasing
plan while keeping all systems functioning properly.

JOINT OCCUPANCY - Those area(s) designated as being jointly occupied means

that the contractor will be able to complete the work necessary in the building(s),
room(s), or area(s) designated in particular phase, while remaining occupied by the VA
personnel and/or patients. The contractor shall, in all jointly occupied area(s), protect
VA personnel/patients and existing equipment from the hazards of dust, materials,
tools, etc., associated with a construction environment. The contractor shall keep
these jointly occupied area(s) clear, clean, and free of loose debris, construction
materials, and partially installed work which would create a safety hazard or interfere
with VA personnel or patients. The contractor will pay particular attention to leaving
these jointly occupied area(s) clean at the end of each work shift.

VACATED AREA(S) - Those area(s) designated as being vacated area(s) means

that the contractor will be able to complete the work necessary in the building(s),
room(s), or area(s) designated in a particular phase, without the presence of VA
personnel and/or patients. In area(s) of limited work, the contractor shall protect
existing equipment from the hazards of dust, materials, tools, etc., associated with a
construction environment; however, the contractor will be required to observe any
restraint(s) outlined under the "Special Phasing Requirements," section 01010, of the
Contract Specifications.
USACERL TR 96/7.1 45

ROOM-BY-ROOM BASIS - Those area(s) designated as being completed on a

room-by-room basis means that the contractor will be allowed to complete the work
necessary in that room, whether the particular room is a 'jointly occupied area' or a
'vacated area', and that all work in that particular room must be completed in full and
accepted by the VA prior to starting work in another room so designated in that
particular phase. The contractor will observe those phasing restraint(s) outlined and
pertaining to 'jointly occupied' areas or 'vacated area(s)' under the "Special Phasing
Requirements," Section 01010 of the Contract Specifications.

AFTER NORMAL WORKING HOURS - Those area(s) designated as being

worked after normal working hours means that the contractor will be able to perform
the work necessary in the building(s), room(s), or area(s) designated in a particular
phase, only during the hours that the VA considers to be other than their normal
hours. Normal hours are 8:00 a.m. to 4:30 p.m. The contractor must allow enough
time at the end of each shift to clean and return the area(s) back to the station prior
to the start of the station's normal hours of operation. Existing equipment in the
area(s) shall be protected from the hazards of dust, materials, tools, etc., associated
with a construction restraint(s) as outlined and pertaining to these area(s), under the
"Special Phasing Requirements," Section 01010 of the Contract Specifications.

f. The sample CPM Network Drawing CPM-1 is for the contractor's information.
The sample network indicates the level of detail and technique which will be required
on the contractor's network and described in the NAS Section of the Specifications.
The CPM notes and legend on Drawing CPM-1 are contractual.]

Purpose

[COE: The purpose of the project schedule is to allow the Contractor to prepare an
orderly guide to aide in the timely completion of the project. The approved project
schedule shall be used to measure the progress of the work, to aid in evaluating time
extensions, and to provide the basis of all progress payments.]

[GSA: Arrange schedule to show how sequence of work is affected by requirements

for phased completion, work by separate contractors, work by Government, Govern-
ment furnished items, coordination with existing work, limitations of continued occu-
pancies, noninterruptible services, partial occupancy prior to substantial completion,
site restrictions, provisions for future work, seasonal variations, environmental
control, and similar provisions of total project. Refer to other sections of Division 1 and
other contract documents for requirements.]
46 USACERL TR 96/71

[HHS: C. It is expressly understood and agreed that the time of beginning, the rate
of progress, and the time of completion of the work are of the essence of this Contract.
The work shall be executed with such progress as required to prevent any delay to
other contractors working on other projects at the site, the Contract milestone dates,
and the general completion of the Contract.]

[POST: the contractor to prepare, submit, and maintain a construction Network

Analysis System allows the contracting officer to appraise the reasonableness of the
proposed schedule (see Procedure 270.10), to evaluate progress in greater detail, to
effectively identify problem areas, and to resolve them before they impact project
completion.

I. Schedule preparation is the contractors responsibility;]

[VOA: The Project Management System specified herein is intended to provide for the
effective planning, scheduling, cost accounting, and reporting of the design, fabrication,
shipment, installation, commissioning, and acceptance testing of the XXXXX Project.
It shall be used by the Contractor to generate monthly management reports which will
provide the following:

A measurement of actual performance versus targeted schedules;

A basis for assessing requests for progress payments;

An early warning system for forecasting potential problem areas; and

Additional management information which can be used by the Government to monitor

and control the overall implementation of the VOA modernization and expansion
program.]

Personnel Qualifications

[COE: The Contractor shall designate an authorized representative who shall be

responsible for the preparation of all required project schedule reports. [ This person
shall have previously created and reviewed computerized schedules. Qualifications of
this individual shall be submitted to the Contracting Officer for review with the
Preliminary project schedule submission. ] ]

[GSA: General Services Administration Qualifications: To assist in the

preparation and production of network diagrams, computer-produced report sorts
USACERL TR 96/71 47

required under this section engage a consultant having the following qualifications.
The Contractor may perform these services with his own organization if the Contrac-
tor's organization meets the following requirements: 1. Has at least one full-time
employee skilled in the application of network techniques to construction projects of
the magnitude and complexity of this project; 2. Possesses or has access to a computer
program for production of the required schedule reports and cost payment reports; and
3. Has computer facilities or access on short notice to computer facilities with the
capability of delivering a readout within 48 hours.

Prior to engaging a consultant or commencing performance of the work required under

this section with the Contractor's own forces, submit to the Contracting Officer: 1. The
name and address of the proposed consultant; 2. Information sufficient to show that
the proposed consultant or the Contractor's own organization has staff and computer
facilities meeting the requirements specified in this paragraph; and 3. A list of prior
projects for which the proposed consultant, or its own organization, or staff thereof has
performed services similar to those required under this contract. The Government
shall have the right to approve or disapprove employment of the consultant proposed,
or the performance of the requirements herein by the Contractor's organization. ]

[HHS: The Contractor shall continuously employ or retain the services of a

Construction Scheduler. The Construction Scheduler shall have at least five (5) years
of verifiable experience as the person primarily responsible for preparing and
maintaining detailed project schedules on projects of the same or similar size and
nature as this project. The Construction Scheduler shall utilize and be thoroughly
familiar with the use of Primavera Project Planner (P3), version 5.0 or later, as
marketed by Primavera Systems, Inc., Two Bala Plaza, Bala Cynwyd, Pennsylvania
19004, telephone: (215) 667-8600, and have computers and automated drafting
facilities with the capability of providing network diagrams and complete schedule
reports as required by the program and this section within 48 hours.

Within seven (7) calendar days (just seven (7) calendar days) after Contractor's receipt
of the Notice to Proceed, the Contractor shall provide a statement of to the Contracting
Officer containing the following information: 1. Identification, qualifications, and
experience of the Contractor's Construction Scheduler and all other members of the
Contractor's scheduling staff. 2. A list of prior projects on which the Contractor's
Construction Scheduler has performed services similar to those required in this section
utilizing P3. 3. A list of computer hardware and automated drafting and report print-
ing equipment that will be utilized to comply with this scheduling requirement.

The Contracting Officer shall have the right to approve or disapprove the use of the
proposed Construction Scheduler for this project, and will notify the Contractor of its
48 USACERL TR 96/71

decision within seven (7) calendar days from the receipt of the Contractor's informa-
tion. In case of disapproval, the Contractor shall submit another Construction
Scheduler within seven (7) calendar days for renewed consideration. No progress
payments shall be made until the Contractor's Construction Scheduler is approved and
has submitted an approved baseline and an updated Project Schedule.]

[NASA: The Contractor shall provide a single point of contact for his on-site
organization as his Schedule Specialist. The Schedule Specialist shall have the
responsibility of updating and coordinating the schedule with actual job conditions.
The Schedule Specialist shall participate in weekly status meetings and present
current information on the status of purchase orders, shop drawings, off-site fabrica-
tion, materials deliveries, Subcontractor activities, anticipated needs for Government
furnished equipment and any problem which may impact the contract performance
period.]

[POST: Unless the appointed project manager has expertise in the use of the
Network Analysis System, it should be left to the construction management contractor
(CMC) or A-E hired to administer the contract. They will provide monthly analysis
and recommendations for review.

5. The contractor, CMC, and project manager must participate in a joint review
of the requirements of the Network Analysis System as soon as possible. Contracting
officer approval of the schedule and network analysis is ultimately required.]

[STATE: A. CPM Schedule Operator: Except where Contractor can demon-

strate/document, to satisfaction of Project Director, that in-house personnel are
sufficiently expert in practice of establishing data bases, preparing inputs, updating,
and evaluating/analyzing computer outputs, using a sophisticated CPM program;
engage a recognized CPM consulting-and-operating firm. Either the in-house expert(s)
or the engaged consultant is referred to herein as "CPM operator." Submit documented
record of CPM operator's training and prior experiences on similar work of previous
CPM-scheduled projects, for review and acceptance by Project Director.]

[VA: A. The Contractor shall designate an authorized representative in the firm who
will be responsible for the preparation of the network diagram, review and report
progress of the project with and to the Contracting Officer's representative.

B. The Contractor's representative shall have direct project control and complete
authority to act on behalf of the Contractor in fulfilling the requirements of this
specification section and such authority shall not be interrupted throughout the
duration of the project.
USACERL TR 96/71 49

1.3 CONTRACTOR'S CONSULTANT

A. To prepare the arrow diagram, and diskette(s), which reflects the Contractor's
project plan, the Contractor shall engage an independent CPM consultant who is
skilled in the time and cost application of activity on arrow (I-J) network techniques
for construction projects, the cost of which is included in the //(I) Contractor's bid. //(ii)
original contract price. The CPM Consultant shall prepare the arrow diagram in
accordance with the networking technique and schedule logic shown in the AGC
publication as described in LIB above. This consultant shall not have any financial
or business ties to the Contractor, and shall not be an affiliate or subsidiary company
of the Contractor, and shall not be employed by an affiliate or subsidiary company of
the Contractor.

B. //(I) Prior to engaging a consultant, and within 10 calendar days after award
of the contract, //(ii) With the initial cost proposal,// the Contractor shall submit to the
Contracting Officer:

1. The name and address of the proposed consultant.

2. Sufficient information to show that the proposed consultant has the qualifica-
tions to meet the requirements specified in the preceding paragraph.

3. A list of prior construction projects, along with selected activity on arrow (I-J)
network samples on current projects which the proposed consultant has performed.
These network samples must show complete project planning for a project of similar
size and scope as covered under this contract.

C. The Contracting Officer has the right to approve or disapprove employment

of the proposed consultant, and will notify the Contractor of the VA decision within
seven calendar days from receipt of information. In case of disapproval, the Contractor
shall submit another consultant within 10 calendar days for renewed consideration.
The Contractor must have their CPM Consultant approved prior to//(I) submitting any
diagram.//(ii) completion of contract negotiations.//]

Basis for Payment

[COE: The schedule shall be the basis for measuring Contractor progress. Lack of an
approved schedule or scheduling personnel shall result in an inability of the Con-
tracting Officer to evaluate Contractor progress for the purposes of payment. Failure
of the Contractor to provide all information, as specified below, shall result in the
50 USACERL TR 96/71

disapproval of the entire project schedule submission and the inability of the
Contracting Officer to evaluate Contractor progress for payment purposes. In the case
where project schedule revision(s) have been directed by the Contracting Officer and
those revision(s) have not been included in the project schedule, then the Contracting
Officer may hold retainage up to the maximum allowed by contract, each payment
period, until revision(s) to the project schedule have been made.]

[GSA: The Contractor shall be entitled to progress payment only upon approval of
estimates as determined from the updated computer-produced calendar-dated schedule
revised, submitted and approved for month of current invoice.

If the Contractor fails to submit the arrow diagram and computer-produced schedule
within the time prescribed, or the updated monthly schedule within the time
requested, the Contracting Officer may withhold approval of progress payment
estimates until such time as the Contractor submits the required schedules. ]

[HHS: A. With the baseline Project Schedule submittal and each revision monthly
update thereof, the Contractor shall also submit a schedule of cost loading, and cash
flow to the Contracting Officer. There shall be a strict correlation between the sum of
individual activity costs and the total values indicated for bid items and approved
change orders.

B. Expected payment requests for each month shall be included with proposed
updates. The cash flow reports shall show the net payment requests for each month.]

[NASA: If requested by the Contractor, the Government may make progress

payments, provided that: A cost-loaded schedule is received, approved, and updated
by the Contractor; other submittals are received in a timely manner; and logs and
marked prints are properly maintained. The amount of any progress payment will be
based on the agreed work status and the cost-loaded, updated schedule.]

[POST: The contractor is required to revise the progress schedule if, for any reason,
it no longer reflects the actual progress and schedule. Revisions must be made to
reflect the CO's authorized time extensions for contract modifications and other
excusable delays. Progress payments from the contractor must not be accepted unless
accompanied by an updated progress schedule.]

[STATE: Each monthly issue of schedule and report will serve as a basis for Project
Director's evaluation of claims and requests for payment, contract modifications,
extensions of time, and similar administrative decisions.]
USACERL TR 96/71 51

[VA: (b) The Contractor shall submit a schedule of costs in accordance with the
requirements of Section Network Analysis System (NAS) to the Contracting Officer for
approval within 90 calendar days after date of receipt of notice to proceed. The
approved cost schedule will be one of the bases for determining progress payments to
the Contractor for work completed.

(1) Costs as shown on this schedule must be true costs and, should the Resident
Engineer so desire, he/she may require the Contractor to submit his/her original
estimate sheets or other information to substantiate the detailed makeup of the cost
schedule.

(2) The total costs of all activities shall equal the contract price.

(3) Insurance and similar items shall be prorated and included in each activity
cost of the critical path method (CPM) network.

(4) The CPM network shall include a separate cost loaded activity for adjusting
and testing of the systems listed below.

(1) The Contracting Officer may retain funds: (I) Where performance under the
contract has been determined to be deficient or the Contractor has performed in an
unsatisfactory manner in the past; or (ii) As the contract nears completion, to ensure
that deficiencies will be corrected and that completion is timely.

(2) Examples of deficient performance justifying a retention of funds include, but

are not restricted to, the following: (I) Unsatisfactory progress as determined by the
Contracting Officer; (ii) Failure either to meet schedules in Section Network Analysis
System (NAS), or to process the Interim Arrow Diagram/Complete Project Arrow
Diagram; (iii) Failure to present submittals in a timely manner; or (iv) Failure to
comply in good faith with approved subcontracting plans, certifications or contract
requirements.

(3) Any level of retention shall not exceed 10 percent either where there is deter-
mined to be unsatisfactory performance, or when the retainage is to ensure satisfac-
tory completion. Retained amounts shall be paid promptly upon completion of all
contract requirements, but nothing contained in this subparagraph shall be construed
as limiting the Contracting Officer's right to withhold funds under other provisions of
the contract or in accordance with the general law and regulations regarding the
administration of Government contracts.
52 USACERL TR 96/71

(5) Payment for adjust and test activities will be made only after the Contractor
has demonstrated that each of the systems is substantially complete and operates as
required by the contract.

Value of Adjusting, Correcting, and Testing

System: System (percent)

Pneumatic tube system 10

Incinerators (medical waste and trash) 5
Sewage treatment plant equipment 5
Water treatment plant equipment 5
Washers (dish, cage, glass, etc.) 5
Sterilizing equipment 5
Water distilling equipment 5
Prefab temperature rooms (cold, constant temperature) 5
Entire air-conditioning system 5
Entire boiler plant system 5
Entire supply conveyors 10
Food service conveyors 10
Pneumatic soiled linen and trash system 10
Elevators and dumbwaiters 10
Materials transport system 10
Engine-generator system 5
Primary switchgear 5
Secondary switchgear 5
Fire alarm system 5
Nurse call system 5
Intercom system 5
Radio system 5
TV (entertainment) system 5

(6)(I) The contractor shall show on the critical path method (CPM) network the
total cost of the guarantee period services in accordance with the guarantee period
service section(s) of the specifications. This cost shall be priced out when submitting
the CPM cost loaded network. The cost submitted shall be subject to the approval of
the contracting officer. The activity of the CPM shall have money only and not activity
time, (ii) The contractor shall submit with the CPM a guarantee period performance
program which shall include an itemized accounting of the number of work hours
required to perform the guarantee period service on each piece of equipment. The
contractor shall also submit the established costs including employee fringe benefits
USACERL TR 96/71 53

and what the contractor reasonably expects to pay over the guarantee period service,
all of which will be subject to the contracting officer's approval, (iii) The cost of the
guarantee period service shall be prorated on an annual basis and paid on equal
monthly payments by Department of Veterans Affairs during the period of guarantee.
In the event the installer does not perform satisfactorily during this period, all
payments may be withheld and the contracting officer shall inform the contractor of
the unsatisfactory performance allowing the contractor 10 days to correct and comply
with the contract. The guarantee period service is subject to those provisions as set
forth in the Payment and Default clauses.

(c) In addition to this cost schedule, the Contractor shall submit such unit costs
as may be specifically requested. The unit costs shall be those used by the Contractor
in preparing his/her bid and will not be binding as pertaining to any contract changes.

(d) The Contracting Officer will consider for monthly progress payments
material and/or equipment procured by the Contractor and stored on the construction
site as space is available, or at a local approved location off the site, under such terms
and conditions as such officer approves, including but not limited to the following:

(1) The material or equipment is in accordance with the contract requirements

and/or approved samples and shop drawings.

(2) Only those materials and/or equipment as are approved by the Resident
Engineer for storage will be included.

(3) Such materials and/or equipment will be stored separately and will be readily
available for inspection and inventory by the Resident Engineer.

(4) Such materials and/or equipment will be protected against weather, theft and
other hazards and will not be subjected to deterioration.

(5) All of the other terms, provisions, conditions and covenants contained in the
contract shall be and remain in full force and effect as therein provided.

(6) A supplemental agreement will be executed between the Government and the
Contractor with the consent of the Contractor's surety for off-site storage.

(e) The Government reserves the right to withhold payment until samples, shop
drawings, engineer's certificates, additional bonds, payrolls, weekly statements of
compliance, proof of title, nondiscrimination compliance reports, or any other things
54 USACERL TR 96/71

required by this contract, have been submitted to the satisfaction of the Contracting
Officer.

(a) Contract work accomplished on the site by laborers, mechanics, and foremen/
forewomen on the contractor's payroll and under his/her direct supervision shall be
included in establishing the percent of work to be performed by the contractor. Cost
of material and equipment installed by such labor may be included. The work by
Contractor's executive, supervisory and clerical forces shall be excluded in establishing
compliance with the requirements of this article.

(b) The contractor shall submit simultaneously with schedule of cost required by
Payments Under Fixed-Price Construction Contract provision of the General Condi-
tions of these specifications, a statement designating the branch or branches of con-
tract work to be performed with his/her forces. The approved schedule of costs will be
used in determining branch or branches, or portions thereof, of work for the purpose
of this article.

(c) The contractor shall submit, simultaneously with the cost per activity of the
construction schedule required by Section 01311, NETWORK ANALYSIS SYSTEM,
a responsibility code for all activities of the network for which the contractor's forces
will perform the work. The cost of these activities will be used in determining the por-
tions of the total contract work to be executed by the contractor's forces for the purpose
of this article (Jan. 21, 1988).

A. The Contractor shall cost load all work activities except procurement
activities. The cumulative amount of all cost loaded work activities (including alter-
nates) shall equal the total contract price. Prorate overhead, profit and general condi-
tions on all activities for the entire project length. The VA will generate from this
information cash flow curves indicating graphically the total percentage of activity
dollar value scheduled to be in place on early finish, late finish, and 50 percent float
dates. These cash flow curves will be used by the Contracting Officer to assist him in
determining approval or disapproval of the cost loading. In the event of disapproval,
the Contractor shall revise and submit in accordance with Articles, INTERIM ARROW
DIAGRAM SUBMITTAL and THE COMPLETE ARROW DIAGRAM SUBMITTAL.

B. The Contractor shall cost load activities for guarantee period services, test,
balance and adjust various systems in accordance with the provisions in the General
Conditions, Article, PAYMENT UNDER FIXED-PRICE CONSTRUCTION CON-
TRACTS (VA SUPPLEMENTAL CONDITIONS).
USACERL TR 96/71 55

C. In accordance with Article PERFORMANCE OF WORK BY THE CONTRAC-

TOR in the Section, GENERAL CONDITIONS, the Contractor shall submit, simul-
taneously with the cost per activity of the construction schedule required by this
Section, a responsibility code for all activities (referred to as "branches" in the
GENERAL CONDITIONS) of the network for which the Contractor's forces will per-
form the work.

//D. The Contractor shall cost load activities for ASBESTOS ABATEMENT. The
sum of asbestos abatement activity costs shall equal the value of the asbestos bid item
in the Contractors' bid.//

//E. The Contractor shall cost load activities for all BID ITEMS. The sum of the
cost loading for each bid item activities shall equal the value of the item in the
Contractors' bid.//

F. Activities for Contractor bond shall have a trade code and area code of BOND.

A. The monthly submission of the Department of Veterans Affairs "Look-Ahead

Report" showing updated activities and cost data in accordance with the provisions of
the following Payment and Progress Reporting is the basis upon which progress pay-
ments will be made pursuant to Article, PAYMENT UNDER FIXED-PRICE CON-
STRUCTION CONTRACTS of Section GENERAL CONDITIONS. The Contractor is
entitled to progress payment upon approval of estimates as determined from the
currently approved updated computer-produced calendar-dated schedule unless, in
special situation, the Contracting Officer permits an exception to this requirement.

B. When the Contractor fails or refuses to furnish the information and CPM
Data, which, in the sole judgment of the Contracting Officer, is necessary for
processing the computer-produced calendar-dated schedules, the Contractor shall not
be deemed to have provided an estimate upon which progress payment may be made.]

[VOA: Note: Use either Option A or Option B.

A: If the ARCO determines that satisfactory progress was achieved during the
update period, the ARCO shall authorize payment to be made in full for all activities
completed during that period. However, if the ARCO determines that satisfactory
progress has not been made, or that other specified conditions warrant, the ARCO may
retain a maximum of 10 percent of the amount of the payment until satisfactory
progress is achieved, and/or the other specified conditions warranting such action are
met. The basis for determining progress payments shall be the cost values assigned
to each activity in the Contractor's approved Interim and Target Schedules. Each
56 USACERL TR 96/71

month's invoice shall be based on the most recent update of the Interim or Target
Schedule. Payment shall be requested only for activities that were completed during
the current update period, normally the current month, as included in the jointly anno-
tated Update Report. Payments for partially completed activities will not normally be
considered for approval. However, if partial payments are requested by the contractor
and subsequently authorized by the ARCO, they shall be based upon the actual per-
centage of each activity completed as certified and approved by the ARCO during the
update period. It must be emphasized that partial payments will only be considered
for authorization in cases of financial hardship. All decisions regarding partial pay-
ments shall be made by the ARCO. Changes in the approved Interim or Target
Schedules to subdivide and/or change activities in any fashion solely for the purposes
of payment will not be approved. Payment requests may include material delivered
both to the site and to other locations, e.g., the Contractor's manufacturing facilities,
etc., provided the requirements of FAR clause 52.232-5, PAYMENTS UNDER
FIXED-PRICE CONSTRUCTION CONTRACTS are satisfied. Except for the pre-
miums paid for performance and payment bonds, no payments will be made prior to
the approval of the Contractor's Interim Schedule and subsequently the Contractor's
Target Schedule. The Contractors payment requests shall include a current Working
Schedule. All other aspects of payments and/or billings are covered by Section G.
(Note: Section G must also cross-reference back to this section.)

B: If the ARCO determines that satisfactory progress was achieved during the
update period, the ARCO shall authorize payment to be made in full for all activities
with progress shown during that period. However, if the ARCO determines that
satisfactory progress has not been made, or that other specified conditions warrant,
the ARCO may retain a maximum of 10 percent of the amount of the payment until
satisfactory progress is achieved, and/or the other specified conditions warranting such
action are met. The basis for determining progress payments shall be the percentage
of work completed as shown in the Working Schedule and the dollar values assigned
to each activity in the Contractor's approved, cost-loaded, Interim and Target
Schedules. Each month's invoice shall be based on the most recent update of the
Interim or Target Schedule. The amount of payment authorized each month shall be
based upon the actual percentage of each activity completed during the update period
as verified and approved by the ARCO on the jointly annotated Update Report. The
resulting dollar value authorized for payment for each activity will be the result of
applying the verified percentage of work completed for the activity against its total
dollar value. Changes in the approved Interim or Target Schedules to subdivide and/or
change activities in any fashion solely for the purposes of payment will not be
approved. Payment requests may include material delivered both to the site and to
other locations, e.g., the Contractor's manufacturing facilities, etc., provided the
requirements of FAR clause 52.232-5, PAYMENTS UNDER FIXED-PRICE CON-
USACERL TR 96/71 57

STRUCTION CONTRACTS, are satisfied. Except for the premiums paid for perfor-
mance and payment bonds, no payments will be made prior to the approval of the
Contractor's Interim Schedule and subsequently the Contractor's Target Schedule.
The Contractor's payment requests shall include a current Working Schedule. All
other aspects of payments and/or billings are covered by Section G.

(100K-1M) The basis for determining Progress Payments shall be the percentage of
work completed as shown in the Working Schedule and dollar values assigned to each
activity in the Contractor's approved Target Schedule. Each month's invoice shall be
based on the most recent update of the Target Schedule. The amount of payment
authorized each month shall be based upon the actual percentage of each activity
completed during the update period as verified and approved by the ARCO on the
jointly annotated Update Report. The resulting dollar value authorized for payment
for each activity will be the result of applying the verified percentage of work
completed for the activity during the update period against its total dollar value. Ten
percent (10%) retainage may be withheld from all invoices if the ARCO determines
that satisfactory progress is not being made on the contract.]

An estimate of the cost of each activity will be shown, which, when accumulated with
the cost of all other activities in the network, shall equal the total contract amount.
Overhead and profit shall be prorated over all activities. The total cost of an activity
subset shall be equal to the cost of its associated task as identified in the Contractor's
negotiated fee proposal.]

Data Disk Requirement

[COE: The computer software system utilized by the Contractor to produce the project
schedule shall be capable of providing all requirements of this specification and the
data disk specified in Technical Provisions 01013, "Standard Data Exchange Format."
Failure of the Contractor to meet the requirements of this specification and the data
disk specified in Technical Provisions 01013, "Standard Data Exchange Format," shall
result in the disapproval of the Contractor's schedule. Manual methods used to
produce any information required in this section or the referenced Technical Provision
shall require approval by the Contracting Officer.]

[STATE: As continued advances are made for the purpose of accomplishing

scheduling and submittals requirements, the work of this section will probably specify
machine-readable submittals for certain items, including microfiche and CADD; for
product data, shop drawings, CPM schedules, various reports, listings, and similar
items. This transformation can occur through normal, regular, updating procedures.]
58 USACERL TR 96/71

[VA: A. The Department of Veterans Affairs will provide to the Contractor monthly
computer processing of all computer-produced time/cost schedules and reports as a
result of the monthly project updates. This computer service will include up to five
copies of any five reports currently available on the VA CPM computer program. The
VA will only provide computer processing and associated reports for the monthly
project updates.

B. The VA will produce the five requested reports from the approved, cost loaded,
interim arrow diagram or the complete project arrow diagram. The requested reports
will be produced upon receipt of the completed Look-Ahead Report. The VA assumes
responsibility for the correctness and timeliness of computer-produced reports. The
Contractor is responsible for the accurate and timely submittal of the updated
Look-Ahead Report and all CPM data necessary to produce the computer reports and
payment request that is specified.

C. The Contractor shall report errors in computer-produced reports to the

Contracting Officer's representative within seven calendar days from Contractor's
receipt of reports. The Contracting Officer will reprocess the computer-produced
reports to correct update errors only if the errors substantially affect the payment and
schedule for the project.

D. Diskette Requirements and CPM Activity Record Specifications: Submit to

the VA a 3-1/2" diskette(s) containing one file of the data required to produce an I-J
computer-produced schedule, reflecting all the activities of the interim arrow diagram
or complete project arrow diagram being submitted. Produce the file in the format
specified and shown.

2. The file must consist of 80-byte, fixed length records only. The records may
be in any sequence, since they will be sorted for VA CPM processing.

1. Work Activity Record:

Pos. Field Name Data Requirements

1-5 Blank Fill with spaces

6 Contract Code Alpha character if multiple contract; else a space
7-11 I Node Numeric, right justify, left zero fill; not = 00000 or 99999
12-16 JNode Numeric, right justify, left zero fill; not = 00000 or 99999
17-21 Blank Fill with spaces
22-24 Duration Numeric, right justify, left zero fill
25-29 Trade or Resp<
Responsibility Alpha-numeric, left justify, right space fill
30-34 Area Alpha-numeric, left justify, right space fill
USACERL TR 96/71 59

35-37 Blank Fill with spaces

38-72 Description Alpha-numeric, left justify, right space fill
73-79 Blank Fill with spaces
80 Record Type Code Insert character" 1"

2. Activity Manpower Record (if Manpower > 0):

1-6 Blank Fill with spaces

7-11 I Node Numeric, right justify, left zero fill
12-16 JNode Numeric, right justify, left zero fill
17-76 Blank Fill with spaces

3. Activity Cost Record (if Cost > 0):

1-6 Blank Fill with spaces

7-11 I Node Numeric, right justify, left zero fill
12-16 J Node Numeric, right justify, left zero fill
17-18 Blank Fill with spaces
19-28 Cost Amount Numeric [9(8)V99], right justify (allowing positions 27 and
28 for cents), left zero fill dollars and zero fill cents.
29-79 Blank Fill with spaces.
80 Record Type Code Insert character " 5 "

4. Restraint or Dummy Activity (not a Work Activity):

1-5 Blank Fill with spaces

6 Contract Code Alpha character if multiple contract; else a space
7-11 I Node Numeric, right justify, left zero fill; not = 00000 or 99999
12-16 JNode Numeric, right justify, left zero fill; not = 00000 or 99999
17-37 Blank Fill with spaces
38 Restraint or Dummy Insert character " < " (less than sign)
39-79 Blank Fill with spaces
80 Record Type Code insert character" 1"]

[VOA: The Contractor shall submit Interim and Target Schedules in hard copy and
on electronic media. The electronic media shall consist of one or more IBM DOS
formatted, or equivalent, 3 W or 5 1/4" floppy diskettes. Data may be exported in one
of the following s/w formats: Primavera, Suretrack, Lotus, or TT.]
60 USACERL TR 96/71

Use of the Critical Path Method

[COE: The Critical Path Method (CPM) of network calculation shall be used to
generate the project schedule. The Contractor shall provide the project schedule in
either the Precedence Diagram Method (PDM) or the Arrow Diagram Method (ADM)
pursuant to the requirements established in Technical Provision 01013, "Standard
Data Exchange Format."]

[GSA: Develop a network plan demonstrating complete fulfillment of all contract

requirements. Keep the network plan up-to-date in accordance with the requirements
of this section and utilize the plan in planning, coordinating and performing the work
under this contract (including all activities of subcontractors, equipment vendors and
suppliers). I-J or Precedence technique may be utilized. ]

[HHS: The Contractor shall provide, operate, and maintain a computerized Project
Schedule using the Critical Path Method (CPM) to plan and schedule the execution of
the work, to assist the Contracting Officer in appraising the practicality of the
schedule, to evaluate the progress of the work, to make progress payments, and to
make decisions relative to time and/or cost adjustments which may result from
changes in the work.

B. The Contractor shall use the construction scheduling principles and

definitions of technical terms as contained in the 1976 publication of the Associated
General Contractors of America (AGC) entitled, The Use of CPM in Construction, A
Manual for General Contractors and the Construction Industry, (AGC Manual). In the
case of any conflicts between the AGC Manual and the requirements of the Specifica-
tion, the Specification shall govern.

A. The scheduling method to be used shall be a CPM schedule in the form of

an activity on arrow network diagram (I-J format) or an activity on node network
diagram (Precedence Diagram Method (PDM) format), at the Contractor's option, with
capabilities of identifying the critical path. ]

[NAVY: Utilize conventional NAS (I-J) technique to satisfy both time and cost
applications. The principles and definitions of the terms used herein shall be as set
forth in AGCA UCPMC, along with COE ER-1-1-11, but the provisions of this section
shall govern.

Numbering shall be assigned so that predecessor activity numbers (I-nodes) are

smaller numerically than the successor activity numbers (J-nodes). Skip numbering
shall be used on the network to allow insertion of additional activities for contract
USACERL TR 96/71 61

modifications and logic changes. The minimum number of activities in the final
network diagram shall be [ ]. Dummies and inter dependencies are not counted
as activities.]

[STATE: A. The Contractor shall develop a Network Analysis System (NAS) plan and
schedule demonstrating fulfillment of the contract requirements, shall keep the
network up to date in accordance with the requirements of this section and shall
utilize the plan for scheduling, coordinating and monitoring work under this contract
(including all activities of subcontractors, equipment vendors and suppliers).
Conventional Critical Path Method (CPM) (I-J) technique will be utilized to satisfy
both time and cost applications.

B. Use the principles and definitions of the terms in the Associated General
Contractors of America (AGO publication, "The Use of CPM in Construction, A
Manual for General Contractors and The Construction Industry," Copyright 1976,
except the provisions specified in this section shall govern.

A. Critical Path Method (CPM): This procedure for scheduling and reporting
project construction progress involves the networking of activities and events in
optimum sequences, with control of time expenditures emphasized by a critical path
through the network; and this usually involves electronic data processing, in order to
analyze the available input data so as to organize and printout frequent reports of
progress, in a meaningful and data-noted diagram, using a CPM EDP program. In
addition to the following, refer to "The Use of CPM in Construction Industry," as
published by AGC; comply with recommendations:

1. "Network" is a diagram of activities and events of the construction process,

organized to show required sequences and relationships necessary to complete the
construction work, within the Contract Time.

2. "Activity" is any one of the identifiable steps in performing the work of the
Project (frequently a unit of work, as specified herein which cannot begin until certain
other activities or units of work have been completed.

a. "Critical activity" is any activity which has no (zero) float time, and therefore
is on the critical path; and constitutes one of the elements of work which establishes
the minimum time required to complete Project work.

3. "Event" is either the starting or ending date of an activity.

62 USACERL TR 96/71

4. "Float time" is the amount of time available for an activity in excess of the
estimated duration for that activity; it represents the leeway available to schedule the
activity. Contractor's proposed disposition of float time is, in every case, subject to
acceptance by Project Director.

a. "Free float" is the amount of time an activity can be delayed without

affecting the early start date of any subsequent activity.

b. "Total float" is the amount of time an activity can be delayed without

affecting overall Project Time.

5. "Arrow diagram" is the computer-produced progress schedule, in the form

of a network diagram, showing time expenditures and dates for activities and events
completed prior to current date and scheduled for Contract Time remaining subse-
quent to current date. Together with required summary listings, schedules, and
written narrative report, the updated arrow diagram (network diagram) comprise the
monthly CPM progress report.

6. "Program" is the Critical Path Method (CPM) electronic data processing

program, as utilized to initiate, update, and print out arrow diagrams, schedules, and
summary listings, for monthly CPM progress reports. Except as otherwise indicated,
computerized production of reports is required, utilizing a sophisticated CPM program,
acceptable to Project Director.

1. Utilize the combination of a compatible and sufficiently capable CPM

program; run on sophisticated electronic data processing (computer) equipment, which
is accessible to the CPM operator of processing and return of outputs within 48 hours
as maximum turn-around time; both in fulfillment of CPM scheduling requirements
hereof. Submit a name and description of program, and a model number and location/
owner of computer, to Project Director, for acceptance.]

Level of Detail Required

[COE: With the exception of the preliminary schedule submission, the project
schedule shall include an appropriate level of detail. Failure of the Contractor to
develop or update the project schedule or provide data to the Contracting Officer at the
appropriate level of detail, as specified by the Contracting Officer, shall result in the
disapproval of the Contractor's schedule. The Contracting Officer shall use, but is not
limited to, the following conditions to determine the appropriate level of detail to be
used in the project schedule:]
USACERL TR 96/71 63

[HHS: B. At the Preconstruction Scheduling Conference, the Contractor shall provide

a work breakdown structure (WBS) for the Contracting Officer's approval which shall
include the activity identification system for labeling all work activities, including
material and equipment procurement, and the associated alphanumeric coding struc-
ture to implement the WBS. The WBS code fields shall be organized as follows:]

[NASA: The construction schedule shall include all significant design, submittal,
fabrication, procurement and work activities; plus any constraints, outside of this con-
tract which may impact work on the contract. Work activities longer than 10 working
days shall be subdivided into phases/areas of work.

Cost-loaded construction schedule shall bear minimum separate activities for each roof
area as follows: tear-off, re-roof, flashing and detailing.]

[NAVY: NOTE: A good knowledge of construction is required when determining the

numbers of activities for a network analysis. Factors such as the nature of the work,
geographical location, completion time, complexity ("the complexity of a project is
related to the number of specification sections, the number of buildings, special
phasing requirements and special quality control requirements"), cost of maintaining
each activity throughout the life of the contract and level of use by field management
personnel must be considered. As a general rule, use the following guidance:

PROJECT RECOMMENDED
CONSTRUCTION COST NUMBER OF ACTIVITIES

up to $1,000,000 150 + activities

$1,000,000 to $2,000,000 150 to 200 activities
$2,000,000 to $5,000,000 200 to 1000 activities
$5,000,000 to $10,000,000 1000 to 2000 activities
over $10,000,000 2500 + activities

When selecting the number of activities, please keep in mind the cost added to the
contract. An activity needs to be maintained throughout the life of the contract and
the use of too many activities will unnecessarily increase the total contract cost.
The guidance provided above is meant as GUIDANCE. Use your best judgment for
selecting number of activities. Some contracts may require less number of activities
than recommended amounts, (ex: A [800 km] [500 mile] contract to stripe a highway
may have a project cost of $6,000,000 but it should not require between 1000 to 2000
activities).]
64 USACERL TR 96/71

[POST: The contractor must prepare and submit to the contracting officer for
approval, and in accordance with Division I, a practical progress chart. The chart
must show the principal categories of work, corresponding with those used in the
breakdown on which progress payments are based, the order in which the contractor
proposes to carry on the work, the date on which it will start each category of work,
and the contemplated dates for completion.]

[VA: The Complete Project Arrow Diagram will contain, including dummies,
approximately activities.

6. Describe work activities clearly, so the work is readily identifiable for

assessment of completion. Activities labeled "start," "continue," or "completion," are
not specific and will not be allowed. Lead and lag time activities will not be acceptable.

7. Uniquely number each activity with event numbers ranging from 1 to 99998
only. The diagram should be generally numbered in sequence; left to right; top to
bottom, and omitting numbers ending in 3, 6, and 9 with J node always being greater
than I node.]

[VOA: The Proposed Schedule shall contain all contract milestones listed in Section
F and be sufficiently detailed to demonstrate that the Offerer fully understands the
statement of work. The Proposed Schedule shall show all activities necessary to
complete the work and an indication of the interrelationships with the activities of
others.

The Contractor shall prepare a Work Breakdown Structure (WBS) for the work speci-
fied in this RFP. It shall be compatible with and provide the basis for the Proposed
Schedule and the Contract Price shown in Section B, and it shall be submitted after
contract award.

The WBS shall describe all of the work called for in the RFP. It shall be developed to
the appropriate level of detail to properly describe how the Offerer proposes to perform
the work.]

Activity Durations

[COE: Contractor submissions shall be required to follow the direction of the

Contracting Officer regarding reasonable 9999 activity durations. Reasonable dura-
tions are those that allow the progress of activities to be accurately determined
between payment periods. A rule of thumb, that the Contractor should use, is that less
USACERL TR 96/71 65

than two percent (2%) all non-procurement activities' Original Durations shall be
greater than 20 days. ]

[HHS: C. The activities included in the Project Schedule shall be analyzed in detail
to determine activity time durations in units of project work days. Durations shall be
based on the optimum labor, equipment, and materials required to perform each
activity on a normal work day basis. No on-site activity shall have a duration over
fifteen (15) work days except non-construction activities such as submittals, submittal
reviews, procurement, and delivery of materials or equipment, and concrete curing.
Only on-site construction activities will be shown as resource loaded to reflect cost,
manpower, materials, and equipment, except for those off-site activities specifically
approved by the Contracting Officer for cost loading. All cost loaded on-site activities
shall be broken down into clearly identifiable work packages of $20,000 or less per
activity.]

[VA: B. Submit the following arrow diagram supporting data in addition to the arrow
diagram, I -J schedule and 3-1/2" diskette(s). Failure of the Contractor to include this
data will delay the review of the submittal until the Contracting Officer is in receipt
of the missing data:

1. The proposed number of working days per week.

2. The holidays to be observed during the life of the contract (by day, month,
and year).

3. The planned number of shifts per day.

4. The number of hours per shift.

5. The major construction equipment to be used on the site.

6. Break up the work into activities of a duration no longer than 20 work days
each, except as to non-construction activities (i.e., procurement of materials, delivery
of equipment, concrete and asphalt curing) and any other activities for which the
Contracting Officer may approve the showing of a longer duration. The duration for
VA approval of any required submittal, shop drawing, or other submittals shall not be
less than 20 work days. Refer to drawing CPM-1 for VA approval activities which will
require minimum duration longer than 20 workdays. The construction time as
determined by the CPM schedule from early start to late finish for any subphase,
phase or the entire project shall not exceed the contract time(s) specified or shown. ]
66 USACERL TR 96/71

[VOA: The number of activities with duration times less than 5 working days or in
excess of 20 working days shall be kept to a minimum to facilitate monthly progress
evaluation.]

Procurement Activities

[COE: Tasks related to the procurement of long lead materials or equipment shall
be included as separate activities in the project schedule. Long lead materials and
equipment are those materials that have a procurement cycle of over ninety (90) days.
Examples of procurement process activities include, but are not limited to: submittals,
approvals, procurement, fabrication, delivery, installation, start-up, and testing.]

[GSA: Prepare the schedule in chronological order of submittals. Show category of

the submittal, name of subcontractor, a generic description of work covered, related
section numbers, the activity or event number on the progress schedule, the scheduled
date for first submittal, resubmittal, and the final release or approval by the
Contracting Officer.]

[HHS: Procurement: 3. The third code field shall identify the type of activity (types
of activities shall be defined as "submittal", "Review", "Re-submittal", "review-
approval", "procurement", "fabrication", "delivery", "construction/installation", "clean-
up", "punch list", "testing", "training", or "change order");

4. All submittals, reviews, re-submittals, re-reviews, approvals, fabrication,

and delivery of construction materials and major pieces of equipment purchased for
the Contract; ]

[VA: 3. Show activities as:

a. Contractor's time required for submittal of shop drawings, templates, fabri-

cation, delivery and similar pre-construction work.

b. Contracting Officer's and Architect-Engineer's review and approval of shop

drawings, equipment schedules, samples, template, or similar items.]

Government Activities

[COE: Government and other agencies activities that could impact progress shall be
shown. These activities include, but are not limited to: approvals, inspections, utility
tie-in, Government Furnished Equipment (GFE) and notice to proceed for phasing
requirements.]
USACERL TR 96/71 67

[HHS: 5. All construction interface requirements involving government furnished

equipment (GFE), including early and late delivery dates, provisions for storage and
protection of GFE, and installation.

6. Preparation, submittal, review, re-submittal, re-review, and approval of

shop drawings, as required by the Specifications, showing a twenty (20) day minimum
review time for the Government's review on all normal or routine submittals and a
thirty (30) day minimum review time for all major structural, electrical, or HVAC,
plumbing and exterior finishes submittals;

7. Approvals required by regulatory agencies or other third parties;

10. Identification of interdependencies with preceding, concurrent, and follow-

on contractors and utility companies as shown in the Contract Document, required
tests, submission of test reports and approval of test results;

11. All start-up, testing, and training activities required under the Contract;

12. Punch list and final cleanup]

[VA: c. Interruption of VA Medical Center utilities, delivery of Government furnished

equipment, and rough-in drawings, project phasing and any other specification
requirements.

d. Test, balance and adjust various systems and pieces of equipment,

maintenance and operation manuals, instructions and preventive maintenance tasks.

// e. VA inspection and acceptance activity with a minimum duration of five

work days at the end of each phase and immediately preceding any VA move activity
required by the contract phasing for that phase. Schedule these activities so that only
one phase is scheduled for completion within the same 30 consecutive calendar day
period (except for those phases immediately preceding the final acceptance). Maintain
this scheduling condition throughout the length of the contract unless waived by the
Contracting Officers representative in writing.//]

[VOA: The network diagrams shall include, but not be limited to, activities depicting
the submittal and approval of the Contractor's Interim and Target Schedules, the
procurement of all materials and equipment, preparatory and initial quality control
inspections, the fabrication of material and equipment and subsequent installation,
testing and commissioning, and all other contract milestones as listed in Section F.
68 USACERL TR 96/71

The relationship to all activities of the Government and other contractors that affect
progress.]

Workers Per Day

[COE: All activities shall have an estimate of the average number of workers per day
that are expected to be used during the execution of the activity. If no workers are
required for an activity, in the case of activities related to procurement, for example,
then the activity shall be identified as using zero (0) workers per day. The workers per
day information for each activity shall be identified by the Workers Per Day field
pursuant to the requirements established in Technical Provision 01013, "Standard
Data Exchange Format."]

[HHS: 13. Identification of any manpower, material or equipment restrictions, as

well as any activity requiring unusual shift work, such as two (2) shifts per day, six (6)
day work week, specified overtime, or work at times other than regular days or hours,
shall be clearly identified in the Project Schedule

D. Critical or near critical paths resulting from the use of manpower or

equipment restraints shall be kept to a minimum. Near critical paths shall be defined
as those paths having ten (10) work days or less of total float.]

[NAVY: The information required by these items is optional and is seldom needed for
routine work. It should only be specified on large and complex projects with critical
completion dates. Manpower and equipment loading schedules are of primary impor-
tance to the Contractor in deciding the most efficient use of personnel resources and
optimizing equipment usage. Since these decisions are the responsibility of the
Contractor's management process, the information value to the Contracting Officer is
in assuring that adequate manpower and equipment is being supplied throughout the
course of the project.]

[VA: g. Manpower required (average number of men per day).]

Responsibility

[COE: All activities shall be identified in the project schedule by the party responsible
to perform the work. Responsibility includes, but is not limited to, the subcontracting
firm, contractor work force, or government agency performing a given task. Activities
shall not belong to more than one responsible party. The responsible party for each
activity shall be identified by the Responsibility Code pursuant to the requirements
established in Technical Provision 01013, "Standard Data Exchange Format."]
USACERL TR 96/71 69

[HHS: The fifth code field shall identify who is responsible to perform the activity (i.e.,
the Contractor, various subcontractors and suppliers, etc);

8. All subcontract work; ]

[NAVY: e. Responsibility code indicating the party responsible for accomplishment

of the activity. As a minimum, provide a separate responsibility code for each subcon-
tractor.]

rVA: c. Performance responsibility or trade code (five alpha characters or less): GEN,
MECH, ELEC, CARP, PLAST, or other acceptable abbreviations.

// f. Work activities for the asbestos abatement bid item shall have a trade code
ofASB.//

4. Show not only the activities for actual construction work for each trade
category of the project, but also include trade dummies to indicate the movement of
trades from one area, floor, or building, to another area, floor, or building, for at least
five trades who are performing major work under this contract.]

Work Areas

[COE: All activities shall be identified in the project schedule by the work area in
which the activity occurs. Activities shall not be allowed to cover more than one work
area. The work area of each activity shall be identified by the Work Area Code
pursuant to the requirements established in Technical Provision 01013, "Standard
Data Exchange Format."]

[GSA: Area Separations: Arrange the schedule to show each major area of construc-
tion of each major category or unit of work. Indicate where each major category of or
unit of work must be sequenced or integrated with other work as necessary for
structural completion, permanent space enclosure, and completion of mechanical and
electrical work or completion of some other recognized stage of completion for overall
work in that area. Except as otherwise indicated, or subsequently agreed upon with
the Contracting Officer, a major area is defined for the purpose of this article to mean
a story of construction or similar separation.]
70 USACERL TR 96/71

[HHS: The fourth code field shall identify the area being worked in or the facility, if
appropriate;

1. Physical breakdown of the project;

9. Access to and availability of work areas including all anticipated plant or utility
shutdowns;]

[NAVY: f. Area code indicating the area of the project in which the work will be
performed]

[VA: f. Work location or area code (five characters or less), descriptive of the area
involved.]

Modification or Claim Number

[COE: Any activity that is added or changed by contract modification or used to

justify a claimed time shall be identified by the a mod or claim code that changed the
activity. Activities shall not belong to more than one mod or claim item. The
modification or claim number of each activity shall be identified by the Mod or Claim
Number pursuant to the requirements established in Technical Provision 01013,
"Standard Data Exchange Format."]

[HHS: All change orders shall be incorporated into the WBS by separate code fields.]

Bid Item

[COE: All activities shall be identified in the project schedule by the Bid Item to
which the activity belongs. An activity shall not contain work in more than one bid
item. The bid item for each appropriate activity shall be identified by the Bid Item
pursuant to the requirements established in Technical Provision 01013, "Standard
Data Exchange Format."]

[HHS: 1. The first code field shall designate the bid item as listed in the bid form;]

[VA: g. Bid items other than the Base Bid (ITEM 1) and Asbestos Abatement item
shall have trade codes corresponding to the appropriate bid item number (e.g., ITM 3,
ITM 4 and other items).]
USACERL TR 96/71 71

Phase of Work

[COE: All activities shall be identified in the project schedule by the phases of work
in which the activity occurs. Activities shall not be allowed to contain work in more
than one phase of work. The project phase of each activity shall be by the unique
Phase of Work code pursuant to the requirements established in Technical Provision
01013, "Standard Data Exchange Format."]

[HHS: 2. The second code field shall identify the construction phase, Contract
milestone, or project element (if phasing of the work, Contract milestones, or project
elements are identified in the Contract);]

[NAVY: Facilities with discrete completion dates shall be identified by separate sub-
networks interconnected with the basic diagram.]

[VA: GENERAL: Work under this contract shall be divided into phased areas. The
contractor shall perform the work in each phase in the sequence shown on the phasing
plan (Drawing CPM-2). All work in each phase must be completed prior to VA
occupancy of a phase and the start of work in a subsequent phase (except as noted).
A detailed narrative description of each phase is as follows:

PHASE 1 (Main Public Entrance, New Water Line, Parking, Asbestos

Abatement, and Covered Walkway): Upon the receipt of the Notice to Proceed and
prior to the start of Phase 3, the contractor shall start and complete all contractual
work involved in Phase 1 areas; including all temporary signage to direct traffic flow,
main public entrance, parking, and asbestos abatement in the pipe basement, the
installation of the new water line as noted on contract drawing No. 1-W-l (item 5 of the
general notes), and the covered walkway.

PHASE 2 (Chiller Building and Portion of the Site Work): Upon receipt of the
Notice to Proceed, the contractor shall start and complete all contractual work involved
in Phase 2 areas, including the chiller building, site utilities, roads, parking,
walkways, and landscaping with the following construction restraints:

a. This must be completed no later than the completion of Phase 3.

b. Whenever excavation for any utility lines cross or run along existing roads,
at least one lane must be kept open to traffic at all times.

c. The new water line as noted on the contract drawing No. 1-W-l shall be
accomplished during Phase 1.
72 USACERL TR 96/71

PHASE 3 (New Outpatient/clinical Addition): Upon completion of Phase 1

areas and prior to the start of Phase 4, the contractor shall start and complete all
contractual work involved in Phase 3 with the following construction restraints:

a. The wall penetrations on the first and second floors of the existing Building
1, between Column Lines 11 and 12, shall be accomplished during this Phase 3.

b. The wall penetration on the second floor of the existing Building 1, east of
Column Line 8, shall be accomplished during Phase 4.

c. The wall penetration on the second floor of the existing Building 1, west of
Column Line 15, shall be accomplished during Phase 7.

d. The contractor shall provide temporary dust partitions (coordinate with

Resident Engineer) on all of the above wall penetrations, to separate the construction
areas from the VA occupied areas.

e. This work must be closely coordinated with the Phase 2 activities.

PHASE 4 (Pipe Basement, First and Second Floor East Wing): Upon com-
pletion of Phases 2 and 3, the VA will have fourteen (14) calendar days to move, then
release Phase 4 areas to the contractor. The contractor shall then start and complete
all contractual work involved in Phase 4.

PHASE 5 (Pipe Basement, First and Second Floor West Wing): Upon
completion of Phase 4, the VA will have fourteen (14) calendar days to move, then
release Phase 5 areas to the contractor. The contractor shall then start and complete
all contractual work involved in Phase 5 areas.

SPECIAL PHASING REQUIREMENTS

a. Contractor shall construct dust partitions prior to the start of demolition

and they must remain in place until the completion ofthat phase or subsequent phases
where required.

b. Contractor shall perform all work in or adjacent to VA occupied areas in

such a manner to ensure:

(1) The continuous and uninterrupted use of all occupied areas, including the
applicable mechanical and electrical systems serving these areas.
USACERL TR 96/71 73

(2) Protection of patients and personnel in occupied areas from the hazards
and dust associated with a construction environment.

(3) The work areas are to be kept clear, clean, and free of loose debris,
construction materials and partially installed work which would create a safe hazard
or interfere with patient and personnel duties and traffic. The contractor shall sweep
the areas clean at the end of each work day and make every effort to keep dust and
noise to a minimum at all times.

c. Temporary interruptions or shutdown of any utility or electrical/mechanical

system should be requested from the R/E 48 hours prior to the desired time, and
should be performed at times other than the station's normal hours of operation or as
directed by the R/E.

d. Two weeks (14 calendar days) prior to starting work in any phase, the
contractor shall notify the R/E, in writing, of date he plans to complete the preceding
phase. In no case will the contractor begin work in any phase without obtaining
written approval from the R/E.

e. The sequence of work and durations as shown on the phasing diagram on

Drawing CPM-are contractual and the contractor must complete all in each phase with
the VA inspecting and accepting the work, prior to the contractor proceeding to the
next scheduled phase.

G. Phasing: To insure such executions, Contractor shall furnish the Resident Engi-
neer with a schedule of approximate //phasing// dates on which the Contractor intends
to accomplish work in each specific area of site, building or portion thereof. In addi-
tion, Contractor shall notify the Resident Engineer two weeks in advance of the pro-
posed date of starting work in each specific area of site, building or portion thereof.
Arrange such //phasing// dates to insure accomplishment of this work in successive
phases mutually agreeable to /medical Center Director, //Cemetery Director,// Resident
Engineer and Contractor, as follows:

Phase I:
Phase II:

H. Building(s) No.(s) will be vacated by Government in accordance with above

phasing beginning immediately after date of receipt of Notice to Proceed and turned
over to Contractor.
74 USACERL TR 96/71

H'. Building(s) No.(s) will be occupied during performance of work//. //; but
immediate areas of alterations will be vacated.//

111. Certain areas of Building(s) No.(s) will be occupied by Medical Center

personnel for various periods as listed below: AREA PERIOD

Contractor shall take all measures and provide all material necessary for
protecting existing equipment and property in affected areas of construction against
dust and debris, so that equipment and affected areas to be used in the Medical
Centers operations will not be hindered. Contractor shall permit access to Department
of Veterans Affairs personnel and patients through other construction areas which
serve as routes of access to such affected areas and equipment. Coordinate alteration
work in areas occupied by Department of Veterans Affairs so that Medical Center
operations will continue during the construction period.]

[VOA: The activity/milestone identifier shall be numeric and shall be consistent with
Section F. The information shown on the network diagram for each activity shall be
the same as that required for the Interim Schedule, with the felony exception;]

Category of Work

[COE: All Activities shall be identified in the project schedule according to the
category of work which best describes the activity. Category of work refers to, but is
not limited to, the procurement chain of activities including such items as submittals,
approvals, procurement, fabrication, delivery, installation, start-up, and testing. The
category of work for each activity shall be identified by the Category of Work code
pursuant to the requirements established in Technical Provision 01013, "Standard
Data Exchange Format."]

[GSA: D. Individual Work Stages: Show significant stages for each category or unit
of work, including (where applicable), but not necessarily limited to, subcontract
lettering, submittals, purchases, mockups, fabrication, sample testing, deliveries,
installation, testing, adjusting, curing, start-up and placement into final use and
operation.]

[HHS: 3. Type of work to be performed, the sequences, and the labor trades involved.]

Feature of Work

[COE: All activities shall be identified in the project schedule according to the feature
of work to which the activity belongs. Feature of work refers, but is not limited to a
USACERL TR 96/71 75

work breakdown structure for the project. The feature of work for each activity shall
be identified by the Feature of Work code pursuant to the requirements established
in Technical Provision 01013, "Standard Data Exchange Format."]

[FDA: The construction schedule shall be prepared in sufficient size and detail to
clearly indicate: (1) The proposed sequence of construction including required phasing
of the work and submissions of shop drawings, samples and other submittal
information. This should include projected submittal approval dates and material
delivery dates. (2) Percentages of the work in each category which is scheduled to be
completed on a weekly basis.]

[HHS: 6. The sixth code field shall identify which Specification section the activity
shall be performed under.]

Equipment Schedule

[NAVY: A description of the major items of construction equipment planned for

operations of the project. The description shall include the type, number of units, and
unit capacities. Provide a schedule showing proposed time equipment will be on the
job keyed to activities on which equipment will be used.]

Scheduled Project Completion

[COE: The schedule interval shall extend from notice-to-proceed to the contract
completion date that is specified in the clause entitled "COMMENCEMENT
PROSECUTION AND COMPLETION OF WORK." ]

Project Start Date

[COE: The schedule shall start no earlier than the date that the Notice to Proceed
(NTP) was acknowledged. [ The Contractor shall include as the first activity in the
project schedule an activity called "Start Project." The "Start Project" activity shall
have: a "ES" constraint, a constraint date equal to the date that the NTP was
acknowledged, and a zero (0) day duration pursuant to the requirements established
in Technical Provision 01013, "Standard Data Exchange Format."]

Constraint of Last Activity

[COE: Completion of the last activity in the schedule shall be constrained by the
contract completion date. Calculation on project updates shall be such that if the early
finish of the last activity falls after the contract completion date, then the float
76 USACERL TR 96/71

calculation shall reflect a negative float on the critical path. The Contractor shall
include as the last activity in the project schedule an activity called "End Project." The
"End Project" activity shall have: a "LF" constraint, a constraint date equal to the
completion date for the project, and a zero (0) day duration pursuant to the require-
ments established in Technical Provision 01013, "Standard Data Exchange Format."]

[CSB: Liquidated Damages: The Owner will suffer financial loss if the Project and
individual components are not substantially complete on the dates set forth in Exhibit
D attached hereto. The Construction Manager (and the Construction Manager's
Surety) shall be liable for and shall pay to the Owner the sums stipulated as fixed and
agreed, liquidated damages for each calendar day of delay until the Work or relevant
component is substantially complete, as such dates and calculation of such sums are
set forth in Exhibit D annexed hereto and made a part hereof. It is further agreed that
Construction Manager's liability for delay shall be based solely upon the liquidated
damages exhibit (Exhibit D) irrespective of the commencement and completion dates
set forth on the Project Schedule attached hereto as Exhibit B.]

Interim Completion Dates

[COE: Contractually specified interim completion dates shall also be constrained to

show negative float if the early finish date of the last activity in that phase falls after
the interim completion date.]

[HHS: 2. Contract completion date and milestones, substantial completion dates,

beneficial occupancy dates, phased occupancy dates, restraints of work shown in the
Contract, and the final completion date;]

Start Dates for Phases

[COE: The Contractor shall include as the first activity for a project phase an activity
called "Start Phase X" where "X" refers to the phase of work. The "Start Phase X"
activity shall have: a "ES" constraint, a constraint date equal to the date that the NTP
was acknowledged, and a zero (0) day duration pursuant to the requirements
established in Technical Provision 01013, "Standard Data Exchange Format."]

End Dates for Phases

[COE: The Contractor shall include as the last activity in a project phase an activity
called "End Phase X" where "X" refers to the phase of work. The "End Phase X"
activity shall have: a "LF" constraint, a constraint date equal to the completion date
USACERL TR 96/71 77

for the project, and a zero (0) day duration pursuant to the requirements established
in Technical Provision 01013, "Standard Data Exchange Format."]

Hammock Activities for Phases

[COE: The Contractor shall include a hammock type activity for each project phase
called "Phase X" where "X" refers to the phase of work. The "Phase X" activity shall
be logically tied to the earliest and latest activities in the phase. Hammock activities
shall be identified pursuant to the requirements established in Technical Provision
01013, "Standard Data Exchange Format."]

Default Progress Data Disallowed

[COE: Actual Start and Finish dates shall not be automatically updated by default
mechanisms that may be included in CPM scheduling software systems. Actual Start
and Finish dates, and Remaining Durations on the CPM schedule shall match those
dates provided from Contractor Quality Control Reports. Failure of the Contractor to
document the Actual Start and Finish dates on the Daily Quality Control report for
every in progress or completed activity and insure that the data contained on the Daily
Quality Control reports is the sole basis for schedule updating shall result in the
disapproval of the Contractor's schedule and the inability of the Contracting Officer
to evaluate Contractor progress for payment purposes.]

Out-of-Sequence Progress

[COE: Activities that have posted progress without predecessors being completed
(Out-of-Sequence Progress) shall be allowed only by the case-by-case approval of the
Contracting Officer or authorized representative. The Contracting Officer's Represen-
tative may direct that changes in schedule logic be made to correct any or all out-of-
sequence work.]

Extended Nonwork Period(s)

[COE: Designation of Holidays to account for nonwork periods of over [ five (5) or XX
days ] days shall not be allowed. Nonwork periods of over [ five (5) or XX days ] shall
be identified by addition of activities that represent the delays. Modifications to the
logic of the project schedule shall be made to link those activities that have may have
been impacted by the delays to the newly added delay activities. ]
78 USACERL TR 96/71

[NAVY: Identification of activities which are planned to be expedited by use of

overtime or double shifts to be worked, including Saturdays, Sundays and holidays
including dates of notification.]

Negative Lag(s)

[COE: Lag durations contained in the project schedule shall not have a negative
value.]

Project Schedule Submissions

[COE: The Contractor shall provide the submissions as described below. The data
disk, reports, and network diagrams required for each submission are contained in
paragraph "Submission Requirements."]

[HHS: The Contractor shall be required to submit an updated schedule at the time
the government chooses to exercise any of the project options. The cost of revising the
schedule shall be included in the project option cost.]

Proposed Schedule

[VOA: The Proposed Schedule showing the general approach to performing the
specified work shall be submitted with the Offerers proposal. This schedule shall be
a precedence network and shall include the following information for each activity:

Description;
Early and late start and finish dates;
Duration of each activity in working days; and
Responsibility for executing the activity;]

Preliminary Project Schedule Submission

[COE: The Preliminary project schedule, defining the Contractors planned operations
for the first [ sixty (60) or XX calendar days ] shall be submitted for approval within
[ twenty (20) or XX calendar days ] after Notice To Proceed is acknowledged. The
approved preliminary schedule shall be used for payment purposes not to exceed [
sixty (60) or XX calendar days ] after Notice To Proceed. ]
USACERL TR 96/71 79

[FDA: Within ten (10) calendar days of receipt of a Notice to Proceed, the Contractor
shall submit to the Contracting Officer a proposed construction schedule for review
and approval by the Government. The construction schedule shall be approved in
writing before any site work is started. The schedule shall be prepared in bar graph
form following the outline of the component divisions and subsections of the project
specifications. ]

[GSA: Submit construction progress schedule within X calendar days after Notice to
Proceed is received. Immediately after the development and acceptance of the fully
developed progress schedule, prepare a complete schedule of work-related submittals.
Submit this schedule within 10 days of the date required or establishment of progress
schedule.

Within 20 calendar days after receipt of notice to proceed, provide a summary time
scaled network diagram for the project. Include a detailed network description
including the data required in 'COMPUTER-PRODUCED SCHEDULE REQUIRE-
MENTS' below, for the first 120 calendar days of operation. Show the critical path
graphically on the summary network.]

[HHS: PRECONSTRUCTION SCHEDULING CONFERENCE: Within fourteen (14)

calendar days after Contractor's receipt of the Notice to Proceed, the Contracting
Officer will schedule and conduct a preconstruction Scheduling Conference with the
Contractor's Project Manager and Construction Scheduler to commence development
of the required Project Schedule. At this meeting, the requirements of this Specifica-
tion section will be reviewed with the Contractor. The Contractor shall be prepared
to review and discuss the methodology for preparing the schedule, as well as his
planned sequence of operations and resource and cost loading of the schedule.

2.05 COMMENTS BY THE CONTRACTING OFFICER:

A. Comments made by the Contracting Officer on the Project Schedule during

review shall not relieve the Contractor from compliance with the requirements of the
Contract Documents.

B. Following the Contractor's receipt of the Contracting Officer's review

comments, the Contractor shall review the schedule to identify missing activities and
relationships relevant to the scope of the work, no time extensions will be granted by
the Contracting Officer to complete activities not initially included in the Contractor's
Project Schedule.
80 USACERL TR 96/71

C. To the extent that there are any conflicts between the approved Project
Schedule and the requirements of the Contract Documents, the Contract Documents
shall govern.

2.06 RE-SUBMITTAL OF THE PROJECT SCHEDULE FOLLOWING

DISAPPROVAL

Should the Contracting Officer disapprove the Contractor's submission of the

Project Schedule, the Contractor shall comply with the Contracting Officer's direction
and submit the Project Schedule and all associated submittals within seven (7)
calendar days.]

[NAVY:

1.6.1 Preliminary Meeting

If requested by the Contracting Officer, participate in a preliminary meeting to discuss

the proposed schedule and requirements of this section prior to submission of the
network.

1.6.2 [Preliminary Network]

[NOTE: This paragraph should only be used on complex contracts.] Submit a pre-
liminary network defining the planned operations during the first [90] [ ] calendar
days after contract award within [20] [ ] days. The general approach for the
balance of the project shall be indicated. Cost of activities expected to be completed
or partially completed before submission and approval of the whole schedule should
be included. Submit three copies of both the preliminary network diagrams and
required sorts listed in paragraph entitled, "Required Sorts." In accordance with
paragraph entitled, "Monthly Reports," the preliminary network may be used for
requesting progress payments for a period not to exceed 90 calendar days after receipt
of "Contract Award." Payment requests after the first 90 calendar day period shall be
based upon the complete network.]]

[STATE: A. Initial Progress Schedule: In compliance with CC&C; prepare and

submit within 14 days of Government's "Notice to Proceed," an initial general progress
schedule as proposed for the time-scheduling of major elements of the entire Project,
including work by separate contractors and Governments, and which is within or
overlaps time scheduled for this Construction Contract. Provide single sheet,
bar-chart type, time/work charting format; with time charted horizontally and work
listed vertically; do not exceed 33 x 25.5 inch (838 x 648 mm) overall chart size.
USACERL TR 96/71 81

Concentrate initial scheduling effort upon the true identification of scheduling

interfacing-and-sequencing requirements which may constitute the critical path of
time expenditures likely for administering/coordinating/performing work of Project;
omit work which, obviously, does not have a controlling effect upon total time for
construction work. Concentrate upon unique administrative requirements of Project
circumstance; including start-up, phasing, security, foreign location, and similar
time-consuming elements.

1. Prepare separate detailed schedule for first 60 days of Contract Time,

concentrating upon the required activities of an expedited Project start-up; including
submittals, permits, temporary facilities, and similar items as necessary for a success-
ful start of work at Project Site. Prepare as a single sheet, not exceeding specified
overall chart size. List related work in a logical sequence, so that logic of the schedule
is apparent. Highlight critical dates for approvals, deliveries, receipt of permits, and
similar times/events which are most likely to form the critical path of work during the
first 60 days. Arrange chart for convenience of daily/weekly markup of actual
progress, in support of initial payment requests and similar needs for initial admini-
stration/supervision of work. Show how start-up of work on this Contract, including
related work by separate contractors and by Government, interfaces with work of
preceding contracts and with existing work/conditions at Project Site.

2. During first 60 days of monitoring job progress, mark up copies of both the
initial progress schedule and 60-day detail schedule, to show actual job progress.
Prepare markups during 7-day period prior to each coordination meeting, and reissue/
distribute/post schedules promptly after each meeting.]

[VA: Within 21 calendar days after receipt of Notice to Proceed, the Contractor shall
submit for the Contracting Officer's review, five blue line copies of an Interim Arrow
Diagram on sheets of paper 30 inches by 42 inches, a 3-1/2" diskette(s), and five copies
of a computer-produced I-J schedule. The I-J computer-produced schedule shall meet
all contractual requirements such as contract duration, phases and phasing restraints.
The Interim Arrow Diagram shall cover the following project phases and activities:

1. Procurement -Submittals, approvals, fabrication and delivery of all key and

long lead time procurement activities.

111. The activities to be accomplished during the first 120 work days of the
project and shall include the following phases or subphases.
82 USACERL TR 96/71

3. Summary activities which are necessary (not included under the paragraph
above) to properly show:

a. The approach to scheduling the remaining work areas or phases of the

project. The work for each phase or area must be represented by at least one
(summary) activity so that the work cumulatively shows the entire project schedule.

b. Approximate cost and duration for each summary activity which is the
Contractor's best estimate for all the work represented.

c. Realistic delivery dates for all procurement activities required and specified.

d. Summary activities shall have a trade code of SUM.

4. In addition to the Interim Arrow Diagram, the Contractor shall submit five
copies of a computer-produced I-J schedule showing project duration; phase completion
dates; all dummies; and other data, and activity cost. Each activity on the com-
puter-produced schedule shall contain as a minimum, but not limited to, I-J nodes,
duration, trade code, area code, description, budget amount, early start date, early
finish date, late start date, late finish date and total float. The Contractor shall
submit a 3-1/2" diskette(s) for the Interim Diagram submission, as specified under
Article ARROW DIAGRAM REQUIREMENTS, paragraph DISKETTE REQUIRE-
MENTS AND CPM ACTIVITY RECORD SPECIFICATIONS.

B. The Interim Diagram shall describe the activities to be accomplished and

their inter dependencies subject to all requirements specified, where appropriate. All
work activities, other than procurement activities, shall be cost loaded as specified and
are the basis for partial payment during the beginning months of the contract, while
the complete working arrow diagram is being developed and approved. Interim
diagram shall not be used for time extension analysis. All CPM data supporting any
time extension request, in accordance with Article ADJUSTMENT OF CONTRACT
COMPLETION, will be derived from the approved final arrow diagram.

C. Within 21 calendar days of receipt by the Contracting Officer of the Interim

Arrow Diagram, the Contracting Officer shall notify the Contractor concerning
approval or disapproval of the Interim Arrow Diagram. In the event of disapproval,
the Contractor shall submit, within 14 calendar days, five blue line copies of the
revised arrow diagram, five copies of the revised computer produced I-J schedule and
a revised 3-1/2" diskette in accordance with any agreements reached as a result of the
Contracting Officer's review.]
USACERL TR 96/71 83

[VOA: The Contractor shall prepare an Interim Schedule showing the general
approach to be used in performing the specified work during the first 90 calendar days
after the award of contract. This schedule is subject to approval by the ARCO, it shall
be a precedence network, submitted in both tabular and graphical formats, and shall
include the following information for each activity:

Description;

Early and late start and finish dates;

Duration of each activity in working days, considering the scope of the work
involved in the activity and the resources planned for the accomplishment of the
activity plus any time required for environmental factors;

Responsibility for executing each activity; and

Estimated cost of each activity, which, when accumulated with the cost of all
other activities in the remainder of the network, shall equal the total contract amount
to be expended over the first 90 calendar days. Overhead and profit for the activities
shown shall be prorated amongst those activities. The total cost of an activity subset
shall be equal to the cost of its associated task as identified in the Contractor's
negotiated fee proposal.

The Interim Schedule shall contain all contract milestones listed in Section F that
occur in the first 90 calendar days, show all activities necessary to complete the work,
and indicate the interrelationships with the activities of others.

Within 10 calendar days after Notice to Proceed (NTP) the Contractor shall submit an
Interim Schedule covering the first 90 calendar days after NTP.

The Contractor's Interim Schedule, Work Breakdown Structure, and Target Schedules
shall be reviewed by the ARCO in a meeting with a representative of the Contractor
within 15 calendar days after submittal.

Within 10 calendar days thereafter, the Contractor shall revise and submit the Interim
Schedule, Work Breakdown Structure, and Target Schedule as required by the ARCO.
The revised Interim Schedule, Work Breakdown Structure and Target Schedules shall
be approved or rejected by the ARCO within 10 calendar days after receipt. The
approved Interim Schedule, Work Breakdown Structure, Target Schedules and
monthly updates, i.e., the Monthly Working Schedule, shall be used by the Contractor
for planning, organizing and directing its work and reporting progress.]
84 USACERL TR 96/71

Initial Project Schedule Submission

[COE: The Initial project schedule shall be submitted for approval within [ forty (40)
or XX calendar days ] after Notice To Proceed. It shall provide a reasonable sequence
of activities which represent work through the entire project and a reasonable level of
detail.]

[GSA: Within 90 calendar days after receipt of notice to proceed, submit for the
Contracting Officer's review and approval arrow diagram of the complete project
schedule describing the activities to be accomplished and their dependency relation-
ships, together with a computer-produced schedule in accordance with the require-
ments of Article, 'COMPUTER PRODUCED SCHEDULE REQUIREMENTS,' showing
starting dates for each activity in terms of the number of days after receipt of notice
to proceed. All completion dates shown shall be within the period specified for contract
completion.

Within ten calendar days after receipt of the initial arrow diagram the Contracting
Officer will meet with the Contractor for joint review, correction, or adjustment of the
proposed plan and schedule. Within five calendar days after the joint review, revise
the arrow diagram in accordance with agreements reached during the joint review and
submit two copies of the revised arrow diagram and to the Contracting Officer. The
submission will be reviewed by the Contracting Officer and, if found to be adequate,
will be approved; an approved copy of each will be returned to the Contractor. After
the Contractor has received both the notice to proceed and the approved copy of the
arrow diagram, he shall immediately substitute calendar dates on the network
diagram in lieu of the number of days from date of notice to proceed and shall furnish
three copies of the arrow diagram as revised to the Contracting Officer. The arrow
diagram, as approved by the Contracting Officer, shall constitute the project work
schedule until subsequently revised in accordance with the requirements of this
section.]

[HHS: A. Seven (7) calendar days after the Preconstruction Scheduling Conference,
the Contracting Officer shall meet with the Contractor to receive an update on the
progress in the development of the Project Schedule. Within fourteen (14) calendar
days after the Preconstruction Scheduling Conference the contractor shall submit the
baseline Project Schedule (i.e., with a date equal to the date of Contractor's receipt of
the Notice to Proceed), the Cash Flow Projection, and the Manpower Requirements
Forecast to the Contracting Officer.

B. The Project Schedules shall show the sequence and interdependence of

activities required for complete performance of the work, beginning with Contractor's
USACERL TR 96/71 85

receipt of the Notice to Proceed and concluding with the date of Final Completion of
the Contract. The Project Schedule shall show all activities in work days, with
allowance for Government holidays and the effects of normal weather conditions on
outside work.

C. The Project Schedule shall incorporate all WBS code information and shall
identify the cost to perform each work activity requiring a cost expenditure. The sum
of the costs assigned to all activities shall equal the Contract value. No activity costs
shall be assigned to submittals or submittal reviews. The accepted cost loaded Project
Schedule shall constitute the Schedule of Values from which monthly progress
payments will be made in accordance with the provisions in the Contract for partial
payments.

D. The Project Schedule shall comply with all limits imposed by the scope of
work, with all contractually specified intermediate milestones and completion dates,
and with all constraints, restraints, or sequences included in the Contract.

E. Schedule revisions shall be required at the Contractor's expense at the time

the government elects to exercise any of the project options.

A. The Project Schedule network and computer tabulations, the Cash Flow
Projection, the Manpower Requirements Forecast, and the written confirmation from
subcontractors and suppliers shall be submitted to the Contracting Officer for approval
in six (6) copies (8-1/2" x 11" in size). Additionally, the Contractor shall submit two (2)
copies of the P3 data on 3.5" DS, HD computer diskettes, compatible with the Govern-
ment's schedule monitoring hardware, containing the resource and cost loaded Project
Schedule data.

B. The Contracting Officer shall approve or disapprove, in writing, the

Contractor's submission of the Project Schedule and associated submittals within
fourteen (14) calendar days after receipt of all required information. If the Project
Schedule is disapproved, the Contracting Officer shall provide comments in writing to
the Contractor stating the reasons why the submittal was disapproved.

3.05 CONSTRUCTION EQUIPMENT REPORT. The Contractor shall submit

with the baseline Project Schedule submittal and each revision or monthly update
thereof a Construction Equipment Report of each major piece of construction equip-
ment planned for use on the project, and the calendar dates that the equipment is
expected to be on-site. The Construction Equipment Report shall be computer gener-
ated from the Contractor's resource loaded Project Schedule. Each major piece of the
86 USACERL TR 96/71

Contractor's and the subcontractor's equipment shall be separately described, identi-

fied, and numbered in the report.]

[NASA: (a) The Contractor shall, within five days after the work commences on the
contract or another period of time determined by the Contracting Officer, prepare and
submit to the Contracting Officer for approval three copies of a practicable schedule
showing the order in which the Contractor proposes to perform the work, and the dates
on which the Contractor contemplates starting and completing the several salient
features of the work (including acquiring materials, plant, and equipment). The
schedule shall be in the form of a progress chart of suitable scale to indicate appro-
priately the percentage of work scheduled for completion by any given date during the
period. If the Contractor fails to submit a schedule within the time prescribed, the
Contracting Officer may withhold approval of progress payments until the Contractor
submits the required schedule.]

[NAVY:

1.6.3 Completed Network

Submit the complete network analysis, consisting of the network mathematical

analysis and network diagrams, within 40 calendar days after contract award. Submit
three copies of both the diagrams described in paragraph entitled, "Diagrams" and
required sorts listed in paragraph entitled, "Required Sorts."

1.6.4 Review and Evaluation

The Contractor shall participate in a review and evaluation of the proposed network
diagrams and analysis by the Contracting Officer. Revisions necessary as a result of
this review shall be resubmitted for approval of the Contracting Officer within 10
calendar days after the conference. The approved schedule shall then be the schedule
to be used by the Contractor for planning, organizing, and directing the work,
reporting progress, and requesting payment for work accomplished.

1.6.6 Approved Network

Once the completed network has been approved by the Contracting Officer, the
Contractor shall within 15 calendar days furnish:

a. One mylar or equivalent of the network diagrams

b. Three copies of the network diagrams
c. Three copies of the required sorts listed in paragraph entitled, "Required Sorts"
USACERL TR 96/71 87

d. Three copies of the I-J (Look-Ahead Report) specified in paragraph entitled,

"Monthly Reports"
e. Three copies of the Cash Flow Report indicating the cash flow based upon both the
early and late start schedules.

For major revisions or changes to the network diagrams, once approved by the
Contracting Officer, the Contractor shall submit these same diagrams and reports
except submit the cash flow report only after the original complete network has been
approved.]

[STATE: 1. Initial Arrow Diagram: Prepare and submit initial arrow diagram of
CPM procedure, to concentrate upon detail requirements for the activities which have
starting dates in the first 120 days of Contract Time; with remaining activities shown
skeletally to complete the critical path, as recognized at time of this submittal; show
critical path graphically on the summary network. Comply, generally, with require-
ments indicated below for detailed reporting, including supporting data. Meet with
Project Director within 10 days of submittal, for review, corrections, and adjustments
to the initial arrow diagram and supporting data. Resubmit corrected diagram and
data within 5 days of meeting; this submittal will be recognized as the initial Progress
Report; distribute to Project Director and each entity of the project involved or affected
by the committed activities and events, and post arrow diagram, as requested by
Project Director, at Project Site for the information of everyone concerned.]

[VOA: The Contractor shall prepare a Target Schedule, which shall be reviewed and
approved by the ARCO. The initial Target Schedule shall include all work included
in the initial contract award. Thereafter, additional Target Schedules will only be
submitted as additional contract options, if any, are exercised or if changes are
requested by the Contractor or directed by the internment.

Each Target Schedule shall be submitted in both tabular and graphical formats. The
same information is required for each activity in the Target Schedule as is required in
the Interim Schedule discussed above. The graphical format shall consist of a network
diagramed in precedence format. In preparing the network schedule, the scheduling
of all work included in the contract shall be the responsibility of the Contractor.

The Target Schedules shall be consistent with the WBS and shall indicate an orderly
work flow. Upon approval by the ARCO, the initial Target Schedule and subsequent
Target Schedules will collectively become the approved Target.

The Contractor shall be required to conform to the approved Target Schedule for the
remainder of the project. However, the requirement to follow the approved Target
88 USACERL TR 96/71

Schedule shall not inhibit the contractor from starting activities as soon as possible
except when the early start of an activity is constrained by the completion of an
activity by the Government or another contractor. In such cases an earlier start must
be approved by the ARCO.

Within 60 calendar days after contract award, the Contractor shall submit the Work
Breakdown Structure for all of the work specified in the contract and the initial Target
Schedule for the work under contract. Thereafter, the Contractor shall submit, within
30 calendar days after any option is exercised, the Target Schedule for the work
included in the option. The Contractor shall resubmit, within 10 calendar days after
receipt of the ARCO's review, the corrected schedules, network diagrams, and Work
Breakdown Structure.]

Periodic Schedule Updates

[COE: Based on the result of progress meetings, specified in "Periodic Progress

Meetings," the Contractor shall submit periodic schedule updates. These submissions
shall enable the Contracting Officer or authorized representative to assess Contrac-
tor's progress. If the Contractor fails or refuses to furnish the information and project
schedule data, which in the judgment of the Contracting Officer or authorized
representative, is necessary for verifying the Contractor's progress, the Contractor
shall be deemed not to have provided an estimate upon which progress payment may
be made.]

[CSB: Updated Schedules 3.9.3 Keep accurate and detailed written records of the
progress of the Project during all stages of construction; submit monthly written
progress reports to the Owner including, but not limited to, information concerning the
Work of each of the separate contractors, the percentage of completion and the number
and amount of change orders. Maintain a daily detailed log of all events occurring on
the job site(s) or connected with progress of the Project. The log shall be open to the
Owner and the Architect at all times and shall be turned over to the owner at the
completion of the Work.

Maintain copies of the Progress Schedule at the job site(s) to reflect current conditions
and provide copies to the Owner with periodic reports as to deviations from the
Schedule, the causes of the deviations, and the corrective action taken.]

[FDA: An updated construction schedule shall be submitted each month so the work
proceeds, with the request for partial payment where applicable. Update shall reflect
the expected and actual impact of change in the work vs. the projected statue. The
USACERL TR 96/71 89

updated schedule shall also reflect the changes in the future portion of the schedule
necessary to finish the project within the contract completion time. ]

[GSA: Once each month, prepare and submit to the Contracting Officer a revised
arrow diagram showing all changes in network logic, including but not limited to
changes in activity duration, and revised activity cost estimates as the result of con-
tract modifications, changes in activity sequence and any changes in contract comple-
tion dates which have been approved within this section since the last revision of the
arrow diagram. Revisions causing changes in the detailed network shall be noted on
the summary network, or a revised issue of affected portions of the detailed network
furnished. Revise the summary network as necessary for the sake of clarity. However,
only the initial submission or completed revisions need be time scaled. Subsequent
revision need not be time scaled.

B. Once each month, prior to the date specified by the Contracting Officer for
submission of updated computer-produced calendar-dated schedule, make entries on
the preceding computer-produced calendar-dated schedule: 1. Show actual progress
and percent completed of those activities in progress; 2. identify those activities started
and those completed during the previous period; 3. Show the estimated time required
to complete each activity stated but not yet completed; 4. Reflect any changes in the
arrow diagram.]

[HHS: A. If the Contractor fails to submit the Project Schedule network diagrams
and computer tabulations, the cash flow projections, the manpower forecasts, written
confirmation of subcontractors and suppliers, or computer diskettes within the time
prescribed, the Contracting Officer may stop the Contractor's work at no additional
cost to the Government. Further, the Contractor shall not be permitted to mobilize
on-site and no mobilization progress payments shall be made until such time as the
Contractor submits the required information and obtains approval of the baseline
Project Schedule. Approval of the baseline Project Schedule is a condition precedent
to payment of any portion of the Contract amount.

B. Failure of the Contractor to submit the Project Schedule or any required

re-submittals or updates in a timely, accurate manner, and in accordance with the
requirements of this Specification section, will result in costs to the Government that
are difficult if not impossible to determine. Therefore, the Contractor shall pay the
Government liquidated damages in the amount of $500.00 per work day, for every
work day that the schedule submittal, revision, re-submittal, or update is late. This
amount shall be subtracted from any moneys due and shall be forfeited by the
Contractor.]
90 USACERL TR 96/71

The following computer generated reports in hard copy and on computer diskettes
shall be required as apart of the baseline Project Schedule submittal and each revision
or monthly update thereof as a condition precedent to the receipt of progress payments
under the Contract:

1. Earned Value Report, in tabular format, sorted by organizational responsi-

bility, including cumulative earnings for each activity, for the Contractor, each subcon-
tractor and supplier, and for the entire project.

2. Net and Cumulative Cash Flow Earnings and Projection, in histogram and
tabular formats, for the entire project.

A. The Contractor shall prepare a manpower analysis in the form of a series

of graphic displays and tabular reports depicting manpower by principle trade and
total manpower for the project. The manpower analysis shall be computer generated
from the Contractor's resource loaded Project Schedule

B. The following computer generated reports in hard copy and on computer

diskettes shall be required as part of the baseline Project Schedule submittal and each
revision or monthly update thereof as a condition precedent to the receipt of progress
payments under the Contract:

1. Net and Cumulative Trade Manpower Requirements Forecast by month, in

histogram and tabular formats, for the entire project;

2. Net and Cumulative Total Manpower requirements Forecast by month, in

histogram and tabular formats, for the entire project.

B. Following the approval of the initial Construction Equipment Report, the

Contractor shall update the report each month to show any changes in the planned use
of major construction equipment. In a separate monthly listing to be provided to the
Contracting Officer (which need not be computer generated from the Project Schedule),
the Contractor shall record the actual dates that major construction equipment arrived
and was removed from the site.]

[NASA: (b) The Contractor shall enter the actual progress on the chart as directed
by the Contracting Officer, and upon doing so shall immediately deliver three copies
of the annotated schedule to the Contracting Officer. If, in the opinion of the Contract-
ing Officer, the Contractor falls behind the approved schedule, the Contractor shall
take steps necessary to improve its progress, including those that may be required by
the Contracting Officer, without additional cost to the Government. In this circum-
USACERL TR 96/71 91

stance, the Contracting Officer may require the Contractor to increase the number of
shifts, overtime operations, days of work, and/or the amount of construction plant, and
to submit for approval any supplementary schedule or schedules in chart form as the
Contracting Officer deems necessary to demonstrate how the approved rate of progress
will be regained, (c) Failure of the Contractor to comply with the requirements of the
Contracting Officer under this clause shall be (end of paragraph)

The Contractor shall submit monthly progress reports to the Contracting Officer, along
with the latest updated schedule and any progress payment request. The report shall
address: Progress made during the period; Comments on activities which are behind
schedule, including reasons, the impact on the overall schedule, and mitigating actions
taken or planned discussion of any current or anticipated problems, technical or
scheduling; and other appropriate comments.

Update the schedule in one reproducible and two copies at least monthly, in
coordination with the Contracting Officer.]

[NAVY: Submit at monthly intervals a report of the actual construction progress by

updating the required sorts and the time scaled logic diagram. Initially, and monthly
thereafter, produce a projected report of scheduled activities to be started, in process
or completed during the upcoming reporting period, sorted by early start then I-J
(Look-Ahead Report). At the end of the reporting period, Contractor and Government
representatives shall jointly make entries on the preceding Look-Ahead Report to show
actual progress. As a minimum, the following action will be accomplished:

a. Identify activities started and completed during the previous period

b. Show estimated duration (in work days) to complete each activity started but not
completed during the previous period

c. Show estimated duration (in work days) to complete each activity started but not
completed

d. Indicate percentage of cost payable for each activity

e. Reflect changes in the network diagram.]

92 USACERL TR 96/71

[POST: The chart must be in suitable scale to indicate graphically the total percent-
age of work scheduled to be in place at any time. At the end of each progress payment
period, or at such intervals as directed by the contracting officer, the contractor must:

1. Adjust the chart to reflect any changes in the contract work, completion
time, or both, as approved by the contracting officer;

2. Enter on the chart the total percentage of work actually in place; and

3. Submit three copies of the adjusted chart to the contracting officer. ]

[STATE: 2. Updated Progress Reports: Within 30 (calendar) days of distribut-

ing/posting of initial arrow diagram and supporting data, and on same day of each
succeeding month of Contract Time; produce, submit, and post updated CPM progress
report. Show full detail information on every prime activity and unit-of-work for the
complete Project; byway of record for completed work, and as scheduled work for
current and yet-to-start activities. Break up units of work, which require more than
15 working days, into segregate activities relevant to performance; e.g., "...Placing
Concrete, 3rd Story..."; comply with Project Director's requests. Include crucial dates
for events which precede actual installation activity in each case, including (as
examples) shop drawing submittal/approval, fabrication, deliveries to Project Site, and
coordination drawings. Exercise the highest priority for determination effort on the
forthcoming 4 months of activities on the critical path; with second highest effort on
both the forthcoming 4 months of activities off the critical path, and 3 additional
months of activities on the critical path. Show the necessary logic for recognition of
the interdependence of each activity upon other activities. Show activity time dura-
tion, which is consistent with contracted commitment, for each entity performing work;
or show best estimate of time, where commitment is not yet secured. Continue
updating/adjusting/correcting-of-logic for diagram and supporting data; both as record
prior to current date, and as projections of the schedule for work to be performed; and
include, each month, the effect (if any) of Contract Modifications. Except as otherwise
directed, distribute each monthly issue of CPM schedule one calendar week in advance
of scheduled monthly coordination meeting; see Section 01041 "Project Coordination"
hereof. Project Director's review, requests for adjustment of, and acceptance of each
issue of CPM schedule, will not relieve Contractor of responsibility for errors and
omissions therefrom.]
USACERL TR 96/71 93

[VA: A. Within 30 calendar days after receipt of any computer-produced schedule, the
Contractor will submit a revised arrow diagram and a (I-J) list of any activity changes
for any of the following reasons:

1. Delay in completion of any activity or group of activities, indicate an

extension of the project completion by 20 working days or 10 percent of the remaining
project duration, whichever is less. Such delays which may be involved with contract
changes, strikes, unusual weather, and other delays will not relieve the Contractor
from the requirements specified unless the conditions are shown on the CPM as the
direct cause for delaying the project beyond the acceptable limits.

2. Delays in submittals, or deliveries, or work stoppage are encountered which

make replanning or rescheduling of the work necessary.

3. The schedule does not represent the actual prosecution and progress of the
project.

4. Activity costs are revised as the result of contract modifications.

B. CPM revisions made under this paragraph which affect the previously
approved computer-produced schedules for Government furnished equipment, vacating
of areas by the VA Medical Center, contract phase(s) and sub phase(s), utilities
furnished by the Government to the Contractor, or any other previously contracted
item, must be furnished in writing to the Contracting Officer for approval.

C. Contracting Officer's approval for the revised arrow diagram and all rele-
vant data is contingent upon compliance with all other paragraphs of this section and
any other previous agreements by the Contracting Officer or the VA representative.

D. The cost of revisions to the arrow diagram resulting from contract changes
will be included in the proposal for changes in work as specified in Article, CHANGES
of the GENERAL CONDITIONS, and will be based on the complexity of the revision
or contract change, man hours expended in analyzing the change, and the total cost
of the change.

E. The cost of revisions to the arrow diagram not resulting from contract
changes is the responsibility of the Contractor.]

[VOA: Once the Initial Target Schedule has been developed by the Contractor and
approved by the ARCO the Contractor shall create a Monthly Working Schedule. This
Working Schedule is based on the approved Target Schedule with monthly updates
94 USACERL TR 96/71

incorporated. The Working Schedule, derived from the Target Schedule and its
subsequent monthly updates, which the Contractor shall prepare for the duration of
the contract, shall be used by the Government to monitor the Contractor's schedule
performance against the Target Schedule and be the basis for all billings in accordance
with H.l.2.9, "Progress Payments", below. Prior to approval of the Target Schedule,
the approved Interim Schedule shall be updated monthly.

The Contractor's Interim Schedule, Work Breakdown Structure, and Target Schedules
shall be reviewed by the ARCO in a meeting with a representative of the Contractor
within 15 calendar days after submittal.

Within 10 calendar days thereafter, the Contractor shall revise and resubmit the
Interim Schedule, Work Breakdown Structure, and Target Schedule as required by the
ARCO. The revised Interim Schedule, Work Breakdown Structure and Target Sche-
dules shall be approved or rejected by the ARCO within 10 calendar days after receipt.
The approved Interim Schedule, Work Breakdown Structure, Target Schedules and
monthly updates, i.e., the Monthly Working Schedule, shall be used by the Contractor
for planning, organizing and directing its work and reporting progress.]

Standard Activity Coding Dictionary

[COE: The Contractor shall submit, with the initial project schedule, a coding scheme
that shall be used throughout the project for all activity codes contained in the
schedule. The coding scheme submitted shall list the values for each activity code
category and translate those values into project specific designations. For example,
a Responsibility Code value, "ELE", may be identified as "Electrical Subcontractor."
Activity code values shall represent the same information throughout the duration of
the contract. Once approved with the initial project schedule submission, changes to
the activity coding scheme must be approved by the Contracting Officer or authorized
representative. ]

Data Disks

[COE: [ Three (3) or XX ] data disks containing the project schedule shall be provided.
Data on the disks shall meet Technical Provision 01013, "Standard Data Exchange
Format."]

[NAVY: The Contractor is required to provide [IBM-compatible (IBM is a registered

trademark of International Business Machines) data diskettes, 130 mm 5.25 inch)
double sided, double density floppy disks, PC-DOS Version 2.0 or greater,] [a Microsoft
project for windows] [a Microsoft project for Macintosh] of all required network
USACERL TR 96/71 95

analysis submissions and updates in addition to the specified number of hard copies
of reports and network diagrams.]

File Medium

[COE: All required data shall be submitted on [ 3.5" or XX ] disk(s), formatted to hold
[ 1.44 MB or XX ] of data, under the [ MS-DOS or XX ] [ Version 5.0 or XX ] operating
system.]

[VA: E. Diskette Format: Only the following industry standard 3-1/2" diskettes,
formatted using the MS-DOS operating system, are acceptable; in order of preference:
Double sided, high density, 1.44 megabytes Double sided, double density, 720K bytes.

3. Use the MS-DOS BACKUP command to create the file. This command
allows a large file to span multiple diskettes.]

Disk Label

[COE: The Contractor shall affix a permanent exterior label to each disk submitted.
The label shall indicate the type of schedule (Initial, Update, or Change), full contract
number, project name, project location, data date, name and telephone number or
person responsible for the schedule, and the [ MS-DOS or XX ] version used to format
the disk.]

[VA: G. Exterior Label Information: Provide the following information on an external

label attached to the diskette(s):

1. VA project number and project location.

2. Name and telephone number of a point of contact, preferably the person who
created the diskette(s).

3. Version number of the MS-DOS operating system used to create the

diskette(s).

4. The diskette number and total number of diskettes in the set (e.g., 1 of 5).

H. Data Record Specifications: Enter each activity as either a Work Activity or a

Dummy Activity, but not both (see Record Type " 1 " specifications); If the Work
Activity has any Manpower greater than zero, generate a Record Type " 4 " record. If
the Work Activity has Cost greater than zero, generate a Record Type " 5 " record. The
96 USACERL TR 96/71

total number of Work and Dummy activities (Record Type " 1 ") will not exceed the
maximum number of activities required by 1.6.D above.]

File Name

[COE: The Contractor shall insure that each file submitted has a name related to
either the schedule data date, project name, or contract number. The Contractor shall
develop a naming convention that will insure that the names of all the files submitted
are unique. The Contractor shall submit the file naming convention to the Contracting
Officer for Approval.]

[VA:

1. All data must be provided in a single file. The file name must be "VACPM.DAT."]

Narrative Report

[COE: [ Three (3) or XX ] copies of the Narrative Report shall be provided with each
update of the project schedule. This report shall be provided as the basis of the
Contractor's progress payment request. The Narrative Report shall include: a
description of activities along the [ four (4) or XX ] most critical paths, a description
of current and anticipated problem areas or delaying factors and their impact, and an
explanation of corrective actions taken.]

[GSA: Submit a narrative report once each month with the updated schedule in a
form agreed upon by the Contractor and the Contracting Officer. Include a description
of the progress during the last month in terms of activities completed or in progress,
a description of problem areas, current and anticipated delaying factors and their
estimated impact on the cost of performance of other activities and completion dates,
and an explanation of corrective action taken or proposed.]

[HHS: A. The monthly submittal to the Contracting Officer shall be accompanied by

a written Schedule Narrative and Progress Report. The report shall describe the
physical progress during the report period, plans for continuing the work during the
forthcoming report period, actions planned to correct any negative float paths, and an
explanation of potential delays and/or problems and their estimated impact on
performance and the overall project completion date. In addition, alternatives for
possible schedule recovery to mitigate any potential delay and/or cost increases should
be included for consideration by the Government.
USACERL TR 96/71 97

B. The Schedule Narrative and Progress Report shall follow the outline set forth
below:

1. Contractor's transmittal letter;

2. Description of the progress made by the Contractor and subcontractors in each area
of the project;
3. Changes in activities, original activity durations, logic, interdependencies, mile-
stones, planned sequence of operations, and resource and cost loading of the Project
Schedule;
4. Pending items and status thereof, including permits, change orders, time exten-
sions, and non-compliance notices;
5. Status of Contract completion date and milestones (i.e., describe the variance in
total float for Contract completion date and milestones from the previous update and
the reasons therefore);
6. Current and anticipated delays (describe the cause of the delay and corrective
actions to be taken to maintain the Contract completion date and milestones);
7. Description of current and future schedule problem areas;
8. Other project or scheduling concerns including any proposed plant or utility
shutdowns and coordination of the work with other contractors on-site;
9. Include as tabbed appendices Contractor's reviewed and updated network diagrams
and schedule reports, in paper copy and on computer diskettes;
10. Include as tabbed appendices Contractor's reviewed and updated Earned Value
Report, Net and Cumulative Cash Flow Earnings and Projection, Net and Cumulative
Trade Manpower Requirements Forecast, and Construction Equipment Report.

C. The Contractor shall submit six (6) complete copies of the Schedule Narrative and
Project Report (8-1/2" x 11" format) to the Contracting Officer each month.]

[NAVY: Submit a narrative report describing current and anticipated problem areas
and/or delaying factors with their impact together with an explanation of corrective
actions taken or proposed. Produce, from the marked-up Look-Ahead Report, updated
required sorts for the project and use the accumulated cost for completed and partially
completed activities as the basis for requesting progress payments, pursuant to, "FAR
52.232-5, Payments Under Fixed-Price Construction Contracts" and "FAR 52.236-5,
Schedules for Construction Contracts." Contract status shall be evaluated on the basis
of relative float on the critical path at the time of updating with negative relative float
indicating the contract is behind schedule and positive relative float indicating status
ahead of schedule. (Relative float is the current status of an activity in relation to the
approved schedule completion date.) Submit three copies of the required sorts listed
in paragraph entitled, "Required Sorts" and the Look-Ahead Report with each payment
request.]
98 USACERL TR 96/71

[STATE: f. Narrative report, required to accompany each monthly arrow diagram,

is to describe in detail how and why the past month of performance exceeded or fell
below the previously reported projections for the month. Also, describe how and why
significant changes in network logic have been made since last report, including those
related to Contract Modifications, which have been implemented through past month.
Highlight significant schedule revisions resulting from changing conditions at Project
Site, or locations where materials are being produced and fabricated, and similar
problem areas or beneficial turn-of-events which can be predicted to affect job progress.
Outline corrective actions implemented to either overcome problems or take advantage
of beneficial situations.]

[VA: The Contractor shall provide this information to the Contracting Officer or the
VA representative in completed form three work days in advance of the progress
meeting. Job progress will be reviewed to verify:

1. Actual finish dates for completed activities.

2. Remaining duration, required to complete each activity started, or scheduled

to start, but not completed.

3. Logic, time and cost data for change orders, and supplemental agreements
that are to be incorporated into the arrow diagram and computer-produced schedules.
Changes in activity sequence and durations which have been made pursuant to the
provisions of following Article, ADJUSTMENT OF CONTRACT COMPLETION.

4. Percentage for completed and partially completed activities.

5. Logic and duration revisions required by this section of the specifications.

B. The Contractor shall submit a narrative report as a part of his monthly

review and update, in a form agreed upon by the Contractor and the Contracting
Officer. The narrative report shall include a description of problem areas; current and
anticipated delaying factors and their estimated impact on performance of other
activities and completion dates; and an explanation of corrective action taken or
proposed. This report is in addition to the daily reports pursuant to the provisions of
Article, DAILY REPORT OF WORKERS AND MATERIALS in the GENERAL
CONDITIONS.

C. After completion of the joint review and the Contracting Officer's approval
of all entries, the VA will generate an updated computer-produced calendar-dated
USACERL TR 96/71 99

schedule and supply the Contractor with reports in accordance with the Article,
COMPUTER PRODUCED SCHEDULES, specified.

D. After each monthly update, the Contractor shall submit to the Contracting
Officer three blue line copies of a revised complete arrow diagram showing all com-
pleted and partially completed activities, contract changes and logic changes made on
the subject update. Monthly updates using the interim arrow diagram are exempted
from this requirement.]

[VOA: The Contractor shall provide the Contracting Officer and/or ARCO a Progress
Report by the 10th of the month including, but not limited to, the following:

1) Working Schedule -The Working Schedule shall indicate the current status
of all activities and milestones, as updated, in the approved Target Schedule.

2) Update Report - The Update Report shall indicate the status of all activities
and milestones that were completed, in progress, or initiated during the current
update period or which are scheduled to start or occur during the next 60 calendar
days.

Approximately two days prior to the last working day of each month, the
Contractor shall meet with representatives of the Government to review the status of
its progress during that month. This becomes the current update period. The Update
Report submitted with the Contractor's previous Monthly Progress Report shall be
jointly annotated by the Contractor and a Government representative to indicate the
following:

Actual start dates of the activities initiated during that month;

Actual finish dates of activities completed during that month;

Estimated time required, i.e., remaining duration, in working days, to complete

each activity already in progress or started during the month, but not completed; and

Estimated percent complete of each activity in progress or started, but not

completed, during the month. (These estimates shall be based on physical quantity
of work in place or the remaining duration versus target duration or other basis
approved by the ARCO. They will also be the basis for all subsequent billings.)

Prior to the implementation of field activities, the Update Report shall be reviewed by
the ARCO in a meeting with a representative of the Contractor in the ARCO's
100 USACERL TR 96/71

Washington, D.C. office. Once field activities have begun, the status of the field work
shall be reviewed by the Contractor's senior field representative and the VOA's
Construction Manager. The status of manufacturing activities shall continue to be
reviewed by the Contractor and the VOA AECO in Washington, D.C. The annotated
Update Report shall be submitted to the ARCO by the first day of the following month,
i.e., the month immediately following the update period. The annotated report shall
be used by the Contractor to prepare the Working Schedule, Milestone Report, and
Update Report for the next update period. Progress reported shall be used as the basis
for all billings.

The Contractor shall prepare and submit the Monthly Status Reports as specified
herein and in Section F. Each report shall provide a detailed summary of the progress
of the work. Reports shall be submitted within 10 calendar days after the first day of
each working month and reflect the activities of the previous month.

H.l.3.1.1 Format: The Contractor shall adhere to the following format in preparation
and submittal of the Monthly Status Report.

H.l.3.1.2 Introduction: This section shall include a brief description of appropriate

project background information and objectives and a brief narrative summary of the
major accomplishments during the reporting period.

H.1.3.1.3 Project Activities: This section shall include a narrative discussion of the
work performed during the update period including the overall status of major or
critical activities and/or milestones as of the end of the update period.

H. 1.3.1.4 Government Contacts: The following listings shall be provided (these can be
attachments to the report).

H.1.3.1.4.1 Correspondence to USIA: Listing of all documents, letters, telexes,

facsimiles, etc., pertinent to this contract, forwarded to USIA and other contractors to
include the reference numbers, dates, and subjects.

H.1.3.1.4.2 Correspondence from USIA: Listing of all documents, letters, telexes,

facsimiles, etc., pertinent to this contract, received from USIA and other contractors
to include the reference numbers, dates, and subjects.

H.1.3.1.4.3 Conferences/Meetings: Listing of all conferences and meetings, pertinent

to this contract, with USIA personnel and/or personnel from other contractors to
include the personnel attending, dates, and subjects.
USACERL TR 96/71 101

H.1.3.1.4.4 Telephone Conversations: Listing of all telephone conversations, pertinent

to this contract, with USIA personnel and personnel from other contractors to include
the personnel, date, and subject.

H.1.3.1.5 Monthly Working Schedule: This section shall include the Working Schedule,
Milestone Report and Update Report as described in the "Contractor Reporting"
Section above. These reports shall be included as attachments to the Monthly Status
Report.

H.1.3.1.6 Problem Areas and Solutions: This section shall address all problem areas
identified in the Monthly Status Reports regarding any aspect of the project. Problems
related to the goals of the project, schedule slippages, cost overruns, and/or any other
actual or potentially adverse situations shall be fully explained and clearly identified.
Specifically, the Contractor shall address in detail:

(a) Activities, or sets of activities, that are behind schedule, their effect on
completion of the project, and steps being taken to remedy the situation.

(b) Other information which defines cause and effect of significant changes in
the contract schedule.

(c) Recommended solutions to overcome the problems identified.

H.1.3.1.7 Planned Activities: All of the major activities planned for the upcoming
month shall be fully described in this section.

H. 1.3.1.8 Financial Status: This section of the report shall summarize the financial
status of the project. It shall indicate the original contract amount, the cost of any
approved modifications, the estimated cost of any anticipated modifications and/or
outstanding and anticipated claims, and the amount of all billings presented and
payments made to date. Anticipated modifications and claims shall be described and
their estimated costs stated.

H.1.3.1.9 Miscellaneous: The Contractor shall address in this section all other
information of importance to the project.
102 USACERL TR 96/71

H.1.3.1.4.10 Report Preparation

The report shall be prepared as follows:

It shall be typewritten or clearly lettered and copies shall be reproduced with

non-fading ink on 8 1/2" x 11" paper (or approximate).

The data indicated below shall be contained on the title page in a 3 1/2" x 1 1/2"
rectangle located three inches from the top of the page and two and one-half inches
from its unfastened edge:

a. Report Title, e.g., Monthly Status Report;

b. Project title;

c. Contract number;

d. Dates of the reporting period;

Other necessary information may be included elsewhere on the title page.

Attachments are to be prepared on standard letter size paper or standard D size

engineering drawing paper. Each attachment shall be fully identified and shall be
referenced in the text of the report.

H.l.3.2 WEEKLY INSTALLATION REPORT - SITE INSTALLATION EFFORTS

The Contractor's senior field representative at each site shall prepare and and submit 2
copies of the Weekly Installation Report. One copy shall be to VOA's On-Site Con-
struction Manager and one copy shall be submitted to the ARCO. Each report shall
provide a comprehensive summary of the equipment installation and associated activities
for one workweek and shall be submitted on the first workday of the following week.

H.1.3.2.1 Format: The Weekly Installation Report shall follow the Contractor's
standard reporting format, provided all reporting requirements are met.

H.l.3.3 MEETING CONFERENCE REPORTS

The Contractor shall submit a meeting conference report after each meeting or formal
conference between contractor personnel, USIA personnel, or personnel from other
contractors. This report shall be submitted within 5 calendar days after completion
USACERL TR 96/71 103

of the meeting or conference. Each report shall include but not be limited to the
following:

Date and place of conference;

Names and affiliations of all participants;

Subjects discussed; and

The Contractor's understanding of all decisions, conclusions, and directions

which were arrived at during the meeting.

H.l.3.4 QUARTERLY STATUS REVIEW: The Contractor shall make a detailed

quarterly presentation to the ARCO on the status of the work. The presentation shall
be made in the VOA offices in Washington, D.C. The agenda for each Quarterly Status
Review shall be submitted in advance by the Contractor and approved by the ARCO.]

Approved Changes Verification

[COE: Only project schedule changes that have been previously approved by the
Contracting Officer shall be included in the schedule submission. The [ three (3) or
XX ] copies of the Narrative Report shall specifically reference, on an activity by
activity basis, all changes made since the previous period and relate each change to
documented, approved schedule changes. ]

[HHS: B. The Project Schedule and associated reports shall be reviewed for the
purpose of verifying:

1. Actual start dates;

2. Actual finish dates:
3. Cost value of work reported in place;
4. Activity percent complete for activities in progress as of the start date;
5. Revised logic and changes in activity duration, cost, and manpower assigned;
6. Influence of change orders;
7. Revisions due to unauthorized modifications;
8. Incorporation of approved time extensions.

4.01 The Contractor shall prosecute the work in accordance with the approved
Project Schedule. Out of sequence construction, defined as a change from the Project
104 USACERL TR 96/71

Schedule in the Contractor's actual operations, requires prior approval from the
Contracting Officer.

4.02 Upon the approval of a change order or the issuance of a unilateral change
order by the Contracting Officer, the agreed upon change order activities, activity
duration, logic, and impacts shall be reflected in the next schedule submittal by the
Contractor.

4.03 No change to the approved activities, original activity duration, logic,

interdependencies, milestones, planned sequence of operations, or resource and cost
loading of the baseline Project Schedule shall be made without prior written approval
from the Contracting Officer. If the Contractor desires to make a change to the
approved baseline Project Schedule, the Contractor shall request permission from the
Contracting officer in writing, stating the reasons for the change as well as the
specifics, such as the proposed changes in activities, original activity duration, logic,
interdependencies, milestones, planned sequence of operations, or resource and cost
loading of the baseline Project Schedule. The Contracting Officer shall respond within
fourteen (14) calendar days after the receipt of the Contractor's request.

4.04 If the Contracting Officer considers the Project Schedule change requested
by the Contractor to be of a major nature, the Contracting Officer may require the
Contractor to revise and submit for approval, without additional cost to the
Government, all of the affected portions of the network diagrams, and any schedule
reports, cost and cash flow projections, manpower forecasts, or construction equipment
reports deemed necessary to show the probable effect on the entire project. The
proposed network revision and required reports shall be submitted to the Contracting
Officer within seven (7) calendar days after the Contracting Officer notifies the
Contractor that the requested revision is of a major nature. Only upon the approval
of the requested change by Contracting Officer shall it be reflected in the next Project
Schedule update submitted by the Contractor.

4.05 A change will be considered of a major nature if the time estimated for an
activity or sequence of activities is varied from the original plant to the degree that
there is reasonable doubt that the Contract completion date or milestones will be met,
or if the change impacts the work of other Contractors at the job site. Changes to
activities having adequate float shall be considered as minor changes, except that an
accumulation of minor changes may be considered a major change when such changes
affect the Contract completion date or milestones.]

[NAVY: Conformed modifications and pending proposed changes shall be shown on

the update report. [To be included in monthly schedule updates] ]
USACERL TR 96/71 105

[STATE: A. General: Except as agreed upon or directed by Project Director at

monthly coordination meeting, mark up minor corrections on each issue of progress
report (arrow diagram and computer-produced schedules/reports). Where major
corrections or changes of real substance, as determined by Project Director, are
discovered in monthly coordination meeting or by subsequent analysis of the circum-
stances, promptly revise input, rerun on computer, reprint, and reissue monthly
progress report. Failure by Government (or anyone else) to detect errors or omissions
in monthly CPM scheduling of progress, will not be allowed as justification for
Contract Modifications. Except as otherwise indicated by Project Director, data
accepted in monthly CPM scheduling of progress will be allowed in support of
Contractor's monthly payment request, which will not be processed for payment
without such supporting data.]

[VOA: If the Contractor desires to make a change to the approved Target Schedule,
he shall notify the ARCO in writing stating the reason for the change, listing the
revised features of the work, and displaying how the change affects the remaining
work. Any desired change which involves the assigned cost or duration of an activity,
an activity's start or finish constraints, the addition or deletion of activities, or changes
in activity relationships, requires the prior written notification and subsequent
approval of the ARCO. If the ARCO considers a change to be of a major nature, the
Contractor shall revise and submit for approval all or just the affected portion of the
approved Target schedule to show the effect on the entire project and how the Con-
tractor intends to accomplish the remaining work on or before the specified contract
milestone and activity completion dates. A clear, detailed listing of all changes shall
be provided. The Contractor shall neither modify the approved Target Schedule and
any associated reports to reflect a requested change nor implement the change until
approval of the ARCO has been obtained. If unapproved changes to the Target
Schedule are encountered, the government may direct the contractor to remove them
and resubmit the Target Schedule for approval at no expense to the government.
Progress payments may also be suspended until such a time as the Target Schedule
is again approved by the ARCO.]

Schedule Reports

[COE: The format for each activity for the schedule reports listed below shall contain:
Activity Number(s), Activity Description, Original Duration, Remaining Duration,
Early Start Date, Early Finish Date, Late Start Date, Late Finish Date, Total Float.
106 USACERL TR 96/71

Actual Start and Actual Finish Dates shall be printed for those activities in-progress
or completed. [ Three (3) or XX ] copies of the reports listed below are required:

a. Activity Report: A list of all activities sorted according to [ activity number

or "I-node" and "j-node"] and then sorted according to Early Start Date. For completed
activities the Actual Start Date shall be used as the secondary sort.

b. Logic Report: A list of Preceding and Succeeding activities for every activity
in ascending order by activity number and then sorted according to Early Start Date.
For completed activities the Actual Start Date shall be used as the secondary sort.

c. Total Float Report: A list of all activities sorted in ascending order of total
float. Activities which have the same amount of total float shall be listed in ascending
order of Early Start Dates.

d. Earnings Report: A compilation of the Contractor's total Earnings on the

project from the Notice To Proceed until the most recent Monthly Progress Meeting.
This report shall reflect the Earnings of specific activities based on the agreements
made in the field and approved between the Contractor and Contracting Officer at the
most recent Monthly Progress Meeting. Provided that the Contractor has provided a
complete schedule update, this report shall serve as the basis of determining Con-
tractor Payment. Activities shall be grouped by bid item and then Sorted by activity
number(s). This report shall: sum all activities in a bid item and provide a bid item
percent complete and sum all bid items to provide a total project percent complete.
The printed report shall contain, for each activity: [ Activity Number or "I-node" and
"j-node" ], Activity Description, Original Budgeted Amount, Total Quantity, Quantity
to Date, Percent Complete (based on cost), Earnings to Date. ]

[GSA: A. Furnish with the arrow diagram, and each revision thereof, a com-
puter-produced schedule showing the following minimum data for each activity:

1. Activity beginning event number.

2. Activity ending event number (mandatory only when format is used).
3. Activity description.
4. Activity duration estimate.
5. Activity cost estimate.
6. Trade code (responsibility code including Contractor, subcontractors, supplier and
Government).
7. Early start date -by calendar date.
8. Early finish date -by calendar date.
9. Late start date -by calendar date.
USACERL TR 96/71 107

10. Late finish date -by calendar date.

11. Actual start date -by calendar date.
12. Actual finish date -by calendar date.
13. Total float.
14. Percent completed.

B. As a minimum, the following computer-produced report sorts of the basic activity

data shall be supplied with clear identification on the first page of each report:

1. Activity listing by number sequence.

2. Activity sort by total float -early start date -early finish date.
3. Activity sort by trade -early start date -total float.
4. Contractor's monthly payment request sorted by responsibility.]

[HHS: A. The Project schedule shall include time scaled network diagrams, computer
generated mathematical analysis reports, and associated reports as required by this
Specification section. The mathematical analysis reports shall include, at a minimum,
the following information:

1. Activity number(s) and descriptions;

2. All WBS codes
3. Original and remaining durations for each activity;
4. Early start by calendar date;
5. Early finish by calendar date;
6. Late start by calendar date;
7. Late finish by calendar date;
8. Actual start by calendar date;
9. Actual finish by calendar date;
10. Total float in work days;
11. Monetary value of each activity;
12. Percentage of activity complete linked to remaining duration;
13. Contractor's earning, based on the Contractor's reported portion of
activities completed and accepted;
14. Imposed constraints

B. The following computer generated reports in hard copy (8-1/2" x 11" format)
and on computer diskettes (two (2) copies of all P3 data) shall be required as part of
108 USACERL TR 96/71

the baseline Project Schedule submittal and each revision or monthly update thereof
as a condition precedent to the receipt of progress payments under the Contract:

1. Schedule report by activity number from lowest to highest, including

restraints;
2. Schedule report by total float from lowest to highest, then by activity
number, for all activities including restraints;
3. Schedule report by early start date for the next fifty (50) work days, then by
activity number;
4. Schedule report by late finish date for the next fifty (50) work days, then by
activity number;
5. Schedule report by organizational responsibility (contractor, subcontractors,
suppliers, Government), then by activity number.]

[NAVY: Show the order and interdependence of activities and the sequence in which
the work is to be accomplished as planned. The basic concept of a network analysis
diagram will be followed to show how the start of a given activity is dependent on the
completion of preceding activities and how its completion restricts or restrains the
start of following activities. In addition to construction activities, detailed network
activities shall include the submittal and approval of materials, samples, and shop
drawings, the procurement of critical materials and equipment, receipt of materials
with estimated procurement costs of major items for which payment of materials will
be requested in advance of installation, fabrication of special material and equipment,
and their installation and testing. . Show activities of the Government that affect
progress and contract-required dates for completion of all or parts of the work. Show
activities indicating Government furnished materials and equipment utilizing delivery
dates indicated in "FAR 52.245-2, Government Furnished Property (Fixed-Price
Contract)." Show the following information on the diagrams for each activity:

a. Preceding and following event numbers,

b. Description of the activity,
c. Cost where applicable for the activity,
d. Duration in work days.

List the activities in sorts or groups as follows:

a. By the preceding event number from lowest to highest and then in the order
of the following event number (I-J Look-Ahead Report) showing the current status of
all activities
b. By the amount of total float, from lowest to highest and then in order of
preceding event number (Total Float or Slack Report) showing all incomplete activities
USACERL TR 96/71 109

c. By latest allowable start dates, then in order of preceding event numbers,

and then in order of succeeding event numbers (Late Start Report) showing all
incomplete activities
d. Contractor's monthly payment request sorted by responsibility code with
summary (cost earned by Responsibility Code Report)
e. Early Start Report
f. Listing of input data which generates the Input Data Report.]

[STATE: d. Computer-produced schedule, required to accompany each monthly

arrow diagram, include the following data as projected or recorded for each activity,
as applicable:

1) Description, including trade or responsibility code (Contractor, subcontrac-

tor, supplier, Government).
2) Beginning event number and, where applicable to format used, ending event
number.
3) Estimated activity duration (working days).
4) Estimated activity cost.
5) Early start and early finish dates.
6) Late start and late finish dates.
7) Actual start and actual finish dates.
8) Total float, in working days.
9) Percent complete as of report date.
10) Review substantive changes in input data for any of foregoing, with Project
Director, prior to production of each monthly report.

e. Computer-produced sorts, re-colored to accompany each monthly arrow diagram,

include the following properly identified reports:

1) Activity listing, by number sequence.

2) Activity sort by total float, early start date, early finish date.
3) Activity sort by trade, early start date, total float.
4) Contractor's monthly payment request, sorted by responsibility.

b. Supporting and coordinating data submittals include the schedule of

submittals, schedule of values, schedule of GFE, occupancy schedule, listing of entities
performing work, listing of products, certain close-out submittals, and similar sub-
mittals as specified in these Contract Documents. Prepare and include updated
submittal, with listing of costs (recorded and estimated) for units of work of the
Contract, totaling the Contract Amount.
110 USACERL TR 96/71

c. Produce work-flow estimates as supporting schedules or listings for the

entire Contract Time; and update/distribute each month with CPM schedule. Include
recorded amounts for periods prior to date of report, and estimated amounts for
subsequent periods. Provide the following data:

1) Weekly cash flow, or value of work installed/to-be-installed; with projected

values indicated on summations of both early and late finish dates, for activities not
on the critical path.

2) Weekly average number of work persons at Project Site; based on regular

work hours, except as noted to include extended hours or extra shifts.]

[VOA: In order to provide effective schedule performance and cost monitoring, the
Contractor shall provide the following information/reports in its Monthly Status
Report:

Working Schedule Report: The Working Schedule Report shall indicate the
status of all activities and milestones contained in the entire approved Target
schedule.

Milestone Report: The Milestone Report shall indicate the actual or anticipated
dates of all contract milestones.

Update Report: The Update Report shall indicate the status of all activities
and milestones that were completed, in progress, or initiated during the current
update period or which are scheduled to start or occur during the next eight weeks.
It will be formatted to allow its annotation to reflect status at the conclusion of the
next update period. The annotated Update Report shall be used by the Contractor to
generate the schedule reports submitted with the next Monthly Status Report.

The Working Schedule and Milestone Reports shall be provided sorted by the activity/
milestone identifier. The Update Report shall be provided in duplicate with one set
sorted chronologically by early start and the other set sorted by the activity/milestone
identifier. Each report shall be in tabular format indicating description, remaining
duration, performance responsibility, actual or planned early and late start and finish
dates, and associated float for each activity and milestone.]
USACERL TR 96/71 111

Network Diagram

[COE: The network diagram shall be required on the initial schedule submission [
and on monthly or quarterly schedule update submissions ]. The network diagram
shall depict and display the order and interdependence of activities and the sequence
in which the work is to be accomplished. The Contracting Officer shall use, but is not
limited to, the following conditions to review compliance with this paragraph:

a. Continuous Flow: Diagrams shall show a continuous flow from left to right
with no arrows from right to left. The activity or event number, description, duration,
and estimated earned value shall be shown on the diagram.

b. Project Milestone Dates: Dates shall be shown on the diagram for start of
project, any contract required interim completion dates, and contract completion dates.

c. Critical Path(s): The critical path(s) shall be clearly shown.

d. Banding: Activities shall be grouped to assist in the clear understanding of

the activity sequence.

Typically, this flow will group activities by category of work, work area and/or
responsibility.

e. S-Curves: Earnings curves showing projected early and late earnings and
earnings to date.]

[GSA: The detailed arrow diagram shall show the sequence and interdependence of
activities required for complete performance. In preparing the arrow diagram, break
up the work into activities of a duration of no longer than fifteen working days each,
except for non-construction activities (such as procurement of materials, delivery of
equipment and concrete curing) and any other activities for which the Contracting
Officer may approve the showing of longer duration. The selection and number of
activities will be subject to the approval of the Contracting Officer. The diagram shall
show not only the activities for actual construction work for each trade category of the
project, but also all other activities that affect progress, such as including submittal
of shop drawings, equipment schedules, samples, coordination drawings, templates,
fabrication, delivery and the like, the Government's review and approval of shop
drawings, equipment schedules, samples and templates, and the delivery of Govern-
ment-furnished equipment or partition drawings, or both. Show activity duration (i.e.,
the single best estimate, considering the scope of the activity and the resources
planned for the activity) for each activity on the diagram. Failure to include any
112 USACERL TR 96/71

element of work required for the performance of this contract shall not excuse the
Contractor from completing all work required within any applicable completion date,
notwithstanding the Contracting Officer's approval of arrow

A. Furnish the following supporting data with the arrow diagram:

1. Cost estimate for each activity. The total of all activity costs shall equal the
contract price.
2. Other data such as the proposed number of working days per week,
manpower allocation by crew size and type, the planned number of shifts per day and
the number of hours per shift.

B. Furnish with the arrow diagram, and each revision thereto which affects the
contract time, cash flow in a suitable scale indicating graphically the total percentage
of activity dollar value, scheduled to be in place based on both early and late finish
dates. ]

[HHS: The detailed CPM network diagrams shall show the sequence and interdepen-
dence of activities required for complete performance. It shall be organized to show
the order in which the Contractor proposes to carry out the work, to indicate
restrictions of access and to show availability of work areas, and availability and use
of manpower, materials, and equipment. The Contractor shall utilize the network
diagrams in planning, scheduling, coordinating and performing the work under the
Contract, including all activities of subcontractors, equipment vendors, and suppliers.

E. The network diagrams shall be prepared on "E" size sheets (28 inches by 40
inches), and they shall have a title block and a calendar day time line on each page.
All networks shall be time scaled to show a continuous flow of information from left
to right. The critical path shall be clearly and graphically identified on the network
diagrams. Near critical paths shall also be shown graphically, using a style that is
distinct from the critical path.]

[NAVY: The network diagram mathematical analysis shall include a tabulation of

each activity shown on the detailed network diagrams. Provide the following
information as a minimum for each activity:

a. Preceding and following event numbers

b. Activity description
c. Estimated duration of activities (by work days)
d. Earliest start date (by calendar date)
e. Earliest finish date (by calendar date)
USACERL TR 96/71 113

f. Actual start date (by calendar date)

g. Actual finish date (by calendar date)
h. Latest start date (by calendar date)
I. Latest finish date (by calendar date)
j. Total float or slack
k. Monetary value of activity
1. Responsibility code (including prime contractor, subcontractors, suppliers,
Government, or other party responsible for accomplishment of an activity)
m. Manpower required (by area of the project in which the work will be
performed)
n. Percentage of activity completed
o. Contractor's earnings based on portion of activity completed

The program or means used in making the mathematical computation shall be capable
of compiling the total value of completed and partially completed activities. The
program shall also be capable of accepting revised completion dates as modified by
approved time extensions and computation of tabulation dates/costs and float
accordingly.

1.6.8 Submission Requirements

Provide network diagrams on size AO-1189 by 841 mm (30 by 42 inch) sheets. Updated
diagrams shall show the date of the latest revision.

1.6.9 Summary Network

A summary network shall generally have the same network form as the final
submitted NAS Schedule. The summary network will contain a minimal number of
activities that represent the general approach of work sequence. It will be a time-
scaled logical sequence of work phases, classifications and areas. It will not be
necessary to cost load the summary network or show responsibility codes. The
Contractor shall submit a summary network diagram immediately after approval of
the complete network. A complete update shall be submitted every [6] [ ] months
during the contract duration and immediately following approval of each major
schedule change. Submit the following:

a. One mylar or equivalent of the summary network diagram

b. Three copies of the summary network diagram
c. Three copies of the summary I-J report
d. Three copies of the summary Total Float Report
114 USACERL TR 96/71

e. Three copies of the Cash Flow Report indicating the cash flow for the current
complete (not summary) network based upon both the early and late start schedules.]

[NASA: The graphic display shall be a standard network or arrow diagram capable
of illustrating the required data. Drafting shall be computer generated on standard
24 by 36 inch (nominal size) drafting sheets or on small (11 by 17 inch minimums
sheets with separate overview and detail breakouts. Any graphic display siesta used
shall be readily legible with a clear, consistent method for continuations and detail
referencing. The critical path shall be clearly delineated on the display. When
milestone dates are included in the Contract they shall be clearly indicated on the
display.

The schedule shall be drawn or plotted, showing activity numbers and descriptions,
start and finish dates, and total float; as well as the subcontractor responsible, dollar
amounts associated with each of material, labor, and equipment, and crew size.]

[STATE: C. Detailed Construction Progress Schedule: In compliance with CC&C;

prepare and submit fully-detailed entire construction period, bar-chart type, progress
schedule; within 45 days of Government's "Notice to Proceed"; and submit to Project
Director. Show time period scheduled for each significant unit of work; with sufficient
space along each bar to mark-up record of actual performance or progress of work. List
units in vertical order for general sequencing of activities, with uniform weekly
vertical lines to show elapsed time horizontally; including work by separate
contractors and Government, which is within or overlaps Contract Time for this
Construction Contract.

1. Show actual progress time bars, as recorded during first 30-to-45 days by
Initial Progress Schedule; and proposed time bar, for each entity's unit of work, as
agreed upon by related entity in each case. Mark each time bar, which exceeds 8
weeks in length, into incremental work segments, each representing 10 percent
completion.

2. Prepare on a series of reproducible sheets, each not exceeding 33 x 25.5 inch

(838 x 648 mm) overall size, and sufficient in number to contain: 1) Vertically, the
complete listing of units of work to be scheduled; and 2) Horizontally, the complete
Construction Time, plus 10 percent extra space for possible extension of time.

3. Provide each sheet of composite schedule with sufficient space to record

applicable heading data, including month/year and first working date of each week;
along with project name/number/location/date and similar identification. Provide
extra space under heading of each top sheet of composite schedule, for the purpose of
USACERL TR 96/71 115

recording not less than 10 special time lines, each with adjacent mark-up space; to be
used for summarized information such as value of work-in-place, total personnel count
at Project Site, and similar requirements as may be specified or requested by Project
Director.

4. Provide each left-hand margin of each left-hand sheet with column spaces
for indicating: 1) Line number for quick reference, 2) Unit of work name/designation,
3) (Unrelated) percent complete column for purposes of imposing "S" curves of
scheduled and actual job progress, and 4) Extra width of not less than 4 inches (102
mm) for the subsequent insertion of other line designations and indicators, as may be
requested by Project Director.

5. After receiving and sequencing analysis of appropriate information concern-

ing performance of each unit of work, including work by separate contractors and by
Government; and including time frames for preparation and processing of submittals,
manufacturing, fabrication, delivery, installation, and other time requirements; plot
time bars in a logical sequence for related units of work, and determine which units
of work constitute the initial critical path of the construction progression. Position
those units-of-work installation time bars horizontally, with 50 percent of initial total
float time (if any) distributed uniformly between unit bars, and with the remaining 50
percent located at the right margin, forming cushion ahead of "date of substantial
completion." Provide distinctive graphic treatment for recognition of initial units of
work on the critical path. In general, position those unit-of-work installation time
bars, which are not on the critical path, with 25 percent of each individual float time
to the left, and with 75 percent to the right.

6. Where phase installation for multiple units of work is required, treat each
phase of each unit as a separate unit of work, in the assembly and sequencing of
related time bars shown on the schedule. Treat other segments of work requiring
individual progress scheduling in the same manner; e.g., separate stories of
construction; as requested by Project Director.

7. On each unit-of-work time line, to the left of the installation time bar, show
by separate graphic symbol the dates, where applicable, for initial submission of
product data, shop drawings, and samples, including mock-ups and samples for
testing. Indicate major milestone dates in progress of work on separate time lines of
schedule.

a. Produce each (monthly) arrow diagram as a single sheet; either as direct output (by
machine) of the CPM program, or manually drawn from data output of processing data
on the CPM program. Total diagram, including reproduced copies of total diagram,
116 USACERL TR 96/71

may (at Contractor's option) be composed of segments of the diagram, "glued" together
to form a single-sheet arrow diagram; which must not exceed 66 inches x 46 inches
high (1676 x 1168 mm), in any case. Arrow diagram of initially updated report must
have time expenditures accurately scaled; subsequent reports may be to only approxi-
mate scale, at Contractor's option.]

[VA: Within 90 calendar days after receipt of Notice to Proceed, the Contractor shall
submit for the Contracting Officer's review five blue line copies of the complete arrow
diagram on sheets of paper 30 inches by 42 inches and 3-1/2" diskette(s) as specified.
The submittal shall also include five copies of a computer-produced I-J schedule
showing project duration; phase completion dates; all dummies; and other data,
including activity cost. Each activity on the computer-produced schedule shall contain
as a minimum, but not limited to, I-J nodes, duration, trade code, area code,
description, budget amount, early start date, early finish date, late start date, late
finish date and total float. The complete working arrow diagram shall reflect the
Contractor's approach to scheduling the complete project, taking into account the
accuracy of the logic and the experience gained from the interim diagram. The final
diagram in its original form shall contain no contract changes or delays which may
have been incurred during the interim diagram period. These changes/delays shall be
entered at the first update after the final diagram has been approved. The Contractor
should provide their request/time extension analysis for contract time as a result of
these contract changes/delays after this update and in accordance with Article,
ADJUSTMENT OF CONTRACT COMPLETION.

B. Within 30 calendar days after receipt of the complete project arrow diagram,
the Contracting Officer or his representative, will do one or both of the following:

1. Notify the Contractor concerning his actions, opinions, and objections.

2. A meeting with the Contractor at or near the job site for joint review,
correction or adjustment of the proposed plan will be scheduled if required. Within 14
calendar days after the joint review, the Contractor shall revise and shall submit five
blue line copies of the revised arrow diagram, five copies of the revised computer-
produced (I-J) schedule and a revised 3-1/2' diskette(s) to the Contracting Officer. The
resubmission will be reviewed by the Contracting Officer and, if found to be as
previously agreed upon, will be approved.

C. The VA will process and return approved arrow diagram and computer
reports as specified to the Contractor. The approved arrow diagram and the
computer-produced schedule(s) generated therefrom shall constitute the project work
schedule until subsequently revised in accordance with requirements of this section.
 117
USACERL TR 96/71

1.8 ARROW DIAGRAM REQUIREMENTS

A. Show on the arrow diagram the sequence and interdependence of activities

required for complete performance of all items of work. In preparing the arrow
diagram, the Contractor shall:

1. Exercise sufficient care to produce a clear, legible and accurate diagram,

refer to the drawing, CPM-1 (Sample CPM Network). Computer plotted arrow
diagrams shall legibly display and plot all information required by the VA CPM
activity legend or the computer plotted diagram will not be acceptable. Group
activities related to specific physical areas of the project, on the diagram, for ease of
understanding and simplification. Provide a key plan on each diagram sheet showing
the project area associated with the activities shown on that sheet.

C. To the extent that the arrow diagram or any revised arrow diagram shows
anything not jointly agreed upon, it shall not be deemed to have been approved by the
Contracting Officer. Failure to include any element of work required for the perfor-
mance of this contract shall not excuse the Contractor from completing all work
required within any applicable completion date of each phase regardless of the
Contracting Officer's approval of the arrow diagram.]

Periodic Progress Meetings

[COE: Progress meetings to discuss payment, shall include a monthly on-site meeting
or other regular intervals mutually agreed to at the preconstruction conference.
During this meeting the Contractor will describe, on an activity by activity basis, all
proposed revisions and adjustments to the project schedule required to reflect the
current status of the project. The Contracting Officer or approved representative shall
approve activity progress, proposed revisions, and adjustments as appropriate.

a. Meeting Attendance: At a minimum, the Contractor's Project Manager and

Scheduler shall attend the regular progress meeting.

b. Update Submission Following Progress Meeting: A complete update of the

project schedule containing all approved progress, revisions, and adjustments, based
on the regular progress meeting, shall be submitted not later than four (4) working
days after the monthly progress meeting.]

[HHS: A. The initial Project Schedule update shall take place during the first week
after approval of the Contractor's baseline Project Schedule and associated reports.
118 USACERL TR 96/71

Subsequent updates shall be submitted to the Contracting Officer each month there-
after, on a date assigned by the Contracting Officer, for the duration of the Contract.
The Project Schedule update and associated reports shall be reviewed by the
Contractor's Construction Scheduler and the Contracting Officer at a joint meeting to
be held within seven (7) calendar days after the Contracting Officer's receipt of the
Contractor's monthly update.]

[NASA: The Contractor shall attend a weekly progress/status meeting to be scheduled

by the Contracting Officer for the purpose of determining progress status, delaying
factors, material delivery schedules and status of shop drawing submittals. In
addition, a representative of each first tier subcontractor shall be present for the
conference.]

[STATE: 8. Date and update the progressive mark-up of the reproducible progress
schedule sheets within 7 days prior to each Progress Meeting, and post a print of
marked-up schedule for meeting. Monitor progress daily, in an effort to meet and
improve upon commitment dates for every unit of work currently in progress; including
submission, procurement, fabrication, delivery, and installation. Prior to monthly
progress meeting, inspect progress of work at Project Site, jointly with Project Director,
recording work in progress, percentages of completion, and projected completion dates.
Attach record of joint inspection to written monthly progress report, which records
significant job conditions and circumstances which are affecting or could affect job
progress. Incorporate information developed at monthly progress/coordination meet-
ing, and distribute copies of report and updated schedule to primary entities currently
involved with performance of the work, including the Project Director. In each
monthly report, clearly define status of work completion in relation with initial
progress schedule, with special notations of actions, or lack thereof, which could
threaten sustained progress as scheduled to have begun, but are actually yet to begin;
with specific notation of such actions which are on the critical path or, by delay, have
become or are threatening to become elements of the critical path.]

[VA: A. Monthly job site progress meetings shall be held on dates mutually agreed
to by the Contracting Officer (or Contracting Officer's representative) and the
Contractor. Contractor and the CPM consultant will be required to attend all monthly
progress meetings. Presence of Subcontractors during progress meeting is optional
unless required by the Contracting Officer (or Contracting Officer's representative).
The Contractor shall complete their copy of the "look-ahead report" and all other data
required by this section shall be accurately filled in and completed prior to the monthly
progress meeting.]
USACERL TR 96/71 119

Progress Meeting Contents

[COE: Update information, i.e., Actual Start Dates, Actual Finish Dates, Remaining
Durations, and Cost to Date shall be subject to the approval of the Contracting Officer
or approved representative. The following is a minimum set of items which the
Contractor shall address, on an activity by activity basis, during each progress
meetings:

a. Start and Finish Dates: The Actual Start and Actual Finish dates for each
activity currently in-progress or completed activities.

b. Time Completion: The estimated Remaining Duration for each activity

in-progress. Time-Based progress calculations must be based on Remaining Duration
for each activity.

c. Cost Completion: The earnings for each activity started. Payment shall be
based on earnings for each in-progress or completed activity. Payment for individual
activities shall not be made for work that contains quality defects. A portion of the
overall project amount may be retained based on delays of activities.

d. Logic Changes: All logic changes pertaining to Notice To Proceed on change

orders, change orders to be incorporated into the schedule, contractor proposed
changes in work sequence, corrections to schedule logic for out-of-sequence progress,
[ lag durations ], and any other changes that have been made pursuant to contract
provisions shall be specifically identified and discussed.

e. Other Changes: All other changes required due to delays in completion of

any activity or group of activities. Included in .these requirements are those delays
beyond the Contractors control such as strikes, unusual weather. Also included are
delays encountered due to submittals, Government Activities, deliveries or work
stoppage which makes replanning the work necessary and when the schedule does not
represent the actual prosecution and progress of the work. ]

[VOA: (100K-1M) Approximately two days prior to the last working day of each
month, the Contractor shall meet with representatives of the Government to review
the status of its progress during that month. The Update Report submitted with the
Contractor's previous Monthly Progress Report shall be jointly annotated by the
Contractor and the Government representative to indicate the following:

1) Actual start dates of activities initiated during the month.

120 USACERL TR 96/71

2) Actual finish dates of activities completed during the month.

3) Estimated time required, i.e., remaining duration, in calendar days, to

complete each activity already in progress or started during the month.

4) Estimated percent complete of each activity in progress or started during the

month. These estimated percentages will be the basis for progress payments. (These
estimates shall be based on the physical quantity of work completed, not on resources
expended).]

Justification of Contractor's Request for Time

[COE: In the event the Contractor requests an extension of the contract completion
date, he shall furnish such justification, project schedule data and supporting evidence
as the Contracting Officer or approved officer may deem necessary for a determination
as to whether or not the Contractor is entitled to an extension of time under the
provisions of the contract. Submission of proof of delay, based on revised activity logic,
duration, and costs (updated to the specific date that the delay occurred) is obligatory
to any approvals.]

[HHS: A. When change orders or delays are experienced by the Contractor and the
Contractor requests an extension of time under one or more of the Contract clauses,
the Contractor shall submit a written Time Impact Analysis (TIA) illustrating the
influence of each change or delay on the Contract completion date or milestones,
utilizing the current updated Project Schedule. Each TIA shall include a fragnet
demonstrating how the Contractor proposes to incorporate the change order or delay
into the Project Schedule. A fragnet is defined as a sequence of new activities and/or
activity revisions that are proposed to be added to the existing schedule to demonstrate
the influence of delay and the method for incorporating delays and impacts into the
schedule as they are encountered.

B. Each TIA shall demonstrate the estimated time impact based on the date
the change was issued to the Contractor, the events of the delay, the status of
construction at that point in time, and the event time computation of all activities
affected by the change or delay. The event times used in the TIA shall be those
included in the latest update of the Project Schedule in effect at the time the change
or delay was encountered.
 121
USACERL TR 96/71

C. Each TIA shall be submitted in six (6) copies (8-1/2" x 11" format) for the
approval of the Contracting Officer within seven (7) calendar days after a notice to
proceed for change is issued or an actual delay encountered by the contractor.]

[NAVY: Extension of time for performance required under the clauses entitled,
"Changes," "Differing Site Conditions," "Default (Fixed-Price Construction)" or
"Suspension of Work" of the Contract Clauses will be granted only to the extent that
equitable time adjustments for the activity or activities affected exceed the total float
or slack along the network paths involved. Submit time extension requests with a
narrative report supporting the request and three copies of the Total Float Report and
input data if a mathematical analysis is necessary to support the narrative report.]

[POST: a. The contractor's written statement of the monetary extent of any claim for
equitable adjustment under this contract must be submitted in the form of a lump sum
proposal (unless otherwise requested) with an itemized breakdown of all increases or
decreases in the cost of the contractor's and all subcontractors' work, in at least the
following detail:

(1) Material quantities and unit cost

(2) Labor costs (identified with specific item of material to be placed or
operation to be performed)
(3) Construction Equipment
(4) Workmen's Compensation and Public Liability Insurance
(5) Overhead
(6) Profit
(7) Employment taxes under FICA and FUTA]

[VA: A. The contract completion time will be adjusted only for causes specified in this
contract. Request for an extension of the contract completion date by the Contractor
shall be supported with a justification, CPM data and supporting evidence as the
Contracting Officer may deem necessary for determination as to whether or not the
Contractor is entitled to an extension of time under the provisions of the contract.
Submission of proof based on revised activity logic duration and costs is obligatory to
any approvals. The schedule must clearly display that the schedule has used, in full,
all the float time available for the work involved in this request. The Contracting
Officer's determination as to the total number of days of contract extension will be
based upon the current computer-produced calendar-dated schedule for the time period
in question and all other relevant information.

B. If the time period(s) in question occurred during the interim diagram

update(s), such update(s) must be converted to the approved complete project arrow
122 USACERL TR 96/71

diagram, which will then be used as the basis for the time extension request(s). Actual
delays in activities which, according to the computer-produced calendar-dated
schedule, do not affect the extended and predicted contract completion dates shown by
the critical path in the network, will not be the basis for a change to the contract
completion date. The Contracting Officer will within a reasonable time after receipt
of such justification and supporting evidence, review the facts and advise the
Contractor in writing of the Contracting Officer's decision.

C. The Contractor shall submit each request for a change in the contract
completion date to the Contracting Officer in accordance with the provisions specified
under Article, CHANGES, in the Section, GENERAL CONDITIONS. The Contractor
shall include, as a part of each change order proposal, a sketch showing all CPM logic
revisions, duration changes, and cost changes, for work in question and its relationship
to other activities on the approved arrow diagram.]

[VOA: If a request for a proposal for a contract change is issued by the Government,
the Contractor shall submit a network with its proposal indicating the potential effect,
if any, of the proposed change on the approved Target Schedule and contract
completion dates. The Contractor shall also submit any related changes in the
approved Work Breakdown Structure. If a resulting change order for additional work
is issued without a mutual agreement on its effect on the approved Target Schedule
and if the Contractor fails or refuses to submit a network showing the revised features
of work and how the change affects the remaining work, the ARCO shall furnish logic
and duration revisions in the next regular updating of the approved Target Schedule
that shall be used until the issue is resolved. The Contractor's failure to submit a
counter plan within 10 calendar days shall constitute concurrence in the ARCO's
suggested revisions. The schedule into which the logic and duration revisions have
been incorporated, either those proposed by the ARCO and unchallenged by the
Contractor or those proposed by the Contractor and approved by the ARCO, shall
become the revised approved Target Schedule for continued evaluation of progress and
shall be used as the basis to determine any future time extensions.]

Justification of Delay

[COE: The schedule must clearly display that the Contractor has used, in full, all the
float time available for the work involved with this request. The Contracting Officer's
determination as to the number of allowable days of contract extension, shall be based
upon the project schedule updates in effect for the time period in question and other
factual information. Actual delays that are found to be caused by the contractors own
USACERL TR 96/71 123

actions, which result in the extension of the schedule, shall not be a cause for a time
extension to the contract completion date.

a. Submission Requirements: The Contractor shall submit a justification for

each request for a change in the contract completion date of under two weeks based
upon the most recent schedule update at the time of the Notice To Proceed or con-
structive direction issued for the change. Such a request shall be in accordance with
the requirements of other appropriate Contract Clauses and shall include, as a
minimum: (1) a list of affected activities, with their associated project schedule activity
number, (2) a brief explanation of the causes of the change, (3) an analysis of the
overall impact of the changes proposed, and (4) a sub-network of the affected area.
Activities impacted in each justification for change shall be identified by a unique
activity code contained in the required data file.

b. Additional Submission Requirements: For any request for time extension

for over two (2) weeks, the Contracting Officer or authorized representative may
request an interim update with revised activities for a specific change request. The
Contractor shall provide this disk within four (4) days of the Contracting Officer or
authorized representative's request. ]

[NAVY: When a contract modification to the work is required, submit proposed

revisions to the network reflecting the impact. Submit the proposed network revisions
with the cost proposal for each proposed change. Should it be determined that a
mathematical analysis utilizing the computer is necessary to analyze the impact,
submit three copies of the Total Float Report and Input Data with the cost proposal.
Incorporate contract modifications into the subsequent monthly update. Financial
data shall not be incorporated until issuance of a contract modification on Standard
Form 30 signed by the Contracting Officer. Those contract modifications determined
to have no impact will require only the identification of the affected activities as part
of the proposed change proposal.

1.6.5 Changes to the NAS

If changes in the method of operating and scheduling are desired, the Contracting
Officer shall be notified in writing stating the reasons for the change. If the Con-
tracting Officer considers these changes to be of a major nature, the Contractor may
be required to revise and submit for approval, without additional cost to the Govern-
ment, network diagrams and required sorts. A change may be considered of a major
nature if the estimated time required or actually used for an activity or the network
logic is varied from the original plan to a degree that there is a reasonable doubt as to
the effect on the contract completion date[s]. Changes which affect activities with
124 USACERL TR 96/71

adequate float time shall be considered a major change when their cumulative effect
could extend the contract completion date.]

[VA: A. The contract completion time will be adjusted only for causes specified in this
contract. Request for an extension of the contract completion date by the Contractor
shall be supported with a justification, CPM data and supporting evidence as the
Contracting Officer may deem necessary for determination as to whether or not the
Contractor is entitled to an extension of time under the provisions of the contract.
Submission of proof based on revised activity logic duration and costs is obligatory to
any approvals. The schedule must clearly display that the schedule has used, in full,
all the float time available for the work involved in this request. The Contracting
Officer's determination as to the total number of days of contract extension will be
based upon the current computer-produced calendar-dated schedule for the time period
in question and all other relevant information.

B. If the time period(s) in question occurred during the interim diagram updates(s),
such update(s) must be converted to the approved complete project arrow diagram,
which will then be used as the basis for the time extension request(s). Actual delays
in activities which, according to the computer-produced calendar-dated schedule, do
not affect the extended and predicted contract completion dates shown by the critical
path in the network, will not be the basis for a change in to the contract completion
date. The Contracting Officer will within a reasonable time after receipt of such
justification and supporting evidence, review the facts and advise the Contractor in
writing of the Contracting Officer's decision.

C. The Contractor shall submit each request for a change in the contract completion
date to the Contracting Officer in accordance with the provisions specified Under
Article, CHANGES, in the Section, GENERAL CONDITIONS. The Contractor shall
include, as part of each change order proposal, a sketch showing all CPM logic
revisions, duration changes, and cost changes, for work in question and its relationship
to other activities on the approved arrow diagram.]

[GSA: The Contracting Officer may also require the Contractor to submit for approval
and at no additional cost to the Government such supplementary progress schedules
as may be deemed necessary to demonstrate the manner in which the approved
progress schedule will be regained.]

[HHS: A. Time extensions of the Contract completion date or milestones will be

granted only to the extent that adjustments to the activity or activities affected by a
change order or delay affect the critical path of activities leading to the Contract
completion date or milestones. This determination shall be made based on the date
USACERL TR 96/71 125

that the Contracting Officer issues a notice to proceed with a change or the date an
actual delay begins.

B. Approval or rejection of each time extension request shall be made by the

Contracting Officer within fourteen (14) calendar days after receipt of each TIA, unless
subsequent meetings and negotiations are necessary. Upon approval, a copy of the
time extension request, signed by the Contracting Officer, shall be returned to the
Contractor for incorporation into the next update of the Project Schedule.

C. In the event the Contractor does not agree with the decision of the
Contracting Officer regarding the impact of a change or delay, it shall be resolved in
accordance with the disputes clause of the Contract.]

Planning for Directed Changes

[COE: If Notice To Proceed (NTP) is issued for changes prior to settlement of price
and/or time, the Contractor shall submit proposed schedule revision(s) to the
Contracting Officer within two (2) weeks of the NTP being issued. The proposed
revision(s) to the schedule will be approved by the Contracting Officer prior to
inclusion of those changes within the project schedule. If the Contractor fails to
submit the proposed revision(s), the Contracting Officer may furnish the Contractor
suggested revision(s) to the project schedule. The Contractor shall include these
revision(s) in the project schedule until the Contractor submits revision(s), and final
changes and impacts have been negotiated. If the Contractor has any objections to the
revision(s) furnished by the Contracting Officer, then the Contractor shall advise the
Contracting Officer within two (2) weeks of receipt of the revision(s). Regardless of the
objections, the Contractor will continue to update their schedule with the Contracting
Officer's revision(s) until a mutual agreement on the revision(s) may be made. If the
Contractor fails to submit alternative revision(s) within two (2) weeks of receipt of the
Contracting Officer's proposed revision(s), the contractor will be deemed to have
concurred with the Contracting Officer's proposed revision(s). The proposed revision(s)
will then be the basis for an equitable adjustment for performance of the work.]

[POST: When notice to proceed with changes in the work must be issued prior to
settlement of price and/or time to avoid delay and additional expense, the contractor
will revise the network log and/or duration time estimates of all activities affected by
the modification on the next succeeding updating report after the date of notice to
proceed. These revisions will be submitted for concurrence of the contracting office
prior to inclusion in the network.
126 USACERL TR 96/71

a. If the contractor fails or refuses to submit or include acceptable revisions

within 30 days after the date of notice to proceed, the contracting officer may furnish
to the contractor the suggested logic and/or duration time revisions to be entered into
the network and used in all subsequent updating reports until such time that the
revisions have been settled or until actual dates supersede the portion of the schedule
represented by the revisions.

b. In the event the contracting officer has furnished the suggested logic and/or
duration time revisions because of the contractor's failure to furnish acceptable
revisions on time and the contractor has any objections to the revisions furnished by
the contracting officer, the contractor shall notify the contracting officer in writing of
such objections, fully supported by its own counter plan. If the contractor fails to
submit in writing its objections to the revisions along with supporting data and
counter plan within 20 days after the date such suggested revisions have been
furnished by the contracting officer, it will be deemed that the contractor has agreed
with the contracting officer's suggested logic/duration time revisions, which revisions
then will be the basis for equitable adjustment of the time of performance of the work.]

Ownership of Float

[COE: Float available in the schedule, at any time, shall not be considered for the
exclusive use of either the Government or the Contractor.]

[GSA: Float is defined as the amount of time between the early start date and the late
start date, or the early finish date and the late finish date, of any activity in the project
schedule. Total float is defined as the amount of time any given activity or path of
activities may be delayed before it will affect the project completion time. Float is not
time for the exclusive use or benefit of either the Government or the Contractor, but
must be used in the best interest of completing the project on time. Extensions of time
for performance required under the General Conditions pertaining to equitable time
adjustment will be granted only to the extent that the equitable time adjustment
exceeds total float in the activity or path of activities affected at the time notice to
proceed was issued for the change. ]

[HHS: A. "Float" or "slack" is defined as the amount of time between the early start
date and the late start date, or the early finish date and the late finish date, for all
activities in the Project Schedule. Float or slack is not time for the exclusive use or
benefit of either the Government or the Contractor.
USACERL TR 96/71 127

B. Use of float suppression techniques such as preferential sequencing, special

lead/lag logic restraints, extended activity times, or imposed dates, other than as
required by the Contract, shall be cause for rejection of the Project Schedule and any
revisions or updates.

C. If the Contractor submits a Project Schedule showing a completion of the

work more than thirty (30) calendar days in advance of the Contract completion date,
the Contractor agrees that the Contracting Officer may, at no cost to the Government,
decrease the Contract duration by issuance of a Change Order that will change the
Contract completion date and the appropriate milestone dates to the date reflected in
the Project Schedule.

D. Any approved schedule, revision, or update having an early completion date

shall show the time between the early completion date and the current Contract
completion date as "project float."

E. Should the Project Schedule show variances from the requirements of the
Contract, the Contractor shall make specific mention of such variances in the letter of
transmittal so that, if accepted by the Contracting Officer, proper adjustments to the
contract can be made.]

[NAVY: Float or slack is defined as the amount of time between the early start date
and the late start date, or the early finish date and the late finish date of any of the
activities in the NAS Schedule. Float or slack is not time for the exclusive use or
benefit of either the Government or the Contractor.]

[VOA: Float or slack is defined as the difference between the early start date and the
late start date, or the early finish date and the late finish date of any of the activities
in the approved Target Schedule. Extensions in the time for performance shall be
granted only to the extent that equitable time adjustments for the activities affected
exceed the available total float or slack at the time an extension is granted. Float or
slack is not time for the exclusive use or benefit of either the Government or the
Contractor.]

Prosecution of Work

[GSA: If in the opinion of the Contracting Officer, the Contractor falls behind the
progress schedule, the Contractor shall take any and all steps necessary to improve his
progress at no additional cost to the Government, such as the following: 1. Increase
construction manpower in such quantities and crafts as will substantially eliminate
128 USACERL TR 96/71

the lag in scheduled progress; 2. Increase the number of working hours per shift,
shifts per working day, working days per week, or the amount of construction
equipment, or any combination of the foregoing, sufficiently to substantially eliminate
lag in scheduled progress; 3. Reschedule sequence activities to achieve maximum
practical concurrently accomplishment of work activities.

Failure of the Contractor to comply with the requirements of the Contracting Officer
under this paragraph shall be grounds for determination by the Contracting Officer
that the Contractor is not prosecuting the work with such diligence as will insure
completion within the time specified. Upon such determination the Contracting
Officer may terminate the Contractor's right to proceed with the work, or any
separable part thereof, in accordance with the applicable provisions of the General
conditions.]

[HHS: A. Whenever it becomes apparent that any activity completion date may not
be met, the Contractor shall take the following actions at no additional cost to the
Government: 1. Increase construction manpower to put work back on schedule; 2.
Increase the number of work hours per shift, shifts per day, work days per week,
amount of construction equipment, or all or any combination of these actions to put
work back on schedule; 3. Reschedule activities to achieve maximum practical
concurrence to place the work back on schedule.

B. The Contracting Officer may also require the Contractor to submit for
approval at no additional cost to the Government such supplementary progress
schedules, associated reports, and other supporting data as may be deemed necessary
to demonstrate the manner in which the approved Project Schedule will be regained.

Failure of the Contractor to comply with the requirements of the Contracting Officer
under this Part 6 shall be grounds for a determination by the Contracting Officer that
the Contractor is not prosecuting the work with such diligence as will insure
completion within the time or times specified. Upon such determination, the
Contracting Officer may terminate the Contractor's right to proceed with the work, or
any separable part thereof, in accordance with the applicable provisions of the
Conditions of the construction Contract.]

[NASA: The schedule shall be an accurate representation of the manner in which the
Contractor is performing the work. If circumstances indicate that progress is one week
or more behind the contract completion, the Contractor shall revise the schedule and
his work plan, to eliminate or minimize delays to contract completion.]
USACERL TR 96/71 129

[POST: If the contractor fails to make adequate progress and there is no indication
of an excusable delay, the CO must consider enforcement action to protect the Postal
Service. The action may include an order to increase the work force, use additional
equipment, or increase the number of shifts at no additional cost to the Postal Service.
The CO may need to issue a notice to either solve the problem or face possible termi-
nation for default.

b. If in the opinion of the contracting officer the work actually in place falls
behind that scheduled, the contractor must take such action as necessary to improve
progress. The contracting officer may require the contractor to submit a revised chart
demonstrating its program and proposed plan to make up lag in scheduled progress
and to ensure completion of work within the contract time. If the contracting officer
finds the proposed plan unacceptable, the contractor may be required to submit a new
plan. If a satisfactory plan is not agreed upon, the contracting officer may require the
contractor to increase the work force, the construction plan and equipment, or the
number of work shifts, without additional cost to the Postal Service.]

[STATE: 1. Responsive Actions: Where CPM schedule monthly progress reports

indicate a need or probable need for change in direction, or corrective action, on the
part of the Contractor; in order to maintain adequate progress towards substantial
completion within Contract Time, including any such determination by Project
Director; promptly prepare and submit proposed change(s) of planned procedures,
outlining the means and methods by which deficiencies will be corrected.]

[VA: Whenever it becomes apparent from the current monthly progress review
meeting or the monthly computer-produced calendar-dated schedule that phasing or
contract completion dates will not be met, the Contractor shall execute some or all of
the following remedial actions:

1. Increase construction manpower in such quantities and crafts as necessary

to eliminate the backlog of work.

2. Increase the number of working hours per shift, shifts per working day,
working days per week, the amount of construction equipment, or any combination of
the foregoing to eliminate the backlog of work.

3. Reschedule the work in conformance with the specification requirements.

B. Prior to proceeding with any of the above actions, the Contractor shall notify
and obtain approval from the Contracting Officer for the proposed schedule changes.
If such actions are approved, the CPM revisions shall be incorporated by the
130 USACERL TR 96/71

Contractor into the arrow diagram before the next update, at no additional cost to the
Government.]

[VOA: The Contractor shall agree that whenever it becomes apparent from the
current Working Schedule that any contract completion date will not be met, because
of the Contractor's actions or failure to act, the Contractor shall take some or all of the
following actions at no additional cost to the Government:

Increase construction and manufacturing fabricating implementing manpower in such

quantities and crafts as will eliminate, in the judgment of the ARCO, the backlog of
work.

Increase the number of working hours per shift, shifts per working day or per week,
or the amount of construction and/or manufacturing fabricating equipment, or any
combination of the foregoing, sufficiently to substantially eliminate, in the judgment
of the ARCO, the backlog of work.

Reschedule activities in order to eliminate the backlog of work by performing activities

concurrently rather than sequentially. Adequate resources for newly concurrent
activities must be certified by the Contractor.]

Work Disruptions

[NASA: In addition to downtime restrictions specified in Section III, Article 2,

throughout the performance period ongoing operational activities will result in
temporary, unscheduled work disruptions. Work disruptions will be initiated by the
Government and may occur with as little as one hour notice to the Contractor.
Government work disruptions will require the Contractor to temporarily vacate a
facility in which a crew is working; however, other work sites will be available for work
activities by the disrupted crew.

The Contractor shall allow in its bid for one hundred fifty (150) Government work
disruptions. NO additional compensation will be considered for delays associated with
these Government work disruptions. Interruptions of one (1) hour or less per shift
shall be considered normal work activities and will not constitute a Government work
disruption, and will not be compensable or count against the aforementioned 150
Government work disruptions.]

[NAVY: Access to the following facilities will be limited due to ongoing operational
will be allowed in the facilities except during authorized Work Windows. All work,
USACERL TR 96/71 131

final inspection, final testing, punchlist, and turnover shall be completed within the
specified work window. The following facilities shall be considered critical facilities
and work shall be accomplished strictly in accordance with the following]

[POST: The contracting officer reserves the right of partial occupancy or use of
facilities, services, and utilities, before final acceptance, without implying completion
or acceptance of any part of the project by the Postal Service. Before such occupancy
or use, the contracting officer must furnish the contractor an itemized list of work
remaining to be performed or corrected. Failure to list an item will not relieve the
contractor of the responsibility for complying with the terms of the contract.

b. Costs incurred as a result of such partial occupancy or use of facilities, services, and
utilities are subject to equitable adjustment under the Changes clause.]
132 USACERL TR 96/71

Index Of Scheduling Specifications by Participating Agency

Corps of Engineers Required Detail 62

Activity, Bid Item 70 Submittals, Cost of Preparation ... 78
Activity, Category 74 Submittals, Initial Schedule 84
Activity, Code Dictonary 94 Submittals, Narrative Report 96
Activity, Duration 64 Submittals, Network Diagram .... Ill
Activity, Feature 74 Submittals, Preliminary Schedule .. 78
Activity, Government 66 Submittals, Reports 105
Activity, Hammocks 77 Submittals, Updated Schedules .... 88
Activity, Phase 71 CSB
Activity, Procurement 66 Liquidated Damages 76
Activity, Responsibility 68 Submittals, Updated Schedules 88
Activity, Work Area 69 Food and Drug Administration
Activity, Workers Per Day 68 ■ Activity, Feature 75
Changes, Approved 103 Submittals, Preliminary Schedule .. 79
Changes, Delay Justification 122 Submittals, Updated Schedules .... 88
Changes, Directed 125 General Services Administration
Changes, ModNumber 70 Activity, Category 74
Changes, Time Extension 120 Activity, Procurement 66
Critical Path Method 60 Activity, Work Area 69
Critical Path Method, Changes, Delay Justification 124
Default Progress Data 77 Critical Path Method 60
Critical Path Method, Float 126
Negative Lags 78 General 41
Critical Path Method, Payment 50
Non-Work Periods 77 Progress 127
Critical Path Method, Purpose 45
Out-of-Sequence Progress 77 Qualifications 46
Data Disk 57 Submittals, Initial Schedule 84
Data Disk, File Name 96 Submittals, Narrative Report 96
Data Disk, Format 95 Submittals, Network Diagram .... Ill
Data Disk, Labels 95 Submittals, Preliminary Schedule .. 79
Data Disks 94 Submittals, Reports 106
Float 126 Submittals, Updated Schedules .... 89
General 41 Health and Human Services
Payment 49 Activity, Bid Item 70
Progress Meetings 117,119 Activity, Category 74
Project, Completion Date 75, 76 Activity, Duration 65
Project, Phase Completion Date ... 76 Activity, Feature 75
Project, Phase Start Date 76 Activity, Government 67
Project, Phased Completion 76 Activity, Phase 71
Project, Start Date 75 Activity, Procurement 66
Purpose 45 Activity, Responsibility 69
Qualifications 46
USACERL TR 96/71 133

Activity, Work Area 70 Critical Path Method,

Activity, Workers Per Day 68 Non-Work Periods 78
Changes, Approved 103 Data Disks 94
Changes, Delay Justification 124 Float 127
Changes, ModNumber 70 General 41
Changes, Time Extension 120 Required Detail 63
Critical Path Method 60 Submittals, Initial Schedule 86
Float 126 Submittals, Narrative Report 97
General 41 Submittals, Network Diagram 112
Payment 50 Submittals, Preliminary Schedule .. 80
Progress 128 Submittals, Reports 108
Progress Meetings 117 Submittals, Updated Schedules .... 91
Project, Phased Completion 76 Postal Service
Purpose 46 Changes, Directed 125
Qualifications 47 Changes, Time Extension 121
Required Detail 63 Disruptions 131
Submittals, Cost of Preparation ... 78 General 42
Submittals, Initial Schedule 84 Payment 50
Submittals, Narrative Report 96 Purpose 46
Submittals, Network Diagram .... 112 Qualifications 48
Submittals, Preliminary Schedule . . 79 Required Detail 64
Submittals, Reports 107 Submittals, Updated Schedules .... 92
Submittals, Updated Schedules 89 State Department
NASA Changes, Approved 105
Disruptions 130 Critical Path Method 61
Payment 50 Data Disk 57
Progress 128 General 42
Progress Meetings 118 Payment 50
Qualifications 48 Progress 129
Required Detail 63 Progress Meetings 118
Submittals, Initial Schedule 86 Qualifications 48
Submittals, Network Diagram .... 114 Submittals, Initial Schedule 87
Submittals, Updated Schedules .... 90 Submittals, Narrative Report 98
Naval Facilities Engineering Command Submittals, Network Diagram 114
Activity, Disruptions 130 Submittals, Preliminary Schedule . . 80
Activity, Equipment 75 Submittals, Reports 109
Activity, Phase 71 Submittals, Updated Schedules 92
Activity, Responsibility 69 Veterans Administration
Activity, Work Area Code 70 Activity, Bid Item 70
Activity, Workers Per Day 68 Activity, Duration 65
Changes, Approved 104 Activity, Government 67
Changes, Delay Justification 123 Activity, Phase 71
Changes, Time Extension 121 Activity, Procurement 66
Critical Path Method 60 Activity, Responsibility 69
Activity, Work Area 70
134 USACERL TR 96/71

Activity, Workers Per Day 68

Changes, Delay Justification 124
Changes, Time Extension 121
Data Disk 58
Data Disk, File Name 96
Data Disk, Format 95
Data Disk, Labels 95
General 42
Payment 51
Progress 129
Progress Meetings 118
Qualifications 48
Required Detail 64
Submittals, Narrative Report 98
Submittals, Network Diagram .... 116
Submittals, Preliminary Schedule .. 81
Submittals, Updated Schedules .... 93
Voice of America
Activity, Duration 66
Activity, Government 67
Activity, Phase 74
Changes, Approved 105
Changes, Time Extension 122
Data Disk 59
Float 127
Payment 55
Progress 130
Progress Meetings 119
Purpose 46
Required Detail 64
Submittals, Initial Schedule 87
Submittals, Narrative Report 99
Submittals, Preliminary Schedule . . 83
Submittals, Proposed Schedule .... 78
Submittals, Reports 110
Submittals, Updated Schedules .... 93
USACERL TR 96/71 135

Appendix B: Project Scheduling Survey

Purpose

The use of project planning and scheduling techniques is required by Federal agencies
as a result of the Federal Acquisition Regulation (FAR). These regulations provide
general guidance about how federal agencies are to ensure that taxpayer interests are
protected during the construction process. Based on the broad requirements of the
FAR, each agency prepares standing operating procedures and regulations that
ultimately appear in contract specifications.

Thirty-two agencies have jurisdiction over Federally funded construction projects in

the United States. The variation among agency project management practices are a
source of confusion and cost for the those who prepare bids for and execute these
projects. This survey is being conducted in order to develop some guidelines to assist
agencies in developing consistent regulations.
136 USACERL TR 96/71

Instructions

To complete the survey simply "check-off' the minimum requirements from a list of
possible project management information that should be gathered for traditional
construction processes under a fixed-priced (Part 1) or cost-reimbursement (Part 2)
payment basis. You will also be asked to identify requirements that may need to be
added for projects containing multiple bid-items (Part 3) and unit costs (Part 4). While
there are many permutations of projects, please only consider the typical projects you
encounter. The final portion of the survey asks you to indicate those items that you
feel need to be identified/clarified when utilizing scheduling software (Part 5).

Survey of Project Management Practice

Name: Title:

Organization:

Address:

Telephone: e-mail:

Please check the statement that most accurately describes your experience with
project planning and scheduling:

I am currently involved in the management of construction projects

using computerized project planning and scheduling tools.
Within the past five years, I was involved in the management of con-
struction projects using computerized project planning and scheduling
tools.

I have hands-on experience with the following types of projects:

Fixed-Price Contracts Cost-Reimbursable Contracts

USACERL TR 96/71 137

Part 1. Fixed-Price Contracting

Most projects accomplished by the Federal Government are Fixed-Priced contracts

awarded to the lowest responsible bidder. Please identify the dollar value of small and
large projects, then check the MINIMUM requirement that should be included in
project planning and scheduling.

Small Projects Typical Projects Large Projects

1. Please Enter $'s ( < $_ ) (>$ )

2. Planning Method:
a. None
b. Bar Chart
c. Arrow Diagram
d. Precedence Diagram

3. Submission Requirements:
a. Initial Plan
b. Submitted Monthly
c. Submitted Every 2 weeks
d. Basis for Payment
e. For Evaluation of Changes
f. Updates Inc. Approved Changes

4. Submission Format:
a. Printed Schedule Reports
b. Network Diagram
c. Narrative of Problem Areas
d. Data Disk
e. Software:

5. Required Contract Staff:

a. None
b. Qualification Statement
c. Consultant / Specialist
d. On-Site Scheduler

6. Schedule Should Include:

a. Major Procurement
b. Government Tasks
c. Milestones
d. Other:
138 USACERL TR 96/71

7. Activity Coding:
a. Trade Designation
b. Work Area Designation
c. Phase of Work Designation
d. Other:

8. Other:
USACERL TR 96/71 139

Part 2. Cost-Reimbursable Contracting

Some specialized projects require that the risk of the project be shared between the
Government and the Contractor. Often these projects are developed using a Cost-
Reimbursable basis for payment. Please identify the range of these projects, then
check the MINIMUM requirements that should be included in project planning and
scheduling Cost-Pius contracts.

1. Range of Cost-Plus Projects:

a. Typical Size of Cost-Pius Projects: $.

b. Range of Project Sized Low: .High: $.

2. Planning Method:
a. None b. Precedence Diagram
b. Arrow Diagram c. Other:

3. Submission Requirements:
a. Initial Plan d. Basis for Payment
b. Submitted Monthly e. For Evaluation of Changes
c. Submitted Every 2 weeks f. Updates Inc. Approved Changes

4. Submission Format:
a. Printed Schedule Reports d. Data Disk
b. Network Diagram e. Software:
c. Narrative of Problem Areas

5. Required Contract Staff:

a. None c. Consultant/Specialist
b. Qualification Statement d. On-Site Scheduler

6. Schedule Should Include:

a. Major Procurement c. Milestones
b. Government Tasks d. Other:

7. Activity Coding:
a. Trade Designation c. Phase of Work Designation
b. Work Area Designation d. Other:

8. Specialized Cost Information:

a. Activities with Cost Codes: c. Other
b. Integrated w/ Accounting System:
140 USACERL TR 96/71

9. Resource Information:
a. Resource Library: c. Other:
b. Integrated w/Accounting System:

10. Other:
USACERL TR 96/71 141

Part 3. Projects With Multiple Bid Items

Some projects provide for separate cost elements of a project. One typical way that
cost items may be considered in projects are through the use of a bid-item list. Bid-
item may appear in either the fixed-price or the Cost-Pius contracts. As a result,
identify the ADDITIONAL minimum information necessary for contracts that
include multiple Bid-Items.

1. Planning Method:
a. None b. Precedence Diagram
b. Arrow Diagram c. Other:

2. Submission Requirements:
a. Initial Plan d. Basis for Payment
b. Submitted Monthly e. For Evaluation of Changes
c. Submitted Every 2 weeks f. Updates Inc. Approved Changes

3. Submission Format:
a. Printed Schedule Reports d. Data Disk
b. Network Diagram e. Software:
c. Narrative of Problem Areas

4. Required Contract Staff:

a. None c. Consultant/Specialist
b. Qualification Statement d. On-Site Scheduler

6. Schedule Should Include:

a. Major Procurement c. Milestones
b. Government Tasks d. Other:

7. Activity Coding:
a. Trade Designation c. Phase of Work Designation
b. Work Area Designation d. Other:

8. Specialized Cost Information:

a. Activities with Cost Codes: c. Other
b. Integrated w/ Accounting System:

9. Resource Information:
a. Resource Library: c. Other:
b. Integrated w/Accounting System:

10. Other:
142 USACERL TR 96/71

Part 4. Projects With Unit-Cost Items

Some projects require that variation in amount of specific project elements be

allowed. One typical way that cost items may be considered in projects are through
the use of Unit-Cost items. Unit-Cost items may appear in either the fixed-price or
the Cost-Pius contracts. As a result, identify the ADDITIONAL minimum infor-
mation necessary for those contracts that include Unit-Cost items.

1. Planning Method:
a. None b. Precedence Diagram
b. Arrow Diagram c. Other:

2. Submission Requirements:
a. Initial Plan d. Basis for Payment
b. Submitted Monthly e. For Evaluation of Changes
c. Submitted Every 2 weeks f. Updates Inc. Approved Changes

3. Submission Format:
a. Printed Schedule Reports d. Data Disk
b. Network Diagram e. Software:
c. Narrative of Problem Areas

4. Required Contract Staff:

a. None c. Consultant/Specialist
b. Qualification Statement d. On-Site Scheduler

6. Schedule Should Include:

a. Major Procurement c. Milestones
b. Government Tasks d. Other:

7. Activity Coding:
a. Trade Designation c. Phase of Work Designation
b. Work Area Designation d. Other:

8. Specialized Cost Information:

a. Activities with Cost Codes: c. Other
b. Integrated w/ Accounting System:

9. Resource Information:
a. Resource Library: c. Other:
b. Integrated w/Accounting System:

10. Other:
USACERL TR 96/71 143

Part 5. Schedule Usage Issues

As a result of the variety scheduling software, it is often difficult to determine how

a specific schedule may have been created. Please indicate which of the following
software features should be individually addressed to determine if s schedule has
been prepared in a reasonable fashion.

1. Use of Hammock Activities:

2. Use of "Plugged" Activity Dates.

a. Constraint of Start Date:

b. Constraint of Finish Date:

c. Constraint of Interim Milestones:

d. Other:

3. Non-Work Periods.

a. Use of Multiple Calendars:

b. Use of Calendars for Extended

Non-Work Periods:

c. Other:

4. Network Calculations.

a. Use of Default Progress Methods:

b. Use % or Remaining Duration:

c. Negative Leads/Lags:

d. Out-of-Sequence Progress:

e. Other:

5. Other: .
144 USACERL TR 96/71

Appendix C: Survey Respondents

Mr. Steven Arendave Mr. Stephen Bradshaw
Resident Engineer Deputy Project Manager
Redstone Arsenal BIEPS, U.S. Information Agency
P.O. Box 8162 Rm 2510, 330 C St., SW.
Redstone Arsenal, AL 35808 Washington, D.C. 20547
205/876-3801 202/205-9049

Mr. Stephen T. Ayers Mr. T.W. Brink

Construction Manager Acting Chief, Construction
American Embassy, PSC 108 Lewis Research Center
Box 38, APO AE 09842 2100 Brookpark Road,
Ms 501-5
Mr. Ron F. Baker Cleveland, OH 44135
Project Director Site Utilities 216/433-6368
National Institutes of Health
9000 Rockville Pike, Building T16-A Mr. Dennis Buck
Frederick, MD 21701 Task Management Specialist
301/402-2848 Jet Propulsion Lab, M/S 144-201
4800 Oak Grove Dr.
Mr. Dave Balding Pasadena, CA 91109
Supervisory Civil Engineer 818/3542292
Rocky Mountain Area Office
P.O. Box 1865 Ms Ruth M. Carman
Colorado Springs, CO 80037 Office Engineer
303/286-1910 Fort McPherson Resident Office
Trailer #410
Mr. Ken Berman Fort McPherson, GA 30330-5000
Project Manager 404/752-2303
US Information Agency
330 C St., SW. Mr. Yamil Castillo
Washington, DC 20547 Chief Construction Office
202/205-9087 Jacksonville District
400 Fernandez Juncos Ave.
Mr. Walter Borys, Jr. San Juan PR 00901
Project Manager, Sri Lanka Project Team 809/729-6880
330 C St., SW.
Washington, D.C. 20547
202/205-8052
USACERL TR 96/71 145

Mr. Fred Chrisostomo Mr. Scott Hatcher

Director, Engineering and PWCJAX A&E and Construction
OICC MARIANAS Navy Public Works Center Jacksonville
PCS 455, Box 175, FPO AP 96540 Bldg 902, Box 30 (ATTN Code 230)
671/333-2051 NAS Jacksonville, FL 32212
904/722-5031 ext 8230
Mr. Harry Derderian
Project Manager Mr. Steven Hodson
USIA/B/EP/EPX Chief, Facilities Engineering
330 C St., SW. Dryden Flight Research Center
Washington, D.C. 20457 P.O. Box 273
202/205-8029 Edwards, CA 93523
805/258-3367
Mr. Matthew B. Ellis
Resident Engineer Mr. Cliff Imprescia
Fort Carson Resident Office Acting Chief, Systems Engineering
2032 N. Academy Blvd AMES Research Center
Colorado Springs, CO 80909 Mail Stop 213-1
719/526-5448 Moffett Field, CA 94035
415/604-5195
Mr. Joseph O. Elwell, Jr.
Resident Engineer Mr. Masoud Jafari
Point Marion Resident Office Power Systems Engineer
R.D. #1, Box 67A, Dilliner, PA 15327 Jet Propulsion Lab
412/725-0980 Gnd. Ant. & Fac. Engr.
4800 Oak Grove Dr.
Mr. Carl E. Gray, Jr. Pasadena, CA 91109
Chief, Facility Systems 818/354-9240
Langley Research Center, MS 436
Hampton, VA 23681-0001 Mr. Paul Jendzejec
804/864-7291 Civil Ennineer
Air Force Academy Resident Office
Mr. David Greenwood 2032 N. Academy Blvd.
Civil Engineering Technician Colorado Springs, CO 80909
Fort Carson Resident Office 719/524-0441
Colorado Springs, CO 80909
719/947-3808 Mr. John Jenkins
Program Director
Mr. Joe Gyomory National Institutes of Health
Principal Claims Consultant 606 Rosemont Ave.
Dept. of Veterans Affairs Frederick, MD 21701
Constr. Mgmt. Ofc 301/496-8102 ext 22
811 Vermont Ave., NW.
Washington, D.C. 20420
202/233-7387
146 USACERL TR 96/71

Mr. Jonathan A. Jones Mr. Ken Leonard

Project Engineer Construction Manager
Bldg 853 Phillippines Relay Station
Maxwell AFB, AL 36112 U.S. Embassy, VOA/PRS, AP 96440
334/953-7028
Mr. Robert Steven Lide
Mr. Robert Joyner Chief, Project Mgmt. Branch
Supervisory Civil Engineer MSFC AB23
Los Angeles District, Construction Division MSFC, AL 35812
Los Angeles, CA 90053-2353 205/544-8820

Mr. Richmond R. Kendrick Mr. Steven D. Madsen

Redstone Arsenal Code09A1SM
P.O. Box 8162 NAVFAC
Redstone Arsenal, AL 35808 19917 7th Ave.
205/876-4118 Poulsbo, WA 98370
206/396-0096
Mr. Robert Kreienheder
Project Engineer MAJ Gerald W. Mahaffee
Kansas City Project Office Project Engineer
4611 Norfleet Rocky Mountain Area Office
Independence, MO 64055 2032 N. Academy Blvd.
816/358-9721 Colorado Springs, CO 80909
719/472-3405
Mr. John Kruger
Project Manager Mr. Reed McDowell
Transatlantic Division Head, Facility Engineering Branch
P.O. Box 2250 Wallops Flight Facility
Winchester, VA 22655 Wallops Island, VA 23337
804/824-1342
Mr. J. Donald Lafontan
Project Administrator Supervisor Mr. John McGrath
Jet Propulsion Laboratory Chief, Scheduling Branch
MS 200-215, 4800 Oak Grove Dr. International Bureau of Broadcasting
Pasadena, CA 91109 330 C. St., SW.
818/354-5562 Washington, DC 20547
202/205-9015
Mr. Carl L. Lazerow
Head, Construction Management Mrs. Sarah L. McGraw
Goddard Space Flight Center Electrical Engineer
Code 225-1, Maxwell AFB
Greenbelt, MD 20771 25 LeMay Plaza South
301/286-6910 Maxwell AFB, AL 36112-6334
334/953-7028
USACERL TR 96/71 147

Mr. Rich McRae Mr. Amal Ray

Resident Engineer Deputy Project Manager
Denver Resident Office B/EPT
P.O. Box 1865 Room 2522A, 330 C St., SW.
Commerce City, CO 80037 Washington, D.C. 20547
303/286-1910 202/205-8083

Mr. Richard P. Murphy Mr. James Rudy

Construction Manager Electrical Engineer
B/EPX Whiteman Resident Office
Bangkok, Thailand P.O. Box 7003
662/567-0800 Whiteman AFB, MO 65305
816/563-2311
Mr. Michael Ogden
Resident Engineer Mr. Tony Smith
New Cumberland Resident Office Project Manager, Engineering
285 18th St. DF-PMO
New Cumberland, PA 17070 Kennedy Space Center, FL 32899
712/782-3750 407/867-3035

Mr. Martin Opitz Mr. Robert Smith

Program Manager Resident Engineer
OICC Far East, PACNAVFACENGCOM Chem Demil Resident Office
DETFE 11670 Stark Rd.
PCS 473 Box 61, FPO AP 96349-2903 Tooele, UT 84074
801/833-7438
Mr. Kugan Panchadsaram
Construction Management Engineer Mr. Erick S. Spperstol
MED Naples ROICC
PSC 810 Box 51, FPO AE 09619 ROICC Far East
39-81-509-7500
Mr. Ronald F. Stone
Mr. Eric Petersen Lead, Construction Office
Civil Engineer Johnson Space Center
Denver Resident Office 2101 NASA Road 1
P.O. Box 1865 Houston, TX 77058
Commerce City, CO 80037 713/483-3112
303/341-3980
Mr. Stanley Tamahaha
Mr. Barry A Plante Deputy ROICC
Chief, Engineering Office ROICC MIDPAC
JSC White Sands Test Facility Pearl Harbor, HI
P.O. Drawer MM 808/474-5309
Las Cruces, NM 88004
505/524-5539
148 USACERL TR 96/71

Ms Mary Beth Tawes Mr. John K. White

Project Manager Manager, Michoud Assembly
Refurbishments Division Marshall Space Flight Center
P.O. Box 29300
Mr. Mark Terseck New Orleans, LA 70189
Project Engineer, Institutional 504/257-2601
IM-PEO-A
Kennedy Space Center, FL 32899 Mr. Wade Wolley
407/867-7933 Mechanical Engineer
Redstone Arsenal
Mr. Vern Walters P.O. Box 8126
ROICC Redstone Arsenal, AL 35808
Naval Training Center 205/876-1069
Great Lakes, IL 60088
705/688-4950 Mr. Christopher S. Yung Group
Supervisor
Mr. Bob Walton Jet Propulsion Laboratory
Construction Manager, B/EPT 4800 Oak Grove Dr., M#/44-201,
Kuwait City, Kuwait Pasadena, CA 91109
818/354-1933
USACERL TR 96/71 149

Acronyms
ARCO Area Resident Contracting Officer

BICE Board on Infrastructure and the Constructed Environment

CETS Commission on Engineering and Technical Systems

CMC construction management contractor

CO contracting officer

COE Corps of Engineers

CPM Critical Path Method

CSB Construction Services Branch, Division of Facility Loans, Bureau of Health

Resources Development

DVA Department of Veterans' Affairs

FAR Federal Acquisition Regulation

FDA Food and Drug Administration

FFC Federal Facilities Council

GFE government furnished equipment

GSA General Services Administration

HHS Department of Health and Human Services

HVAC heating, ventilating, and air-conditioning

LOB line-of-balance

NAS Network Analysis System

NIH National Institutes of Health

NRC National Research Council

NTP notice to proceed

R/E resident engineer

RMS resident management system

TIA time impact analysis

VOA Voice of America

WBS work breakdown structure

 150 USACERL TR 96/71

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