我最近被要求参与讨论scheduling specifications at Stanford University. A representative from the contractor sponsoring the conference would take the position that most scheduling specifications were onerous or unnecessary. My role, if I agreed to partake, would be to defend them before an audience filled with contractors.
This would not be an impromptu discussion—I was the owner's scheduling consultant on a project with the person I would be debating. "You won't be personally attacked," I was assured.
经过深思熟虑，我勉强同意。在会议上，我知道我从听到的声音中处于敌对领土上：CPM的日程安排已经发展起来或下放，从对承包商的计划的直接代表到律师比建筑商更好地理解的索赔工具；问一家GC是荒谬的。工头花费太多时间更新时间表，而在现场管理工作不足。
随着投诉的序幕和对基本的“大师”时间表的需求得到了提出，我觉得自己就像在地球社会的一次会议上一样。
Having worked for owners as well as contractors, I know the frustrations are mutual.
To reduce overhead costs, contractors often give scheduling short shrift—assigning inexperienced or junior-level personnel to schedule complex, multimillion-dollar projects. Contractors routinely ignore scheduling specifications and their own CPM schedules. Flawed baselines are submitted, and to correct for past sins, schedule updates are manipulated, sequestering float and masking contractor delays.
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| ROSSETTI |
在通往讲台的路上，我想知道我会收到什么样的接待。行业标准的调度软件似乎是为数据库管理员而不是构建者设计的。同样，在尝试执行所有操作时，该软件的核心功能较差。当然，有改进的空间，但是自亨利·甘特（Henry Gantt）同名图表以来的100年中，所有进步是否有所进步？新利luck
After debating the need for detailed, not simplified, schedules, activity duration restrictions, resource/cost loading, lead/lag relationships and schedule update revisions, I concluded with a simple solution: projects should hire a third-party, jointly retained scheduler.
与客户过去提出这种方法时的反应类似，观众的眼睛被釉面了。无论是害怕大多数日程讨论所引起的未知数还是无聊的恐惧，我都不能说。无论如何，我的想法并不难实施。双方都会选择经验丰富的日程安排专业人士。
The contractor would create the baseline schedule, retaining control over its means and methods. After acceptance by all parties, the baseline schedule would be updated by the neutral scheduler.
避免索赔和诉讼
好处是显而易见的。承包商将不再需要吸收项目调度程序的全部成本。可以确保遵循计划规格并进行更新而无需操纵。承包商人员可以专注于建造而不是安排。任何提议的时间表修订都将由中立政党评估，他们可以从客观的角度权衡风险和奖励。在工作结束之前，延迟和扩展请求不会破坏。也许可以避免主张和诉讼。
As someone who has lived through monthly arguments over schedule updates and endless battles over time extension requests during construction and afterward in court, placing the schedule under the control of a neutral third-party seems like the next logical step in the lean construction movement. There will be resistance from contractors unwilling to cede control and owners reluctant to share liability for a task once in the contractor's realm. Could it be any worse than the status quo?
虽然我和我辩论的对手还在through our differences on our project, I am hopeful we will have an accepted baseline schedule before neutral scheduling becomes the standard.
库尔特·罗塞蒂（Kurt Rossetti）, P.E., CCE, is founder of PKR Consulting Inc., a construction management and litigation consulting firm in San Francisco. He can be reached at krossetti@pkrconsulting.com.
