Build King Training Programme

Project Planning, Sequencing and

Programming
Project Planning, Sequencing and
Programming

Agenda
2:00pm to 3:15pm
– The need for Planning and Programming
– Programming and Contracts

3:15pm to 3:30pm
– Break

3:30pm to 5:00pm
– Preparing Programmes
– Schedule Management and Project Control Techniques
– Q&A
The Need for Planning
and Programming
Background – Uncertainty & Failure

Interdependence and Uncertainty

“At the time of contract a programme is required..
agreement by a collusion in acceptance of unreality”
“.. not possible to put exact dates.. programme can
only be based on assumption about the variety,
quantity and timing of future application of
resources.”

Egan 98 – ‘Rethinking Construction’

“Construction projects widely seen as
unpredictable in terms of delivery to time”

4
Background – Uncertainty & Failure

Tang 01 – ‘Constructing for excellence’

“expectation among clients that projects will not
be completed on time and within budget”

Fraser 04 – ‘Holyrood Enquiry’

“Optimistic design and construction programming”

“tension among time, cost & quality…if time

parameters are set too tightly construction cannot
proceed to programme .. clearly be a cost penalty”
SCL Delay & Disruption Protocol

 Substantial reduction with transparent and

unified approach to understanding the
programmed works

 Programme submitted by C, approved by CA..

essential monitoring tool..updated programme tool
for EOT.
2002

 Up to date..realistic..achievable

Philip Allington| 6

24 April 2014 |
 Definition of Planning and Programming

• Planning (also called forethought) is the process of thinking

about and organizing the activities required to achieve a desired
goal – (Wiki).
• Everything except the unforeseen is planned to happen.

• Common Goals

Deliver on time Make $$$$ Go Home Safely

 Handling Uncertainty

Where are the risks?

How long will it take?

What are the priorities?

How much will it cost?

What if things change?

What resources will I need? What are the alternatives?

 What is Project Planning and
Management ?

Management is a process of establishing & maintaining control

specify
• Setting objectives

• Organising Execution

• Measuring Performance Act Measure

• Making Improvements

• Reviewing Objectives
Compare
 Reasons to Implement Good Planning

Delivering the Goal

To manage we need to control Programme & Cost

To control we need to measure Against the baseline

To measure we need to define Who/What/Where/How

In defining we need to quantify Performance measurements

=
Planning - The Essential Ingredient

A plan embodies all of these....

• Project Strategy

• Anticipation

• Communication & Co-ordination

• Priorities - attention on what counts

• The effects of change

• A balance for risk and control with time, resources and cost
Concerns Influencing Project Planning
Things That Concern Managers

The Typical Comments from Managers and Directors listed below

highlight that a commercial problem does exist...

“Projects were consistently late and variations were inadequately

dealt with”

“We are increasingly unable to meet the more sophisticated

demands of our customers and meet customers future needs,
providing a competitive advantage over some of our rivals”

“Project managers were more like co-ordinators lacking executive

control”

“A lack of communication between disciplines at every level“

“Projects were not being adequately planned”
Things That Concern Contractors

• Uncertainty and change

• Contract obligations

• Managing resources and sub-contractors

• Reputation

• Profit margin

• Avoid LAD

• Risk identification

• Knowing where we are

• Time-related claim preparation

Things Concern Programmers

• Programming is the process of putting the decisions made at the

planning stage into a database that would enable the planner to
allocate calendar periods to the various sections of the work, to
make decisions as to the preferred sequences, logical predecessors
and successors, the calculation of float in relation to resources
available and to present the plan in a form as a process
management tool.
• Planner should determine:
1) The duration of the activities;
2) The party who will perform the activities;
3) The resources to be applied to the activities; and
4) How any one or more activities are to be sequenced in relation
to other activities.
Planning and Construction Contracts
Three Types of Construction Contracts

1. The traditional approach – ‘Laissez faire’- REACTIVE

E.g. JCT, HKIS,

 Period and date for completion + conditions to extend

 Delay assessment an implied process - ‘prospective’
 Mitigation through ‘best endeavours’ (without cost)
 Employers’ interests maintained
 Why so lean? --- because it works both ways

24 April 2014 | Philip Allington| 17

Three Types of Construction Contracts

2. The Engineer’s approach – ‘PREACTIVE’

E.g. ICE 7, FIDIC, HK GCC, GC Works 1
 ICE 7 Cl 33.1 - warrants that programme shows sequences, plant,
people, temp works.. “in his opinion” are critical..achievable, conforms
to E’s requirements, permits monitoring, allows reasonable periods for
E’s information (See also FIDIC Cl 8)
 Acceptance (or rejection) required from Engineer
 Contractor may amend (but not extend)
 Progress & progress meetings (GC Works 1)
 Engineer may require updating or amendment for poor progress
 Notify events with adverse effects on programme (FIDIC “probable
future”)

24 April 2014 | Philip Allington| 18

Contract Requirements
Contract Requirements

Programme (to be produced by Contractor)

HKSAR GCC Clause 16 MTR GCC Clause 15

• Within 14 days • By the date specified

• Sequence, method & timing • show the order of precedence
inc due allowance for and the periods during which
specialist works and utility
the Contractor proposes to
undertakings
carry out the Works, the
• And when requested by the
relationship between the Works
Engineer, arrangements for
and the information to be
carrying out the works and
Construction Plant and Temp provided, or the works to be
Works carried out by Designated
Contractors, and any other
information required to be
shown by the Specification
Contract Requirements
Programme Revision
HKSAR GCC MTR GCC
• Cl 50(4) Whenever the • 15.7 Should it appear to the
Engineer grants an extension Engineer at any time that the
of time for completion in progress of the Execution of the
accordance with this Clause, Works does not conform with any
the Contractor shall revise the programme …Contractor is not
programme referred to in entitled to an alteration of any
Clause 16 accordingly.
relevant Completion Obligation
• Cl 51. (1) If the rate of …the Engineer shall be entitled to
progress of the Works …in the
require the Contractor to produce
opinion of the Engineer…. too
slow to ensure completion by …a revised version of such
the prescribed time or programme …by the dates
extended …. The Contractor referred to in Clause 67.1…
shall inform the Engineer of
• … or varied dates fixed pursuant
such proposed steps and revise
to Clause 68.1 or earlier dates
the programme referred to in
Clause 16 notified pursuant to Clause 68.2.
Common ‘Engineering’
Contract Requirements

General (Conditions of Contract)

• Dates: Completion/Sections/Whole of the Works
• Sequence and duration inc specialist works
• Logic

Detailed (Particular Specification) e.g.

• Critical Path Network software
• Format
• Activity durations not longer than 14 days

Doubts
• What if the Works Programme is never approved by the
Engineer?
• NEC’s Approach
Three Types of Construction Contracts

3. The holistic approach – ‘PROACTIVE’

E.g NEC 3“A spirit of mutual trust and co-operation”.. Cl 10
 Float – ‘spare time to be used in mitigation’
 Time risk allowances – ‘C’s contingency not for use by E’
 Prescribed updating – (or instruction or C’s decision)
 Include progress, events, mitigation, proposed change
 ‘Early warning system’, ‘risk register & reduction meetings’
 Includes sub-contractors programmes, events etc
 A heavy burden but continually seeking to reduce risk and provide
useful data.

24 April 2014 | Philip Allington| 23

HKSAR Development Since Tang
NEC’s Approach to Progaramming

 Programme Requirements
 Preparing Programme
 Accepting Programme
 Proforma and Checklist for Assessment of Programme
 Revising the Programme
 Float & Time Risk Allowance
 Assessing delays
Contract Requirements

NEC’s Approach – Programme Requirements

 If no programme is identified in the Contract Data then the

Contractor submits the first programme within the period
stated in the Contract Data (Cl. 31.1).

 Detailed (and onerous) list of requirements for each

programme (Cl. 31.2).

 The level of information required (float, time risk

allowances, method statements, etc.) should make it easier
to agree the time and cost effects of change – provided
programme shows real intentions.

 If no programme is submitted, one quarter (25%) of the

Price for Work Done to Date (PWDD) is retained (Cl. 50.3).
Contract Requirements

NEC’s Approach – Accepting the Programme

Contract Requirements

NEC’s Approach – Revising the Programming

Cl. 32.1 - “The Contractor shows on each revised programme :-

 the actual progress achieved on each operation and its effect upon
the timing of the remaining work
 the effects of implemented compensation events and of notified
early warning matters
 how the Contractor plans to deal with any delays and to correct
notified Defects and any other changes which the Contractor
proposes to make to the Accepted Programme

Cl. 32.2 - “The Contractor submits a revised programme to the Project

Manager for acceptance :-

 within the period for reply after the Project Manager has instructed
him to
 when the Contractor chooses to and, in any case
 at no longer interval than the interval stated in the Contract Data
from the starting date until Completion of the whole of the works
 Contract Requirements

NEC’s Approach – Float and Time Risk Allowance

Float

3 types of float recognised in NEC:

 Terminal Float – (between planned

Completion date and the Completion
Date)

 Time Risk Allowances

 Activity Float – (activities NOT on

the critical path)

Who owns the float…?

Contract Requirements

NEC’s Approach – Float and Time Risk Allowance

Types of Float – (1) Terminal Float

Planned Contract
Completion Completion

Activity A

Activity B

Activity C

Activity D

Activity E

Terminal
Float

Terminal Float = Period between the date on which the Contractor plans to
complete the works (as indicated in the Accepted Programme) and the date on
which Completion is required under the Contract (the Completion Date).
Contract Requirements

NEC’s Approach – Float and Time Risk Allowance

Types of Float – (2) Contractor’s Time Risk Allowance

Planned Contract
Completion Completion

Activity A

Activity B

Activity C

Activity D

Activity E

Terminal
Contractor's Float
time risk allowance

Time Risk Allowance = risk incorporated into the duration of individual activity (or
group of activities) assigned by the Contractor when planning the works

Time Risk Allowance may be zero

Contract Requirements

NEC’s Approach – Float and Time Risk Allowance

Types of Float – (3) Activity Float

Planned Contract
Completion Completion

Activity A

Activity B

Activity C

Activity D

Activity E

Terminal
Contractor's General Float
time risk allowance Float

Activity Float = The amount by which an activity or chain of activities can be

delayed or extended without causing the project to over-run the planned
completion date

Activities not on critical path.

NEC’s Approach –
Float and Time Risk Allowance

Ownership of Float

 Terminal Float – belongs to Contractor

 Contractor’s Time Risk Allowance - belongs to Contractor

 Activity Float – “first come first serve” basis

Preparing a Programme
Preparing a Programme
Planning Methods

An effective plan must be.......

• Explicit

• Intelligible

• Capable of accepting change

• Capable of being monitored

 Milestone Schedule

Forecast @ 30 September 2013

TARGET 2013 2014 2015 2016 2017
Project Start
Design Complete
Programming Complete
Testing Complete
Installation Complete
Pilot Running Start
Pilot Running Complete
System “Go Live”
 Barchart Programme (Updated)

Status @ 15 April
ACTIVITY MARCH APRIL MAY JUNE JULY AUGUST

Level Site
Excavate
Cast Founds
Lay Drains
External Walls
Internal Walls
Roof
Plaster
Fixtures & Fittings
 Logic Linked Barchart Programme

ACTIVITY MARCH APRIL MAY JUNE JULY AUGUST

Level Site
Excavate
Cast Founds
Lay Drains
External Walls
Internal Walls
Roof
Plaster
Fixtures & Fittings
Network Diagrams

Arrow
Event
Dig Trench Lay Pipe
A B C
Activity

Precedence
A B
Dig Trench Lay Pipe
Relationship

Activity
Time / Distance (Chainage) Charts
Repetitive Working – Line of Balance
4D Modelling
Preparing a Programme

Types of Programme

At least three basic type

• Development • Short Term / Weekly

• Pre-Qualification • Completion
• Tender • As-Built
• Contract / Master • Entitlement
• Target • Acceleration
• Stage / Sub-contract
Preparing a Programme

•COSTS
•RESOURCES
•CALENDARS
•DURATIONS
•RELATIONSHIPS
•TECHNICAL CONTENT

•ACTIVITY LIST
•NETWORK
•CRITICAL PATH
•PROGRAMME
•SCHEDULE
•BUDGET PLAN
Preparing a Programme

What should be considered when preparing a programme?

• Define scope of work, method statement and sequence of works

• Work Breakdown Structure (WBS) to develop programme activity

(Include all elements under the contract scope)

• Organization Breakdown Structure (OBS) to assign responsibility

• Activity Relationship / Linkages

• Activity duration

• Project constraints

• Logistic plan (Storage, set-up, material delivery, TTMS, etc)

• Calendar set-up

• Develop project network, the programme should be fully logic linked

Preparing a Programme

• Critical Path Technique:

 Interrelationship between activities;

 Interdependency between activities;

 Critical path;

 Float.
Critical Path Analysis

2
Tea in Teapot

1 5 1
Fill Kettle Boil Kettle Water in Teapot

ES DU EF
Activity
LS TF LF
Critical Path Analysis

2 2 3
Tea in Teapot
5 3 6

1 1 1 2 5 6 7 1 7
Fill Kettle Boil Kettle Water in Teapot
1 0 1 2 0 6 7 0 7

ES DU EF
Activity
LS TF LF
Preparing a Programme

Activity relationship / Linkages

• There are four types of relationships.

Preparing a Programme

Example of Different Linkages

Preparing a Programme

Activity Duration

• Example of Resources and Work Rate – Pile Cap

Preparing a Programme

Activity Duration

• Example of Resources and Work Rate – Segment Installation

Preparing a Programme

Work Breakdown Structure (WBS)

• WBS is a hierarchical arrangement of the products and services

produced during and by a project.

• Enables you to divide a project into meaningful and logical pieces for
the purpose of planning and control.

• The WBS for three buildings on one site may look like the pictures
below:
Preparing a Programme

Logistic Plan

• Logistics is the process of planning, implementing, and controlling

the effective and efficient flow of goods and services from the point
of origin to the point of consumption

• Site visit / Identify site & project constraints

• Traffic

• Site possession

• Restriction to use certain plant / equipment (Crane)

• Types of work to be carried out in different seasons

• Avoid foundation, slope works, concreting, welding, etc. during wet

season
Method Statements / Process Diagrams
Schedule Management

Schedule Management
Reasons to Implement Good Planning

PLAN

Definition
Action Verification

Update Programming

ACTION
CONTROL
Work in
progress
Comparison
Short term
Progress planning
monitoring

REVIEW
 Schedule Management

Development Processes / Data / Schedule Relationships

Schedule Management

Schedule Management and Organisational Links

Executive Director
Schedule Project Development
Management

Head of Construction
Head of Planning and Project Management
Development
Head of Procurement
and Contracts

Construction Schedule Data Link

Contracts
Organisational Link
Schedule Management

Work Breakdown Structure / Organisation Matrix

WORK BREAKDOWN STRUCTURE

Project

Tender and
Design Approvals Construction
Procurement

MEP and Interior

Schematic Design Detailed Design Piling Structural Works Piling Structural Works
Works

MEP and Interior

Consultant Works
ORGANISATIONAL STRUCTURE

In-House Designer
Employer

Project
Administrator

Project Manager

Statutory Authority
Schedule Management

Progress Status Analysis - Critical Path (CP)

• CP = the longest path of planned

activities to the end of the project

• CP = the shortest time possible

to complete the project

• Activities on the longest path

= "critical“

• Activities can be delayed without

making the project longer = “non-critical” (have "total float“)

• Any delay of an activity on the critical path directly impacts the planned
project completion date (i.e. there is no float on the critical path)
Schedule Management

Progress Programme

• Measure against baseline programme

• Knowing where we are / Why behind progress

• Progress reporting / contract requirement

• Cause and effect analysis

• Record actual work done

• Future planning / mitigation measures

 Schedule Management
Progress Status Analysis – Regular Progess Update

1 3

Mark up Mark up
progress progress
as of as of
30/6/07 31/7/07

2 4
Reschedule Reschedule
as of as of
30/6/07 31/7/07

Different colour progress bars represent

progress update in different periods
(e.g. green colour for June, purple colour
for July)
 Schedule Management

System Schedule

Project Baseline Progressed prog

Progressed prog

Progressed prog

Project Planning - A good Delay entitlement

contract time management
model - THSRC instruction
‘cost
Mitigation prog to
avoid’
Philip Allington|
Project Control Techniques
Project Control Technique

Definition
• Project control is about meeting the objectives of performance
metrics (a method of measuring something, or the results obtained
from this)

• Often stated in the Particular Specification

• Commonly used techniques

• Activity progress update

• S curves (Time Audit Analysis)

• Earned Value Analysis (more sophisticated S curve analysis)

• Earned Value capabilities are often contained in the programming

software
Project Control Technique

Activity Progress Schedule

• Progress information / as-built records should maintain consistently
in progress programme

• % completion

• As-built start and finish

• Change of planned duration and logic should be provided with

explanation
Features Available is Planning Software

• Bar Charts • Spreadsheets

• Networks • Database

• Calendars • Annotations

• Breakdown Structures • Updates and Progress

• Resources and Cost Modelling • Filters and Reports

• Histograms and Graphs • Printing and Exporting

• Earned Value Suite • Baselining

Risk Programming and probability

Remington Rand -
CPM Programme
Evaluation
Review
Technique

Monte
Carlo
Analysis

70
 Earned Value Analysis

budget
cost cash
flow

ACWP
over budget
BCWP ahead of schedule

BCWS

time ahead of schedule time

EVA - System Requirements

• Systems elements

• A time based plan

PROJECT
• A project breakdown structure COST

• A cost and effort collection system

• A method of assessing progress TIME

• The right culture and management backing

 Elements of Earned Value Analysis

COST

Time Variance

Schedule BCWS
Variance
to Date Cost Variance
ACWP To Date
(BCWP - BCWS)
(BCWP - ACWP)

BCWP

Reporting
Date
TIME
Earned Value – Performance Indexes

1.3
Performance above plan
1.2

1.1
months from start

1.0 0 1 2 3 4 5 6 7 8

0.9 CPI

0.8

0.7 SPI
Performance below plan

Cost Performance Index = BCWP/ACWP

Schedule Performance Index = BCWP/BCWS
Importance of Record Keeping

Objectives (to produce Performance Metrics)

•Track Progress

• Track Costs

Need to be

• Timely

• Consistent

• Meaningful/Relevant

• Complete

• SMART Objectives
‘Mandatory’ Records

Contract Requirements:
Programme / Programme Updates
Notices of Delay
Design Approval
Requirements of other bound in
documents (progress photos, labour
returns etc.)
Quality Assurance Records:
Concrete Pour / Test Cube results
Inspections
Various Test Reports

Health and Safety:

Scaffold Inspections
Method Statements / Risk Assessments
CDM Requirements
Clean Air Certificates
Hot Work Permits
Permit to Work
TYPICAL DISCRETIONAL / PROJECT MANAGEMENT AND GENERAL
RECORDS:

Programme Progress Updates Drawing Issue Sheets

Marked Up Progress Drawings Plant Hire Records
Formal Progress Reports Drawing Submission / Approvals
Minutes of Meetings General Correspondence / Emails
Amended Programmes Daywork Sheets
Short Term Programmes Permits to Work
Sub Contractor Programmes Snagging Records
Defect / Non-conformance Sheets Test and Inspection Records
Progress Photographs / Videos Weather Records
Labour Allocation Sheets / Diaries Delivery Records
Information Requirement Schedules Personal Diaries / Notes
Requests for Information (RFI) Off Site Records
Confirmation of Verbal Instruction (CVI) Cash Flows
Subcontractor Hand Over Sheets AI / Variation Registers
Drawing Register Electronic ‘Clocking-in’ Records
Typical Planned v As-Built Prpgramme

Little / no delay to frame &

envelope

Prolongation &
delay to completion
of first fix services

Suggests consequential
delay to second fix services
2 weeks delay to and commissioning??
start of first fix
services
 S-Curve (Time Audit) Analysis
This comparison can identify many
more types of variance
Delay to
Completion

Activity
Mirror
Low
5 Production

4
EFFORT or
Suspension
Work Content

3
Production Planned
better than As-built
Planned

Delay to
2
Start
Production as
1 planned TIME
 Project Control Technique
Resources Mirrored as-per
delay model
Activity Resources: Plan v Actual Histograms

Delayed Completion = Delayed Start +

Suspension + Extended completion

Productivity
Curves with
Resource
Histograms
Delay Disruption
(Suspension)

Delay to Delayed
Start Completion

TIME
Example of a Local Roads & Drainage Project
Portion C - Bored Piling Work

60 9000

Bored Piling (Planned) 8000

Bored Piling (Actual)
Cumulative (Actual)
50 Cumulative (Planned)
7000

Delayed
Completion 6000
40

Disruption
5000

Cumulative
No. of Man

30 Mitigation of Delay 4000

(Catching Up)
3000

20
2000

1000
10

0 -1000
Jan-00 Mar-00 Apr-00 Jun-00 Aug-00 Oct-00 Dec-00 Feb-01 Apr-01 Jun-01 Aug-01 Oct-01 Dec-01 Feb-02 Apr-02
Date

Delay to Start
Thank You