BUREAU OF CONSTRUCTION

CONSTRUCTION SCHEDULES
IN THE DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS (DPWH)

SEPTEMBER 30, 2024 | 12:00 NN

TRAINING ON CONTRACT MANAGEMENT

Prepared by:
LAURENZE JOHN G. ESTRADA
Engineer III, Bureau of Construction
OUTLINE
▪ Brief Overview
▪ Legal Bases
▪ Definition of Terms
▪ Uses and Purpose of Construction Schedules
▪ Preparation Procedures
▪ Original Construction Schedules
▪ Revised Construction Schedules
Brief Overview

This training/workshop highlights the importance of construction

schedules in DPWH projects and aims to streamline and unify
the approach, understanding, and appreciation of both the
original and revised construction schedules.

The focus is to orient DPWH Engineers on how to effectively

and efficiently review/evaluate construction schedules set
submitted to DPWH.
Brief Overview
What are the key components of a DPWH Construction Contract?

Contracting Scope of Project Work Dispute

Parties Works Cost Schedule Resolution
Brief Overview

Project Cost

DPWH Quality Policy:

… right projects at the right cost determined through
transparent and competitive bidding …

Work Schedule

DPWH Quality Policy:

… delivered right on time through close monitoring of
project implementation …
Brief Overview

Work Schedule : Time Control

Time Control, in relation to DPWH infrastructure contracts, is governed by construction

schedules set consisting of an activity network diagram, bar chart with S-curve, manpower
deployment, and equipment utilization schedules - each are distinct and offers different
information which are vital to project management.

Construction schedule management includes the preparation of both original and

revised scheduling tools which are considered living documents necessary throughout the
duration of the project implementation.
Brief Overview

Project Cost: Cost Control

Cost control commences during the pre-construction stage of projects — from

professionally prepared plans which yield properly acquired data, computed and
evaluated for the determination of work and pay item quantities, down to the well-
studied Detailed Unit Price Analysis (DUPA), which constitute the first part of
Cost Control.

Construction schedule management’s role in cost control is in its revisions due

to change orders, and progress billings (advance or delayed accomplishments).
Brief Overview
What consists of the Construction Schedules Set?

Activity Bar Chart, Manpower Equipment

Network S-Curve, deployment utilization
Diagram Cashflow schedule schedule
Legal Basis

Revised IRR of RA 9184

Annex A – Detailed Engineering for the Procurement of Infrastructure Projects

“Program of Work - …The program of work shall include, among other things,
Activity estimates Bar Chart,
of the work, items, quantitiesManpower Equipment
and costs and a PERT/CPM network of
Network the projectS-Curve,
activities…” deployment utilization
Diagram Cashflow schedule schedule
Legal Basis

Revised IRR of RA 9184

Rule XI – Award, Implementation, and Termination of the Contract

Bar Chart,
S-Curve, 37.2.3 The following documents shall form part of the contract:
Cashflow
f.) Other contract documents that may be required by existing laws
and/or the procuring Entity concerned in the Bidding Documents, such
Equipment as the construction schedule and S-Curve, manpower schedule,
utilization construction methods, equipment utilization schedule, construction
schedule safety and health program approved by the DOLE, and PERT/CPM or
other acceptable tools of project scheduling for infrastructure
projects.”
Manpower
deployment
schedule
Legal Basis

Precedence Diagram
Activity Method (PDM)
Network
Diagram
Definition of Terms

Schedule
A plan of procedure for a proposed objective, characterized
by sequence and duration of activities

Sequence
It is the order of preference or occurrence of work activities
for a proposed objective

Construction Schedule
The arrangement of construction work activities in sequence
required by construction logic
Definition of Terms

Construction Logic
It is an acceptable line of reasoning in construction purview

Milestone
It is an important point in a project schedule that project
managers use as a checkpoint. It may include completion of a
major deliverable, critical activity or a merging point in
construction schedule
Definition of Terms
Activity network diagram
This shows work activities in accomplishing a project or a project component. Likewise,
this shows the critical path which is the basis of contract time/duration estimate, a
useful guide/tool in the project site as it shows job sequence, significant events, and
predictions.

Bar Chart
It is a simple visual diagram that aids in sequencing activities by representing each
activity in the form of horizontal bars which are laid out in a time-scaled chart. This
illustrates scheduled completion of a project, e.g., bars drawn horizontally and parallel
to the timeline representing project activities, the completed portions are usually
shaded/darkened, to depict item completion

S-Curve
The S-curve, means schedule curve, is a graphical representation of the cumulative
accomplishments of all activities within a project displayed over time. This is usually
superimposed on the Bar Chart.
Definition of Terms

Cash flow
The cash flow displays the physical and financial scheduled accomplishments of the
project. It is a series of scheduled payments that is required in order to perform the
project in accordance with the schedule of activities.

Manpower deployment schedule

It is the summation of all the necessary manpower per category for a time period,
usually in months, based on the sequencing of activities.

Equipment utilization schedule

It is the summation of all the necessary equipment with its capacities for a time period,
usually in months, based on the sequencing of activities
Uses and Purposes of Schedules
What are the uses/purposes of a Construction Schedules Set?

▪ Determining the shortest possible time to complete a project.

Uses and Purposes of Schedules
What are the uses/purposes of a Construction Schedules Set?

▪ Monitoring of scheduled activity on a day-to-day basis.

▪ Monitoring of manpower and equipment resource needs to surely align with

construction activities to be performed and financial capabilities of the consultant/
contractor.

▪ Ensuring that the cash outflow conforms with the activity requirements.

▪ Customize construction activity outputs within the locality’s climatic norms,

celebrated traditions, etc.
Uses and Purposes of Schedules
What are the uses/purposes of a Construction Schedules Set?

▪ Ensuring thru timely schedule revision for a renewed projected completion date that
must be within a reasonable period, prior to contract expiration date (due to contract
claims, e.g., change order, work suspensions, time extensions, etc.)

▪ Provide sufficient information to the project manager in making decisions as to what

applicable trade-offs to adopt based on the actual work progress, or otherwise to
anticipate payment of Liquidated Damages.
Preparation Procedures

When to prepare? Who prepares?

Pre-construction (procurement) Implementing Office (bar chart)

Prior to contract award (original) Contractor (evaluated by IO)

Prior to billing (revised) Contractor (evaluated by IO)

What tools to be used?

Any convenient computer application such as: MS Excel, AutoCAD, etc.

soon: MS Project (upon institutionalization)

Preparation Procedures

As Project Managers, your duty is to:

(1) review/evaluate the original construction schedules submitted by the consultants/contractors

prior to contract award.

(2) check contractor’s adherence to the latest schedule-of-record. (for Project Engineers, Project
Inspectors, Resident Engineers, etc.)

(3) review/evaluate the revised construction schedules submitted by the consultants/contractors,

incorporating approved claims, prior to billing.
Discussion Question no. 1

How can you effectively review/evaluate a

Construction Schedules Set?
Preparation Procedures
Preparatory
Works Preparatory Works
1. Understand the algorithms of the construction schedules set.
Work Breakdown
Structure 2. Visualize the proposed project composition.

Define 3. Familiarize with the project’s locality as to entry points of materials, quarry sites,
Activities road network, celebrated tradition, climatic norms, constraints, etc.

Sequence 4. Study and evaluate the organization’s cash position and other resources
Activities (personnel asset, equipment, credit lines, etc.).

Duration and
Resources
Preparation Procedures
Preparatory
Works Establish a WBS

Work Breakdown WBS is an iterative tool that project managers use to progressively dissect a project
Structure into smaller and more manageable parts.

In DPWH practice, the pay item list enumerated in the contract of a project may be
Define considered as the WBS. However, in larger and more complex projects, items of work
Activities may be grouped into components (sub-projects, station limits, floor levels, etc.) where
each component can be independently managed.
Sequence
Activities

Duration and
Resources
Preparation Procedures
Preparatory
Works Define all project activities

Work Breakdown While the WBS is considered the foundation of constructions schedules, activities are
Structure considered as its building blocks.

An activity is a distinct, scheduled portion of work performed during the project. Since
Define activities are representative of the work to be performed, they should be in a verb-noun
Activities format.

e.g., Spreading of aggregate base course,

Sequence
Compaction of aggregate base course,
Activities
Installation of Forms,
Pouring of Concrete, etc.
Duration and
Resources
Preparation Procedures
Preparatory
Works Define the sequence of activities

Work Breakdown Activities must be arranged in a manner where construction logic is satisfied. In
Structure sequencing of activities, construction methodologies and standard specifications
adopted by this Department shall be the basis in determining the logical order in which
activities can be accomplished.
Define
Activities
Predecessor activities
logically comes before a dependent activity in a schedule
Sequence
Activities
Successor activities

Duration and logically comes after an activity in a schedule

Resources
Preparation Procedures
Preparatory
Works Estimate the duration and necessary resources

Work Breakdown Duration is the total number of work periods required to complete a scheduled
Structure activity, usually expressed in Calendar Days.

Resources includes manpower, equipment, space, and other things that are needed
Define to accomplish a particular activity.
Activities
In construction, assigning resources usually comes hand in hand with estimating
Sequence activity durations since productivity is resource based. The basis for productivity
Activities output is the assigned resources utilized to perform a specific activity, including other
considerations that affects the productivity output e.g., climatic norm predictions,
celebrated traditions, etc.
Duration and
Resources
ORIGINAL CONSTRUCTION SCHEDULES
NETWORK DIAGRAM | BAR CHART W/ S-CURVE | CASH FLOW
MANPOWER SCHEDULE | EQUIPMENT SCHEDULE
Discussion Question no. 2

Which among the Construction Scheduling Tools

will help you determine the construction activity
for the day to check upon?
Original Construction Schedules
Activity Network
Diagram PERT/CPM Network Diagram

Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule
Project/Program Evaluation Review Technique (PERT) highlights how a great deal of
uncertainty exists in a project schedule, while Critical Path Method (CPM) highlights
Equipment the sequence of the most important activities in the project which determines
Schedule important points of the project and the overall duration that the project will need for
completion.
Original Construction Schedules
Activity Network
Diagram PERT/CPM Network Diagram

Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule
Activity on Arrow (AOA)
Equipment
Schedule
Original Construction Schedules
Activity Network
Diagram PERT/CPM Network Diagram

Early Start (ES) – the earliest possible point in time on which

Bar Chart w/ uncompleted portions of a schedule activity can start, based upon
S-Curve the schedule network logic, the data date, and any schedule
constraints

Early Finish (EF) – the earliest possible point in time on which

Cash Flow uncompleted portions of a schedule activity can finish, based upon
the schedule network logic, the data date, and any schedule
constraints
Manpower
Schedule Late Start (LS) – the latest possible point in time in which uncompleted portions of a schedule
activity can start, based upon the schedule network logic, the project completion date, and any
schedule constraints.
Equipment
Late Finish (LF) – the latest possible point in time in which uncompleted portions of a schedule
Schedule activity can finish, based upon the schedule network logic, the project completion date, and any
schedule constraints
Original Construction Schedules
Activity Network
Diagram PERT/CPM Network Diagram

Bar Chart w/
S-Curve

Cash Flow
Dummy – a simulated activity of sorts, one that is of a zero duration and is created for
the sole purpose of demonstrating a specific relationship and path of action on the
activity network diagram
Manpower
Schedule
Float – the amount of time a scheduled activity may either be delayed or extended
from its early start date without delaying the project finish date
Equipment
Schedule
Original Construction Schedules
Activity Network
Diagram PDM Network Diagram
Precedence Diagram Method
Bar Chart w/ (PDM) is a tool that shows the
S-Curve activity network as much as how the
PERT/CPM display the durations and
sequence of each individual activity.
However, the manner of
Cash Flow presentation varies since the PDM
uses the Activity on Node (AON)
method wherein activities are
Manpower assigned on a node while arrows
show dependencies which signify
Schedule
the sequence in which the activities
will be performed.

Equipment
Schedule
Original Construction Schedules
Activity Network
Diagram PDM Network Diagram

Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule Activity on Node (AON)

Equipment
Schedule
Discussion Question no. 3

Which among the Construction Scheduling Tools

will help you quickly identify which item of works
are already accomplished, delayed, and are due
for payment?
Original Construction Schedules
Activity Network
Diagram Bar Chart

Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule

Equipment
Schedule
Original Construction Schedules
Activity Network
Diagram Bar Chart
This shows: List of Activities, Start and End Dates of Each Activity, Activity Durations, Which
Bar Chart w/ Activities Overlap and by How Much, Start and End of the Entire Project.
S-Curve
However, due to some limitations, Bar Charts cannot be presented alone for a complete and
comprehensive construction schedule.

Cash Flow Bar Charts do not readily display activity relationships and late start and finish dates of
activities.

This also serves as a guide for payment and as monitoring of other project management data as
Manpower
it displays the percent weight of each item of work and periodic physical and financial
Schedule targets.

Due to its relatively simplistic form, Bar Charts are usually displayed in project site offices
Equipment during actual implementation which serves as a primary monitoring tool for individual activity
Schedule accomplishments throughout the duration of the project.
Discussion Question no. 4

Which among the Construction Scheduling Tools

will help you quickly check if you are above or
below the scheduled project accomplishment?
Original Construction Schedules
Activity Network
Diagram S-Curve
It is drafted with the cumulative accomplishment set in the y-axis while the x-axis remains as
the duration of the project. The S-Curve immediately answers the question whether a project is
Bar Chart w/
on time or has incurred advances or negative slippage.
S-Curve

Cash Flow

Manpower
Schedule

Equipment
Schedule
Original Construction Schedules
Activity Network
Diagram S-Curve
The name S-Curve is based on the shape that the graph usually makes in most projects. As a
guide, but not mandatory, projects usually abide to the Normal S-Curve.
Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule

Equipment
Schedule
Discussion Question no. 5

Which among the Construction Scheduling Tools

will help you determine the maximum agreed
billing amount for the period being reported?
Original Construction Schedules
Activity Network
Diagram Cash Flow (Financial Targets)

Bar Chart w/ The Cash Flow is derived from the Bar Chart where weighted physical accomplishments of
S-Curve individual activities are tallied per time period, usually in months. These physical
accomplishments shall also be representative of the financial accomplishment by
converting the said percent accomplishment with respect to the total project cost.

Cash Flow More importantly, inflow and outflow in the Cash Flow must be optimized as in some cases, the
Cash Flow may dictate the sequencing of activities whether the contractor has the capacity to
perform such amount of accomplishment over that period.
Manpower
Schedule

Equipment
Schedule
Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight

Project Billboard/
B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
Signboard

Mobilization/ 0.66%
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
Demobilization

105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%

Aggregate Subbase
200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
Course

PCCP (Unreinforced),
311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
0.23m thick

Reinforcing Steel Bar

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
(Grade 40)

Structural Concrete
405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
(Class A)

500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%

505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%

Pavement Marking
612(1) sqm 250.40 877.77 219,793.61 22 0.94%
(Premix Reflectorized)

Total Project Cost 23,479,696.83 100.00%

Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight

Project Billboard/
B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
Signboard

Mobilization/ 0.66%
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
Demobilization

105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%

Aggregate Subbase
200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
Course

PCCP (Unreinforced),
311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
0.23m thick

Reinforcing Steel Bar

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
(Grade 40)

Structural Concrete
405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
(Class A)

500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%

505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%

Pavement Marking
612(1) sqm 250.40 877.77 219,793.61 22 0.94%
(Premix Reflectorized)

Total Project Cost 23,479,696.83 100.00%

Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight
% Weight

Project Billboard/
B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
0.06%
Signboard

Mobilization/ 0.66%
0.66%
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
0.99%
Demobilization

105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%

1.64%

Aggregate Subbase
200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
16.37%
Course

PCCP (Unreinforced),
311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
42.81%
0.23m thick

Reinforcing Steel Bar

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
0.55%
(Grade 40)

Structural Concrete
405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
0.62%
(Class A)

500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%

3.40%

505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%

32.63%

Pavement Marking
612(1) sqm 250.40 877.77 219,793.61 22 0.94%
0.94%
(Premix Reflectorized)

Total Project Cost 23,479,696.83 100.00%

100.00%
Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight
% Weight MONTH 1 MONTH 2 MONTH 3

Project Billboard/ 100%

B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
0.06%
Signboard
95%

Mobilization/ 0.66%planned
0.66% planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned90%
planned
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
0.99%
Demobilization
85%

80%
105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%
1.64%
75%

Aggregate Subbase 70%

200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
16.37%
Course
65%

PCCP (Unreinforced), 60%

311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
42.81%
0.23m thick
55%

Reinforcing Steel Bar 50%

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
0.55%
(Grade 40)
45%

Structural Concrete 40%

405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
0.62%
(Class A)
35%

30%
500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%
3.40%
25%

20%
505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%
32.63%
15%

Pavement Marking 10%

612(1) sqm 250.40 877.77 219,793.61 22 0.94%
0.94%
(Premix Reflectorized)
5%

Total Project Cost 23,479,696.83 100.00%

100.00%
Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight
% Weight MONTH 1 MONTH 2 MONTH 3

Project Billboard/ 0.06% 100%

B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
0.06%
Signboard
95%

Mobilization/ 0.66%planned
0.66%
0.66% planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned 0.33%
planned
planned
planned
planned90%
planned
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
0.99%
Demobilization
85%

1.64% 80%
105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%
1.64%
75%

13.75% 2.62% 70%

Aggregate Subbase
200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
16.37%
Course
65%

19.57% 23.24% 60%

PCCP (Unreinforced),
311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
42.81%
0.23m thick
55%

Reinforcing Steel Bar 0.55% 50%

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
0.55%
(Grade 40)
45%

Structural Concrete 0.62% 40%

405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
0.62%
(Class A)
35%

3.40% 30%
500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%
3.40%
25%

20.98% 11.65% 20%

505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%
32.63%
15%

Pavement Marking 0.94% 10%

612(1) sqm 250.40 877.77 219,793.61 22 0.94%
0.94%
(Premix Reflectorized)
5%

Total Project Cost 23,479,696.83 100.00%

100.00%
Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight
% Weight MONTH 1 MONTH 2 MONTH 3

Project Billboard/ 0.06% 100%

B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
0.06%
Signboard
95%

Mobilization/ 0.66%planned
0.66%
0.66% planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned 0.33%
planned
planned
planned
planned90%
planned
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
0.99%
Demobilization
85%

1.64% 80%
105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%
1.64%
75%

13.75% 2.62% 70%

Aggregate Subbase
200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
16.37%
Course
65%

19.57% 23.24% 60%

PCCP (Unreinforced),
311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
42.81%
0.23m thick
55%

Reinforcing Steel Bar 0.55% 50%

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
0.55%
(Grade 40)
45%

Structural Concrete 0.62% 40%

405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
0.62%
(Class A)
35%

3.40% 30%
500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%
3.40%
25%

20.98% 11.65% 20%

505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%
32.63%
15%

Pavement Marking 0.94% 10%

612(1) sqm 250.40 877.77 219,793.61 22 0.94%
0.94%
(Premix Reflectorized)
5%

Total Project Cost 23,479,696.83 100.00%

100.00%
Example (Bar Chart w/ S-Curve)
Item No. Item Description Unit Quantity Unit Cost Cost Duration % Weight
% Weight MONTH 1 MONTH 2 MONTH 3

Project Billboard/ 0.06% 100%

B.5 ea 2.00 6,543.20 13,086.40 2 0.06%
0.06%
Signboard
95%

Mobilization/ 0.66%planned
0.66%
0.66% planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned
planned 0.33%
planned
planned
planned
planned90%
planned
B.9 ls 1.00 232,472.25 232,472.25 6 0.99%
0.99%
Demobilization
85%

1.64% 80%
105(1)a Subgrade Preparation sqm 12,820.00 30.01 384,728.20 15 1.64%
1.64%
75%

13.75% 2.62% 70%

Aggregate Subbase
200(1) cum 4,046.80 949.89 3,844,014.85 25 16.37%
16.37%
Course
65%

19.57% 23.24% 60%

PCCP (Unreinforced),
311(1)c1 sqm 6,700.00 1,500.21 10,051,407.00 35 42.81%
42.81%
0.23m thick
55%

Reinforcing Steel Bar 0.55% 50%

404(1)a kg 3,124.00 41.25 128,865.00 10 0.55%
0.55%
(Grade 40)
45%

Structural Concrete 0.62% 40%

405(1)a3 cum 45.00 3,246.24 146,080.80 16 0.62%
0.62%
(Class A)
35%

3.40% 30%
500(1)a3 Pipe Culverts, 910 mm lm 112.00 7,125.97 798,108.64 14 3.40%
3.40%
25%

20.98% 11.65% 20%

505(2)a Grouted Riprap (Class A) cum 2,354.00 3,254.52 7,661,140.08 28 32.63%
32.63%
15%

Pavement Marking 0.94% 10%

612(1) sqm 250.40 877.77 219,793.61 22 0.94%
0.94%
(Premix Reflectorized)
5%

Total Project Cost 23,479,696.83 100.00%

100.00%

MONTHLY ACCOMPLISHMENT 35.68% 51.40% 12.92%

PHYSICAL
CUMULATIVE ACCOMPLISHMENT 35.68% 87.08% 100.00%
PLANNED
MONTHLY ACCOMPLISHMENT PhP8,376,697.49 PhP12,069,593.52 PhP3,033,405.81
FINANCIAL
CUMULATIVE ACCOMPLISHMENT PhP8,376,697.49 PhP20,446,291.01 PhP23,479,696.83
MONTHLY ACCOMPLISHMENT
PHYSICAL
CUMULATIVE ACCOMPLISHMENT
ACTUAL
MONTHLY ACCOMPLISHMENT
FINANCIAL
CUMULATIVE ACCOMPLISHMENT
Discussion Question no. 6

Which among the Construction Scheduling Tools will

back you up if you decide to issue a Site Instruction to
the contractor for the delays incurred due to
insufficiency of resources?
Original Construction Schedules
Activity Network
Diagram Manpower Deployment Schedule

Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule

Equipment
Schedule
Original Construction Schedules
Activity Network
Diagram Equipment Utilization Schedule

Bar Chart w/
S-Curve

Cash Flow

Manpower
Schedule

Equipment
Schedule
Original Construction Schedules
Resources dictate how much time a specific activity can be performed. This concept is very much evident in
construction projects where physical accomplishments depend primarily on the manpower and equipment
capacities designated to perform a particular activity.

Resource Charts are made together with all other construction scheduling tools in order to properly address
resource over or under allocations.

Over-allocation Under-allocation

Resource over-allocation is the incorporation of too Resource under-allocation is the lack or insufficiency
much resource, whether manpower or equipment, in a of such resources assigned to perform an activity.
particular activity. This will result to stand by time Under allocation of resources is critical in
which lowers the efficiency of that resource. construction projects since resources are assigned to
perform tasks over time that is beyond its capacities.
Discussion Question no. 7

If the project experienced unforeseen contract

changes, and the contractor applied for
contract claims which were eventually approved
by the authority, what should you advise the
contractor regarding its Construction
Schedules?
REVISED CONSTRUCTION SCHEDULES
REVISION TECHNIQUES AND MODES OF REVISION
Reasons for Revision

▪ Work Suspension (with corresponding Time Extension),

total or partial that affected the critical path of the Network
Diagram

▪ Variation Order with additional Contract Time which was

approved incidentally with the changes in quantities in the
case of change order

▪ Lawful instructions of the head of the implementing

office and accepted by the contractor
Reasons for Revision
▪ Variation Order with New Work Items (extra work order)
and changes in quantities of the original work items even
without additional contract time

▪ Change in plans/schemes that requires additional or

subtractive contract time

▪ Additional Contract Time due to Delay in Payment of

Progress Billing i.e., Beyond the reglementary period work
slowdown due to bad peace and order condition
Reasons for Revision

▪ In addition, a good indication to revise a construction schedule

is when a significant variance between the original
construction schedule or previously approved construction
schedule (which will serve as our baseline) and actual project
performance has been observed.

Essentially, revision can be ordered in times of significant variance or slippage to be able to produce a crash
schedule and identify which activities must be prioritized and which resources must be reinforced so that
the schedule might recover, or whether it is still realistic to expect project completion at the set date.
Revision Techniques

Construction schedule revisions must be

undertaken with utmost understanding of the
original construction schedule in order to
recognize how a change in one area might
impact another or perhaps the entire project
itself.
Discussion Question no. 8

In revising the Construction Schedules for

ongoing projects, do you agree that revision
should commence from the contract effectivity?
Revision Techniques
SAMPLE PROJECT JANUARY FEBRUARY MARCH APRIL MAY JUNE
Amount
Item No. Remarks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
(Php)
Part A – Facilities for the Engineer
Programmed # # # # # # # # # # # # # # # #
Pay Item A 100,000.00
Actual # # # # # # # # # # # #
Part B – Other General Requirements
Programmed # # # # # # # # # # # #
Pay Item B 500,000.00
Actual # # # # # # # #
Part C– Earthworks
Programmed # # # # # # # # # # # # # # # # # # # #
Pay Item C 4,000,000.00
Actual # # # # # # # # # # # # # #
Part D – Subbase and Base Course
Programmed # # # # # # # # # # # # # #
Pay Item D 8,000,000.00
Actual # # # # # # # # # # #
Part E – Surface Courses
Programmed # # # # # # # # # # #
Pay Item E 10,000,000.00
Actual # # # # # # # # # # #
Part H – Miscellaneous Structures
Programmed # # # # # # # # # #
Pay Item F 400,000.00
Actual # # # # # #
Total
23,000,000.00
Amount `
PERIOD OF ASSESSMENT
Programmed

100.00%
13.75%

18.12%

22.21%

26.30%

30.59%

34.88%

43.08%

51.29%

59.49%

67.69%

75.90%

80.04%

84.19%

88.14%

92.09%

96.05%
0.31%

0.62%

2.08%

3.55%

5.02%

9.38%
Accomplishment (%) Cumulative
Actual Planned
Accomplishment
Revised Programmed
Accomplishment

12.93%

17.03%

21.09%

25.14%

29.40%

32.49%

39.53%

46.58%

50.72%

54.68%
0.31%

0.62%

2.08%

3.55%

4.75%

8.84%
(%) Cumulative
Revised Actual
Accomplishment
Actual

0.55

100.00%
63.19%

71.70%

80.21%

85.82%

90.94%

96.05%
(%) Cumulative
Revised
Revision Techniques

Revision Techniques

APRIL MAY JUNE Construction Schedule Revision means that the

13 14 15 16 17 18 19 20 21 22 23 24
rest of the remaining activities will be
reprogrammed, starting from the established
# # # # date of assessment usually at the end of
REVISED
# # # # reference month (any month of the year) e.g.,
80%
# # # #
PLANNED
# # # #
### # # # # # # # # #
# # # # #

### # # #70% # # #
### # ACTUAL # #
SLIPPAGE = 10%
### # # # # # # # # WORK
REMAINING # = 30%
#
### # # # # # # # # # #
Revision Techniques

Revision Techniques

APRIL MAY JUNE The 30% stands for the actual

13 14 15 16 17 18 19 20 21 22 23 24 unaccomplished portion of the project to be
redistributed on the items’ respective bars
# # # # based on the actual rate of accomplishment of
REVISED
# # # # the remaining activities.
80%
# # # #
PLANNED
# # # # Take note of the interrelation of the Bar Chart, S-
### # # # # # # # # # Curve and the PERT/CPM network. The revision
# # # # # will start from the S-Curve’s slippage,
### # # #70% # # #
redistributed to the bars, and then correlated to
### # ACTUAL # # the activity network diagram.
SLIPPAGE = 10%
### # # # # # # # # WORK
REMAINING # = 30%
#
### # # # # # # # # # #
Revision Techniques
SAMPLE PROJECT JANUARY FEBRUARY MARCH APRIL MAY JUNE
Amount
Item No. Remarks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
(Php)
Part A – Facilities for the Engineer
Programmed # # # # # # # # # # # # # # # #
Pay Item A 100,000.00
Actual # # # # # # # # # # # # From the example, it could be
Part B – Other General Requirements

Pay Item B 500,000.00

Programmed # # # # # # # # # # # # noticed that if the revised
Actual # # # # # # # #
Part C– Earthworks bar schedule will be based
# # # # # # # # # # # # # # # # # # # #
Pay Item C
Programmed
4,000,000.00
Actual # # # # # # # # # # # # # # on the same rate of
Part D – Subbase and Base Course
Programmed # # # # # # # # # # # # # #
accomplishment, the work
Pay Item D 8,000,000.00

Part E – Surface Courses

Actual # # # # # # # # # # #
logic and sequence will be
Pay Item E 10,000,000.00
Programmed
Actual
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
sacrificed; slim chance of
Part H – Miscellaneous Structures
Programmed # # # # # # # # # #
completing the project on
Pay Item F 400,000.00
Actual # # # # # # time as the remaining time is
Total
Amount
23,000,000.00
` almost equal to the duration
PERIOD OF ASSESSMENT of the remaining works for
Programmed
item B, C, D, and F; or all of

100.00%
13.75%

18.12%

22.21%

26.30%

30.59%

34.88%

43.08%

51.29%

59.49%

67.69%

75.90%

80.04%

84.19%

88.14%

92.09%

96.05%
0.31%

0.62%

2.08%

3.55%

5.02%

9.38%

Accomplishment (%) Cumulative

Actual Planned
Accomplishment
Revised Programmed
them will be critical.
Accomplishment
12.93%

17.03%

21.09%

25.14%

29.40%

32.49%

39.53%

46.58%

50.72%

54.68%
0.31%

0.62%

2.08%

3.55%

4.75%

8.84%

(%) Cumulative
Revised Actual
Accomplishment
Actual

0.55

100.00%
63.19%

71.70%

80.21%

85.82%

90.94%

96.05%
(%) Cumulative
Revised
Discussion Question no. 9

Should we allow payment of advance

accomplishments?
Revision Techniques
SAMPLE PROJECT JANUARY FEBRUARY MARCH APRIL MAY JUNE
Amount
Item No. Remarks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
(Php)
Part A – Facilities for the Engineer
Programmed # # # # # # # # # # # # # # # #
Pay Item A 100,000.00
Actual # # # # # # # # # # # # Item E was completed in
Part B – Other General Requirements

Pay Item B 500,000.00

Programmed # # # # # # # # # # # # advance. Items completed in
Actual # # # # # # # #
Part C– Earthworks advance should not be
# # # # # # # # # # # # # # # # # # # #
Pay Item C
Programmed
4,000,000.00
Actual # # # # # # # # # # # # # # allowed to be paid also in
Part D – Subbase and Base Course
Programmed # # # # # # # # # # # # # #
advance as it may interfere
Pay Item D 8,000,000.00

Part E – Surface Courses

Actual # # # # # # # # # # #
with future changes or may
Pay Item E 10,000,000.00
Programmed
Actual
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
become unnecessary.
Part H – Miscellaneous Structures
Programmed # # # # # # # # # #
Pay Item F 400,000.00
Actual # # # # # #
Total
23,000,000.00
Amount `
PERIOD OF ASSESSMENT
Programmed

100.00%
13.75%

18.12%

22.21%

26.30%

30.59%

34.88%

43.08%

51.29%

59.49%

67.69%

75.90%

80.04%

84.19%

88.14%

92.09%

96.05%
0.31%

0.62%

2.08%

3.55%

5.02%

9.38%

Accomplishment (%) Cumulative

Actual Planned
Accomplishment
Revised Programmed
Accomplishment
12.93%

17.03%

21.09%

25.14%

29.40%

32.49%

39.53%

46.58%

50.72%

54.68%
0.31%

0.62%

2.08%

3.55%

4.75%

8.84%

(%) Cumulative
Revised Actual
Accomplishment
Actual

0.55

100.00%
63.19%

71.70%

80.21%

85.82%

90.94%

96.05%
(%) Cumulative
Revised
Revision Techniques

Revising the Network Diagram

Revision Techniques

Revising the Network Diagram (with variation order affecting critical path)
Revision Techniques

Revising the Network Diagram (with VO but did not affect the critical path)
Revision Techniques

Modes of Revision
JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY
MODES OF REVISION
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

PLANNED
# # # # # # # # # # # # # # # #
Programmed S-Curve
# # # # # # # # # # # #
ACTUAL
# # # # # # # # # # # #
Actual S-Curve
# # # # 68% # # # #
REVISION: CASE 1
# # # # # # # # # # # # # # # # # # # #
No Additional Cost and Time 55%
# # # # # # # # # # # # # #
REVISION: CASE 2
# # # # # # # # # # 45%
# # # #
No Additional Cost with Additional Time
# # # # # # # # # # #
REVISION: CASE 3
# # # # # # # # # # #
With Additional Cost, No Additional Time
# # # # # # # # # # #
REVISION: CASE 4
# # # # # # # # # #
With Additional Cost and Time
# # # # # #
`
PERIOD OF ASSESSMENT
Revision Techniques

No additional cost and time

JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

# # # # # # # # # # # # # # # #
# # # # # # # # # # # #

# # # # # # # # # # # #
# # # # # # # #

# # # # # # # # # # # # # # # # # # # #
# # # # # # # # # # # # # #

# # # # # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # #
# # # # # #
`
Revision Techniques

No additional cost, with additional time

JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

# # # # # # # # # # # # # # # #
# # # # # # # # # # # #

# # # # # # # # # # # #
# # # # # # # #

# # # # # # # # # # # # # # # # # # # #
# # # # # # # # # # # # # #

# # # # # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # #
# # # # # #
`
Revision Techniques

With additional cost, no additional time

JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

# # # # # # # # # # # # # # # #
# # # # # # # # # # # #

# # # # # # # # # # # #
# # # # # # # #

# # # # # # # # # # # # # # # # # # # #
# # # # # # # # # # # # # #

# # # # # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # #
# # # # # #
`
Revision Techniques

With additional cost and time

JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

# # # # # # # # # # # # # # # #
# # # # # # # # # # # #

# # # # # # # # # # # #
# # # # # # # #

# # # # # # # # # # # # # # # # # # # #
# # # # # # # # # # # # # #

# # # # # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # # #
# # # # # # # # # # #

# # # # # # # # # #
# # # # # #
`
ANALYZING THE PDM NETWORK DIAGRAM
PRECEDENCE DIAGRAM METHOD (PDM)
Analyzing the PDM Network Diagram
PDM Network Diagram
Many software applications nowadays transitioned to PDM in presenting the activity network diagrams due to its
advantages in simplicity in showing various dependencies that most projects require.

Finish-to-Start (F-S) Finish-to-Finish (F-F) Start-to-Start (S-S) Start-to-Finish (S-F)

a successor activity cannot a successor activity cannot a successor activity cannot a successor activity cannot
start until a predecessor finish until a predecessor start until a predecessor finish until a predecessor
activity has finished. activity has finished. activity has started. activity has started.
Analyzing the PDM Network Diagram
Dependency Determination

▪ Mandatory Dependency – legally/contractually required or inherent in the nature of

the work.

▪ Discretionary Dependency – referred to as preferred logic, preferential logic, or soft

logic; established based on knowledge of best practices within a particular application
area or some unusual aspect of the project where a specific sequence is desired, even
though there may be other acceptable sequences.
Analyzing the PDM Network Diagram
Another feature of PDM is the integration of Lead and Lag which essentially simplifies the
presentation of an overlap and a gap, respectively

Lead (-) – the amount of time whereby a Lag (+) – the amount of time whereby a
successor activity can be advanced successor activity is required to be
with respect to a predecessor activity delayed with respect to a predecessor
activity.
Analyzing the PDM Network Diagram

Developing the activity network diagrams would basically be to identify the critical
path of the project. In order to do so, the scheduler shall perform the “Two Pass
Method.”

Forward Pass Backward Pass

A CPM technique for calculating the early A CPM technique for calculating the late
start and early finish dates by working start and late finish dates by working
forward through the schedule model from backward through the schedule model from
the project start. the project end date.
Analyzing the PDM Network Diagram

Forward Pass

If the calculations resulted to two (2) or

more possible values for Early Finish,
choose the bigger value (later value)

Backward Pass

If the calculations resulted to two (2) or

more possible values for Late Start,
choose the lower (earlier value)
Analyzing the PDM Network Diagram

THINGS TO REMEMBER

▪ In PDM, the relationship between the predecessor

and successor activities can be better calculated
by using two or more of the four possible logical
relationships than by using only one relationship.

▪ In a PERT/CPM diagram, additional nodes and

dummy can be used to represent activities that
are concurrent. As shown in the figure.
Analyzing the PDM Network Diagram

THINGS TO REMEMBER

Calculation of the critical path requires consideration of the logical relationship of each activity.

▪ The critical path in PDM is continuous from the beginning to the end of the diagram. Just like in
PERT/CPM, the total float of an activity must be equal to zero to be considered critical. Usually
activities using F-S relationship without lag are critical.

Float (FL) = LS – ES or LF – EF

▪ In PDM, a scheduler should observe completeness and show all logical relationships among activities,
avoiding any unnecessary or redundant relationships. Too many arrows will complicate calculation of
task dates during the forward and backward passes. However, while avoiding redundancies, one must
be careful not to oversimplify the schedule
Analyzing the PDM Network Diagram

THINGS TO REMEMBER

In a comprehensive schedule, all activities, except the first and last nodes, should have at least one
preceding activity and at least one succeeding activity.

▪ Dangling activity refers to an activity that is open-ended where there are no activities connected either
on the left or right side. This activity also has no activity relationship originating either left or right side
and should be avoided as this is considered as poor scheduling practice.

▪ In a PDM diagram, more dangling activities may prevent a realistic critical path preventing the schedule
from accurately measuring the delays and any changes in the time frame
Discussion Question no. 10

As DPWH Engineers, what should be your

participation/contribution in the management of
Construction Schedules?
 REVIEW/EVALUATION
OF CONSTRUCTION SCHEDULES
Generic Process Flow
RESPONSIBLE DETAILS
START

Provides instruction and assigns the request of the

contractor/consultant for review of the construction
Section Chief
Review and initial in the action slip schedules to the concerned Section Chief (SC).
Section Chief examines the documents, assigns and
provides instruction to the evaluator

Document scrutiny and

Evaluator Review/evaluate the construction schedules, prepare
appreciation Executive Summary/Return Letter

Checks/reviews the recommended action of

Review and initial the prepared Section Chief evaluator; if revisions and corrections are required,
Executive Summary/Return Letter returns the documents to the evaluator, otherwise,
initials the Executive Summary/Return Letter and
forwards to the higher authority for approval.

END
Document Tracking System (DoTS)

Review/evaluate the construction schedules

▪ Checks the completeness of documents based on checklist as per D.O. no. 11, s. 2021 (or as
amended).

▪ Checks for appropriateness, correctness, and compliance with the existing rules and latest
Department Issuances.

▪ If found not in order, prepares a return letter to the Contractor/Consultant to comply certain
requirements.

▪ If found in order, proceeds with the evaluation and prepares Executive Summary to recommend
approval in accordance with the delegated authority based on existing Department Issuances (D.O.
no. 45, s. 2020).
Limits of Authority
Document Tracking System (DoTS)
DOCUMENT TRACKING SYSTEM CHECKLIST
Document Tracking System (DoTS)
DOCUMENT TRACKING SYSTEM CHECKLIST
Document Tracking System (DoTS)
DOCUMENT TRACKING SYSTEM CHECKLIST
Most Common Findings/Observations
1. Construction Schedules (PERT/CPM and PDM Network, Bar Chart w/ S-Curve, Manpower Deployment
and Equipment Utilization Schedules) components do not conform with one another, e.g.,
▪ Bars of the Bar Chart do not agree with the corresponding activity lines in the Network Diagram
(PERT/CPM, PDM)
▪ Manpower complement, and equipment support do not conform with the activities in the Network
Diagram.
▪ Erroneous logic and sequence
▪ Inappropriate scale
▪ Wrong algorithm, wrong entry of new data, wrong pay item description, wrong format.

2. Revised Schedules include revision of the past periods or portions that were already accomplished
and reported

3. Procedural errors, e.g., inclusion of unsupported claims (i.e., unapproved variation orders, time
extensions, etc.)
 ?
NO QUESTIONS
Maraming
Salamat
SEPTEMBER 30, 2024 | 12:00 NN

Prepared by:
ENGR. LAURENZE JOHN G. ESTRADA
Bureau of Construction