The construction process contains many moving parts. Many of the tasks involved in building or remodeling a home are dependent on the completion of previous tasks. For example, you must dig your foundation hole before you pour the foundation, and you must have the foundation inspected before you backfill. While these may be simple concepts to the experienced builder, there are so many interdependencies in construction that they are almost impossible to manage "in your head".

Furthermore, the process depends not only on a variety of activities being completed, but also on a variety of people to complete them. Each job requires the interaction of many different employees, sub-contractors, inspectors and materials suppliers, each with their own agendas and scheduling constraints. It only takes a mistake on the part of one of these players to throw your schedule into chaos. Each delay creates additional scheduling conflicts and adds stress to your life and your clients’ lives.

Don’t forget money. Cash is the grease that keeps this whole wheel moving. However, if your payment schedule is based on the completion of specific tasks, and you can’t complete them because the stock didn’t arrive, or the inspector didn’t inspect, then your cash flow will get squeezed. This creates a vicious circle as slow payment brings slow reaction from your subs and suppliers, and this slow reaction slows your cash flow even further.

With all of this inputs to process, many of which are beyond our control (we haven’t even mentioned the weather), how do we keep track of our job schedules. The best way I can think of is to divide and conquer. Think of the schedule as the combination of many smaller parts and deal with each of those parts separately before linking them together.

The major parts of a construction schedule are;

• Specific job tasks.
• Order/Schedule materials or subs.
• Line up delivery schedules for materials.
• Evaluate cash flow impact of all of the above.

If you plan the tasks (such as excavation, rough wiring or painting) first, you can then work backwards to find an order date. This order date is based on the lead time for the specific vendor. Next, schedule materials deliveries to allow for delays in shipping, and to ensure the workers will have stock to work with. Finally, you can evaluate the cash flow implications of each of the individual activities. For instance, if cabinets are delivered COD, then you will have a cash outflow the day that cabinets are delivered. By matching costs with activities you can create a cash flow time line that lets you see whether your job’s cash flow is positive or negative. This will allow you to plan your customer’s payment schedule with more information and confidence.

But, if everything is subject to change how do we maintain control over our changing schedules? This is where the computer comes in. There are many scheduling packages on the market that range from simple to sophisticated. No matter what the size of your company, or your level of computer knowledge, there is a package that can help you schedule more easily, structure your thinking, and show the impact of changes.

Advanced scheduling programs offer features such as resource leveling, which checks for over-commitment of people or equipment on your job. These programs have plenty of power, but are more difficult to learn.

Add-Vantage Software Inc. has a software program for scheduling called The Scheduler’s Add-Vantage. This product was designed for contractors will no formal computer or scheduling background. It breaks down each job into tasks, ordering, delivery and cash flow. It brings our familiar "push-button" approach to yet another area of the construction process. The cost of the program is $139.95.

Add-Vantage Software Inc.   PO Box 173   Medway, MA 02053   tel: 800-768-5636   fax: 508-533-5266   e-mail: info @ addvantage.com