Programming & Planning

Question 1

How do you get the client to buy into the milestones within the programme?

Answer 1

Regular reviews of the contract with the Client and explaining the cause and effects of decisions to the Contract.

Question 2

Who owns programme float?

Answer 2

No clear rule – generally it belongs to the contractor

The contractor normally includes float in his programme to accommodate his risk items and also provide time for correcting mistakes

Question 3

When there is a delay at the middle of the project, would you consider the actual delay or the delay for the whole period?

Answer 3

The actual delay caused by the item in question.

It is not fair to offset against any float time the contractor may have built up through good progress.

Question 4

What is a programme?

Answer 4

A programme describes the sequence in which tasks must be carried out so that a project (or part of a project) can be completed on time.

Question 5

What do programmes identify?

Answer 5

• Dates and durations allocated to tasks.
• A critical path (the sequence of critical tasks upon which the overall duration of the programme is dependent).
• Tasks which can only be carried out after other tasks have been completed.
• Tasks which can be carried out simultaneously.
• ‘Float’ within tasks that are not on the critical path (that is, delays that can be incurred without affecting the critical path).
• The need for specific resources such as plant, services or materials and their lead time.

Question 6

Can you name some types of Programming Techniques

Answer 6

• The Critical Path Method (CPM).

- The Program Evaluation and Review Technique (PERT).

Question 7

Who’s responsibility is it to monitor the contractors working schedule?

Answer 7

The PM’s so they can check?

• check it complies with the client’s time requirements
• check it acknowledges any restraints imposed on the construction of the works
• ensure that the level of detail is appropriate for the illustrating the progress of the works
• ensure it suitable for monitoring the progress of the works
• confirm the sequencing and logic of the schedule

Question 8

What is the critical path?

Answer 8

• The shortest sequence in which a project can be completed in.
• It is also considered to be the projects bottleneck..

Question 9

What is PERT?

Answer 9

Programme, Evaluation, and Review Technique

You create three estimates for the duration of a project,

• The most Optimistic (Shortest)
• The most pessimistic (Longest)
• The most likely (an average of the two)

Question 10

What can be identified from the project programme?

Answer 10

• The overall Start Date.
• The overall Completion Date.
• The start date for each activity.
• The completion date of each activity.
• The amount of ‘Float’ each activity has.
• The Critical Path.
• Tasks which can only be carried out sequentially.
• Tasks which can be carried out simultaneously.

Question 11

What should a programme help you do?

Answer 11

• Plan Activities.
• Monitor progress.
• Manage Resources.

Question 12

What types of Programme are there?

Answer 12

• Contractors Master Programme.
• Clients Overall Programme.
• Design Programme.
• Information Release Schedule

Question 13

What goes into the Clients Overall Programme?

Answer 13

• Everything, from the appointment of the consultant, through to the completion of the project.
• This will include work outside the scope of the main-contractor.

Question 14

What goes into the design Programme?

Answer 14

• It describes the sequence of design tasks, i.e. from the process of design from inception through the Technical Design.

Question 15

What goes into an information release schedule?

Answer 15

• The dates by which information needs to be released by the design team, to avoid any delays.
• This works both ways, for example when the contractor has a Contactors Design Portion.

Question 16

What goes into the Contractors Master Programme?

Answer 16

• The schedule and sequence of construction activities.

Question 17

Can you employ a consultant to produce a programme?

Answer 17

Yes, on large projects they can prepare the outline programme.

Question 18

What should you consider when preparing a programme?

Answer 18

• Items with a long lead-in.
• Pre-contract works.
• Pre-fabrication elements.
• Works outside of the main contract.
• Relationships with other projects.
• Phasing and Sectional Completion.
BD Department

Question 19

What should a PM do when receiving a contractors programme?

Answer 19

• Check that it is not front loaded.

- Check the activity timescales are reasonable and realistic

Question 20

What is a Gantt chart?

Answer 20

• A way of displaying a programme, through a combination of bars, each relating to an activity and having a specified duration.

Question 21

What does a Gantt chart programme show?

Answer 21

The:
o Start Date.
o Duration.
o Completion date.
o Of both activities and the project as a whole.

Question 22

What are the advantages of a Gantt chart?

Answer 22

• Suitable for smaller projects.
• It is suitable for construction as it offers a high level of detail.
• To detailed for cost planning and estimates.
• It shows the times to scale.

Question 23

What is Critical Path Analysis?

Answer 23

• A way of analysing the programme, to see if the critical path duration can be shortened or activities on it altered.

Question 24

What do you aim to identify when undertaking a Critical Path Analysis?

Answer 24

• Any items with slack float which can be used to improve the programmes critical path.
• Identify the risky items within the programme, i.e. items on the critical path that also have significantly long lead-in-times on materials etc.

Question 25

What is a Key Milestone?

Answer 25

• Specific points along the programme used to measure progress.

Question 26

What is the benefit of having Key Milestones?

Answer 26

Helps the project keep site of: o The key dates. o The Key Deadlines.

Question 27

What is Float?

Answer 27

• The amount of time an activity can be delayed, before it impacts on the completion of the works.

Question 28

Can tasks on the Critical Path have float?

Answer 28

• No, if they did you would identify them through Critical Path Analysis and amend the programme.

Question 29

What are the types of Float?

Answer 29

* Total Float. | * Free Float.

Question 30

What is Total Float?

Answer 30

• The amount of time an activity can be delayed, before it impacts on the overall completion date.

Question 31

What is Free Float?

Answer 31

• The amount of time an activity can be delayed, before it impacts on the start date of another activity.

Question 32

How can you monitor progress on site?

Answer 32

* Compare progress to programme. * Compare Valuations against cash flow forecast. * Use the ‘S’ curve principles. * Milestone Chart.

Question 33

What does PEP stand for?

Answer 33

• Project Execution Plan.

Question 34

What does a Project Execution Plan Do?

Answer 34

• Sets out the strategy for managing a project, by defining who does what, and how.

Question 35

What might be included within an Project Execution Plan?

Answer 35

* The Project brief. * The drawings. * The Procurement Strategy. * The Programme. * The Risk Assessments and Methods Statements. * The Health and Safety Strategy. * The Quality Assurance Policy.

Question 36

What does ISO Stand for?

Answer 36

• Internal Standards Organisation.

Question 37

What is the benefit of having ISO?

Answer 37

• It will imply that the product/organisations services are safe, reliable and good quality.

Question 38

What is ISO 9001?

Answer 38

• A Quality Management system, used by organisations who want to prove that they consistently meet the needs of their clients.

Question 39

What are the Three types of delay?

Answer 39

* Contract Led. * Client Led. * Neutral.

Question 40

What is Concurrent delay?

Answer 40

• Where multiple delays for numerous causes overlap. The difficulty is in determining the root cause.

Question 41

What types of concurrent delay are there?

Answer 41

* Parallel Fault. * Overlapping Events. * Truly Concurrent Events.

Question 42

How do you assess Concurrent Delay?

Answer 42

• You must determine the root cause, true concurrent delay is actually very rare. • Once you determine the root cause, you should really discard any other delays. • Use the Malmaison approach. o This is where if it is considered that one of the delays is the clients risks, then the contractor should be entitled to a Extension of Time without loss and expense. o It will have to claim for loss and expense separately.