Preconstruction Scheduling
One of the greatest advantages that we can offer is to accelerate the delivery of the project through a fast-track bid package. Design of major elements of the structure can continue to be developed while the land is cleared and foundation concrete poured.

Our field engineers will then produce graphical schedules, often called "4D" scheduling. Graphical schedules take our team a step beyond our competitors. We identify portions of the work, draw the work section in a picture and shade the picture in the areas where the work is completed. We will produce graphical schedules for footings, siding, glazing, roofing, etc. Each graph indicates the total quantity of work, the balance remaining and the daily production rate.

Since subcontractors represent 90% to 100% of the work on each of our projects it is critical to guarantee their schedule's success. This is a multi-step process.

1. The process starts with the buyout of a subcontractor. First, we pre-qualify subcontractors who are not only interested but qualified and have performed successfully in the past. Then as we meet with a subcontractor we insert into the subcontract the agreed upon schedule dates, production rates and manpower requirements. This gives us the ability to hold them to basic elements of the scheduling process. It is also a chance to get subcontractors' valuable input. Through this process we achieve the subcontractors' "buy-in" to the schedule.

2. Next would be procurement. The process of submitting - approving - fabricating/delivering is an integral part of the timely completion of a project. These items are also placed on our CPM (Critical Path Management) schedule to monitor and manage. This is then strictly adhered to.

3. On the project site, the control begins with the CPM schedule. The subcontractors have already had input and have agreed to the schedule. When a subcontractor mobilizes a pre-mobilization meeting is held on-site with the subcontractor's field supervisor and the principal or representative who was in the buy-out discussions. Among other things discussed in this meeting are the schedule requirements.

4. A three-week or short-interval schedule is developed from the master CPM schedule. The three-week schedule breaks the activities down into daily tasks. This is reviewed and then discussed in the weekly subcontractor coordination meeting. Progress is then monitored throughout the next week.

5. Target production rates and manpower requirements are also determined and used to monitor the progress of subcontractors.

6. The advantage to tracking production and activities on a daily basis is that schedule problems are quickly identified and can be addressed before any major delays take place. If a subcontractor begins to slip in production or in meeting dates, action is quickly taken to correct the problem. This is usually accomplished in meetings with the on-site supervisors. The solution is usually as simple as doing overtime work or bringing in more manpower. In extreme cases we use a "48-hour notice." This is included in our subcontracts. 48 hours after the notice is given, we can either supplement or replace a subcontractor who, after exhausting other means, is irreparably jeopardizing the critical path.