Project Management 4A
Unit 4:
Planning and Programmes
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• Aim of this unit.
– This unit examines the management function
of construction planning.
– We focus on the relationships between
planning and the functions of monitoring and
control.
– We investigate planning as a process carried
out during all project phases including pretender, pre-contract and contract.
– Introduces the concepts and principles of
planning and its applications to programmes
for the effective time management of
construction projects.
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– Construction Planning
• Planning = process of determining, analysing,
devising and organising resources.
• Process of determining the method, sequence,
resource requirements to undertake construction.
• Core element = establishment of programme in
relation to real time.
• Forms basis for construction monitoring and
control.
• Requires detail consideration of each item of work.
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Hoover Dam Bypass Bridge
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Bridge in China
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New Intersection Construction
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– Outputs of Construction Planning
• Total contract period
• Labour requirements
• Material and component requirements with delivery
schedule
• Plant and equipment requirements including type,
capacity, utilisation, servicing, stand-by.
• Above is required for pre-tender planning as well
as pre-contract and contract planning.
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– Planning, Monitoring & Control (p87)
• Two fundamental aspects
– Planning the works
– Progress Monitoring and Works Control during execution
• Fundamental requirements for success
– Detailed plan or program for management & operations
– Implementation by both management and operatives to
work the plan (management procedures and working
instructions)
• Monitoring provides early warning of problems
• Control allows for rectification of problems with
proactive rather than reactive intervention.
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– Benefits of Planning, Progress Monitoring &
Control (p88)
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Determine sequence of work
Effective and realistic work programme
Indicates labour & other resource requirements
Highlight & rearrange priorities
Estimates activity durations and completion dates
Prevent work over- or under load
Allows for stock planning
Allows for subcontractor planning
……… and much more
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– Preliminary considerations
• Kind of planning mechanism required? (pre-tender,
pre-contract and contract)
• Who will use this mechanism? (senior, mid or
lower level management & supervisors)
• Why is this mechanism used? (specific purpose eg
estimating or method sequencing)
• Complexity of construction project (simple
straightforward planning or complicated complex
planning)
• Short-term or sub-programmes
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– Programming
• Dividing of work into work sections and operations
• Pre-tender programming vs. pre-contract
programming (time-lag may be a problem)
• Requires detail consideration and careful planning
of each operation in a logical sequence and with
the most cost-effective use of resources.
• To develop a programme we need to consider:
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–
–
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–
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Method
Sequence
Volume of work
Resource requirements
Presentation of programme
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– Programme development sequence
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Formulation of a method statement
Estimation of operational durations
Development of programme calculation sheet
Preparation of a master programme
– Programme allows contractor to:
• Calculate rate of progress required
• Resource requirements
• Agree to intended programme with parent
company or client
• Production management on site
• Monitor progress and/or performance
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– Construction Programmes
• Pre-tender, pre-contract and contract
– Pre-tender = approximate plan prepared by
construction planner
• Based on quantities in bill & items measured on
drawings
• Experience of estimator is essential
– Pre-contract = provide contract or master plan
• Deeper analysis and greater detail than pre-tender
• Location and volume of work must be known
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– Pre-Contract Planning
• Method statement –outlining the construction
methods and principle resource requirements
• Outline programme – list the major operations as
per method statements aligned with time-lines
• Contract or master programme – for use on site to
progress the works accurately and realistically.
• Use of method study and work measurement helps
to increase accuracy of pre-contract planning
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– Operational Duration for Contract Programme
• Establish quantity of work
• Determine time requirements to complete
• Time requirements based on:
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Experience
Building price books
Plant performance specifications
Library of programming information
Depict calculated duration on programme
See examples on p94, p95 & p96
Use of multiple activity charts for plant
Use of programming notes
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Estimating of Durations
• True output is affected by:
– Skill and experience of worker / operator
– Mechanical efficiency of particular machine
– Waiting time for associated operations
(hauling)
– Ground conditions on site
– Weather conditions
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– Planning for unknown quantities
• Often it is difficult to estimate amount of work
– Unknown volumes
– Estimations based on experience
– Estimation based on alternative unit of measurement
» Per room
» Per floor
» Per bed
» Per seat
» Per key
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– Preparation of contract programme
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Obtain quantities from bill (BoQ)
Develop a method statement
Compile a programming calculation sheet
Draw up a contract or master programme
Plan in days or half days rather than in hours.
Consider the contribution of short-term planning
Profile labour & plant requirements
See example fig 4.1, fig 4.2, fig 4.3 and fig 4.4
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BILL NO 1 ALTERATIONS
•
Item
•
No
•
For preambles see "Model Preambles for Trades"
•
SUPPLEMENTARY PREAMBLES
•
View site
Before submitting his tender the contractor shall visit the site
and satisfy himself as to the nature and extent of the work to be
done and the value of the materials contained in the buildings
or portions of the buildings to be demolished. No claim for any
variations of the contract sum in respect of the nature and
extent of the work or of inferior or damaged materials will be
entertained
•
General
The contractor shall carry out the whole of the works with as
little mess and noise as possible and with a minimum of
disturbance to adjoining premises and their tenants. He shall
provide proper protection and provide, erect and remove when
directed, any temporary tarpaulins that may be necessary
during the progress of the works, all to the satisfaction of the
principal agent
•
Provision is to made for protection of the works during
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Quantity
Rate
Amount
BoQ
1.
ALUMINIUM DOOR FRAMES
1.1
1.2
2.
1,2mm Rebated frames suitable for one brick walls
1/6/1 Frame for door 813 x 2100mm high
Quantity
Unit
1
2
No
No
ALUMINIUM WINDOWS, DOORS, ETC
2.1 Natural anodised aluminium windows, doors, etc glazed with
4mm clear float glass, including sub-frames and silicone
sealant all round, fixed to brickwork or concrete
2.2 1/6/2 Door 900 x 2100mm high including frame, hinges, complete
lockset etc. in accordance to specifications, Cisa cylinders with
G96D keyway only to be used, window 900 x 950mm high to be
fixed next to door
2.3 1/6/3 Sliding window 2300 x 1100mm high with one fixed light 2300 x 3
460mm high with mullion at centre
3.
4.
5.
6.
7.
Rate
Carried Forward to Summary of Section No. 1
Section No. 1
Section 1: Building works
Bill No. 6
Metalwork
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8
No
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m2
No
R
– Contract Programming
• Development of sub-programmes to guide stages
of works (short-term planning)
• Focus on interim and on-going planning for
monitoring progress and exerting control.
• Often referred to as short-term planning
– Types of construction programmes
• Bar charts
• Networks
– AOA, AON
• Computer applications
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PLANNING & PROGRAMMING
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– Case Study (p 108)
• Study the case study with special attention to the
relevant figures.
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– Summary
• Fundamental requirement is capability to plan,
monitor and control.
• Construction requires a robust construction
programme depicting methods of work and
sequencing of activities
• This chapter examined the importance of planning.
• Essential to effective time management on all
construction projects.
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