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RICS APC - Autumn 2023 > Programming and Planning > Flashcards

Programming and Planning Flashcards

1
Q

How would you go about accelerating works?

A

Acceleration clause within the JCT contract, contractor has 7 days to provide a quotation.

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2
Q

What would you expect to see on an acceleration quotation?

A
  • Cost for acceleration
  • Method for acceleration
  • Revised programme for acceleration.
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3
Q

What are methods that would be reviewed to achieve acceleration or delay mitigation?

A
  • Out of hours working
  • Additional labour
  • different working practices (crane lifts?)
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4
Q

What are the different types of programme dropline

A
  • Jagged.
  • Straight
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5
Q

What are the different types of programme float?

A
  • Total float - the amount of time a scheduled activity can be delayed without delaying the overall project completion date.
  • Free Float - the amount of time that a task can be delayed without affecting the start date of its subsequent tasks
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6
Q

What is programme float?

A

Contingency within a programme to account for any delays.

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7
Q

What is the relationship between float and critical path?

A
  • Float allows for tasks to be delayed before impacting critical path.
  • If all float used then direct tasks will impact critical path.
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8
Q

What would you review prior to requesting an acceleration quote?

A
  • Programme re-sequence
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9
Q

How do you go about compiling a programme?

A
  • Consult with project team on design stages / tender duration.
  • Input each task and associated milestones .
  • Determine critical path
  • Account for any key dates for the client which may determine procurement strategy.
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10
Q

How do you use a programme in the project manage?

A
  • Key upcoming milestones
  • Reporting tool for client w/ dropline
  • Project team report against progress.
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11
Q

Could you please outline some pre contract milestones?

A
  • Professional team appointment
  • End of RIBA design stages
  • Tender issue.
  • Tender return
  • Contractor Interviews.
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12
Q

Could you please outline some key post-contract milestones?

A
  • Start on site date
  • Sectional completions
  • Practical Completion
  • Long lead in procurement dates.
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13
Q

Aside from Project commander, are you aware of any other programming software?

A

Microsoft Project

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14
Q

Aside from a dropline, how else could you report on programme progress to a client?

A
  • Percentage complete
  • RAG status
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15
Q

Why is reviewing cash flow against programme important?

A
  • Contractor cash flow lower than expected.
  • Provides indication of programme delay.
  • Trigger me to review programme on site.
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16
Q

What scope is typically included within a Cat A refurbishment?

A
  • RAF
  • Ceiling
  • Lighting
  • M&E refurb
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17
Q

On the King william street project, why did your client have concerns over programme duration?

A
  • No rental income on the floor.
  • Disturbance to surrounding tenants.
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18
Q

How did your programme provide comfort on your clients programme duration concerns?

A
  • Demonstrated efficiency
  • Allowed them to factor durations into viability calculations
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19
Q

How do you ensure adequate construction periods within your programme?

A
  • Benchmarking
  • Understanding of lead in periods
  • Assess scale / complexity
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20
Q

Are client approvals a programme risk? How do you factor this in within your programmes?

A

Yes:
- a week period allowed for at the end of each design stage.
- Close dialogue with client to ensure aware of timely approvals and project design.

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21
Q

On Cat A King William Street, How did you go about presenting the programme to your client?

A
  • Presented to client during meeting.
  • Explained logic of key dates
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22
Q

What is a programme dropline?

A
  • Progress line on the programme against a reporting date.
  • Shows progress against each “live” bar.
  • Progress based on actual against expected.
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23
Q

What do you typically include on a dashboard report?

A
  • Key contract dates.
  • Key client decisions required.
  • Progress update over previous period.
  • Key risks.
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24
Q

What would you do if a contractor was tracking behind programme?

A
  • Review dropline against progress on site.
  • Review contractors approach to mitigate and ensure valid.
  • Report back to client on delay and approach to mitigate.
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25
Q

On your Golden Square project, what caused the delay to the site set up?

A
  • Poor organisation
  • Availability of labour
  • Availability of materials
26
Q

Relevant to the delay to the site set up, what this a relevant matter or event ?

A

No, this was a delay created by the contractor and they would not have been entitled the contractor to loss / expense.

27
Q

How did you facilitate your contractor undertaking weekend works?

A
  • Understand dates from the contractor.
  • Recommend approach to client.
  • Coordinate with building team
  • Confirm acceptable to contractor
28
Q

On Cat B fit-out Golden Square, How did you understand that weekend works would make back this delay?

A
  • Demonstrate tasks that would be undertaken in these works.
  • Review these against areas in delay.
  • Re-sequence programme as necessary.
29
Q

On Cat B fit-out Golden Square, how did you understand delay was self-made?

A
  • Contractor acknowledged this.
  • Admitted poor organisation and labour availability.
30
Q

Moving forward on the Cat B project, did you input any processes to ensure there was not further delay?

A
  • Weekly programme updates.
  • Weekly reviews against droplines
  • Contractor allowed weekend working as required.
31
Q

What process do you initially undergo as part of your initial engagement with a client?

A
  • Meetings with them and stakeholders.
  • Description of usual processes as part of a construction project.
  • Understand any key objectives for the client.
32
Q

How did you determine the design periods within your project programme

A
  • Benchmarking
  • Consultation with design team
  • Procurement strategy.
33
Q

Why is knowledge of the existing building relevant when compiling a project programme?

A
  • Logistics limitations
  • Surveys required
34
Q

On 95 QVS, how did you determine the lifts age?

A
  • Existing building information (O&M’s)
35
Q

on 95 QVS, Why did you assume the replacement of the lifts as oppose refurbish?

A
  • New is longer programme so refurbish would have been an improvement against assumption.
  • Given the age of lift and current usability new refurbish would be unlikely.
36
Q

What is the lead time for lift parts?

A
  • Circa 35 weeks.
37
Q

How did you determine the lead time for the lift parts?

A
  • Similar project at the time.
  • Initial conversations with lift consultant.
38
Q

What is a critical path?

A

Requires the longest period of time to progress from start to completion and indicates the minimum timeframe necessary to complete the whole project.

39
Q

On 95 QVS, could you not have carried material through the building and replaced all lifts at once?

A
  • Contractor advised not able to from a H&S perspective.
  • More labour intensive and expensive.
40
Q

on 95 QVS, how did you ensure your lift replacement timescales were adequately informed?

A
  • Early lift consultant input.
  • Benchmarking
41
Q

Follow the lift refurb, what were the follow on sequence of works?

A
  • Lift fit-out
  • Lift lobby decoration / fit-out
42
Q

How would you go about accelerating works under a JCT D&B contract?

A

Request acceleration quote, 21 days to provide. Valid for 7 days upon receipt.

43
Q

What formed the critical path for this Cat A refurbishment at King William Street?

A
  • Procurement of fan coil units and similar M&E systems given their long lead in and importance to close the ceiling.
44
Q

What is the importance of client approvals?

A
  • Ensure they are aware of design progress and budget.
  • Provides team with comfort on proposed design.
  • If client changes scope then can track budget uplift from previous approval.
45
Q

When in a project would you typically seek client approvals?

A
  • End of RIBA Stages
  • Pre-contract
  • Ahead of issuing any employer’s agent instructions.
46
Q

Were other procurement approaches considered when collating this programme and agreeing strategy with the client?

A
  • They were however given that single stage could still achieve programme dates then this was selected given commercial competitiveness of this approach.
47
Q

Why was the marketing launch date a key date for the client?

A
  • Financial impact of cancelling.
  • Due to be launched in busy agency season.
  • Had been included in building marketing collateral to date, brand damage.
48
Q

How did you receive comfort that the contractor was able to regain programme via weekend working?

A
  • Re-sequenced programme issued.
  • Benefit assessed following one weekend work to demonstrate productivity of works undertaken.
49
Q

How did you determine that the contractors delay was self made?

A
  • Delay in releasing adequate labour for site set-up.
  • Through conversations with the contractor they acknowledged this was self made.
50
Q

How do you go about monitoring progress on site?

A
  • Regular inspections.
  • Dropline programmes.
  • Valuations vs cash flow.
  • Labour flow charts
51
Q

What’s the difference between procurement and tendering?

A

Procurement is the overall process of procuring a good or service

Tendering is a phase during the procurement of a good or service.

52
Q

Was it your position to advise on service charge exclusions?

A
  • No, I would raise this as a risk however this would be agreed with their agency team.
53
Q

What is a service charge exclusion?

A
  • An exclusion from a tenants service charge due to an existing defect within the building.
54
Q

What is a PERT Diagram?

A

Programme Evaluation Review Technique

55
Q

How would you use a PERT Diagram?

A
  • Nodes / boxes connected by arrows to other nodes.
  • Highlights dependencies by the use of arrows.
56
Q

What is a PERT three point estimation?

A
  • Programme development technique where you would establish:
  • Optimistic
  • Most Likely
  • Pessimistic

This would then be calculated to develop an average between the 3.

57
Q

What are the different types of programme you would experience on a project?

A
  • Master Programme
  • Design Programme
  • Construction Programme
  • Information Release schedule
58
Q

What is critical path analysis?

A
  • Mapping out every task on a project
  • Ideintifying dependencies between each task.
  • Identify the sequence of dependent events required to complete the project hence the critical path.
59
Q

How do you go about assessing a extension of time claim?

A
  • identify any concurrent delay.
  • Review of available facts.
  • Review of previous programme reporting to understand reporting of delay.
  • Procurement schedule
  • As planned vs as built programme
60
Q

What is an as planned programme?

A
  • Contractors programme at outset of the works.
  • Considered to be the baseline programme.
61
Q

What is an as built programme?

A
  • Updated as planned schedule as works progress.
  • Facotirng in any delay in a revised schedule.
62
Q

Relationship between as planned and as built when assessing delay?

A
  • As planned will show initial intentions and critical path.
  • As built programme will show deviations from this and where delay was expereicned by the contractor.
  • Assists in determining where delay arose and if this was due to a relevant event.

RICS APC - Autumn 2023 (22 decks)

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