S02 Primavera P6 Schedule Review Checklist 523A5-10-316 Laundry Building 45.xlsx
XLSX spreadsheet 34 KB Posted
- Solicitation number
- 36C24125R0008
About this file
This document is a Primavera P6 Schedule Review Checklist for the VA project 523A5-10-316 Upgrade VISN 1 Laundry Building 45. The comprehensive checklist provides detailed guidelines for contractors to prepare and submit monthly project schedule updates, covering seven critical sections: Monthly Schedule Update Meeting, Free from Errors, Completeness of Report, Schedule Compliance on Quality, Accuracy of Progress, Reliability of Schedule, and Delay Analysis. Key requirements include submitting schedule updates by the 30th of each month, providing specific reports such as XER files, schedule changes reports, longest path reports, and a detailed narrative explaining project progress, logic changes, duration modifications, and potential schedule challenges.
The checklist emphasizes rigorous review processes for schedule accuracy, including verifying data dates, milestone completeness, activity logic, float calculations, resource assignments, and progress tracking. Contractors must demonstrate compliance with detailed technical specifications, such as maintaining activity durations under 10 workdays, avoiding negative lags, ensuring proper relationship types between activities, and providing justification for any schedule modifications. The document is specifically associated with a Department of Veterans Affairs Veterans Health Administration project for upgrading Laundry Building 45 within Veterans Integrated Service Network 1, with the solicitation number 36C24125R0008, and provides an extensive framework for monitoring and managing project scheduling requirements.
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Sheet1 Schedule Review Checklist
| Project Name | ||
| Project Location | ||
| Contractor | Check | If out of compliance. |
| Contractor Scheduler of Record | This should match the approved scheduler of record. 10 days from NTP to submit. It should be on the narrative report. | Notify the Contractor immediately. The Contractor shall resubmit consultant within 10 calendar days for renew consideration. The Contractor shall have their scheduling consultant approved prior to submitting any schedule for approval. |
| Project ID |
| Update Number |
| Date | Duration | Check | If out of compliance. | |
| Previous Data Date | ||||
| Current Data Date | 0 | This date should be less than 31 days. | Note in review - "The schedule update period is ## days, which is greater than the required monthly Project Progress Schedule Submittal. Please be sure to submit schedule updates monthly in accordance with the specifications." | |
| Submission Date | 0 | 1.8.A On or before the 30th of each month, the contractor shall submit an updated schedule based on the monthly meetings | Failure to meet the requirements may result in rejection of payment requests until compliance is met. |
| Reviewer Name | ||
| Due Date to Check if Errors Opening File or if Settings are Incorrect See Section 1 Below | Wednesday, January 10, 1900 | Reviewer has 10 days to review for errors in accordance with 1.4.D |
| Full Review Complete | Tuesday, January 30, 1900 | Reviewer has 30 days to perform complete review in accordance with 1.5.B but should be closer to 21 days as 30 days overlaps with next submission. |
| Milestone 1 | Substantial Completion Milestone | Change in Milestone |
| Current Milestone 1 Completion Date | ||
| Previous Milestone 1 Completion Date | 0 |
| Milestone 2 | Final Completion Milestone | Change in Milestone |
| Current Milestone 2 Completion Date | ||
| Previous Milestone 2 Completion Date | 0 |
| Section 0 Monthly Schedule Update Meeting | ||||
| 0.01 | Contractor submission of the following data 3 working days prior to meeting | This is for the VA to verify that progress submitted by the Contractor is accurate. | ||
| 0.02 | Review and Confirm actual start and/or finish dates for updated/completed activities/events | Confirmation of the actual dates will be used in the Section 4 to confirm the accuracy of the schedule submission. | ||
| 0.03 | Review and Confirm remaining duration for each activity/event started, or scheduled to start, but not completed | Confirm that the remaining durations are reasonable for all in-progress activities. If review times are expected to be longer inform the contractor. | ||
| 0.04 | Review and Confirm the percent complete for each activity started, based on the realistic assessment of earned value. | Activities which are complete but for remaining minor punch list work and which do not restrain the initiation of successor activities may be declared 100 percent complete to allow for proper schedule management. Budgeted cost of activity is to be reduced by the amount needed to correct deficiency. | ||
| 0.05 | Review Logic, time and cost data for change orders, and supplemental agreements that are to be incorporated into the Project Schedule. | Discussion is centered around change management. Incorporating change orders, approved change order costs, revised milestone dates based on approved change orders to extend time. | ||
| 0.06 | Changes in activity/event sequence and/or duration which have been made, pursuant to the provisions of following Article, ADJUSTMENT OF CONTRACT COMPLETION. | Contractor should have a change log. Review original duration changes, actual date changes, logic revisions, added activities not discussed as part of change management, confirmation that activities were not deleted. | ||
| Section 1 Free from Errors | Within 10 Days of Receiving Submission | |||
| Project Level Check | ||||
| 1.01 | - Activity Codes | In order to properly check this it would need to occur before importing to the database and requires a 3rd party software. Once the schedule is imported, the damage to the database has been done. If the global codes are the same between projects, the revisions could impact other projects inadvertently. | ||
| 1.02 | - Calendars | In order to properly check this it would need to occur before importing to the database and requires a 3rd party software. Once the schedule is imported, the damage to the database has been done. If the global calendars are the same between projects, the revisions could impact other projects inadvertently. | ||
| Settings Check | ||||
| 1.03 | - Activity Duration Types "Fixed Duration & Units" | Go to Slide 1.03 | ||
| 1.04 | - Percent Complete Types "Physical" | Go to Slide 1.04 | ||
| 1.05 | - Time Period Admin Preferences "8.0 hr/day, 40 hr/week, 172 hr/month, 2000 hr/year" | Go to Slide 1.05 | ||
| 1.06 | - Schedule Option for defining Critical Activities to "Longest Path" | Go to Slide 1.06 | ||
| 1.07 | - Set Schedule Option for defining progressed activities to "Retained Logic" | Go to Slide 1.07 | ||
| Cost Settings | ||||
| 1.08 | - "Auto Compute Actuals" | Go to Slide 1.08 | ||
| 1.09 | - "Calculate costs from units" | Go to Slide 1.09 | ||
| Daily ending hour for all work calendars must be the same | ||||
| 1.10 | Confirm that schedule has been run | Go to Slide 1.10, 1.10.1 through 1.10.3 | Need to compare to original import to see if there are changes now that you calculated it. |
| Section 2 Completeness of Report | ||||
| 2.01 | XER file | The Contractor must provide a copy of the native XER file for each update submitted | ||
| 2.02 | Schedule Changes Report | The Contractor should provide a schedule report specifying the major changes performed to the schedule in comparison to the previous update submitted like activities added/deleted, calendar and logic changes. The VA can also develop a schedule changes report using the Visualizer setting in P6 (Go to Slide 2.02). | ||
| 2.03 | Schedule Log | Go to Slide 2.03 for where a schedule log is produced and an example. | Contractor to provide schedule log. Primavera Schedule Log is a key function in Primavera P6 that allows to detect any potential problems in the project schedule. It is a schedule best practice to run the schedule log before finalizing and reviewing a schedule. | |
| 2.04 | Longest Path Report for each Contract Milestone | The Contractor must provide a longest path report to each Contract Milestone. | ||
| 2.05 | All Activity Report | The Contractor must provide an "All activity Report", that include activity id, activity name, original duration, start, finish, calendar and total float to review the overall project schedule. | ||
| 2.06 | Progress over the Period Report | The Contractor must provide a report filtering the progress over the update period. | ||
| 2.07 | S curve and Cash Flow | Slide 2.07.1, 2.07.2, 2.07.3 shows how to replicate. | ||
| Use Template 2.07 for the Cash Flow Report Layout | Contractor to provide S curve and Cash Flow. To display the S curve, follow the instructions shown in slide 2.07.1 & 2.07.2. To create a cash Flow Report, follow the instructions in Slide 2.07.03. | |||
| 2.08 | Look Ahead Report | The Contractor must provide a look ahead report at least 3 weeks no more than 6 weeks. | ||
| 2.10 | Schedule Narrative and Includes the Sections Below. | If nothing for that section of the narrative it should state that there is nothing for that section confirming that it was checked by the contractor. | ||
| 2.11 | - Identify Data Date | Verify that schedule update data date is correct and matches the reporting progress update period | ||
| 2.12 | - Identify Schedule Update Number | Verify the schedule update number based on previous schedule submitted. | ||
| 2.13 | - Identify Current Contract CCD | Verify the Current contract Completion date, verify if any executed contract modifications have been added to the schedule. | ||
| 2.14 | - Identifies Current Project Completion Date | Review the current Project completion Date and compare to the Contract Completion Date, review any negative float. | ||
| 2.15 | - Identifies Outstanding Long Lead Items with Projected Completion Dates | Review that Long Lead Items that have not been started yet, review activities in progress and check if remaining duration have been properly updated. | ||
| 2.16 | - Description of current and potential future schedule problem areas | Review change management section and identify if any new activities with potential delays impact have been added to the project. | ||
| 2.17 | - Identifies weather delays and justification versus typical adverse weather. | If adverse weather conditions are the basis for a Claim for additional time, such Claim shall be documented by data substantiating that weather conditions were abnormal for the period of time, could not have been reasonably anticipated, and had an adverse effect on the scheduled construction. | ||
| 2.18 | - Description of logic changes and justification | Review logic changes, the contract should provide justification for any changes to the sequence of work or relationship types. | ||
| 2.19 | - Description of duration changes and justification | Review any changes to the activities original duration. The Contractor should provide valid justification of any changes to original durations. | ||
| 2.20 | - Identification of Activity Name or Description Changes and justification | Activities description should be consistent in every update. The Contractor must provide justification for any changes to activity name or description. | ||
| 2.21 | - Identification of added/deleted activities and justification | The Contractor must provide justification for any activities added or deleted to the project schedule. | ||
| 2.22 | - Identifies out of sequence activities | Review each activity (if any) that are listed in the out of sequence section from the schedule log report | ||
| 2.23 | - Summary of the longest path activities | Use "longest Path" Schedule layout to review the summary of the longest path activities. | ||
| 2.24 | - List of any activity/event changes | Identify any major activity/event changes that have been incorporated to the schedule |
| Section 3 Schedule Compliance on Quality | |||
| 3.01 | WBS (Work Breakdown Structure) | The work breakdown structure is organized and is structured so that it flows through the stages of the project. A complete WBS should include a section for milestones, procurement, engineering/submittals/fabrication, RFIs, Change Management, Construction, Startup and Commissioning & Closeout. | |
| 3.02 | Use P6 Check schedule Tool | Go to Slide 3.02 | The P6 Check Schedule tool is an assessment for the items below |
| 3.03 | Logic | Review activities that are missing predecessor or successors. The project schedule should only have the Notice to Proceed with a missing predecessor and the last finish milestone with a missing successor. | |
| 3.04 | Leads (Negative lags) | A lead (Negative lags) is an acceleration relationship with less than zero lag value. Work activity/event relationships with a lead (Negative lags)) are prohibited. | |
| 3.05 | Lags | A Lag is a delay of the successor activity. If these lags are not explained in Schedule Basis document, ask for clarification and ensure you are in agreement with all lags used in the schedule and if possible they should be documented. Lags must be reasonable as determined by the Government and not used in place of realistic original durations, must not be in place to artificially absorb or create float, or to replace proper schedule logic. Lags should be no greater than 5 working days. Work activity/event relationships with a lead (negative lag) are prohibited. | |
| 3.06 | Relationships | All activities are to have at least a start-to-start or finish-to-start relationship with its predecessor(s) and a finish-to-finish or finish-to-start relationship with its successor(s). Start to Finish (SF) relationships are prohibited. | |
| 3.07 | Hard Constrains | Hard constrains such as "Mandatory Start" or "Mandatory Finish" prevent an activity from moving and will have a direct impact on the calculation of the critical path. Activity/event date constraints, not required by the contract, are not be accepted unless submitted to and approved by the Contracting Officer. The contractor shall make a separate written detailed request to the Contracting Officer identifying these date constraints and secure the Contracting Officer’s written approval before incorporating them into the schedule. | |
| 3.08 | Total Float | Review total float, a very high total float is a sign of open ends or poor logic relationships. I would normally investigate any total float more than 60 days (or 90 days depending on the overall project duration). Ensure that activities with high total floats have the right logic relationships (predecessors and successors) as wrong logic relationships impact on critical path, key milestone dates and forecast project finish date. | |
| 3.09 | Negative Float | This occurs when the new planned date of completion of work exceeds the contractual completion date. High negative floats is a red flag for delays incurred in the project impacting the contract completion date, this could be due to a change order or event causing delays or simply tasks not being started or finished as planned. | |
| 3.1 | High Duration | Project activities should have a duration no longer than 10 workdays, except as to non construction activities/events (i.e., procurement of materials, delivery of equipment, concrete and asphalt curing). Activities with large duration should be split into smaller duration. The contractor should provide justification if activities duration exceeds 10 days. | |
| 3.11 | Resource/Cost | If the issued schedule is resource loaded, review resource assignment to ensure the right resources have been assigned to activities and that each resource availability (from Schedule Basis Document) match assigned activities schedule. | |
| 3.12 | Late Activities | Identify activities with planned completion later than the Project Baseline. The Contractor must provide justification for late activities. |
| Section 4 Accuracy of Progress | |||
| 4.01 | Establish a regular schedule and process | To ensure that the progress monitoring is consistent and reliable, a regular schedule and process for collecting, analyzing, and reporting data should be stablished between the Government and the Contractor. A standard layout format and structure should be used to collect the progress and use clear and concise language to convey findings. The progress should be reviewed an agreed upon at the Monthly Schedule Update Meeting Item 0.02 | |
| 4.02 | Prepare Schedule Comparison Report | Go to Slide 4.02 | This report can be used for some of the items below. |
| 4.03 | Changes to Actual Starts and Actual Finishes | Compare the changes in Actual Starts and Actual Finishes with the schedule Comparison Report from 4.02. If there are changes outside of the update period to actual dates, these should be explained in the narrative report. | |
| 4.04 | Actual Start and Actual Finish Dates in the Future | The reviewer should look for actual start or actual finish dates that are later than or equal to the data date, also |
known as actual dates in the future. Use the Comparison Report from 4.02
| 4.05 | Data Validation (Procurement, submittals & administrative activities) | Use Layout 4.05 | Review the status of the buyout process and purchase orders; verify submittals and approval status; verify the status of administrative tasks; verify the status of materials fabrication and lead time. There is limited information provided to validate this data but monitoring it to see if these activities are progressing from update to update as planned will prevent risk to schedule delays and the Contractor's knowing you are observing this will keep them more aware of the progress of these items. |
| 4.06 | Validate Construction Progress Data | Use Layout 4.06 | Status for activities should be assessed through the end of schedule update period. Upon receiving a schedule update from the contractor the owner’s representative should catalog and review all changed activity status for accuracy and completeness. Photographs and/or video of the various work areas, daily reports, inspection reports, meeting minutes may be used to corroborate the schedule status. Activities performed over the update period should match what was agreed upon in Item 0.02 above. |
| 4.07 | Verify Remaining Durations | Use Layout 4.07 | The reviewer should look for activities with an actual start date and remaining duration equal to or greater than its original duration. This may indicate that no progress was made, and the actual start may be questioned for reasonableness. |
The reviewer should look for an activity that is reporting 100% complete but without an actual finish date. This is likely a case of a missing actual finish date. Activities reporting 100% complete without an actual finish date may affect CPM calculations.
The reviewer should look for activities where the remaining duration has not changed over the update period or increased and question the progress of the activity.
| 4.08 | Check for Out of Sequence Work | Use the Schedule Log Report | Note any activity that has started out of logical sequence. This may be the result of an error in determining the actual date or may be the result of a work plan change. |
| 4.09 | Record of Change Events | Use Layout 4.06 | Is the contractor recording change events? If not, note and record in response to events that have impacted construction over the progress period. |
| Section 5 Reliability of Schedule | |||
| 5.01 | Review Scope | Verify that the schedule has all the project scope included; Scope needs to be broken down to provide enough details of all the areas of work. Activities description should be detailed of the work and location where the work is performed. Activities descriptions should be consistent and unique. Construction activities should not exceed 10-working day duration. | |
| 5.02 | Check for activities riding the data date | Layout 5.02 | Check the number of activities that are riding the data date (projected starts on the data date) question if that is reasonable. If not then request the contractor to update the plan accordingly. |
| 5.03 | Check Constraints | Layout 5.03 or Schedule Log | Review type of constraints. Date Constraints should be minimum and only those dictated by the Government. Don't allow mandatory constraints. The network should be logic-driven, not constraint-driven. |
| 5.04 | Contractor is performing work as planned | Use the comparison report from 4.02 to review the starts and finishes. Compare the planned starts/finishes to be performed over the update period to those actually performed over the update period. Low percentages in this comparison result in schedule compression, putting the project at risk of completion as more work has to be done in a shorter amount of time. |
| Section 6 Delay Analysis | |||
| 6.01 | Identify Milestones to review | Identify the Contract Completion Milestones and an explanation in the narrative of any changes to the milestone. | |
| 6.02 | Identify previous period Critical Path (Longest Path) | Use Layout from 2.23 | Use the longest path from the previous update and compare the actual date. Document changes to that path within the progress period. |
| 6.03 | Identify current period Critical Path (Longest Path) | Use Layout 6.03 | Trace the Predecessors back to the data date of the previous update data date to see what drove the activity to the current data date. |
| 6.04 | Identify specific causal activity or activities for delay | Identify the activity/activities that delayed the previous longest path and the current longest path. | |
| 6.05 | Identify resource problems or concerns | Identify what is the source of delays, lack of progress, change orders, unforeseen conditions, owner delay etc. | |
| 6.06 | Assess Responsibility for Driving Issues | If slippage is due to the Owner, then a time extension is owed to the Contractor. If slippage is due to the Contractor or his |
Subcontractors, then the Contractor owes the Owner a Recovery Schedule.
| Section 7 Determine a Disposition | ||
| 7.01 | Is the schedule submission complete Section 2? | If not then the contractor there is an incomplete record of the status of the project at that moment in time and could be lost information if reviewed forensically at a later date |
| 7.02 | Does the Contractor's plan comply with the Contract and provide a schedule that is of quality (Section 3)? | A quality schedule will allow for proper Critical Path Method to be used and analysis of the schedule. |
| 7.03 | Is the Contractor recording actual events with a reasonable degree of accuracy (Section 4)? | Recording of the history, especially on critical scope, needs to be accurate as the history of the schedule is used to perform delay analysis. If it does not match the project records, it results in more work and more revisions if a forensic delay analysis were to be performed, bringing into question the reliability of the information. |
| 7.04 | Is the Contractor communicating their plan effectively and match what is actually being performed in the field (Section 5)? | If the plan doesn't match the actual work being performed the projects will be in accurate and the schedule can not be relied up on for delay analysis or effective communication with stakeholders. |
| 7.05 | Is the Contractor projecting an on time completion (Section 6)? | If the contractor is projecting a late completion then either a recovery plan needs to be developed to mitigate contractor delays or a request for time extension needs to be submitted. Doing both timely will result in a more effective way to manage the project. Delaying these will lose opportunity and compound issues. |
| 7.06 | Is the Contractor providing notices of excusable delays timely and properly reflecting the delay in the schedule (Section 6)? | If there are untimely notices of delay and the schedule isn't properly reflecting the delay in the schedule then the opportunity for the VA to manage the delay is being lost. |
| 7.07 | Is the Contractor performance meeting the needs of the job or putting the project at risk of completion (Section 6)? | If the contractor is not performing their plan, then providing notes of concern in the review will document your position but also put the notice on the contractor to make adjustments to perform. |
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