Schedule Updating and Cost Control

Through the utilization of tools, processes and expert judgment, along with a good change order process, we can determine within reasonable accuracy the projected duration, effort and cost of a Project or Turnaround.
Once we have created a baselined the scope, schedule and budget we are ready for the execution phase to be initiated, right?

From an SPI (Schedule Performance Indicator) perspective...theoretically...yes, all should be well and good. However the challenge of activity update accuracy often creates a new dimension to project control. When creating the schedule baseline, approved estimating tools along with subject matter experts were employed to decompose the activities to a level of accuracy to meet the needs of the Work Package. Unfortunately, during the execution phase the level of completeness is compromised and the schedule is at risk of being undermined due to inaccurate estimates of remaining duration or activity percent complete. It seems that more often than not, extra effort is required to effectively evaluate completeness of given activities, even when not started or finished. Appreciating craft personnel are experts at the safe inspection, cleaning and repair of assets to endure another cycle of heavy usage, the relevance of adequate schedule updates is often seen as secondary. Notably much of the effort is focused on the functional aspects of the work package with the practice of updating scheduled activities within a high level of confidence is demanding at best.

From a CPI (Cost Performance Indicator) perspective reporting actual cost via the Work Order (deliverable) process involves discipline from all resources completing timesheets. When a passive approach is applied the variance within planned vs actual cost are not  accurately represented. The reliability of information is then, not trustworthy, effecting budget controls and estimating. This becomes increasingly more challenging when components of the scope are joint venture activities, as reconciling costs after the fact is nearly impossible. Even with a flexible management group with excellent understanding of the effort required to support the work completed...one party could be subjective to unrealistic costs incurred due to inaccurate timesheet charges. The end result is rework and a negative view of the project team.

It seems that much of the Project Management methodologies, processes and practices concentrate on the development and establishing of tools and techniques that enable a clear pathway for the stakeholders involved in the management of the scope. The fact is...we cannot underestimate the realities we cultivate when not deploying the initiatives and expectations to the resource level. The seemingly innocent indiscretions of any stakeholder group or individual can easily, negatively all areas of the project including budget, schedule, quality.

Through the years, I have learned, as a scheduler, the importance of touring the site at least once per day. The increased presence in the field develops a relationship with the craft people, enables better understanding of the status of work packages and provides a platform to ask relevant questions during the daily Turnaround Status Meeting.

Being involved in Turnaround projects adopting daily costing aligned with schedule updates aids in more cost accuracy.