expressed as a percent (multiplied by 100). If you look back at the level III barchart, you will see that master activity 10 has 10 man-days scheduled during the week beginning 18 May, and 9 man-days scheduled during the week beginning 25 May. Figure 2-20 has a horizontal bar connecting the weeks of 18 and 25 May for master activity 10 (sitework). The scheduled man-days for activity 10 are printed above the bar.

Once you have all the bars signifying master activity durations and the man-days scheduled on the barchart, you total the man-days scheduled for each 2-week period at the bottom of each column. The cumulative man-days scheduled is equal to the man-days scheduled for each 2-week period added to all previous man-days scheduled. The percent complete scheduled (plot) is equal to the cumulative man-days scheduled divided by the total project man-days. The scheduled progress curve is then drawn by plotting the percent complete scheduled at the end of each 2-week period plotted against the percentage scale on the right of the level II barchart.

PROJECT EXECUTION

Satisfactory execution of construction tasking requires that various resources come together at a specific time and place. It is not just materials, equipment, and personnel. It is the correct materials, the proper equipment, and capable personnel. Your job of managing construction projects is made much simpler if you have already identified what you need to complete each activity. During the project planning stage, you identified the tools, equipment, materials, and personnel required for each part of the construction activity. This section of the chapter explains the various methods you can use to track these resource requirements from the home port planning phase to the day you begin work and eventually close out the project.

CAS SHEETS

Proper use of CAS sheets greatly reduces the chance of the construction effort being slowed or halted due to a lack of resources. The majority of the resource requirements identified on the CAS sheet require some further action on the part of the crew leader. Any action required can be tracked right on the CAS sheet. Highlight the required action whether it is a requisition to be submitted or an equipment request to be turned in. List the required action and the due date on the CAS sheet and circle it in yellow. Of particular significance are the local purchase materials. In general, no local purchase material is procured until requested by the crew leader. This request may be in the form of a 45-day material plan completed by the crew leader while in home port or a 1250-1 turned into MLO several weeks in advance. It is the crew leader who must initiate the local purchase action. Lead times for obtaining equipment and materials vary from several days for materials in the MLO yard to several weeks for equipment rented from a private contractor. If MLO needs a lead time of 2 weeks for a concrete request and you have a concrete placement scheduled for 30 September, make a note on the CAS sheet to turn in a 1250-1 by 16 September.

LEVEL III BARCHARTS

An accurate assessment of the project status must be maintained on the jobsite continuously. Even a single day's deviation from your schedule makes a big difference to the concrete supplier, the hired crane operator, and your subcontractors. This does not mean that your project has to be replanned every 2 weeks. Updated project status can be reflected on the posted level III barchart. The critical path should be highlighted in red. The daily status should be shown in yellow. Daily status will show where you stand on each activity in comparison to the schedule. Figure 2-21 demonstrates a technique for reflecting total project status on a biweekly basis. Two vertical lines are drawn on the barchart, one at the 15th and one at the 30th of each month. The line on the 15th is broken and the line on the 30th is solid. Depending on the date, the line shows at a glance which activities are ahead or behind. Refer to figure 2-21; notice that activities 101 and 102 were completed by the 15th. Also notice that activity 401 is 1 day ahead and activity 402 is 1 day behind. By the 30th all scheduled work will be completed.

TWO WEEK SCHEDULES

A successful crew leader must manage a project on three different planes. The crew leader must directly supervise the construction effort underway. The crew leader must also look at activities scheduled for the next 2 weeks to ensure an uninterrupted flow of resources to the project. And he/she must keep an eye on any long lead items. It is the long lead items that, if not tracked continuously, would be most likely