Jelen’s Schedule Levels

 Jelen’s Cost and Optimization Engineering

• Level 0: This is the total project and in effect is a single bar spanning the project time from start to finish. Functionally there is very little practical application for a schedule that is only a single bar other than to represent an element of a project or program time line. Level zero schedules normally will include the project or program major milestones and bars indicating key scope.
• Level 1: This represents the schedule for the project by its major components. For example, a schedule for a process plant may be divided into process area, storage and handling area, services, site areas, and utilities. A Level 1 schedule is normally displayed as a Gantt or bar chart.
  To differentiate between program and project schedules: a Level 1 of a program schedule, for example, would be a combination of Level 0 schedules for each component project This would give program schedules at least one more level than the most detailed project schedule that constitutes the overall program.
• Level 2: Each schedule component is further subdivided for Level 2. For example, utility systems are further subdivided into water, electrical, gas, storm drainage and sanitary systems, etc. In most cases Level 2 schedules can only be shown as a bar chart although key constraints or milestones may also be displayed.
• Level 3: The first level that a meaningful critical path network can be displayed and the CPM schedule can be used to monitor and manage (control) the overall project work. Level 3 is a good level for the overall project control schedule since it is neither too summarized nor too detailed.
• Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user. When operating at more detailed levels, the planners generally work with segments of the total schedule. Often the project “rolling schedule” includes a “look-ahead” period of time (30–180 days) and a “look-back” at recent completed work periods.

Construction Industry Institute (CII) Levels

Publication 6-5, Project Control for Construction

Schedule Level	Description	End Usage
Level 1	Level 1 schedule is a high-level schedule that reflects key milestones and summary activities by major phase, stage or project being executed. This schedule level may represent summary activities of an execution stage, specifically engineering, procurement, construction and start-up activities. Typically represented in Gantt format. Depending upon when and how developed, a Level 1 schedule may or may not be the summary roll-up of a more detailed CPM schedule.	Level 1 schedules provide high-level information that assist in the decision making process (go/no go prioritization and criticality of projects). Specifically, a project may be considered part of a program of projects (whether completed, in progress, or not yet started). The level 1 schedule assists in defining the necessity of implementing actions and course correction (if warranted, it may be necessary for high level management to intercede in the execution of the project). Audiences for this schedule Level include, but are not limited to client, senior executives and general managers.
Level 2	Level 2 schedules are generally prepared to communicate the integration of work throughout the life cycle of a project. Level 2 schedules may reflect, at a high level, interfaces between key deliverables and project participants (contractors) required to complete the identified deliverables. Typically presented in Gantt (bar chart) format and rarely in CPM network format.	Level 2 schedules provide high-level information that assist in the project decision-making process (re-prioritization and criticality of project deliverables).   Level 2 schedules assist in identifying project areas and deliverables that require actions and/ or course correction. Audiences for this type of schedule include, but are not limited to general managers, sponsors, and program or project managers.
Level 3	Level 3 schedules are generally prepared to communicate the execution of the deliverables for each of the contracting parties. The schedule should reflect the interfaces between key workgroups, disciplines, or crafts involved in the execution of the stage. Typically presented in Gantt or CPM network format, and is generally the output of CPM scheduling software.	Level 3 schedules provide enough detail to identify critical activities. Level 3 schedules assist the team in identifying activities that could potentially affect the outcome of a stage or phase of work, allowing for mitigation and course correction in short course. Audiences for this type of schedule include, but are not limited to program or project managers, CMs or owner’s representatives, superintendents, and general foremen.
Level 4	Level 4 schedules are prepared to communicate the production of work packages at the deliverable level. This schedule Level should reflect interfaces between key elements that drive completion of activities. Typically presented in Gantt or CPM network format.	Level 4 schedules usually provide enough detail to plan and coordinate contractor or multi-discipline/craft activities. Audiences for this type of schedule include but are not limited to project managers, superintendents, and general foremen.
Level 5	Level 5 schedules are prepared to communicate task requirements for completing activities identified in a detailed schedule. Level 5 schedules are usually considered working schedules that reflect hourly, daily or weekly work requirements. Depending on these requirements, the Level 5 schedules are usually prepared a day or week in advance. Typically Level 5 schedules are presented in an activity listing format without time scaled graphical representation of work to accomplish.	Level 5 schedules are used to plan and schedule utilization of resources (labor, equipment and materials) in hourly, daily or weekly units for each task. Audiences for this type of schedule include but are not limited to superintendents, general foremen and foremen.

Engineering, Procurement, Construction (EPC) Schedule Levels

EPC Level 1 schedule summarizes the overall project for client and management. EPC Level 1 schedules show start and finish dates for the major project phases and key milestones (such as design, procurement, construction, and commissioning and start-up). Significant contract milestones and project-specific milestones or activities are included in EPC Level 1 schedules as required by the project execution plan.

EPC Level 2 schedules contain more detailed activities for each of the summary phases previously identified in the Level 1 schedule. This often includes a breakout of the various trades or disciplines responsible for the activities in each phase, the critical procurement activities, the major elements of construction, and general commissioning and start-up requirements. Generally in the EPC Level 2, this is the first level of scheduled detail where logical links or task relationships may be shown.

EPC Level 3 is the first level where the full use of critical path method (CPM) techniques could be shown effectively. In addition to start and finish dates for each grouping of deliverables or activities within each phase of the project, EPC Level 3 schedules include major review and approval dates as well. Most EPC schedule models are not developed below Level 3 in terms of CPM activity detail, with the intent to keep the schedule broad enough to be described for any specific project.

EPC Level 4 are detailed work schedules and would be prepared outside of the CPM software, The theory is, that if there is too much detail within the CPM network, the schedule would not only lose its flexibility as a value-added tool to manage the job, but schedule maintenance would become difficult, due to the greater effort needed to maintain the CPM logic after each progress update. A variety of software tools can be employed to develop work schedules at Level 4 and below: spreadsheets, databases, and word processing are all utilized.

AACE International Recommended Practice 10S-90, Cost Engineering Terminology, AACE International, Morgantown, WV

Hollmann, John K., PE CCE, Editor, Total Cost Management Framework: An Integrated Approach to Portfolio, Program and Project Management, AACE International, Morgantown, WV, 2006.

Amos, Dr. Scott J., PE, Editor, Skills & Knowledge of Cost Engineering, 5^th Edition, AACE International, Morgantown, WV, 2004.

Construction Industry Institute (CII) Publication 6-5 (September 1987), Project Control for Construction, Reviewed by CII June 23, 2004, Construction Industry Institute, Austin, TX, 2004

Humphreys, Kenneth K., PE CCE, Editor, Jelen’s Cost and Optimization Engineering, 3^rd Edition, McGraw-Hill, New York, NY, 1991

Lewis, James P., Project Planning, Scheduling and Control, 3^rd Edition, McGraw-Hill, New York, NY, 2006.

O’Brien, James J., Plotnick, Fredric L., CPM in Construction Management, 6^th Edition, McGraw-Hill, New York, NY, 2006

AACE International Planning & Scheduling Committee Forum message exchange, November 2007, aacei.org/forums.

Stephenson, H. Lance, CCC, Schedule Management: Schedule Classifications vs. Levels, AACE International Transactions, AACE International, Morgantown, WV, 2007.

Woolf, Murray B., FASTER Construction Projects with CPM Scheduling, McGraw-Hill, New York, NY, 2007.

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