![]() ![]() The PDFs are modeling devices reflecting ‘natural’ data – unit rates. Most ranges have their values normally distributed. The distribution functions model reality. Risk register development seems linked to SRA. I regard it as irrelevant to this discussion and the execution of effective project control. We’ve had the ‘critical drag’ discussion before. Plan it properly at the begining and get the correct completion date first time. With such an imprecise programme then systems such as Monte Carlo will deliver a range of imprecise results. It is usually at level 3 (sometimes even 2) with SS Links and Lead Lags becuase the scheduler is either too lazy or does not have the skill and experience to do it properly. In my 25 years as a delay analyst I have yet to see this quality in any contractor's programme When this is prepared by a Planner who knows how to build it then there is no need for any risk analysis because it has already been built in. Each task resource modelled from resource hours extracted from the Cost Plan / BoQ - thus completing the "triangle" Correct interfaces between following tradesĦ. No Lead Lag links except for curing and /or drying out and then set for calendar days.ĥ. Each task representing 1 trade in 1 location and never more than 10 working dayas.Ĥ. In my simple mind a construction programme is best put together Bottom Up at Level 4 with:ġ. ![]()
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