Cash loading

No, it is advisable to do the job properly and not cut corners or use exotic work-arounds for no reason.
Why do you not want to cost the individual Tasks?

It takes 5 minutes to set up some tasks, make a hammock, assign a fixed cost to it and graph the cumulative costs to test this.
Have you tried that?

Hi Rajeev,

I agree with Trevor, assigning cost to individual task is the best way. Using hammock is only for summarizing purposes for a group of existing activities.

Hammock is dependent on its predecessor & successor activities and it is not included when leveling resources.

Arnold

Hi everyone,

Thanks Trevor, Arnold for the info...Well it was the situation I was facing with my contractor, who says it is good enough for S curve. As mentioned by Trevor I did that exercise earlier and even tried to explain the contractor’s Planning Engineer how it works.

Then I thought I will go for a second opinion...before I have another discussion with him...Thanks once again everyone...

Some more situations I am facing with this fellow. Soon I will have it posted.


Rajeev

Loading BC on hammocks will give you most unrealistic cash flow curves. Well, the stuff is good enough for making someone fool that "THE JOB IS DONE".

Hi Sajid,

That exactly what we told the contractor...he still argue his curve is realistic to which I explained to him how it works with a sample....literally he was misleading others in the project by taking advantage of their lack of knowledge in planning.

Now he is saying he needs more time to load every activities to which we said we know it takes time, but this should have been done 7 months back.

After the discussion he left the room frustrated...saying that we are giving trouble to him.

We just reminded him you have a job to do..so just do it.

Best Regards,

Rajeev

If it should have been done 7 months ago, there isn’t much point in doing it now.
Also, If he couldn’t do it then, why should you expect him to be able to do it now?
At the beginning of the project when he was engaged, didn’t anyone on your side examine his construction management capability, when there must have been ample opportunity?
If a client hires a contractor without proper investigation, how can the client complain when predictably things turn out the way they must?

you hit it bullseye Trevor

Hi all,

I totally agree with you all...

Let me put it this way...I have joined for this project as a replacement of my colleague who is on leave...when I took over I found a lot of missing items... According to my colleague contractor doesn’t have a planner for this project for quite some time (2 planners joined and left, this is the 3rd one) and they keep on pushing the things in such a way that PMC were forced to consent the program with lot of comments when they submitted. (Partially it was the mistake from PMC as they allow the contractor to run the show without a program for 5 months...)

Now some how I have to stream line the things, that is what I am trying for...and that is where I am hitting the contractor, with the support from PM.

So I look forward to have valuable opinion from you all for the situation I may put in PP as thread, to tackle the issue ASAP.

Thanks and Best Regards to all


Rajeev

Well, you need to baby sit your contractor. Keep one thing in mind, changing old/bad habits is not easy. The contractor is already a spoiled child.

If you can not beat them-join them. Be friendly with them rather a coach/master.

Hi Sajid,

I am using the same coin what they tried with us to do their homework...As you said I am trying to be friendly with them at the same time make them understand that others are being misleaded due to what they have provided.

Believe me, although the contractor planner is getting annoyed, it seems he is coming in line as he says he need some more time to do it in the right way.

Hoping the best for the goodwill of the project.


Best Regards,

Rajeev

I believe friendship doesn’t exist in business (maybe TRUST do).

I suggest you do it the right or proper way (what is it?).

1. I presumed you’re working for the Client. You need to protect your Clients interest (what is the proper way of doing it?).

2. What does your Contract says?

3. What does the Program/Schedule says?

4. What have you done with items 2 & 3 above?

5. Is the information distributed properly and fairly?

6. To whom do you trust?

cheers

Hi Anoon,

To certain extent I agree with you, one cannot mix friendship in business, but at the same time trust (cautious approach) also is required to have an open talk with the other party. To be frank, I am optimistic and believe in going for a smooth approach keeping the message clear to the other party (May be because I am not a good fighter). But I will make sure that informations are passed to the concerned and everything is documented for any one who want to refer back to have the clear picture.

There were circumstances that put us in a weak position prior to my involvement in the project; is something that is coming as boomerang and what I am trying to stream line especially the planning part to defend the clients rights (as PMC). With respect to contract documents there is not much that can help me as in the case of planning requirements.

It is good to have inputs from everyone to share the experiences which perhaps may guide another in doing what is right or prevents from getting into awkard situation.

Thanks and Best Regards


Rajeev