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APC Project Management > Level 3 - Programming and Planning > Flashcards

Level 3 - Programming and Planning Flashcards

1
Q

N 1. What is PERT?

A

Programme, Evaluation, and Review Technique

You create three estimates for the duration of a project,

  • The most Optimistic (Shortest)
  • The most pessimistic (Longest)
  • The most likely (an average of the two)
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2
Q

N 2. What is a Project Programme?

A

A sequence in which tasks must be carried out to ensure a project can be completed on time.

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3
Q

N 3. What can be identified from the project programme?

A
  • The overall Start Date.
  • The overall Completion Date.
  • The start date for each activity.
  • The completion date of each activity.
  • 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.
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4
Q

N 4. What should a programme help you do?

A
  • Plan Activities.
  • Monitor progress.
  • Manage Resources.
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5
Q

N 5. What types of Programme are there?

A
  • Contractors Master Programme.
  • Clients Overall Programme.
  • Design Programme.
  • Information Release Schedule.
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6
Q

N 6. What goes into the Clients Overall Programme?

A
  • 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.
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7
Q

N 7. What goes into the design Programme?

A

• It describes the sequence of design tasks, i.e. from the process of design from inception through the Technical Design.

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8
Q

N 8. What goes into an information release schedule?

A
  • The dates by which information needs to be released by the design team, to avoid any delays.
  • This works both ways, for example when the contractor has a Contactors Design Portion.
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9
Q

N 9. What goes into the Contractors Master Programme?

A

• The schedule and sequence of construction activities.

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10
Q

N 10. Can you employ a consultant to produce a programme?

A

• Yes, on large projects they can prepare the outline programme.

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11
Q

N 11. What should you consider when preparing a programme?

A
  • Items with a long lead-in.
  • Pre-contract works.
  • Pre-fabrication elements.
  • Works outside of the main contract.
  • Relationships with other projects.
  • Phasing and Sectional Completion.
  • CDM Planning Period.
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12
Q

N 12. What is the CDM planning period?

A

• An amount of time given to the contractor, with the intention of allowing contractors to assess Health and Safety issues and plan their works before construction commences.

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13
Q

N 13. How long is the CDM planning period?

A

• Not specified, it should be proportional to the size and complexity of the project and the risk.

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14
Q

N 14. What is a Flow diagram?

A

• A Graphical representation of a process of steps/sequences required to achieve an end goal.

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15
Q

N 15. What is the benefit of using a Flow Diagram?

A

• It helps the team to understand the different processes and relationships between activities.

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16
Q

N 16. What is an Activity Schedule?

A

• A list of activities which outlines the works required to complete a project/package etc.

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17
Q

N 17. What type of contract uses an Activity Schedule?

A

• A simple project with few activities.

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18
Q

N 18. What type of contract uses an Activity Schedule?

A

• New Engineering Contracts, Engineering and Construction Contract Options A and C.

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19
Q

N 19. How is an activity schedule represented graphically on a programme?

A
  • Typically using a Gantt chart.
  • Each activity gets a bar.
  • With a separate bar for preliminaries.
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20
Q

N 20. What should a PM do when receiving a contractors programme?

A

• Check that it is not front loaded.

- Check the activity timescales are reasonable and realistic

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21
Q

N 21. What is a Gantt chart?

A

• A way of displaying a programme, through a combination of bars, each relating to an activity and having a specified duration.

22
Q

N 22. What does a Gantt chart programme show?

A 
The:
o	Start Date.
o	Duration.
o	Completion date.
o	Of both activities and the project as a whole.
23
Q

N 23. What are the advantages of a Gantt chart?

A
  • Suitable for smaller projects.
  • It is suitable for construction as it offers a high level of detail.
  • To detailed for cost planning and estimates.
  • It shows the times to scale.
24
Q

N 24. What is the critical path?

A
  • The shortest sequence in which a project can be completed in.
  • It is also considered to be the projects bottleneck.
25
Q

N 25. What is Critical Path Analysis?

A

• A way of analysing the programme, to see if the critical path duration can be shortened or activities on it altered.

26
Q

N 26. What do you aim to identify when undertaking a Critical Path Analysis?

A
  • Any items with slack float which can be used to improve the programmes critical path.
  • Identify the risky items within the programme, i.e. items on the critical path that also have significantly long lead-in-times on materials etc.
27
Q

N 27. What is a Key Milestone?

A

• Specific points along the programme used to measure progress.

28
Q

N 28. What is the benefit of having Key Milestones?

A

Helps the project keep site of:
o The key dates.
o The Key Deadlines.

29
Q

N 29. What is Float?

A

• The amount of time an activity can be delayed, before it impacts on the completion of the works.

30
Q

N 30. Can tasks on the Critical Path have float?

A

• No, if they did you would identify them through Critical Path Analysis and amend the programme.

31
Q

N 31. What are the types of Float?

A
  • Total Float.

* Free Float.

32
Q

N 32. What is Total Float?

A

• The amount of time an activity can be delayed, before it impacts on the overall completion date.

33
Q

N 33. What is Free Float?

A

• The amount of time an activity can be delayed, before it impacts on the start date of another activity.

34
Q

N 34. What valuation method gives the most accurate cash flow forecast in terms of time and surety of value?

A

• Stage Payments.

35
Q

N 35. What are Stage Payments?

A

• Payment which are made in instalments, but do not necessarily reflect the value of work completed.

36
Q

N 36. What is the most inaccurate in terms of time and value?

A

• Third party certification.

37
Q

N 37. How can you monitor progress on site?

A
  • Compare progress to programme.
  • Compare Valuations against cash flow forecast.
  • Use the ‘S’ curve principles.
  • Milestone Chart.
38
Q

N 38. What does PEP stand for?

A

• Project Execution Plan.

39
Q

N 39. What does a Project Execution Plan Do?

A

• Sets out the strategy for managing a project, by defining who does what, and how.

40
Q

N 40. What might be included within an Project Execution Plan?

A
  • The Project brief.
  • The drawings.
  • The Procurement Strategy.
  • The Programme.
  • The Risk Assessments and Methods Statements.
  • The Health and Safety Strategy.
  • The Quality Assurance Policy.
41
Q

N 41. What does ISO Stand for?

A

• Internal Standards Organisation.

42
Q

N 42. What is the benefit of having ISO?

A

• It will imply that the product/organisations services are safe, reliable and good quality.

43
Q

N 43. What ISO Standards do you know of?

A
  • ISO 9001.

* ISO 14001.

44
Q

N 44. What is ISO 9001?

A

• A Quality Management system, used by organisations who want to prove that they consistently meet the needs of their clients.

45
Q

N 45. What is ISO 14001?

A

• An Environmental Management System, used by organisations who want to prove they consistently consider the environment in their field of work.

46
Q

N 46. CASE LAW QUESTION: CAN YOU TELL ME ABOUT ANY CASE LAW RELATING TO PROGRAMMES?

A
  • Yes, Cleveland Bridge UK V Severfield Rowen Structures Ltd.
  • Cleveland Bridge made and supplied the steel work for the shard, which was installed by Severfield Rowen.
  • CBUK couldn’t keep up with the fabrication of the steel.
  • SRS had to extend working hours on site to keep up to programme.
  • CBUK claimed that SRS held up fabrication due to late instructions and variations.
  • SRS claimed counter claimed on the basis of the cost of accelerating, defects in fabrication and losses due to the delay.
  • Issue was that there was no contractually agreed programme.
  • Judge decision was for both parties to pay almost equal damages to each other.
47
Q

N 47. What are the Three types of delay?

A
  • Contract Led.
  • Client Led.
  • Neutral.
48
Q

N 48. What is Concurrent delay?

A

• Where multiple delays for numerous causes overlap. The difficulty is in determining the root cause.

49
Q

N 49. What types of concurrent delay are there?

A
  • Parallel Fault.
  • Overlapping Events.
  • Truly Concurrent Events.
50
Q

N 50. How do you assess Concurrent Delay?

A

• 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.

51
Q

N 51. CASE LAW QUESTION: DO YOU KNOW OF ANY CASE LAW RELATING TO CONCURRENT DELAY

A
  • Yes, Balfour Beatty v Chestermount properties Ltd.
  • Balfour Beatty were late in completing the works.
  • Clients issues and instruction to undertake the fit out.
  • Balfour try to use the variation as a reason for covering the late delivery.
  • Client ignores the instruction and tries to claim LAD’s.
  • Judge rules that the actual completion date should be the amount of time required to complete the fit out, added onto the completion date of the original works.

APC Project Management (17 decks)

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