AACE International Recommended Practice No.

38R-06

DOCUMENTING THE SCHEDULE BASIS

TCM Framework: 7.2 – Schedule Planning and Development

Acknowledgments:
Edward E. Douglas, III CCC PSP (Author) Joseph O. Kikiowo
Rodney B. Adams, CCE Yingsheng Li
Zia Akhtar Gregory N. McDowell, CCC
Thilak M. Bandara Bill Mendelsohn, EVP
Peter R. Bredehoeft, Jr. CEP Steven S. Pinnell, PE
John P. Buziak, PE Amit Sarkar
Timothy T. Calvey, PE PSP Hannah E. Schumacher, PSP
Dr. Tadashi Eguchi H. Lance Stephenson, CCC
Douglas A. Findley, CCC PSP Donald F. Sulzer
Dennis Read Hanks, PE CCE Manan N. Vakil, CCE EVP PSP
Sanjay Kelkar Ronald M. Winter, PSP

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AACE International Recommended Practice No. 38R-06
DOCUMENTING THE SCHEDULE BASIS
TCM Framework: 7.2 – Schedule Planning and Development

June 18, 2009

INTRODUCTION

Scope

This recommended practice (RP) provides an outline and describes a format for the various elements of
information that may be included in the schedule basis document. This RP describes the important
elements of schedule information that may be included to document the basis and assumptions of this
project management tool. This recommended practice includes a checklist in the appendix that can be
used to confirm that all elements of the basis document have been considered.

The schedule basis is a document that defines the basis for the development of the project schedule and
assists the project team and stakeholders in identifying any key elements, issues and special
considerations (assumptions, exclusions, risks/ opportunities, etc.). The project schedule represents the
complete logical time-phased representation of the project plan. The schedule basis document may
accompany the submittal of the project baseline schedule.

The schedule basis further substantiates the confidence and degree of completeness of the project
schedule in order to support change management, reconciliation, and analysis. This document also
doubles as a tool for assisting any personnel who are transitioning into the project and may be used in
claims situations to illustrate a change of scope.

Purpose

This AACE International recommended practice is intended to provide a guideline, not to establish a
standard for documenting the schedule basis for the planning of projects. This recommended practice is
written and intended primarily for use on construction projects by the project team members and
stakeholders involved in the planning and scheduling of the project work activities. These RP guidelines
may be applicable to many other types of projects. The focus of this recommended practice is on
documenting the necessary elements of the schedule basis.

Many project individuals and groups contribute to the planning and development of the project schedule.
By documenting the schedule basis, the project team captures the coordinated project schedule
development process, which is by nature unique for most construction projects. This improves the final
quality and adds value to the project baseline schedule, which serves as the time management navigation
tool to guide the project team toward successful project completion. The schedule basis also is an
important document used to identify changes during the schedule change management process.

Background

The requirement to document the basis of the schedule has been an established procedure for several
years with many large corporations, and some federal agencies[4]. This recommended practice describes
the important elements of schedule information that may be included to document the basis and
assumptions of this project management tool.

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RECOMMENDED PRACTICE

Documentation of the schedule basis is an important step in reaching the objective for successful use of
the project schedule. Describing the various elements of information in the schedule basis document will
provide a better understanding of what is or is not included and what is specifically excluded in the project
schedule. A structured approach to that schedule documentation will eliminate much of that uncertainty
and provide a clearer understanding of the schedule.

Documenting the basis of the cost estimate (BOE) is a generally accepted practice. That estimate basis is
frequently used as a reference related to change management as the project moves forward. Many
projects however, have invested less effort or have been less interested in documenting the basis of the
project schedule for a variety of reasons. The lack of schedule documentation makes it difficult for the
project participants to fully understand the overall planning that was incorporated in the project’s
schedule, which can have serious adverse effects on the ultimate success or failure of the project to
achieve completion in the time forecast in that baseline schedule. Therefore, the basis of that planning
process should be documented, as the project schedule is prepared. The schedule basis is not a "one
size fits all" document. Using a graded approach for small projects is recommended. Preparation of the
schedule basis document should begin concurrently with the first summary version of the project schedule
and evolve into further detail as the schedule is developed. The schedule basis should be a life cycle
document relating to the baseline schedule and both should be referenced and updated as the project
progresses in accordance with the project change management process. Preparation and maintenance of
the schedule basis document is the responsibility of the project entity responsible for preparing and
maintaining the project schedule. The basis for the project schedule may be organized in an outline
similar to a cost estimate basis outline. The schedule basis document describes essential elements of
information such as these listed below:

• Project Description, Schedule Integration Process

• Scope of Work (WBS, OBS)
• Execution Strategy
• Key Project Dates
• Planning Basis
• Cost Basis
• Critical Path
• Path of Execution
• Punchlist, Turnover, and System Startup
• Issues and Concerns
• Risks and Opportunities
• Assumptions
• Exclusions
• Exceptions
• Baseline Changes/Reconciliation
• Schedule Reserve
• Project Buy-In

INFORMATION SOURCES – SCHEDULE BASIS

Project Description, Schedule Integration Process

This section of the schedule basis may briefly and concisely provide a high-level description of the
project. Since this document provides the basis for the development of the schedule, it may also describe
the process and personnel involved in the development of the project schedule. The phase of the project
(i.e. conceptual, design, procurement, execution, or startup) should also be included in this section of the
basis, so that there is an early understanding of the overall completeness of the project design and

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procurement information can be determined. The schedule basis document should be updated
periodically as the project development progresses as well as when there are any major changes of
scope or performance requirements for the project. A checklist may be attached to indicate the available
project information (and the degree of completeness). This provides the reader with an understanding of
the completeness of the information used during schedule development. The schedule integration
process would also describe the inclusion of schedule input from subcontractors, design engineers,
vendors, third-parties (such as government agencies and utility companies) and the owner. The project
schedule should include the input of engineering, procurements, owner furnished fixtures and equipment,
work by other contractors, as well as the start up and commissioning “by others”. The basis may describe
those as schedule “linkage points” if that work is scheduled separately and not included in the scope of
the schedule.

Scope of Work

The scope of work (what it includes, as well as what it excludes) may be documented and attached as a
supporting document to the schedule basis. The work breakdown structure (WBS) defined in the planning
stage would be included in this section of the basis. The WBS may identify all the work to be executed as
per the contract. Also, this section may include the organizational breakdown structure (OBS) and the
division of responsibility (DOR) or responsibility assignment matrix (RAM) so that the schedule can clearly
and concisely represent the responsible parties to their appropriate scope items. Including this DOR
listing will help eliminate omissions to the project scope as well as minimize redundancy or overlap of
responsibilities of project team personnel and contractors. The level of design completion should be
identified in the schedule basis document. The schedule basis includes all of the important project
conditions, and potential issues or impacts to the project. Risks and schedule contingencies are
discussed in detail later in the schedule basis.

Execution Strategy

The execution strategy may describe and identify these items.

1. Briefly describe the type of work (new project, addition or expansion, revamp, renovation, relocation).
2. Briefly describe the execution strategy, specifically whether the project is considered one of the
following:
a. Standard or phased execution (standard workweek, spot overtime, non-shutdown)
b. An aggressive execution approach (non-standard workweek, high overtime)
c. Options to accelerate the schedule and constructability issues (reference checklist in Appendix A)
d. Fast-track approach (engineering incomplete or phased design/procurement at the start of
construction plus aggressive execution).
e. Shut-down (planned shut-down/outage periods, non-standard workweek, high overtime).
3. Briefly describe the contracting strategy:
a. Self perform, prime contractor, multiple contracts, alliance, joint venture.
4. Briefly describe the procurement strategy.
5. Briefly describe the contract type:
a. Lump sum, fixed price, cost plus, unit price, guaranteed maximum price (GMP), design build,
public-private partnership (PPP), 3rd party CM, etc.
b. The contract performance period as defined by the contract documents. (I.e.: from the “notice to
proceed” (NTP) date to the contract completion date, or commencement date to contract
completion date.)
c. The project contracting strategy may be included to describe the various means and methods of
completing the project.
6. Identify the cash flow profile (availability of funds) for the project. Note that this information may be
privileged or confidential and not included in the basis document.

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7. Optionally identify the average and peak resource demand for the project, as well as the average and
peak performance progress that the project can attain. This information is especially important in
situations where resources are constrained or especially limited in availability.

Key Project Dates

Describe the key milestone dates, such as the project start and completion dates,
regulatory/environmental key dates, and key interface dates. If the schedule is prepared as a re-baseline,
then a key project dates’ report identifying any significant variances between any previously “approved”
schedules and the current schedule needs to be prepared and attached. Also, this section may identify
the statutory holidays to be recognized, planned turn-around/shut-down dates, holiday breaks, local
weather impacts and anticipated lost productivity time periods, and extended workweek time periods.

In addition, key procurement milestones/activities may be identified and described in the schedule basis.
The source of time frames must also be explained for the procurement bid, award, fabrication, and
delivery activities. Key submittals (such as permitting applications) should be included in the project
schedule and described in the schedule basis – particularly those that can impact the time of performance
on the project. Those scheduled submittal activities should include adequate time to develop and submit
the shop drawings, significant material samples, mock-ups, as well as review/approval time frames for the
architect/engineers and owner, along with planned time for construction.

Safety and quality are both important to the project and if there are key project quality control “hold points”
and/or inspections, these key scheduled events need to be visible and described in the basis for the
schedule.

Planning Basis

The planning basis describes the methods and sources used for determining the project schedule,
including:

• Identify resource planning methodology, crew size/mix expectations, etc. and capacity planning
(maximum resources allotted). The resource plan may include a travel/housing plan, as well as an
understanding of local hire vs. travel cards.
• Activity identification, duration estimating: defines methodology use to establish activity durations,
which may include information on planned crew mixes or crew sizes.
• Identify the project calendars, shift calendars, crew calendars and weather calendars (if any) for the
project.
• Identify storage facilities, lay-down areas, staging areas and their planned usage.
• Identify the cost estimate version and issue date, funding sources and cash flow profiles.
• Identify source and methodology for determining logic and sequencing.
• Identify labor productivity adjustments, including protective equipment, congestion (or confined
space) assessment, extended work hours, and local weather work limitations.
• Identify construction equipment utilization plan.
• Identify interfaces with the existing plant and facilities in “brown field” development
• Document sources of planned production rates.
• Identify equipment, modular, fabrication, vendor shop inspections, and bulk delivery
methodologies/strategies, long lead procurements. This includes timing issues such as planning for
as late as possible deliveries.
• Identify any planned technology implementation (such as building information modeling (BIM)).
• Identify basis for any contractor schedules included. Include subcontractor interfaces/limits of work.
• Identify basis for start-up and commissioning sequencing requirements.
• Identify owner requirements (regulatory, environmental, LEED certification, other quality/inspection
requirements).

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Critical Path

The purpose of completing this portion of the document is to inform the project team as well as others of
the current critical path(s) and near-critical paths of the project. Note: depending on the required level of
detail, the complexity of the project, and the geographical size of the project, you may have more than
one critical path.

The amount of detail required to describe the critical path is up to the discretion of the project team.
However, it should provide enough detail so that all project participants can focus on the areas that could
potentially affect the outcome of the project. The critical path described here need not be a detailed CPM
of the schedule, but rather a higher level of description. A detailed CPM critical path schedule and near
critical activities list may be attached to the schedule basis document.

Path of Execution

Briefly describe the high level execution sequencing of the project, and the “area” paths of execution
(routing of people and equipment while on the site or premises). This will assist the project team in
determining the prioritization or postponement of modules and installation of equipment to allow
equipment and resources to be used more efficiently and effectively.

Punchlist, Turnover & System Startup

Punchlist, turnover, commissioning and system startup activities require a realistic basis for inclusion in
the schedule, especially when such sequences involve lengthy, complicated, or technically demanding
actions. If this work will be performed “by others” (such as an independent agency), then an explanation
about when coordination will be completed and the details incorporated into the project schedule.

System functional testing: such as HVAC balancing, life safety and fire alarm/fire suppression system
tests, plumbing hydrostatic or pressure tests, mechanical or electrical equipment preliminary operations,
and any other scheduled or required “pre-commissioning” work needs to be described in the schedule
basis.

Issues & Concerns

A number of issues and concerns will surface during the development of the schedule. The purpose of
this section is to identify any issues or concerns that could not be resolved prior to the approval of the
schedule, or the turnover of the schedule to the implementation team, etc.

An issues and concern log identifying open as well as closed items may be provided to the project team
for review. Data listed here may be legally or politically sensitive and must be vetted to insure accuracy
and appropriateness.

Risks & Opportunities

The risks and opportunities section is often used to provide an understanding of the critical risks that may
occur during the execution of the project. The items presented here may indicate the magnitude (impact)
and the probability of occurrence. A qualitative risk assessment may be completed and all risks may be
identified on the risk event log. Please note: any risk events that have a high probability (80%+) of
occurring (and a medium to low impact to the project) are sometimes managed as if the event will happen
and therefore, the management team may apply the appropriate schedule reserves and buffers
necessary for controlling the activities and the overall project.

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A quantitative risk assessment may be completed in order to identify the appropriate schedule reserve to
ensure successful project completion. The project team may determine the optimistic, pessimistic and
most likely durations for the activities in order to calculate the expected durations. This process identifies
what the project team may expect in regards to activity durations.

The basis of the schedule may include an explanation about how any potential schedule impacts have
been “addressed” in the project schedule: weather; labor strikes or shortages, procurement delivery
delays, etc. The schedule risk basis may address those potential risk issues and explain how or if there is
any related “schedule contingency” factored into the schedule. Finally, the schedule basis may also
describe how the schedule has been evaluated in relation to the cost estimate using a “time versus cost”
analysis in addressing the potential for schedule risks and impacts.

Assumptions

Briefly describe the assumptions used while developing the schedule. Assumptions identify the
parameters and conditions used for determining the outcome (project start to completion dates) of the
project schedule.

Some examples of assumptions are: fabrication shops will complete the required work as per our
priorities and timing, the required craft is available, the project will not require any overtime, all project
funding is available at project start, etc.

Exclusions

Describe items that have not been included and therefore not supported during the development of the
schedule. Some examples or exclusions might be:

• Specialty contractors/resources.
• Sharing of equipment (such as cranes, excavators, etc.).

Exceptions

The exception section may identify any significant deviations from standard operating practices for
developing schedules, including the planning process, reviews and acceptance of the project schedule.
Any deliverables identified on the schedule input checklist (in Appendix A) not provided or that did not
meet the degree of completeness necessary for the proper development of the schedule may be
identified as an exception. If there are any deviations or exceptions from that scheduling specification,
describe that variation and submit a request for approval to the project owner.

Baseline Changes, Reconciliation

This baseline reconciliation section should be completed when the baseline has changed or if/when a
more detailed schedule has been developed. This provides a better understanding as to why the
schedule has changed from its original or the previously baseline schedule. If there has been a change to
the schedule and a recovery plan or a reconciliation effort has been completed, describe the events
pertaining to the mitigation of the contributing factors to the delay or acceleration.

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Schedule Reserve

Based on the completed schedule risk assessment (see “risks and opportunities” above) and the
assessment of the expected completion dates, the project team can then determine the required schedule
reserve for the successful completion of the project. Schedule reserve (or contingency) can be expressed
either as a number of days or the money required to mitigate the identified risk. Provide a table or
schedule as an attachment to the schedule basis, identifying what activity or event has schedule reserve,
and the value applied.

Project Buy-In

Because the schedule basis is such an important document, it likely will not be the creation of just one
individual, such as the project scheduler. The project management team including craft superintendents,
key subcontractors and technical specialists (i.e. rigging and safety) should be involved in the preparation
and review of the schedule basis document. The basis document may not be considered to be a valid
description of the project schedule unless it has been approved by the appropriate members of the
project management team. Incorrect or faulty information contained in this document may later be
detrimental to support a fair resolution of disputes or interpretation of contract documents.

A Graded Approach

Smaller projects may use a graded approach to development of the basis document. A graded approach
would apply a fit-for-use abbreviated version of the full basis table of contents. However, it must still cover
all the key basis items. An example of a graded or abbreviated table of contents is as follows:

• Scope of work
• Work breakdown structure
• Key assumptions and constraints
• Issues and impacts (risk)
• Inclusions and specific exclusions
• Schedule change order process
• Integration & progress reporting process
• Key procurements and submittals

SCHEDULING TECHNIQUES AND SOFTWARE

The basis of the schedule should also cover special issues related to the scheduling software and
techniques utilized to develop the schedule. Each type and version of scheduling software offers
different and changing features and limitations. Contract scheduling specifications may require a
specific type of software or require or regulate use of specific software features.

Contractual issues such as scheduling software compatibility may dictate a sub-optimal process. Other
issues regulating the basis of the schedule include:

• The use of logical relationships (some software only allows a single relationship between any two
activities).
• Inter-project dependencies.
• Lags and leads.
• Constraints.
• Multiple calendars established for project holidays and non-work periods.
• Resource loading.
• Resource leveling.

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• CPM software rules settings.
• Interface with cost control system

The schedule basis may include the activity coding dictionary used in the schedule to provide for
sorting, organization, and filtering capabilities for the various schedule report layouts.

The schedule basis may describe any use of “preferential logic” which is defined by AACE as “the
contractor’s approach to sequencing the work over and above those sequences indicated in or required
by the contract documents. Examples include equipment delivery/setup restraints, crew movements,
concrete form reuse, special logic (lead/lag) restraints, etc. that are factored into the schedule which
would mask the associated activity float times.”[12]

Ownership and use of schedule float is a significant concern that may be clarified by the contract and
based upon the project requirements. Any scheduling software technique used for handling project
planning assumptions and constraints (such as funding limitations) may also be described. It is important
to insure that all of the requirements from the contract schedule specifications are incorporated in the
baseline project schedule. If there are any deviations or exceptions from that scheduling specification,
describe that variation and submit a request for approval to the project owner.

CONTRIBUTORS

Edward E. Douglas, III CCC PSP (Author)

Rodney B. Adams, CCE
Zia Akhtar
Thilak M. Bandara
Peter R. Bredehoeft, Jr. CEP
John P. Buziak, PE
Timothy T. Calvey, PE PSP
Dr. Tadashi Eguchi
Douglas A. Findley, CCC PSP
Dennis Read Hanks, PE CCE
Sanjay Kelkar
Joseph O. Kikiowo
Yingsheng Li
Gregory N. McDowell, CCC
Bill Mendelsohn, EVP
Steven S. Pinnell, PE
Amit Sarkar
Hannah E. Schumacher, PSP
H. Lance Stephenson, CCC
Donald F. Sulzer
Manan N. Vakil, CCE EVP PSP
Ronald M. Winter, PSP

REFERENCES

1. AACE International, Recommended Practice No. 14R-90, Responsibility and Required Skills for a Project
Planning and Scheduling Professional, AACE International, Morgantown, WV, (latest revision).
2. Baker, S. and K. Baker. On Time/On Budget: A Step-By-Step Guide for Managing Any Project,
Prentice Hall, New Jersey, 1992.
3. Bechtel Corporate Procedure #302, Revision B, Houston Regional Office, November 4, 1991.
4. Douglas, Edward E., CCC PSP. Documenting the Schedule Basis, AACE International Transactions,
AACE International, Morgantown, WV, 2005.

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5. H. Lance Stephenson, CCC, Scheduling Management: Schedule Basis Memorandum, AACE
International Transactions, Morgantown, WV, 2007.
6. Gerwick, Ben C. Jr., Constructability Planning, a methodology for improving performance in
Construction, University of California, Berkley.
7. Hendrickson, Chris, Project Management for Construction, Carnegie Mellon University, Pittsburgh,
PA, 1998, Version 2.1 prepared for World Wide Web publication Summer, 2003.
http://www.ce.cmu.edu/pmbook, Online, September 2003.
8. Knutson, Joan & Bitz, Ira, Project Management, AMACOM, New York, 1991.
9. Lewis, James P., Fundamentals of Project Management, Second Edition, AMACOM, NY, 2002.
10. Pinnell, Steven S., How to Get Paid for Construction Changes, McGraw-Hill, New York, NY, 1998.
11. Project Management Framework, Assumptions and Constraints, Washington State Department of
Information Services, prepared for World Wide Web publication 2003.
http://www..dis.wa.gov/pmframework, Online, September 2004.
12. AACE International Recommended Practice 10S-90, Cost Engineering Terminology, AACE
International, Morgantown, WV, (latest revision).
13. Hollmann, John K., Editor, Total Cost Management Framework: An Integrated Approach to Portfolio,
Program and Project Management, AACE International, Morgantown, WV, 2006.

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APPENDIX A: FORMAT FOR THE BASIS OF THE SCHEDULE

I. Project introduction: project title, contract number, date of contract documentation

II. Project description, schedule integration process

a. Introduction and description of the project
b. Schedule integration process
i. Integration of engineering, procurement deliveries, owner furnished fixtures or equipment,
or commissioning “by others”
ii. Integration and coordination with subcontractors
iii. Master project schedule – responsibility of owner, GC, or CM
c. Schedule development checklist

III. Scope of work. Includes:

a. Work breakdown structure
b. Organizational breakdown structure
i. Project team & stakeholders
c. Division of responsibility
d. Regulatory permits and licensing
e. Scope exclusions and inclusions

IV. Execution strategy

a. Define project type
b. Funding (identify the funding source and cash flow profiles)
c. Contracting strategy
d. Procurement strategy
e. Constructability issues
i. Resource demand
ii. Logistics
f. Total number of calendar days: from start date to end date
g. Contract performance periods
h. Acceleration – options to improve schedule

V. Key project milestones and key events

a. Key interface dates
b. Winter productivity dates, summer extended workweek dates
c. Source of time frames for bids, award, fabrication, and delivery
d. Basis of time frames for shop drawings, review and approval
e. Key material samples and submittals
f. Mock-ups–construct/erect, review and approval dates
g. Safety and quality: hold points and key inspection dates

VI. Planning basis

a. Resource planning methodology, crew size expectations and capacity planning
i. Travel & housing plan, as well as an understanding of local hire vs. travel cards.
b. Activity identification, duration estimating: define methodology for establishing activity durations,
which may include crew mixes, crew sizes
c. Project calendars, shift calendars, and crew calendars
d. Storage facilities, lay-down areas, staging areas usage plan
e. Logic and sequencing methodology
f. Labor productivity adjustments & congestion assessment
i. Extended work hours, winter work
ii. Document all production rates
g. Equipment utilization plan

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h. Equipment, modular, fabrication and bulk delivery methodologies/strategies
i. Basis for contractor schedules
j. Start-up and sequencing requirements
k. Owner requirements (regulatory, environmental, quality/inspection requirements)

VII. Critical path(s)

a. Description (written) of critical path(s)

VIII. Path of Execution

a. Description of “execution sequencing”
i. Execution priorities list
b. Path of Execution
i. Identifies access restrictions

IX. Punchlist/turn-over/system start-up

a. Testing and functional checkout: mechanical, electrical, plumbing, pre-commissioning

X. Issues and concerns list/log

XI. Risk and opportunities

a. Qualitative risk assessment
i. Risk event log
b. Quantitative risk assessment
i. Schedule risk assessment
1. Probability report
c. “Time versus cost” comparison with budget

XII. Assumptions report

XIII. Exclusions report

XIV. Exceptions report

XV. Baseline changes/reconciliation

a. Baseline change (not a recovery plan, used for stage/gate processes)
b. Reconciliation between master and contractor schedules

XVI. Schedule reserve

a. Schedule “confidence” report
b. Application of schedule reserve (for scheduled activities)
c. Schedule identifying activities with schedule reserve

XVII. Scheduling techniques and software

a. Software compatibility with other project control systems
b. Logical relationships
c. Leads/lags
d. Constraints used
e. Multiple calendars used
f. Activity coding structure/dictionary
g. Float usage
h. Preferential logic
i. Compliance with contract scheduling specifications

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