How to Destroy a Planning & Scheduling Program: Pitfalls to Avoid

Picture this…

A once excellent scheduling program turns to a dumpster fire.

Misconceptions, lack of knowledge, oversight, contractual illusions, and over-reliance on certain tools can turn into silent project killers in the world of construction.

But fear not, in this week's newsletter, I break down these common mistakes and reveal how to avoid them.

Here are five common mistakes that can lead to a program's downfall. These pitfalls include misconception of the scheduler's role, lack of technical knowledge in management, ignoring other systems, tools and processes, contractual solutions as a panacea, overemphasis on PowerBi / Tableau reporting. Construction professionals can easily avoid each of these if they are aware of them.

I have experience with both successful and disastrous implementations of scheduling programs as an experienced construction scheduler. The purpose of this post is to shed light on five common scheduling mistakes that can lead to the destruction of a program. These pitfalls can be avoided by construction professionals in order to manage projects efficiently and effectively.

1. Misconception of the Scheduler's Role

One surefire way to undermine a scheduling program is by convincing planners and schedulers that their sole responsibility is to report the schedule. As important as reporting is, schedulers must also participate actively in the planning and execution phases. By engaging planners and schedulers throughout the project lifecycle, they can contribute valuable insights, identify risks and propose proactive solutions, enhancing the overall effectiveness of the scheduling program.

2. A Lack of Technical Knowledge in Management

Managers without technical knowledge of planning, scheduling, or the software being used can severely hinder a scheduling program's success. Effective management of a scheduling program requires a solid understanding of its principles, functionalities and potential challenges. Organizations can foster an environment where scheduling excellence is supported by ensuring that management personnel possess the necessary technical acumen or providing them with adequate training.

3. Ignoring Other Systems, Tools and Processes

By solely relying on a single scheduling tool like Primavera P6 and Critical Path Method (CPM), opportunities for integration and collaboration are missed. By ignoring other systems, tools, and processes, the program can become limited in its capabilities and hinder effective communication among stakeholders. It is crucial to assess all available technologies and methodologies in order to avoid this pitfall. Consider Last Planner, Takt, automated progress, advanced analytics, ML led Risk Analysis etc.

4. Contractual Solutions as a Panacea

Believing that merely "adding it to the contract" will magically resolve all scheduling issues is a common misconception. While contracts are essential for defining project requirements, they should not be solely relied upon to rectify scheduling shortcomings. A comprehensive approach is required, including diligent planning, effective progressing and stakeholder engagement. A contract should serve as a framework for collaboration rather than a cure-all solution

5. Overemphasis on PowerBi or Tableau Reporting

Focusing solely on creating impressive PowerBi or Tableau reports for the VP overseeing the portfolio can be detrimental to the scheduling program's success. While visual representations are important for executive-level stakeholders, it is equally vital to prioritize functionality and accuracy within the scheduling program itself. By striking a balance between effective reporting and robust scheduling capabilities, construction professionals can ensure that both the program and its outputs meet the needs of all stakeholders.

Conclusion

I've learned that organizations must maintain a balance between proficient reporting and robust functionality, adopt a comprehensive approach to tools and systems, look beyond just contractual solutions, and emphasize the importance of technical proficiency in managerial roles. By adopting these strategies, construction teams can focus more on the successful delivery of their projects.