Programming Flashcards
How have I advised on the principals of executive programme control of projects
I developed a tool on my studies and investigations projects where the consultants would update their programmes in the tool. This had version history and live change logs to see what and who had changed.
This was an area that programme leadership also had access to, and were able to view the progress of the projects at any time.
How have I applied planning techniques
On my Fareham Consolidation scheme, I noticed that the programme that I took over did not have any logic. I advised the client that in order to accurately determine critical path, there needs to be links.
I amended the rpogramme and demonstrated how, by using critical path analysis, I could assess the health of the programme better.
Have I produced an executive programme
Many times. On my Ventnor Water Supply Works project, I produced a programme of the activities. My process was:
- Identify key milestones under the clients governance structure
- filled in the project-specific tasks
- filled in the relationships, float etc
- conducted a workshop to verify durations and logic
Have I provided advice on progress against programme
For my Large Scale mains Replacement project, I conducted weekly sessions with the contractor to be updated on programme. I compared this to the activity schedule.
Establish project objectives
On all my projects that I come into at Stage 1, I conduct a workshop to identify a statement of need and project objectives. These objectives are then developed into key activities and milestones which are put on a programme with dates to achieve.
Have I provided advice on corrected measures to accelerate progress
Level 34 refurbishment - I led a session with multiple trade contractors to identify opportunities to improve the programme, as when I took over the programme was in delay.
The solution was to provide payment for additional resource. Other options would have been to reduce scope in certain areas (work that could be done once the space was operational) or do some work during the day.
Risks with overlapping IT/Furniture moves on L10
CDM: As the space would be a CDM site, the relevant teams had to fill in RAMS further in advance than usual.
Incomplete activities: if the construction programme was lagging behind, then there would be issues.
Risks associated with continuing with design activities for Brede
Not really any risks for my client - all this did was accelerate the starting point for detailed design (and start on site). There was no additional cost to the client.
Structure workshop for Contractor’s programme
I made the right parties were in the room. I did this by reaching out to various department leads.
I then pulled the contractor’s programme onto a screen and went through each activitiy. I let the wider team discuss durations and activity sequence. I noted down any observations/actions to go into my response to the Contractor.
Additionally, looking through the programme I typically try to identify risks alongside the team.
How do I control the programme on my projects
Under the NEC, contractor has to submit a programme each month for acceptance. I also run weekly meetings to review progress and a lookahead.
I have a baselined copy of the programme that I compare against as well.
types of float
Free float: the amount of time an activity can be delayed by before it impacts any following activities
Terminal float: time in between planned completion and contract completion
Total Float: the amount of time an activity can be delayed by before it impacts the planned completion
Tell me about a time you’ve used Critical Path on a project
On every project I do, I ensure the critical path (longest sequence of activities) is highlighted on a programme. This allows me to identify which activities, should they be delayed, would impact completion.
On my Fareham Consolodation project, when developing the programme I identified the critical path. This was used in decisions making and resource prioritisation.
How do you decide what to include in high level programmes
Start and end dates, key milestones (SoS, stage gate sign off), expected activities for a RIBA stage (stage 2 = concept design), governance requirements.
On my Ventnor project, I identified the regulatory end date and used the day i was creating as the start date. I then plotted the relevant governance milestones and activities as a HL programme
Risks associated with agreeing acceleration
On the UPM project, the main residual risk following instructing acceleration is that the work may still have not been completed in time. Other risks are:
- increased costs of additional labour
- drop in quality if you need to reduce scope
