The truth is, productivity varies widely depending on multiple factors—experience, location, project size, infrastructure, and workforce capabilities. Believing in fixed productivity rates without considering these variables can lead to flawed project estimates, cost overruns, and unrealistic schedules.

To illustrate this, let’s examine two carpenters working under very different conditions.

Example 1: A Carpenter with Limited Experience

Imagine a carpenter who has:

• Only two years of experience working on small residential projects.
• Been working in a developing country with limited resources and outdated tools.
• No exposure to structured workflows or large-scale projects.
• Minimal access to cranes, hoists, or material storage facilities—they often carry materials manually, wasting significant time and effort.

Example 2: A Highly Experienced Carpenter

Now, consider a second carpenter who has:

• Twenty years of experience working on megaprojects in a developed country.
• Worked under tight deadlines with strict quality control.
• Been trained in advanced construction techniques and efficient task execution.
• Access to a strong logistics infrastructure, including tower cranes, hoists, and structured material storage, minimizing unnecessary movement and delays.

Why These Differences Matter

The second carpenter has mastered their skills over decades, mastering the ability to work efficiently under pressure.

With better site logistics and tools, they don’t waste time moving materials manually. A hoist or crane can deliver everything they need exactly when and where they need it.

They also have access to standardized procedures and best practices, reducing errors and rework.

They execute tasks with high quality, eliminating the need for rework or defect correction

Meanwhile, the first carpenter does not have these advantages. They work slower, with more inefficiencies and potential quality issues.

Productivity Exists on a Spectrum

Although these two examples highlight two extremes, I wanted to explain the fact that productivity exists on a spectrum. It is influenced by:

The experience and training of the workforce.
The complexity and scale of the project—a small house is not the same as a high-rise tower.
Availability of tools, equipment, and material handling systems.
Cultural and regulatory factors that impact work efficiency.
Weather conditions—harsh climates can reduce productivity significantly.

Many companies make the mistake of applying “industry-standard productivity rates” from textbooks or databases without considering these real-world factors. This can result in inaccurate cost estimates, unrealistic schedules, and project delays.

Why Standard Productivity Rates Fail in the Real World

In my years in project controls, I’ve seen countless cases where contractors or consultants rely on assumed productivity rates without validating them on-site. Here’s what usually happens:

1. Overly Optimistic Estimates – The project team assumes a productivity rate based on ideal conditions, not actual site conditions. This results in unrealistic schedules.
2. Unexpected Delays – When the real productivity turns out to be lower, the project falls behind, causing significant delays.
3. Cost Overruns – Labor costs increase as workers take longer than expected to complete tasks.
4. Disputes and Claims – The stakeholders argue over unrealistic targets, leading to potential conflicts.

Here is a better approach. Measure actual productivity on your projects instead of relying on outdated, generic assumptions.

How to Accurately Measure Productivity

Track Real Performance – Observe how long specific tasks take in YOUR company, with YOUR workforce, in YOUR environment.

Benchmark Against Similar Projects – Instead of generic industry standards, compare productivity rates from similar projects in similar locations.

Final Thought

Applying a one-size-fits-all productivity rate to projects is like assuming every car gets the same fuel efficiency—it simply doesn’t reflect reality. If you want accurate estimates, stop relying on myths and start using real data.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post The Myth of Standard Productivity Rates: Why They Don’t Exist appeared first on Smart PM Blog.

In project control, reports and dashboards play a critical role in decision-making. A well-structured, visually appealing report can make complex project data look simple and intuitive. But here’s the danger: your eye catching dashboard could be a Trojan horse that compromises your project’s success.

Human decision-making is inherently biased, and we often don’t realize how these biases influence our judgment.

The Illusion of Accuracy

When key decision-makers see a well-designed dashboard, they naturally assume that:
It was prepared by a qualified planner who knows what they are doing
The results must be accurate because the presentation is professional
The numbers and insights can be trusted without further scrutiny

This is a cognitive bias known as the aesthetic-usability effect, where people perceive well-designed things as more accurate, reliable, and useful—even when they’re not.

But in project controls, data visualization is just the surface. The real story lies beneath—the calculation models, quality of inputs, assumptions, and methodologies used to generate the numbers.

Question the Report, Not Just the Design

A report is only as good as the data behind it.
Dashboards don’t tell the full story—they summarize it only.
Attractive visuals do not equal accuracy.

Project controls are not about making beautiful reports; they are about making correct and actionable decisions based on solid analysis.

Before relying on a dashboard, we must ask:
How were these numbers calculated?
What assumptions and constraints were used?
Are the forecasts and trends based on reliable data?

If the calculations behind the report are flawed, then even the most well-designed dashboard is dangerous—it will mislead stakeholders into making poor decisions with confidence. It is a responsibility of the technical reviewer (e.g. the consultant’s planner) to validate the configurations of the report.

Engineers vs. Designers

A planner or project controller’s job is not just to present data attractively — it is to analyze, validate, and ensure accuracy.

If you just need an attractive dashboard, hire a graphic designer — not an engineer.
If you need accurate project insights, hire a qualified project controller who understands the methodology behind the numbers.

Final Thoughts

A misleading report is worse than no report at all.

In project controls, decisions should be based on validated analysis, not visual appeal. A well-designed dashboard might look impressive, but always question the data behind it before making critical decisions. We must ensure our reports reflect reality, not just aesthetics.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post The Hidden Risk of Beautiful Dashboards: Are We Trusting the Wrong Signals? appeared first on Smart PM Blog.

A planning engineer’s role is often defined by technical responsibilities such as:

Preparing cost and resource-loaded schedules
Collecting progress data
Updating schedules
Preparing progress reports and analyzing progress with Power BI
Developing recovery measures
Drafting correspondences
Coordinating with subcontractors on performance

These skills are essential, but they are not enough to build a truly successful career. Technical expertise alone will not take you to the top. There is another dimension—one that many planners overlook.

What Many Planning Engineers Get Wrong

Many skilled planning engineers struggle to advance in their careers because they don’t know how to deal with people. They speak in technical jargon, expect others to meet their standards, and often take on the role of a judge rather than a collaborator.

This mindset leads to thoughts like:

“I have strong project control knowledge, but they don’t.”
“I make plans for the future, but they don’t get it.”
“Everyone must comply with my requests so I can do my job.”
“Nobody understands me or my work.”

Using words like “I, my, and they” creates an invisible wall and a sense of separation between you and the project team. You might achieve temporary success, but you won’t truly thrive. Your career growth depends on your ability to connect with people.

The Key to Career Growth: People Skills

If you want to excel as a planning engineer, you must go beyond technical skills and develop strong interpersonal abilities. Here’s how:

Recognize the expertise of others. Every team member—whether a site engineer, quality engineer, or foreman—has valuable skills that you may not fully understand. Respect their knowledge and learn from them.

Treat people as individuals, not just job titles. Instead of seeing “the site engineer,” see Ahmed or John, a professional doing their best in a demanding role.

Communicate with empathy and collaboration. Instead of aggressively pointing out progress issues, address them with a solution-oriented mindset. Use compassion and a smile to encourage cooperation.

Give space and build relationships. If someone is busy, respect their time. Instead of demanding immediate responses, find ways to work together. Educate your colleagues about delays and project control and in a way that benefits them, not just yourself.

Be present on-site, not just in meetings. You might not fully understand everything happening on the job site, but your presence matters. When people see you engaging with their work, they will appreciate your effort and offer their support.

The Long-Term Benefits of Strong People Skills

When you shift from a mindset of superiority to one of collaboration, everything changes. You build relationships that go beyond project control. Your colleagues will respect you, support you, and even open doors for you.

They will prioritize your requests—not out of obligation, but because they genuinely want to help.
They will think of you when they move to other companies and new job opportunities arise.
They will vouch for you if you ever need recommendations.

In the end, your ability to work well with people will determine your success far more than your technical skills ever will.

Final Thoughts

As planning engineers, we often focus on logic, data, and efficiency. But projects are not just about schedules and reports—they are about people. The moment you start treating people as partners rather than obstacles, your career will take off in ways you never imagined.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Beyond Project Control: The Missing Skill Planning Engineers Need to Thrive appeared first on Smart PM Blog.

• Created onsite
• Unique
• Involving different parties
• Spanning over multi-year life cycle

As a result, risks can arise during the pre-construction, construction, and post-construction phases. Some are insurable, such as damages and natural disasters, while others—like delayed site possession or late design changes during construction—are not. A well-structured construction contract is the art of effectively managing and fairly allocating these risks.

Balance vs. One-Sided Contracts

Overloading risk onto one party can lead to disputes, inflated pricing, or project failure. If the employer states in the contract that the contractor will not be reimbursed for any delays related to excavation activities and must manage any unforeseen site obstructions independently, the contractor will account for this significant risk and prepare for the worst-case scenario, which may involve prolonged work periods and the deployment of substantial resources. Consequently, the contractor will submit a significantly higher bid.

To manage this risk, the employer can clarify the scope and include a clause that reimburses the contractor for unforeseen conditions, preventing inflated prices. Similar approaches are used to manage other risks among different parties. These risks include, for example:

Technical Risks

• Design errors or incomplete designs
• Use of new or untested technology
• Poor-quality materials or workmanship

Logistical Risks

• Supply chain disruptions (material shortages or delays)
• Labor shortages or workforce inefficiencies
• Coordination challenges between stakeholders

Financial Risks

• Cost overruns
• Budget underestimation
• Fluctuations in material and labor costs
• Inflation
• Payment delays or disputes

Political & Regulatory Risks

• Changes in government policies or regulations
• Permit and licensing issues
• Environmental compliance
• Political instability or government intervention
• Corruption and bribery risks

Environmental & Sustainability Risks

• Adverse weather conditions
• Unexpected site conditions

Safety & Health Risks

• Workplace accidents and injuries
• Non-compliance with safety regulations
• Exposure to hazardous materials
• Fatigue or health issues among workers

Contractual & Legal Risks

• Ambiguous or unfavorable contract terms
• Disputes
• Force majeure events and natural disasters
• Lack of performance by subcontractors

Operational & Execution Risks

• Poor project management or leadership
• Inaccurate scheduling and planning
• Changes in project specifications

Before the relevant clauses are drafted to manage the project risks, the questions below must be answered:

1- Who is in the best position to control or mitigate the risk?

• Does the owner, contractor, or another party have more expertise or resources to handle this risk?
• Can the risk be reduced through better planning or technology?

2- What is the financial impact of the risk, and who can best absorb it?

• Would the contractor significantly increase their bid if forced to take on this risk? (refer to my above example about the excavation activity).
• Does the owner have the financial ability to handle unexpected costs?
• Should insurance or contingency funds be used instead?

3- What is the likelihood and severity of the risk occurring?

• Is this low or high probability and impact risk?
• Should the contract include specific provisions (e.g. liquidated damages) to address it?

4- How does the risk allocation affect project pricing?

• Will shifting too much risk to the contractor lead to higher prices?
• Can the owner retain some risks to keep costs reasonable?

5- What are the legal and regulatory requirements?

• Are there mandatory laws that require certain risks to be assigned to a specific party?
• Are there local safety, environmental, or labor laws that impact risk allocation?

6- an the risk be insured, and who should bear the insurance cost?

• Is the risk insurable under general liability or insurance?
• Should the owner or contractor be responsible for obtaining and paying for insurance?

7- What are the consequences if the risk occurs?

• Will the project be delayed?
• Will the quality be compromised?
• Will there be financial penalties or claims from third parties?

8- What dispute resolution mechanisms should be in place for risk-related issues?

• Should disputes be resolved through negotiation, mediation, arbitration, or litigation?
• Should an independent expert be involved in evaluating claims related to certain risks?

9- Is the risk allocation approach fair and balanced?

• Is one party bearing a higher risk compared to their level of control?

Why do we need a construction contract?

Why can’t we just shake hands? A construction contract is essential due to the inherent conflict of interest between the employer and the contractor:

• The contractor aims to complete the least amount of work, incur the lowest expenses, and take the longest duration for the highest contract price.
• The employer seeks the highest amount of work, the best quality, and the shortest duration for the lowest contract price.

A well-structured construction contract manages this conflict while also providing a mechanism for handling uncertainties, such as incorporating additional scope through variation orders or amending the contract when an extension of time is granted. Standard FIDIC contracts have become widely adopted because they clearly define responsibilities, have been extensively tested, and are both comprehensive and fair. Even most bespoke contracts are influenced by FIDIC forms. Additionally, particular conditions are added to tailor contracts to specific project needs, local laws, and additional risk management considerations. Drafting a contract involves implementing a comprehensive risk management strategy, structured around the following key stages: Identify, Assess, Analyze and Prepare risk response strategies to mitigate and manage these risks effectively. Ultimately, a contract is the primary tool for risk allocation in construction projects.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post The true essence of construction contracts appeared first on Smart PM Blog.

1. Definition and Purpose

An EOT claim is a formal request submitted by a contractor to the project owner or consultant, seeking additional time due to delays beyond the reasonable control of the contractor. The primary objectives of an EOT claim include:

• Preventing the application of liquidated damages (LDs).
• Maintaining the contractor’s contractual rights.
• Ensuring fair compensation for delays caused by external factors.

2. Essential Components of an EOT Claim

A well-structured EOT claim must include the following sections:

2.1 Introduction & Summary

• Briefly describe the purpose of the claim.
• Identify the relevant contract clauses allowing for an EOT.
• Summarize the delay event and the additional time required.

2.2 Contractual Basis

• Reference specific clauses from the contract.
• Clearly state the contractor’s entitlement to an EOT and the relevant clauses.
• Highlight notice requirements and compliance with contractual obligations.

2.3 Description of Delay Event

• Provide a detailed account of the delay, including the chronology.
• Identify responsible parties and contributing factors.
• Attach supporting documents (e.g., correspondence, site instructions, photographs, daily reports, MOMs).
• Use industry related tools to present the nature of the delay (e.g. Scott Schedule).

2.4 Cause-and-Effect Analysis

• Demonstrate how the event impacted critical path activities.
• Use factual and objective language to present evidence.

2.5 Delay Analysis Methodology

• Utilize industry-standard delay analysis techniques (discussed in Section 3).
• Explain your delay analysis findings.

2.6 Mitigation Efforts

• Describe measures taken to reduce delays.
• Demonstrate the impact of applying such mitigation measures.

2.7 Conclusion and Requested Relief

• Summarize the justification for an EOT.
• Specify the number of additional days requested.
• Request approval from the Employer.
• Highlight the need for quick approval to revise the program and take the time to plan the execution of the remaining contract scope.

3. Delay Analysis

First, delay analysis is not a one-size-fits-all approach; it relies entirely on logic and common sense. Additionally, two key industry-standard guides outline the various delay analysis techniques. These guides are:

1- RP 29R-03 – Forensic Schedule Analysis by the AACE

2- Delay And Disruption Protocol, 2nd edition by the Society of Construction Law.

Although these delay analysis methods are not contractually binding, they serve as a strong basis for peer review. Unfortunately, most modern contracts do not specify which delay analysis method should be used, even though they clearly outline the requirements for progress records.

4. Writing Best Practices for EOT Claims

4.1 Clarity and Conciseness

• Use simple and direct language.
• Avoid using pronouns excessively (e.g. he, she, they, them, etc). Take the time to refer to the name of each party to avoid confusion.
• Be precise with dates, numbers, and durations.
• An unclear claim document may unintentionally lead reviewers to make their own assumptions or draw independent conclusions.

4.2 Logical Structure

• Use headings, bullet points, and numbered sections.
• Ensure a smooth flow from problem identification to solution.

4.3 Evidence-Based Justification

• Substantiate every claim and chronology event with documented proof.
• Use appendices for large datasets, keeping the main document focused on the facts and the analysis.

4.4 Professional Tone and Objectivity

• Maintain a neutral and factual tone.
• Avoid blame-oriented language. Use a firm and respectful tone.
• Focus on contract terms rather than personal opinions.

4.5 Compliance with Contractual Obligations

• Ensure timely submission within the contractual notice period.
• Align claim presentation with contract-specified requirements.

5. Common Pitfalls to Avoid

• Lack of Supporting Documentation: Claims without evidence are easily rejected.
• Failure to Notify in Time: Late submissions may lead to waiver of rights.
• Poorly Structured Claims: Unclear arguments weaken credibility.
• Overstating: Be realistic and precise. Don’t repeat yourself too much.
• Omitting Mitigation Efforts: Contractors must show they tried to minimize delays.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Extension of Time (EOT) Claim Writing in Construction Projects appeared first on Smart PM Blog.

1. The Serve = Baseline Schedule

In tennis, the serve sets the tone for the match, dictating the pace and direction of the rally. In construction, the baseline schedule acts as the project’s “serve,” establishing the timeline, sequence, flow and pace of activities. A strong serve can give a player the upper hand. Similarly, a well-defined baseline schedule provides clarity and sets the foundation for success. Start with a strong baseline “serve”.

2. Rallies = Reports and Actions

The back-and-forth nature of rallies in tennis mirrors the constant project control effort. As a planner, your job is not only to report the progress status but communicate the necessary actions to get the project back on track. After the report is completed, every decision made influences the next move, whether it’s making schedule changes, developing recovery measures, drafting correspondences or initiating meetings. Afterwards, you need to evaluate the effectiveness of these actions. Like in tennis, a winning project control rally requires focus, communication and hard work.

3. Anticipation = Delay Analysis

Great tennis players read their opponent’s moves and adjust their game accordingly. Similarly, in project control, the planner must anticipate the delay risks using a strong data analytics model that helps them identify delay events as soon as they arise. By staying one step ahead, planners can mitigate the project delays before they escalate, just as a tennis player prevents their opponent from gaining the upper hand.

4. Scoring Points = Progress Milestones

Every point scored in tennis is a step toward victory. In construction, milestones are the “points” that indicate progress toward the ultimate goal. A great rally is fun but the players are there to win. It doesn’t matter how hard you work on your projects if you don’t achieve the desired outcome. You will lose focus sometimes, make mistakes in the baseline and have mistyped errors in your reports. Even the best tennis players miss a shot now and then. What separates champions from the rest is how quickly they recover and refocus. You need to play the long game.

5. Game Momentum = Project Momentum

In tennis, momentum is everything. A single well-executed point by the player who is losing can shift the energy of an entire match. I’ve seen that the project team often relaxes and loses momentum after a major milestone is achieved. However, I believe that this is the perfect time to work even harder and keep momentum. On the other hand, a delay in one phase can ripple across the timeline since the schedule network includes multi-dimensional dependencies among all project activities.

Project control is a game where every serve, rally, and point counts. Like in tennis, the ultimate goal is to win but in this case, it’s delivering a project on time and within budget.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Project Control is like a tennis game appeared first on Smart PM Blog.

Each day, project control professionals apply a combination of technical skills to complete tasks. For example, tools like Primavera P6, Excel, and Power BI can be a part of our daily workflows to prepare a report. However, it’s rare to be equally proficient in all areas.

Most of us are stronger in some areas and weaker in others. These imbalances can significantly impact productivity and performance.

The Flow of Your Skill Pipeline

Think of your daily output as a flow of information through a pipeline. Every time you generate a report, perform delay analysis, or update a schedule, you’re filling that pipeline. Ideally, this flow should be smooth, continuous, and efficient.

But what happens if a specific skill (e.g. Excel) is a weak point? The pipeline slows down. This weakness reduces the overall flow of outputs to completed the task in hand (e.g. completing the report).

Even if you are proficient at delay analysis, a gap in another essential skill can disrupt your overall efficiency.

Identifying Bottlenecks

In project control, it’s common for professionals to have preferences of some areas. Some planners are passionate about delay analysis and excel at claim preparation. Others are deeply proficient in advanced excel or progress presentation. However, those same professionals may struggle with data visualization in Power BI, or integrating different tools. These weaknesses can hinder your productivity and limit your impact on project outcomes.

Here are a few examples of potential bottlenecks:
P6 Expert, But Weak in Reporting: You create an excellent baseline schedule in Primavera but struggle to turn it into a visually engaging presentation or a report.
Great with Data Analysis, Weak in Communication: You generate meaningful insights but have difficulty presenting the outcomes and the required recovery measures in a clear and concise way to non-technical stakeholders (e.g. site team)
Master of Delay Analysis, Slow in Power BI: You can perform complex delay analysis, but preparing dashboards in Power BI takes twice as long as it should.

The Solution: Invest in Your Weaknesses

The key to unblocking your pipeline is to identify and improve your weaker areas.

This doesn’t mean you should stop pursuing your passion for delay analysis. Instead, it’s about prioritizing the skills that impact your overall output.

Here’s how to do it:
1⃣ Perform a Self-Assessment: List the tools and skills you use regularly. Identify where you excel and where you struggle.
2⃣ Review Your Weaknesses Regularly: Skills evolve over time. What you struggled with last year might be easier now, while new challenges may have emerged.
3⃣ Create a Learning Plan: Focus on improving the areas that slow you down. Whether it’s learning advanced Excel functions, Power BI automation, or improving report-writing skills, continuous improvement will unblock your pipeline.
4⃣ Balance Your Learning: Don’t only invest in what you enjoy. While it’s tempting to deepen your knowledge of your favorite topics, remember that addressing weaknesses leads to enhanced productivity.

The Impact of a Smooth Pipeline

By investing in your weaker skills, you’ll:
Reduce Frustration: Tasks that used to take hours will become more manageable.
Increase Productivity: Generate more valuable output in the same amount of time.
Improve Your Career Prospects: A well-rounded professional is more valuable to organizations. Employers look for individuals who can handle various aspects of project controls effectively and offer value.

Regularly review your pipeline for bottlenecks, invest in your weaknesses, and unlock your full potential as a project control professional.

Your pipeline doesn’t need to flow perfectly but the fewer blockages you have, the more valuable your contributions will be to your projects and your team. It is a never ending process because nobody can be perfect. I continue to reflect on my weaknesses and actively work to improve them.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Are Your Weaknesses Creating Bottlenecks in Your Project Control Pipeline? appeared first on Smart PM Blog.

Why Do We Feel Confused?

Confusion is often felt when we face important decisions:

• Which career path should I pursue? (Planning, contracts, QS, site management, or quality control?)
• Which course should I take to advance my career?
• Which country should I live in?

These questions are exhausting because they have no straightforward answers. When you’re unable to decide, you feel drained, unproductive, and stuck in overthinking.

But nothing is wrong with you. It just means that you care deeply.

Without confusion, there is no curiosity. And without curiosity, there is no learning. And without learning, there is no growing.

For example, I’m currently exploring construction law and dispute resolution. I feel unsure about how much time and money I should invest in this area. Should I pursue a prestigious master degree? Should I enroll in a professional certification?

The truth is, I don’t have to decide everything now. Instead, I’m taking small steps to reduce my confusion and explore the subject further. Therefore, I’ve started with this book on construction law (which is so good by the way).

This process of taking small, intentional steps helps me move forward without having the fear of making the “wrong” decision.

The Problem with instant gratification

Modern life has trained us to expect instant outcomes.

• Want a new phone? You can have it delivered in 24 hours.
• Hungry? Order food, and it’ll arrive within an hour.
• Unsure about a topic? Watch a YouTube video or read an article in minutes.

These conveniences are great, but they’ve shaped us to expect quick resolutions for everything. If you’re taking “longer than expected” to figure out your next move, you might feel anxious and frustrated.

But humans aren’t designed to live like this. Meaningful decisions take time, patience to explore without guarantees.

Joy Comes from the Journey, Not the Destination

We often believe that reaching a decision or achieving a goal will bring us happiness.
“If I finalize my career path, I’ll be happy.”
“If I get my expected salary, I’ll feel content.”

But that’s an illusion. True joy comes from the process of showing up every day and doing your best.

Joy comes from:

• Attending a training session while others are staying at home watching Netflix.
• Doing what you hate to shape a better version of yourself.
• Sacrificing what you love for long-term growth.

It’s about embracing the small uncomfortable steps that shape your future.

Navigate the Unknown

Imagine stepping into a pitch-dark room with a torch in your hand. The entire room is already there, but you can only see the limited space illuminated by your torchlight. As you take a few steps forward, more of the room becomes visible.

That’s how life works.

You don’t need to see the entire path ahead. You just need to take small steps with the knowledge you currently have.

Here’s how you can do this in your career:

1. Watch a few tutorials on topics you’re curious about.
2. Talk to a friend or mentor about their experiences.
3. Read a book to dive deeper into your interest.
4. Take a short introductory course.

The most remarkable achievements in human history weren’t made overnight.

• Cities were built through patience.
• Space exploration was achieved through patience.
• Peace agreements were signed after years of negotiation.

Your career and life are no different. It’s a long game and you must learn to embrace confusion and uncertainty without rushing for immediate answers.

Practice gratitude

One of the biggest lessons I’ve learned is the power of gratitude.

Even when things don’t go as planned, be grateful for the process.

• If you complete a course that doesn’t offer you any benefits, it is okay.
• If a decision doesn’t bring the results you expected, it is ok too.

Confusion motivates you to take small steps and improve your knowledge in multiple directions as life unfolds without committing to a specific path “yet”. That’s how you grow as a human being.

Confusion Is a Blessing

If you’re feeling confused, don’t rush to fix it. Instead, recognize that this is a beautiful state of growth and exploration.

Take small steps in every direction you have confusion about.
Be patient with yourself.
And trust that clarity will come with time.

As for me, I’m still exploring construction law and figuring out how much I want to commit to it. I don’t have all the answers, and that’s perfectly fine. What matters is that I’m moving forward – one small step at a time.

Confusion isn’t a sign of failure. It’s a sign of growth.

Keep going.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

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The post Confusion is a blessing in disguise appeared first on Smart PM Blog.

In this article, we’ll explore why focusing only on negative float is insufficient and how time sensitivity and earned value indicators provide a more comprehensive picture of project progress.

1. Understanding Critical Path and Time Sensitivity

In Critical Path Method (CPM) scheduling, activities on the critical path have zero total float, meaning any delay to these activities will directly impact the project’s completion date. These activities are highly time-sensitive.

Let’s look at the image below as an example.

• Red activities represent the critical path (zero float).
• Orange activities have high positive float and represent non-critical activities but have significant cost assignments.

Red Activities: The Critical Path

For the activities highlighted in red, any delay will cause a corresponding delay to the project’s completion date. These activities are critical and sensitive to time. As long as the contractor maintains the planned progress on these activities, the project will remain on schedule, with zero float.

However, focusing solely on these red activities doesn’t give a full picture of project performance. There’s another layer to consider – the earned value.

2. Earned Value Metrics

Now, let’s turn our attention to the orange activities. These activities have high positive total float, meaning they are not time-critical and won’t immediately impact the project’s completion date if delayed.

But here’s the key issue:

If the contractor fails to execute these non-critical activities as planned, the earned value cost will be severely impacted – even if the project completion date remains unaffected.

In some cases, you could have zero float (indicating the project is expected to finish on time), but your earned value indicators show a negative variance.

1- To achieve the target cash-in from payment applications and strengthen cash flow health.

2- If these activities continue to be delayed, the total float will be depleted, eventually making them critical.

3. Why Negative Float Alone Is Not Enough

Relying solely on negative float to measure project delays does not account for the cost and performance impact of non-critical activities.

Here’s what happens when Planning Engineers ignore this:

• A project may appear to be on schedule (zero float), but it’s actually suffering from low earned value performance.
• The contractor may be focusing only on critical path activities to avoid schedule delays, while neglecting the progress of high-cost, non-critical activities.
• This results in poor cost efficiency and low earned value outputs.

The slow rate of progress on the orange activities (non-critical) may not turn the float negative, but it will create a significant cost variance.

4. The Role of Earned Value Management (EVM) in Project Control

To avoid this pitfall, Planning Engineers must incorporate Earned Value Management (EVM) into their project control practices. EVM provides crucial performance metrics that complement float analysis. These metrics include Planned Value (PV), Earned Value (EV), Schedule Variance (SV) and Schedule Performance Index (SPI)

These indicators help Planning Engineers measure schedule performance more accurately.

Therefore, the Planning Engineer must utilize both Criticality and Earned Value Analysis to identify:

• Cost overruns on non-critical activities.
• Poor productivity rates that could impact the total float of non-critical and future critical activities.
• The true performance of the project beyond float analysis.

There is also another layer in analyzing the earned value based on both cost and manhours but I wrote a detailed article about it that you can read here.

Conclusion

In project planning and control, focusing solely on negative float provides an incomplete and sometimes misleading view of project status.

By considering time sensitivity and earned value indicators, Planning Engineers can achieve a more comprehensive understanding of project performance, ensuring they balance both schedule and cost efficiency.

The key to successful project control lies in integrating multiple performance metrics and ensuring that both time and cost objectives are met throughout the project lifecycle.

Negative float matters — but it’s not the whole story.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

Learn More!

Enroll in our Planning Engineer and Project Control Courses

The post Schedule Delays Explained appeared first on Smart PM Blog.

There are three critical scenarios where splitting a BOQ item into multiple activities is essential. Let’s explore these cases in detail and see why applying this best practice can significantly improve your project schedule’s reliability.

1. Different Locations: The “One Size Fits All” Mistake

One of the most common errors is combining work across different locations into a single activity. For example, in an apartment schedule, planners often combine all tiling work that includes the bedroom and the bathroom into one activity.

Why is this a problem? Each area has different dependencies and logic flows. For instance:

• The bedroom tiles can be completed after installing the bedroom ceiling work.

• The bathroom tiles can be completed after installing the bathroom false ceiling.

Moreover, the successors of the tile work in each area are entirely different. If the bathroom tiling is delayed, marking the “tiles” activity as in-progress will give the wrong impression that all tiling work is incomplete. This can cause delays in unrelated activities, such as wardrobe installation in the bedroom, or sanitaryware in the bathroom resulting in misleading forecasts and out-of-sequence work.

Solution: Split Activities by Location

Instead of having one tiling activity for the entire apartment, split it into “Bedroom Tiles” and “Bathroom Tiles” as separate activities. This allows the schedule to reflect the unique dependencies and progress of each area. It reduces out-of-sequence work and improves the accuracy of your forecasts.

Bottom Line: If you have multiple locations with different logic dependencies, split them into separate activities from the start to keep your schedule accurate and realistic.

2. Execution Spans Over Time: The Hidden Delays in Staged Work

Another mistake is failing to account for staged execution when a single activity is spread over a long period. For example, painting a building involves multiple stages:

• Primer & stucco

• First coat

• Second coat

• Final coat

Some planners create a single “Paint” activity with a 14-day duration, representing the combined “net” effort of all stages. However, the actual execution span might take 3 months due to other intermediate activities and dependencies between coats.

Why This Approach Fails

By treating painting as one activity, the schedule doesn’t reflect intermediate progress. If the primer stage is complete, the schedule will still show “Paint” in progress, making it unclear what stage the work is at. Additionally, this creates unnecessary delays and misleading float calculations because the activity has been “in progress” for 3 months while the original duration is only 14 days.

Solution: Split Activities by Stages

Instead of a single painting activity, create separate activities for each stage. This approach provides better visibility into progress, avoids unnecessary delays, and enables more accurate forecasting.

Bottom Line: If an activity spans multiple stages with other activities in between, split it into separate activities to better reflect reality.

3. Different Materials: Tracking Procurement and Dependencies

A single BOQ item can involve different core materials with different procurement timelines. For example, a cladding installation activity might require:

• Metal framing

• Insulation panels

• Exterior cladding sheets

If you combine all these materials under one activity, the schedule won’t capture delays in the procurement or installation of each material. As a result, your project may face unforeseen out-of-sequence work and misleading delay forecasts.

Solution: Split Activities by Material

Break the cladding work into separate activities, such as:

• Metal Frame Installation

• Insulation Installation

• Cladding Installation

This breakdown allows you to track the procurement and installation of each material independently. If one material is delayed, you can adjust the schedule accordingly without impacting unrelated activities.

Bottom Line: If an activity involves different core materials, split it into separate activities to improve procurement tracking and minimize misleading delays.

Conclusion: The Power of a Well-Structured Schedule

You don’t have to split activities for each minor scope item because you don’t want to have 200,000 instead of 5,000 activities into your schedule. You need to keep the same level of details but add few more activities and only as necessary. As a planner, your job is to create a schedule that reflects reality. Misrepresenting BOQ items as single activities can lead to inaccurate progress tracking, out-of-sequence work, and misleading forecasts. By splitting activities in cases of different locations, execution spanning over time, or different materials, you can avoid these pitfalls and ensure your project schedule remains a reliable forecasting tool.

Remember: A detailed, structured schedule may take more time to build, but it saves you time and headaches in the long run by providing accurate, actionable insights.

Regards,

Osama Saad, MBA, PMP, PSP, CCP, PMI-SP

Learn More!

Enroll in our Planning Engineer and Project Control Courses

The post When Planners Should Split BOQ Items into Multiple Activities in Schedules appeared first on Smart PM Blog.