When producing programmes for a project, I use the following levels of programmes:
- LEVEL 1 : Project Management overview schedule/programme, by Project Phase.
- LEVEL 2 : Area or Process/Utility Unit schedule/programme, by Project Phase by Area or Unit.
- LEVEL 3 : Discipline schedule/programme, by Project Phase by Area/Unit by Single or Multi-disciplines.
- LEVEL 4 : Main Activities schedule/programme, by Project Phase by Area/Unit by Single or Multi-disciplines by Main Activities.
- LEVEL 5 : Detail Activities schedule/programme, by Project Phase by Area/Unit by Single or Multi-disciplines by Detail Activities.
- LEVEL 6 : Micro-detail Activities schedule/programme, by Project Phase by Area/Unit by Single or Multi-disciplines by Micro-detail Activities.
One School of Thought:
Level 1 to 5 should have a standard definition.
My definition of level 1 - 4 is as follows:
- Level 1 - Whole Project
- Level 2 - Section or Zone ie Block A Block B etc
- Level 3 - Task Summary
- Level 4 - Task - which is where the logic is applied
Many planners place logic at level 3 using SS FF links with lags to create overlaps.This is bad planning practice because you do not get a dynamic and resposive critical path.
Another School of Thought:
I use is something along these lines.
- Level 1 - The Project
- Level 2 - Discipline
- Level 2 1. Site Prep, 2.2 Earthworks etc etc
- Level 3 - Area / location
- Level 3.1 CH 0-300 3.2 CH 300-600
I then use activity coding if I want to see all the works for CH0-300 etc
Another School of Thought:
Level 1 -Summary level schedule showing one bar each for engineering, procurement, construction, commissioning by major work package/area in accordance the project WBS, underpinned by the level 2 schedule
Level 2 - Summary of level 3 and below to level 2 schedule activities depicting the integrated schedule of the entire project including a clearly idenified critical path. The level 2 schedule has robust schedule logic and is fit for risk analysis.
Level 3 - Contractor level 3 schedule activities by discipline/area. This could include one plan for an EPCC type contract or multiple schedule files for engineering, construction, etc involving multiple contractors for multiple work packages making up the entirety of the project.
Level 4 - Detailed deliverables planning, often held in a progress system; engineering drawings, major equipment procurement, fabrication or construction by sub element type of work with progress earned by rules of credit
Level 5 - Lowest level includes tracking lists; list of final deliverables and status by each, systems mechanical completions, punchlisting; etc.