PROGRAMMING AND PLANNING - Level 3

Question 1

Who owned the float in your Westhorpe Gardens project?

Answer 1

In this JCT contract it was silent, in industry this is said to be owned by the project if this is silent.

Question 2

What is float

Answer 2

describes the amount of time that an event or activity can be delayed without delaying the overall completion of the works

Question 3

What different types of float are there?

Answer 3

NEC Principals

• Total Float
• Free float
• Terminal Float

Question 4

What is total float

Answer 4

Total float is the amount of time a task can move without impacting the final project delivery date

Question 5

what is free float

Answer 5

amount of time that a schedule activity can be delayed without delaying the start date of any immediately following schedule activities

Question 6

what is terminal float

Answer 6

• Terminal: the duration between planned completion and the current contract Completion Date.

Question 7

What are the fundamental difference between JCT and NEC with regards to programmes?

Answer 7

JCT
• Not a contract document
• requires the contractor to submit a master programme for execution of the works as soon as possible after the contract is executed.
• There are no details as to what sorts of things such programme should show and there are no requirements to submit revisions of this programme
NEC
• Key contract document
• NEC demands a more detailed set of documents that make up the programme to be submitted at the regular basis prescribed by the employer.
• When accepted by the project manager, this becomes the tool by which change is assessed, progress is monitored and assists the management of early warnings and compensation events (see later).

Question 8

How can you differentiate concurrent delay from other delays?

Answer 8

Concurrent delay” means a situation where a construction project is delayed by two events at the same time, one being an event for which the employer takes responsibility under the contract and the other for which the contractor takes responsibility.

Question 9

Are there any alternatives to using a Gantt Chart?

Answer 9

• Critical path analysis

* Information release schedules

Question 10

On your White City project, you mentioned that the interim application was less than the forecasted cash flow. What did you do to assess if the programme was in delay?

Answer 10

• Reviewed programme against site progress

* Also queried with the contractor if there was any reasoning for this such as re-squencing or material delays

Question 11

Talk me through your understanding of term critical path in relation to a construction programme.

Answer 11

• the longest sequence of tasks that must be completed to successfully conclude a project, from start to finish on time.
• The tasks on the critical path are known as critical activities because if they’re delayed, the whole project will be delayed.

Question 12

Can you give me a few examples of different programming and scheduling techniques including any computer software you are aware of in order to create these programmes and schedules.

Answer 12

Scheduling techniques –
• Gannt charts: It utilizes the bar charts to depict the plan as well as the progress of the project.
• Critical path method: sequence of tasks and projects following the specific path
• Q scheduling: It focuses on scheduling the materials and equipment
• Line of Balance : repetitive activity.

Software – Microsoft Project and Asta

Question 13

What is your understanding of acceleration when it comes to construction project programming?

Answer 13

speeding up the work of a contractor so that an activity, or the project as a whole, can be completed before the date required under the contract.

Question 14

Are you aware of any acceleration techniques that may be able to be implemented should a project require accelerating?

Answer 14

• Working overtime.
• Adding new shifts.
• Providing additional labour.
• Providing additional resources, such as plant and equipment.
• Re-sequencing work activities (also known as project crashing or fast tracking).
• Adopting alternative construction methods, such as off-site manufacturing.
• Changing the design or specification.
• Reducing the scope of the works
• Early procurement of key items.

Question 15

Talk me through the process you go through when preparing to create a project master programme. What information would you typically need and where would you expect to get this information from?

Answer 15

• Client approval dates,
• Design programme
• design freezes
• planning application timescales
• Procurement and tender timescales

Question 16

Comparing programmes from your experience, how would you describe the difference between a pre-contract master programme that you might prepare for your client and the contractors construction programme? What additional information might each programme have that the other may not?

Answer 16

Pre-Contract
•	Client approval dates,
•	Client Design team programme
•	design freezes 
•	planning application timescales
•	Project Procurement and tender timescales 
Post Contract
•	Contractor design timescales
•	Works mobilisiation
•	Statutory agreements timescales
•	Construction works activities

Question 17

When you visit you projects, talk me through how you would assess the progress of works complete in line with the contractors programme. On your projects, how would you identify if a project was not proceeding as planned? What action would you take should this be the case, both in the short and long term.

Answer 17

• Printed copy of programme and add progress dropline from time of visit.
Short Term
• If any items are behind query with contractor any reasons and if it is impacting critical path
• Ask for updated programme and cashflow statement
Long term
• Continue to monitor and continually advise client of any concerns

Question 18

u noted that on the White City project you noted the contractors application was lower than anticipated and therefore you monitored the progress closely. I expect you generally monitor project progress closely so what added measures or precautions did you take in relation to this. What other action was taken at the time this was identified?

Answer 18

Firstly - I questioned if there was a particular reason with the contractor if there were any delays and if this was impacting the critical path to be able to inform my client
They advised there had been delays to cladding installation and obtaining materials.
Statement on any delays and their causes, their impact on the critical path, and the probability of success of any mitigating procedures to recoup the delay;

I asked the contractor to re-profile and issue an updated cashflow and programme

I also highlighted these delays in the project monitoring report I prepare for my client and questioned this at project meetings.

Brought to attention of COW to also monitor and include progress updated in there report as they visit site more frequently

Question 19

How did you identify works were behind schedule at the project at Hackney Road. What action did you take?

Answer 19

• Physical programme – drew dropline
• Reviewed planning obligations for discharge on planning portal , several pre-occupation had not been submitted, close to when Developer advising completing.
• Contract – DA (developer did not have to provide updated programme)
• Queried developer any reasons why appeared behind (advised labour issue with electrical contractor)
• Advised client due to programme uncertainties that would be best to work to Long Stop date

Question 20

What are some of the key milestones that you consider when producing a project master programme?

Answer 20

• Design Freezes
• Client approval dates/ gateways
• Planning submission date
• Tender issue and return dates
• Target contract execution date

Question 21

You mention preparing a pre-construction programme for Westhorpe Gardens in your summary and note that you included float within the programmed durations. How did you assess the appropriate level of float to include both in relation to critical path and non-critical path activities? Did you give your client any advice regarding float?

Answer 21

• Based on personal experience on previous schemes and seeking advice from my senior peers
• Also discussing timescales with the design team, planning consultant and my client
• Float assessed for some key activities highlighted as a risk on the register I had populated
• Advised Examples:
Clients internal Gateway approval process
Tender Period
Tender analysis period
Decanting

I advised if the final dates were missed for these activities this would impact the critical path therefore increase the overall programme duration risking achieving the target SOS date.

Question 22

You note that you used a dropline on your pre-construction programme for this scheme. What information does a dropline on a construction programme give you and what advice have you given you client in relation to what the dropline is highlighting?

Answer 22

Drop line is a vertical line is inserted on the day of reviewing programme , highlighting the progress of each activity . It shows if activities are on target, behind or ahead.

Example on Westhorpe – I was able to advise my client that the planning approval was significantly behind the programme

Question 23

On Commerce Road, you mention that you advised your client on potential delays to the project. Exactly what advice did you give your client and at what time/stage of the project did you deem it appropriate to give them this advice? How do you assess when it is an appropriate time to inform your client of any potential delay to the project?

Answer 23

Commerce Road – My involvement on this scheme was when I first started Calfordseaden in March and the scheme was at the later stages and the constructor was indicating handover was imminent.

I was able to advise my client based on reviewing the programme works were behind schedule, the quality assurance snag/ de-snag had not commenced and moreso by preparing and monitoring a handover document countdown tracker from the requirements in the ER’s I was able to advise them that documentation required was very behind. An example was all of the pre-commencement planning conditions had not been issued for discharge. Where I understand from speaking with aplanning consultant these generally as a minimum have an 8 week discharge period.

Question 24

For what reason did you advise your client to split the snagging into works elements at Commerce Road. Can you outline how you advised that this be done i.e. what were the work sections (internal/external maybe?) Before giving your client this advice, did you consider any other alternative options and why were these disregarded? What benefit was your client or the project able to gain by following your advice in this case?

Answer 24

• From speaking with my client there key driver was to get the scheme handed over
• Options – walk away from snagging process (testing electrics, water, fabric, externals)
• Accelerate the works - did not want the additional costs associated with this from the contractor

Question 25

What tools have you used on a number of your projects in order to assist you in providing advice re progress to your clients?

Answer 25

• programme
• valuations & cashflow
• monitoring report
• clerk of works report
• Handover documents trackers
• Risk registers.