Contractor is only responsible to load the deliverables of their own concern not any responsibility to load the deliverables in his programs related to the Employer. This is entirely Employer’s responsibility.

Dear Bill

I accept the prick of my bubble but i dont agree

My model T has served me well

I am glad they never developed the Diablo

That Maserati never became p**sed off with Ferrari and stopped making tractors and started making cars

I am glad none of this happened as i am glad that P3 is the best

i will say again the programme is the contractors

if the client wants to see it he should use the same software as the writer

you as the client can specify what you want to see how u want to see it what outputs you require etc

you can say i want it developed in a logical format which is computerised and uses CPM methods to establish critical paths that you want it fully resourced etc etc but when you say you want it on p3 you establish a lathargic industry where the fat cats sit back stop listening and the competition evaporates

[Deleted by Moderator.]

My bubble has been mended and i am truly inflated/elated

best regards

Clive

sorry to bust your bubble

but as a Client Rep, I need to control my projects and must dictate what software the contractors use on the project.

So on our projects say P2 3.1

If a contractor submits a schedule in another form I reject it. This is set out on the contracts.

if a contractor does not like it, then fine he simply states this in his tender and we omit him from the tender list.

Cheers Bill Guthrie, clients Rep

Mr Zhang

I am confused why we believe that the client should advise on the content of our programme.

The programme is the Contractors tool for establishing his tasks, durations, resources required, productivity goals, milestones etc.

It is the tool that monitors the achivement or otherwise of the Projects milestones and outputs. It can also be the tool to drive the recovery process if activities slip. And establish when things need to be done.

It is our tool for driving the Project. It is not a historical tool which determines delays allthough it is far too often used for this.

It is and must be used as a proactive tool and not a reactive one. To allow the client to determine what he wants to see establishes the client as a driver and the contractor as a passenger.

Far too often this method leads to arguments in the cab while the train thunders over the edge of the cliff.

It frustrates me that we do not plan for ourselves but only plan to meet the clients requirements.

Is time money

If it is why do we not treat it as such.

The client asks how much it will take to build a project. Part of that analysis is time. However we are often as planners prepared to accept the clients period without substantiation.

Would we accept the clients price for the job in the same way.

For planners to be taken seriously we must educate that time is money, then and only then when this philosophy is accepted will planners be treated as a valuable member of the management team.

Spleen emptied.

Clive Randall

Gents

IMHO I always refer to the PMBOK for this type of question.

The nine area of Project Management- Hope my memory serve me right
TIME
COST
QUALITY
RESOURCE
CHANGE
PROCUREMENT
RISK
CHANGE
INTEGRATION

Therefore, a P3 schedule can be a tool to assist some of the management of these nine areas.

In some projects, some of the nine areas is already managed externally to the schedule, then why duplicate the information and try the manage everything in one place?? The key is "integration" the last skill to separate between a project director (L6) to a project manager (L5).

How can a project manager to integrate all these information together to manage his/her project.

If the schedule is load with information like key equipments, resources, cost. It will at least help the PM integrate four of the major element, TIME, COST, RESOURCE and PROCUREMENT. This is not an absolut solution, because there are x no of combinations of how to manage all nine areas. The key is all these areas need to be manage during the project and they need to manage in a co-ordinate manner (Integrated)

HTH

Alex

Hi Vanessa Morris,

It’s up to you or your management/client. for some projects I did not load anything. For some project I load material (e.g. concrete, rebar with unit price to calculate cost).

Before you start, ask yourself a question - what you want to achieve by doing all these?

Sometime scheduling is quite simple, it’s just a way to coordinate ( time, sequence, work space, trades), to make everything go smothly.