A Primavera P6 schedule is a contractual document. Under CSI 01 32 16, it defines activity durations, logic ties, work calendars and float, and it becomes the measuring stick for progress payments and delay claims. When you need a baseline that survives owner review, a monthly progress update that reconciles actual dates without breaking logic, or a time impact analysis that isolates a single change event, you need a primavera p6 scheduler who works in the tool daily.
- Deliverable
- Excel estimate + marked-up PDF plans
- Organized by
- CSI MasterFormat section
- Turnaround
- 24–48 hours for most projects
- Pricing
- ZIP-code-adjusted material and labor pricing
- Software
- Bluebeam Revu, PlanSwift, RSMeans data
We are a primavera p6 scheduling company serving general contractors, construction managers and owners. Our primavera p6 schedule development starts with your contract schedule specifications, a work breakdown structure tied to your cost codes, and a basis of schedule memo. We set activity relationships — finish-to-start, start-to-start, finish-to-finish — assign calendars, and run a critical path method pass before anything is submitted. The result is a primavera p6 baseline schedule you can defend at schedule approval.
Ongoing primavera p6 schedule updating covers out-of-sequence progress, remaining durations and schedule variance against the baseline. Where the contract requires earned value management, we tie activities to the schedule of values so cost and schedule reporting reconcile. For delay events, our Schedule Delay & Time Impact Analysis service produces fragnets and window analyses. If you are comparing platforms, see our CPM Scheduling Services and MS Project Scheduling Services pages.
All schedules are built in P6 Professional or P6 EPPM and can be structured as a single project or a multi-project EPS. We deliver native XER and XML file exports plus PDF and Excel reporting, including Gantt charts, activity reports, network diagrams, cost curves and resource histograms. Turnaround is 24–48 hours for most projects, with rush available. Send plans, specs and contract milestones to start.
What our Primavera P6 scheduling company delivers
We build, review and update P6 schedules for construction projects. Every schedule starts with your contract milestones, spec section 01 32 16 and the project's WBS. We set up activity IDs, calendars, logic ties and resource loading, then run schedule checks before delivery. You get native XER files, PDF layouts and Excel exports.
Baseline Schedule Development
Build WBS, activities, durations, logic ties, calendars, and milestones from plans and specs.
Days · ActivitiesSchedule Updates
Incorporate actual dates, remaining durations, and revise logic for monthly or weekly updates.
Updates · MonthsTime Impact Analysis
Insert fragnets for change events, run window analysis, and quantify delay days.
Fragnets · DaysResource and Cost Loading
Assign labor, equipment, and material resources; link costs to schedule of values.
Hours · DollarsSchedule Health Checks
Audit for open ends, negative lags, constraints, and out-of-sequence progress.
Checks · IssuesReporting and Layouts
Produce Gantt charts, activity tables, S-curves, and resource histograms in PDF and Excel.
Reports · PagesMulti-Project EPS Setup
Structure multiple projects in a single EPS with shared resources and calendars.
Projects · EPSXER Export and Handoff
Deliver native XER files with audit trail of changes for owner or CM review.
Files · XERWhat every primavera p6 scheduling takeoff includes
- Baseline schedule development with WBS by phase, area and CSI division
- Activity coding and naming convention aligned to your cost codes
- Logic ties: FS, SS, FF, SF with lag, reviewed for open ends
- Calendar setup: project, resource, weather and holiday calendars
- Milestone tracking: contract, permit, substantial completion, turnover
- Critical path and near-critical path analysis with float thresholds
- Resource and cost loading matched to the schedule of values
- Monthly and weekly schedule updates with actual dates and remaining durations
- Time impact analysis fragments for change orders and delay events
- Layout and report production: Gantt, activity table, S-curve, histogram
- Schedule health checks: open ends, negative lags, constraints, out-of-sequence
- XER export and handoff with audit trail of changes
How we build a P6 schedule: WBS, activity relationships and calendars
- Review contract and specsWe read Division 01 sections 01 32 16, 01 32 16.13 and 01 32 19 for schedule requirements, float ownership, update frequency and reporting formats. We extract milestones, notice periods and any specified activity codes. We also check the general conditions for liquidated damages and interim milestones that affect logic. We note the required schedule float, any owner-mandated constraints, and the submission and approval cycle for the baseline. This review sets the rules we build to, so the schedule passes review the first time.
- Set up WBS and codingWe build a WBS by phase, area, building and CSI division, then create activity ID and naming conventions. Activity codes are mapped to your cost codes and schedule of values. We set up calendars for project, resources, weather and holidays, and assign the correct calendar to each activity to avoid duration distortion. We also define activity code dictionaries for responsibility, area, and phase, so you can filter and group the schedule for reporting. The WBS becomes the backbone for cost and resource loading.
- Develop logic and durationsWe sequence activities with FS, SS, FF and SF relationships, applying lag only where the trade sequence requires it. Durations come from your productivity data, RSMeans crew rates or historical averages. We tie procurement, submittal and fabrication activities to installation logic so long-lead items drive the schedule correctly. We also check for open ends and ensure every activity has at least one predecessor and successor. Durations are reviewed against calendar assignments to avoid distortion.
- Load resources and costsWe assign crews, equipment and man-hours to activities, then load costs to match the schedule of values. Resource histograms and S-curves are generated to show labor and cost over time. We check for over-allocation and level resources where the contract requires it. We also verify that cost accounts align with your accounting system and that resource units are consistent. This step ensures the schedule supports pay applications and cash flow projections.
- Run schedule checksWe run P6 schedule health checks: open-ended activities, dangling logic, negative lags, hard constraints, out-of-sequence progress and excessive float. We verify the critical path and near-critical path using total float thresholds. Any issues are corrected or documented before baseline approval. We also check for activities with unrealistic durations, missing logic, and calendars that don't match the project work week. The output is a clean, logic-driven schedule ready for owner review.
- Baseline and deliverWe save the approved baseline in P6 and export the XER file, PDF layouts and Excel reports. You receive a schedule that can be updated monthly without rebuilding logic. We also provide a brief narrative explaining the critical path, major milestones and assumptions. The baseline includes all activity codes, resource assignments, and cost loading. We confirm the baseline is locked and that any subsequent changes are tracked against it.
- Update and maintainFor monthly updates, we collect actual start and finish dates, remaining durations and percent complete. We apply retained logic and document out-of-sequence progress. Each update includes a comparison to baseline, variance reports and a revised critical path. We keep an audit trail of who changed dates and when. We also review the schedule for new open ends or negative lags introduced during the update. The result is a current schedule that reflects actual progress and supports timely decision-making.
What we need from you
- Contract milestonesContract start, substantial completion, turnover and any interim milestones with calendar dates and notice periods.
- Plans and specsCurrent drawing set and Division 01 sections 01 32 16, 01 32 16.13, 01 32 19 for schedule requirements and float ownership.
- WBS and cost codesYour preferred WBS structure, activity ID scheme and cost code list for coding and cost loading.
- Productivity dataHistorical crew rates, man-hours per unit or RSMeans data to set realistic activity durations.
- Procurement scheduleLong-lead item submittal, fabrication and delivery dates to tie into installation logic.
- Calendar requirementsWork week, holidays, weather days and any owner-mandated non-work periods.
- Reporting formatRequired layouts, report types and update frequency per the contract.
Sample P6 schedule activity table
This excerpt shows how activities are coded, sequenced and referenced to drawings.
| Section | Line item | Qty | Unit | Ref. |
|---|---|---|---|---|
| 01 32 16 | Mobilization and site setup | 1 | EA | C-101 |
| 03 30 00 | Foundation concrete, footings and slab | 48 | EA | S-201 |
| 05 12 00 | Structural steel erection, columns and beams | 22 | EA | S-301 |
| 08 44 13 | Exterior glazing and curtain wall | 18 | EA | A-501 |
| 23 00 00 | HVAC rough-in and ductwork | 36 | EA | M-601 |
| 26 00 00 | Electrical rough-in and panel installation | 32 | EA | E-701 |
| 22 00 00 | Plumbing rough-in and fixture set | 24 | EA | P-801 |
| 09 29 00 | Drywall, tape and finish | 60 | EA | A-901 |
| 09 65 00 | Flooring installation | 40 | EA | A-1001 |
| 01 32 16.13 | Project closeout and turnover | 1 | EA | C-1101 |
Units and measures we use in P6 schedules
P6 schedules are built from activities, durations and relationships. These are the units you will see in our deliverables.
| Item | Unit | How it's measured |
|---|---|---|
| Activity duration | work days | Elapsed working days from start to finish, excluding non-work periods per calendar. |
| Activity count | EA | Number of activities in the schedule, including detail and summary levels. |
| Relationship count | EA | Number of logic ties between activities, by type and lag. |
| Total float | days | Time an activity can slip before delaying the project finish, per calendar. |
| Free float | days | Time an activity can slip before delaying its earliest successor. |
| Percent complete | % | Duration-weighted or cost-weighted progress, as specified in the contract. |
| Man-hours | HR | Labor hours loaded to activities for resource histograms and productivity checks. |
| Cost loading | $ | Dollars assigned to activities, reconciled to the schedule of values. |
| Milestone dates | calendar days | Fixed dates for contract milestones, permit approvals and turnovers. |
Worked example: Building a baseline schedule for a small commercial building
This example is illustrative. The dimensions and quantities are not from a specific project. We show how a takeoff of activities, durations and logic ties feeds into a P6 baseline schedule. The scope is a 12,000 SF single-story office building.
Step 1: Define the WBS and activity count. We start with the CSI MasterFormat divisions that apply. From Division 03 (Concrete), we identify footings, slab-on-grade and elevated slab. Division 05 (Metals) includes structural steel. Division 08 (Openings) covers doors, frames and glazing. Division 23 (HVAC), 26 (Electrical) and 22 (Plumbing) are the MEP trades.
We estimate the number of activities by area and system:
- Foundations: 8 activities (excavate, form, rebar, pour footings, cure, form slab, pour slab, cure)
- Structural steel: 6 activities (shop drawings, fabrication, delivery, erect columns, erect beams, bolt-up)
- Exterior enclosure: 10 activities (framing, sheathing, windows, curtain wall, roofing, flashing, etc.)
- MEP rough-in: 18 activities (underground plumbing, overhead duct, electrical rough, etc.)
- Interior finishes: 14 activities (drywall, tape, paint, flooring, ceilings, etc.)
- Closeout: 4 activities (punch list, testing, commissioning, turnover)
Total: 60 activities for the core scope. To this we add procurement and submittal activities for long-lead items: steel (2), switchgear (2), HVAC equipment (2), and elevator (2). Total activity count: 70.
Step 2: Set durations from productivity data. Using RSMeans crew rates and historical data, we assign durations. For example, foundation concrete: 48 cubic yards of footings at a crew rate of 12 CY per day = 4 days. Slab-on-grade: 12,000 SF at 3,000 SF per day = 4 days. Steel erection: 22 pieces at 4 pieces per day = 6 days. We round to full work days and assign the project calendar (5-day work week, 8-hour days).
Step 3: Apply logic ties. We sequence activities with finish-to-start relationships. For example, footings must finish before slab-on-grade starts. Steel erection must follow foundation. MEP rough-in follows steel and roof dry-in. We add lag where required: a 2-day cure for concrete, a 5-day lag for steel fabrication after shop drawing approval. We check for open ends and ensure every activity has at least one predecessor and successor.
Step 4: Calculate float and critical path. After running the schedule, we identify the critical path: mobilization → excavation → footings → slab → steel erection → roof → MEP rough-in → drywall → finishes → closeout. Total project duration: 120 work days. Total float on non-critical activities ranges from 2 to 15 days. We flag activities with less than 5 days total float as near-critical.
Step 5: Load resources and costs. We assign crews to each activity. For example, concrete crew: 1 foreman, 3 laborers, 1 equipment operator. Man-hours: 4 days x 8 hours x 5 crew = 160 man-hours. We load costs to match the schedule of values: footings = $45,000, slab = $60,000, steel = $120,000, etc. The total loaded cost matches the SOV.
Step 6: Run schedule checks. We run P6 checks: open ends (0), negative lags (0), constraints (2: a start-on-or-after for permit approval and a finish-on-or-before for owner occupancy). We document these constraints. We also check for out-of-sequence progress and retained logic settings. The schedule passes all checks.
Step 7: Baseline and deliver. We save the baseline in P6 and export the XER file, PDF layouts and Excel reports. The baseline includes all activity codes, resource assignments and cost loading. We provide a narrative explaining the critical path and assumptions. This baseline is ready for owner review and monthly updates.
This example shows the level of detail we apply to every P6 schedule, regardless of project size. The activity count, durations and logic will vary with your specific scope, but the process remains the same.
What drives the cost of a P6 schedule
Relative impact on a typical estimate for this trade, based on estimator judgment. Select a bar for details.
Activity count
A 500-activity schedule takes less time to build and check than a 5,000-activity schedule. More activities mean more logic ties, more calendars and more time spent on schedule health checks. We price by activity count and update frequency. For example, a 2,000-activity schedule may require 40 hours to build and check, while a 5,000-activity schedule may require 100 hours. The effort scales with the number of relationships and the complexity of the WBS.
A 500-activity schedule takes less time to build and check than a 5,000-activity schedule. More activities mean more logic ties, more calendars and more time spent on schedule health checks. We price by activity count and update frequency. For example, a 2,000-activity schedule may require 40 hours to build and check, while a 5,000-activity schedule may require 100 hours. The effort scales with the number of relationships and the complexity of the WBS.
Monthly updates require collecting actual dates, applying retained logic and producing variance reports. Weekly updates double the effort. We quote a per-update rate based on the number of activities and the reporting detail required. For a 1,000-activity schedule, a monthly update may take 8–12 hours, while a weekly update may take 16–24 hours. The update process includes data entry, schedule checks, and report generation.
Loading crews, equipment and man-hours to activities adds time, especially when cost loading must reconcile to the schedule of values. If resource leveling is required, that is an additional step. Resource loading for a 1,000-activity schedule may add 10–15 hours, and leveling can add another 5–10 hours. We also check for over-allocation and adjust assignments to match available resources.
A time impact analysis fragment for a single change event requires isolating the impacted activities, running a window analysis and documenting the delay. Multiple fragnets or complex windows increase the effort. A single fragnet may take 8–12 hours, while a multi-window analysis can take 20–30 hours. We follow AACE International Recommended Practice 29R-03 for forensic schedule analysis.
P6 Professional versus P6 EPPM or Cloud affects setup and export. Multi-project EPS structures require additional coding and security setup. We work in your environment or ours. If you use P6 EPPM, we may need to coordinate with your IT for access and permissions. The setup effort can range from 2–4 hours for a single project to 8–16 hours for a multi-project EPS.
A basic open-end check takes less time than a full forensic review. If your contract requires a detailed schedule health report with metrics like number of open ends, negative lags, and constraints, that adds time. A basic check may take 2–4 hours, while a full review with documentation can take 8–12 hours. We use P6's built-in checks and custom reports to identify issues.
Standard reports like Gantt charts and activity tables are quick to produce. Custom layouts, S-curves, and resource histograms require additional setup. If you need reports in specific formats or with specific filters, that adds time. A standard report package may take 2–3 hours, while custom reporting can take 6–10 hours. We work with you to define the reporting needs upfront.
Common schedule gaps we catch in a P6 schedule review
These are the issues that cause owner rejections, delay claims to fail or updates to break logic.
- Open-ended activities and dangling logic break the critical path calculation. They hide in activities without successors or predecessors. We run a P6 open-end check and tie every activity to at least one predecessor and successor.
- Calendars applied per activity rather than a single project calendar distort durations. This shows up when activities use a 5-day calendar while the project runs on a 6-day calendar. We audit calendar assignments and correct mismatches.
- Out-of-sequence progress and retained logic settings not documented cause incorrect remaining durations. We document the retained logic setting and apply it consistently.
- Constraints and hard stops override logic and hide float. They appear as start-on-or-after or finish-on-or-before constraints. We list all constraints and justify each one.
- Float ownership and whether total float is contractually shared or owned by the owner is often missed. We read Division 01 32 16.16 and flag the float ownership clause.
- Weather-day allowances and non-work periods not reflected in the calendar push the finish date. We add weather calendars based on historical data for the project location.
- Procurement, submittal and fabrication durations compressed or omitted from the logic cause unrealistic schedules. We tie these activities to installation and verify lead times.
- Lag types (driving vs. non-driving) and negative lags used to force dates are common. We review every lag and replace negative lags with proper logic.
- Level-of-effort activities not tied to their driving predecessors create false float. We tie LOE activities to the work they support.
- Resource and cost loading left unmatched to the schedule of values causes payment disputes. We reconcile loaded costs to the SOV line by line.
- Baseline not saved in P6 before the first update means variance reporting starts from the wrong date. We save the baseline immediately after approval.
- XER export settings, layout versioning, and audit of who changed dates and when are often overlooked. We provide a full audit trail with each update.
Schedule deliverable types and software handoff
The table compares the main P6 deliverables you can request, what inputs they need, and what you receive.
| Deliverable | Primary inputs | Typical turnaround | What you receive |
|---|---|---|---|
| Baseline schedule | Contract milestones, plans, specs, WBS, productivity data | 5–10 business days | XER file, PDF Gantt, activity table, resource histogram |
| Monthly update | Actual dates, remaining durations, percent complete, change orders | 2–3 business days | Updated XER, baseline vs. actual variance report, revised critical path |
| Time impact analysis | Change order details, impacted activities, as-planned vs. as-built | 3–5 business days | Fragnet, window analysis report, delay days and cost impact |
| Schedule health check | Existing XER file, contract requirements | 1–2 business days | Report listing open ends, negative lags, constraints, out-of-sequence progress |
| Resource-loaded schedule | Crew rates, man-hours, equipment, cost codes | 7–12 business days | XER with resource assignments, histograms, S-curves, cost loading |
| Multi-project EPS | Multiple project schedules, coding standards, security setup | 10–15 business days | EPS structure, roll-up reports, cross-project dependencies |
| Forensic schedule analysis | As-planned schedule, as-built updates, contemporaneous records | 10–20 business days | Detailed report per AACE 29R-03, with charts and calculations |
Codes and standards that affect P6 scheduling
Model codes
Model codes set the inspection and approval milestones that must appear in your schedule. The International Building Code (IBC) requires special inspections for structural steel, concrete and soils, which add hold points and inspection activities. The International Energy Conservation Code (IECC) drives envelope and mechanical commissioning activities. The National Electrical Code (NEC) and International Plumbing Code (IPC) or Uniform Plumbing Code (UPC) require rough-in inspections before cover. NFPA 13 sprinkler inspections are separate hold points. These code-driven inspections become schedule activities with durations and predecessors. Confirm the adopted code edition with your local building department, as editions vary by jurisdiction.
Industry standards
AACE International Recommended Practice 29R-03 defines forensic schedule analysis methods, including time impact analysis and window analysis. The Associated General Contractors of America (AGC) publishes schedule specifications that many owners adopt. The Construction Industry Institute (CII) provides best practices for schedule development. For resource loading, RSMeans data provides crew rates and productivity factors. ASTM standards for concrete curing and steel erection affect activity durations. These standards influence how we build logic, calculate float and document delays.
Specification sections
Division 01 sections are the primary source for schedule requirements. Section 01 32 16 Construction Schedule defines submittal requirements, activity coding, float ownership and update frequency. Section 01 32 16.13 Network Analysis Schedules specifies CPM requirements, including activity durations and logic ties. Section 01 32 16.16 Float defines who owns total float and how it is used. Section 01 32 19 Project Schedule Updating and Reporting sets update frequency and reporting formats. Section 01 26 00 Contract Modification Procedures and 01 29 00 Payment Procedures tie schedule updates to change orders and pay applications. Read these sections carefully; they change the cost of your schedule.
Local amendments
Local jurisdictions adopt model codes with amendments that can affect scheduling. For example, some cities require additional inspections for fire-rated assemblies or seismic bracing. Others have specific noise ordinances that limit work hours, adding non-work periods to your calendar. Coastal areas may have wind-borne debris requirements that affect glazing installation sequences. Always confirm the adopted code edition and local amendments with the local building department before finalizing your schedule. These amendments can add activities, extend durations or change logic, so they must be reflected in your P6 baseline.
Who uses our P6 scheduling services
General contractors
You need a baseline schedule that meets owner requirements and supports monthly pay applications. We build and update schedules that align with your cost codes and schedule of values.
Construction managers
You manage multiple projects and need consistent reporting. We build multi-project EPS structures and provide roll-up reports across projects.
Owners and developers
You want to verify that the contractor's schedule is realistic and that milestones are protected. We review submitted schedules and provide independent schedule health checks.
Subcontractors
You need to show your work sequence and durations within the prime schedule. We build fragnets or detailed activities that tie into the master schedule.
Project controls staff
You maintain the schedule and need a clean handoff. We deliver XER files, layouts and documentation so you can update without rebuilding logic.