Programming and Planning

Question 1

Define the key elements on a programme

Answer 1

Critical paths
Float
Milestones
Interdependencies

Question 2

Braintree development. 3 interratled projects. How did you create the master programme?

Answer 2

I included the project duration for each project and assess the best sequence of taks, critical ones.

Question 3

L3. Bingham. What advise did you give the client in regards the programme and the cabinet days?

Answer 3

I reviewed the programme jointly with the client, and as the cabinet days were fixed I assessed which dates will align better with the programme. Then I present them to the client.

Question 4

L3 Bingham. Time scales for Stakeholders inputs.

Answer 4

I reviewed with he client the different stakeholders and which areas they will be providing their input. Then I discuss it in shape of workshop with the design team, and provide a schedule to the client of when the inputs will be required.

Question 5

L3 Bingham. Why did you advise to progress with the tender despite the design change?

Answer 5

It was key to achieve December cabinet date. The programme was tight to review and analyse the tender returns, any delays in issuing the tender with impact the time for the revision.

Question 6

L3 Toilet Refurb.£1.8m. Why there were consecutive programme delays?

Answer 6

This were caused by Venesta ( cubicle panels) deliveries not being met.

Question 7

L3 Toilet refurb. What advise did you give to the client to overcome the delays?

Answer 7

Re- sequence of the works to prioritise the critical items.

Question 8

L3 Boston £1m. What advise did you give the client in regards S278. Road closure and drainage connection.2.

Answer 8

Re-design of the drainage connection to avoid the road closure and the associate programme delays.

Question 9

What is concurrent delay?

Answer 9

• Where one or more events occur at the same time that are caused by different parties involved
in a project
• These events will typically occur independently of each other
• Both events have an affect on the completion date of the project
• In the case of City Inn vs Shepherd Construction, there was no dominant cause of delay – The
Scottish Appeal Court decided that apportioning delay was appropriate and concluded that:
- If a dominant cause can be identified this must be considered as the relevant event resulting
in the impact on the completion date
- If no dominant cause can be identified an apportionment should be made in a fair and
reasonable way

Question 10

What is the critical path on a construction programme?

Answer 10

• The critical path is the longest sequence of activities that must be completed to successfully
conclude a project
• It is essentially the route which represents the bottleneck of the project
• A reduction of the duration of the project is only possible if the critical path activities
can be shortened
• Activities on the critical path are known as critical activities because if they are delayed
the whole project will be delayed

Question 11

What are the benefits of the critical path method?

Answer 11

• Reduction in delays
• Visualise dependencies
• Improve organisation
• Optimise efficiency
• Float calculation

Question 12

How would you compile a programme for a new project?

Answer 12

• I would first understand the purpose and the level of detail required
• Identify All activities including project deliverables, key milestones and contractual requirements
• The durations associated with each activity would be assigned
• If required the activities would be allocated into each of the RIBA work stages
• I would also identify the relationship between activities and link these accordingly paying
particular attention to critical path items
• Any float & programme contingency and critical path items would be identified
• Finally I would issue the programme to the team for comment and update as required

Question 13

What are project milestones?

Answer 13

• A project milestone is a task of zero duration that shows an important achievement in a
project
• For example successful completion of the substructure, achieving a water proof building
envelope or topping out may be considered as significant milestones in the project

Question 14

Q) What information does a programme typically show?

Answer 14

• Construction activities and sequence
• The durations of each activity
• Inter dependencies of each activity
• Key Project Milestones
• Critical Path
• Float (Programme Contingency)
• Overall Project Start and End Date

Question 15

What is meant by the term programme float?

Answer 15

• Programme float is the amount of time an activity can be delayed without impacting on the
project’s critical path
• This can also be referred to as programme contingency

Question 16

Q) What is your understanding of the term lag within a

construction programme?

Answer 16

• Lag is a period of delay between construction activities within a construction programme where
no works occur
• A period of lag may be included within a construction programme to account for any stagnant
periods associated with the method of construction
• For example the construction of a resin floor will often require a curing or drying period.
• No works will be able to take place on the resin floor area during this period of lag.

Question 17

Q) Please provide some examples of key project milestones from your projects?

Answer 17

• Planning permission requirements being discharged
• Tender Documents Issued
• Issue of Contract Documentation
• Contract Sum Agreement
• Completion of substructure
• Topping out of construction
• Building envelope now watertight.
• Handover of the project.

Question 18

What is the purpose of a drop line on a construction programme?

Answer 18

• The drop line is drawn down the programme on a selected reporting date
• The purpose of this is to identify the tasks that are ahead or behind schedule
• Delayed tasks are identified when the drop line deviates to the left
• Activities that are ahead of programme are identified when the line turns to the right

Question 19

Please explain your understanding of the term acceleration?

Answer 19

• Acceleration is where the construction activities are completed within a shorter duration than
originally set out within the contract programme
• The client or contractor may have to pay for additional accelerations costs depending on the
circumstances why acceleration is required
• Acceleration may involve utilising additional resources for the project, working longer hours
for example twilight and weekend working

Question 20

Please explain some different approaches on how acceleration can
be achieved?

Answer 20

• Utilising additional resources
• Working longer hours for example twilight and weekend working
• Resequencing or overlap of construction activities
• Off site or prefabricated methods of construction
• Adjusting or reducing the original scope of works

Question 21

What is the difference between projects and programme’s?

Answer 21

• Projects tend to have finite planned end dates with key deliverables
• They usually have a contract completion date with requirements for practical completion set
out within the construction contract.
• Programmes tend to be undertaken on a larger scale and may comprise several projects.
• They also tend to have strategic vision or end goal as defined by the project organisation.
• There is usually a need to co-ordinate the output delivery from a tranche of projects so that
the overall programme can be realised.

Question 22

Please talk us through the process involved in reviewing lessons
learned from previous projects?

Answer 22

To benefit from lessons learned on previous projects I have read the general principles set 
out within the Lessons learned RICS guidance note
This relies on the following processes:
- Identify
- Document
-Analyse
-Store
-Retrive

• Identifying – Identify recommendations and learning that may be valuable from previous
projects. This may be in the form of lessons learned logs and databases. A lessons learned session
to discuss these findings should also be arranged with the project team; i.e. What went wrong, What
went right and What needs to be improved
• Document – Following the recording of lessons learned and initial discussions, a report should
be prepared and issued to the project stakeholders. The report could detail the data captured
during the sessions along with any additional input from participants not available to attend
• Analyse - The team will review what actions can be taken from the lessons learned information
and look to implement these within the project where possible.
• Store - Lessons learned documents are stored along with other project documents, normally on a
shared drive so that these are available to other project teams.

• Retrieve – Future project teams can access the lessons learned documents to implement on their
project. These should be store with a key word search capability so the appropriate lesson can be
retrieved.

Question 23

Please explain your understanding of the term governance within
programme and project management?

Answer 23

• The Association of Project Managers Body of Knowledge defines governance as the set of
policies, processes, procedures, functions and responsibilities that define the establishment,
management, and control of projects, programmes, and portfolios.
Frameworks thru which programmes deliver transformation and demostrate they are under control.
• Governance processes and policies within the context of project and programme management
include:
• Business case viability
• Benefits management and measurement
• Stakeholder engagement
• Planning and control
• Organisation structure, definition, roles and responsibilities,
• Assurance and quality management

Question 24

What is the contractors float on a programme?

Answer 24

The contractors float is the additional time available to carry out a specific activity before it
becomes critical to the project programme & end date

Question 25

Why is ownership of the float so important?

Answer 25

“If the contractor owns the float, he may use it to absorb the delaying effects of an event that
does not entitle him to an extension of time under the contract.
If the employer owns the float, the contract administrator may use it to reduce the extension of
time that would otherwise have been due to the contractor.
If the project owns the float, the contractor or the employer may use it to absorb the delaying
effects of an event on a first come, first served basis. “