Level 3 - Programming and Planning Flashcards
N 1. What is PERT? (Method of programme creation)
Programme, Evaluation, and Review Technique
Three estimates for a project programme:
- The most Optimistic (Shortest)
- The most pessimistic (Longest)
- The most likely (an average of the two)
N 2. What is a Project Programme?
A sequence in which tasks must be carried out to ensure a project can be completed on time.
N 3. What can be identified from the project programme?
- Start Date.
- Completion Date.
- List of activities to complete the project
- The start date for each activity.
- The completion date of each activity.
From evaluation of the programme you can identify:
- The amount of ‘Float’ each activity has.
- The Critical Path.
- Tasks which can only be carried out sequentially.
- Tasks which can be carried out simultaneously.
N 4. What should a programme help you do?
- Plan Activities.
- Monitor progress.
- Manage Resources.
N 5. What types of Programme are there?
- Clients Overall Programme (Development Programme)
- Design Programme (Pre-construction programme)
- Information Release Schedule (IRS)
- Contractors Master Programme (Construction Programme)
N 6. What goes into the Clients Overall Programme?
- Everything, from the appointment of the consultant, through to the completion of the project.
- This will include work outside the scope of the Main Contractor.
N 7. What goes into the design Programme?
It describes the sequence of design tasks, i.e. from the process of design from inception through the Technical Design.
N 8. What goes into an information release schedule?
The dates by which information needs to be released by the design team, to avoid any delays.
N 9. What goes into the Contractors Master Programme?
The schedule and sequence of construction activities.
N 10. Can you employ a consultant to produce a programme?
Yes, on large projects they can prepare the outline programme.
N 11. What should you consider when preparing a programme?
- Items with a long lead-in
- Pre-contract works
- Pre-fabrication elements
- Phasing and Sectional Completion
- CDM Planning Period
- Works outside of the main contract
- Relationships with other projects
N 12. What is the CDM planning period?
An amount of time given to the Contractor, allowing the Contractor to assess Health and Safety issues and plan their works before construction commences.
N 13. How long is the CDM planning period?
Not specified, it should be proportional to the size and complexity of the project and the risk.
N 14. What is a Flow diagram?
A Graphical representation of a process of steps/sequences is required to achieve an end goal.
N 15. What is the benefit of using a Flow Diagram?
It helps the team to understand the different processes and relationships between activities.
N 16. What is an Activity Schedule?
A list of activities which outlines the works required to complete a project/package etc.
N 17. When would you use an Activity Schedule?
A simple project with few activities.
N 18. What type of contract uses an Activity Schedule?
New Engineering Contracts, Engineering and Construction Contract Options A and C.
N 19. How is an activity schedule represented graphically on a programme?
- Typically using a Gantt chart.
- Each activity gets a bar.
N 20. What should a PM do when receiving a contractors programme?
- Check that it is not front-loaded.
- Check the activity timescales are reasonable and realistic
N 21. What is a Gantt chart?
A way of displaying a programme, through a combination of bars, each relating to an activity and having a specified duration.
N 22. What does a Gantt chart programme show?
The:
- Start Date.
- Duration.
- Completion date.
- Of both activities and the project as a whole.
N 23. What are the advantages of a Gantt chart?
- It is suitable for construction as it offers a high level of detail
- It shows the timescale
- Easy to read and to understand
- Not detailed enough for cost planning and estimates
N 24. What is the critical path?
- The shortest sequence in which a project can be completed.
- Also referred to as the bottleneck of the project.
N 25. What is Critical Path Analysis?
- A way of analysing the programme, to see if the critical path duration can be shortened; or
- Activities altered in sequence.
N 26. What do you aim to identify when undertaking a Critical Path Analysis?
- Any items with slack that can be used to improve the programme’s critical path.
- Identify risky items within the programme, i.e. items on the critical path that also have significantly long lead-in-times on materials etc.
N 27. What is a Key Milestone?
Specific points along the programme are used to measure progress.
N 28. What is the benefit of having Key Milestones?
Helps the project keep site of:
- The key dates.
- The key deadlines.
N 29. What is Float?
• The amount of time an activity can be delayed, before it impacts on the completion of the works.
N 30. Can tasks on the Critical Path have float?
• No, if they did you would identify them through Critical Path Analysis and amend the programme.
N 31. What are the types of Float?
- Total Float.
* Free Float.
N 32. What is Total Float?
• The amount of time an activity can be delayed, before it impacts on the overall completion date.
N 33. What is Free Float?
• The amount of time an activity can be delayed, before it impacts on the start date of another activity.
N 34. What valuation method gives the most accurate cash flow forecast in terms of time and surety of value?
• Stage Payments.
N 35. What are Stage Payments?
• Payment which are made in instalments, but do not necessarily reflect the value of work completed.
N 37. How can you monitor progress on site?
- Compare progress to programme.
- Compare Valuations against cash flow forecast.
- Use the ‘S’ curve principles.
- Milestone Chart.
N 47. What are the Three types of delay?
- Contract Led.
- Client Led.
- Neutral.
N 48. What is Concurrent delay?
• Where multiple delays for numerous causes overlap. The difficulty is in determining the root cause.
N 49. What types of concurrent delay are there?
- Parallel Fault.
- Overlapping Events.
- Truly Concurrent Events.
N 50. How do you assess Concurrent Delay?
• You must determine the root cause, true concurrent delay is actually very rare.
• Once you determine the root cause, you should really discard any other delays.
• Use the Malmaison approach.
o This is where if it is considered that one of the delays is the clients risks, then the contractor should be entitled to a Extension of Time without loss and expense.
o It will have to claim for loss and expense separately.
