expressed as a percent (multiplied by 100). If you look back at the level III barchart, you will see that master activity  10  has  10  man-days  scheduled  during  the week beginning 18 May, and 9 man-days scheduled during the week beginning 25 May. Figure 2-20 has a horizontal bar connecting the weeks of 18 and 25 May for  master  activity  10  (sitework).  The  scheduled man-days for activity 10 are printed above the bar. Once  you  have  all  the  bars  signifying  master activity  durations  and  the  man-days  scheduled  on  the barchart, you total the man-days scheduled for each 2-week  period  at  the  bottom  of  each  column.  The cumulative   man-days   scheduled   is   equal   to   the man-days scheduled for each 2-week period added to all   previous   man-days   scheduled.   The   percent complete scheduled (plot) is equal to the cumulative man-days  scheduled  divided  by  the  total  project man-days.  The  scheduled  progress  curve  is  then drawn by plotting the percent complete scheduled at the  end  of  each  2-week  period  plotted  against  the percentage scale on the right of the level II barchart. PROJECT  EXECUTION Satisfactory  execution  of  construction  tasking requires  that  various  resources  come  together  at  a specific  time  and  place.  It  is  not  just   materials, equipment, and personnel. It is the  correct materials, the proper equipment,  and  capable personnel.  Your job of managing construction projects is made much simpler if you have already identified what you need to  complete  each  activity.  During  the  project  planning stage, you identified the tools, equipment, materials, and   personnel   required   for   each   part   of   the construction  activity.  This  section  of  the  chapter explains  the  various  methods  you  can  use  to  track these  resource  requirements  from  the  home  port planning  phase  to  the  day  you  begin  work  and eventually  close  out  the  project. date  on  the  CAS  sheet  and  circle  it  in  yellow.  Of particular   significance   are   the   local   purchase materials. In general, no local purchase material is procured  until  requested  by  the  crew  leader.  This request may be in the form of a 45-day material plan completed  by  the  crew  leader  while  in  home  port  or  a 1250-1 turned into MLO several weeks in advance. It is the crew leader who must initiate the local purchase action.   Lead   times   for   obtaining   equipment   and materials  vary  from  several  days  for  materials  in  the MLO  yard  to  several  weeks  for  equipment  rented from a private contractor. If MLO needs a lead time of 2  weeks  for  a  concrete  request  and  you  have  a concrete   placement   scheduled   for   30   September, make a note on the CAS sheet to turn in a 1250-1 by 16  September. LEVEL  III  BARCHARTS An accurate assessment of the project status must be  maintained  on  the  jobsite  continuously.  Even  a single day’s deviation from your schedule makes a big difference to the concrete supplier, the hired crane operator, and your subcontractors. This does not mean that your project has to be replanned every 2 weeks. Updated  project  status  can  be  reflected  on  the  posted level  III  barchart.  The  critical  path  should  be highlighted in red. The daily status should be shown in yellow. Daily status will show where you stand on each activity in comparison to the schedule. Figure 2-21  demonstrates  a  technique  for  reflecting  total project status on a biweekly basis. Two vertical lines are drawn on the barchart, one at the 15th and one at the 30th of each month. The line on the 15th is broken and the line on the 30th is solid. Depending on the date, the line shows at a glance which activities are ahead  or  behind.  Refer  to  figure  2-21;  notice  that activities 101 and 102 were completed by the 15th. Also  notice  that  activity  401  is  1  day  ahead  and activity 402 is 1 day behind. By the 30th all scheduled work will be completed. CAS SHEETS TWO WEEK SCHEDULES Proper  use  of  CAS  sheets  greatly  reduces  the chance  of  the  construction  effort  being  slowed  or halted due to a lack of resources. The majority of the resource  requirements  identified  on  the  CAS  sheet require some further action on the part of the crew leader. Any action required can be tracked right on the CAS sheet. Highlight the required action whether it is a requisition to be submitted or an equipment request to be turned in. List the required action and the due A successful crew leader must manage a project on  three  different  planes.  The  crew  leader  must directly supervise the construction effort underway. The crew leader must also look at activities scheduled for  the  next  2  weeks  to  ensure  an  uninterrupted  flow of resources to the project. And he/she must keep an eye on any long lead items. It is the long lead items that, if not tracked continuously, would be most likely 2-26