PROGRAMMING Frank Ellis B.Sc. ARSM Thursday 26th March 2015 Warwick University PROGRAMMING Introductions…. Frank Ellis B.Sc. ARSM

CONTENTS Programme Types Programme Preparation Programme Presentation Programme Monitoring Programme Software

PROGRAMME TYPES Client Programme Design Programme Main Contractor Programme Sub-contractors / Specialist Programme Manufacturer / Procurement Programme

PROGRAMME TYPES Client Programme High Level: Summary activities with Start – End dates Milestones for Key Dates Milestones for Constraints Imposed - external / third party Internal (e.g. equipment delivery) Milestones for Planning Permission / Public Enquiry Milestones for Financial Purposes

PROGRAMME TYPES Design Programme Concept Design Outline Design Detailed Design including Temporary Work Design CAT 3 Check (if required) CDM Requirements Approval period

PROGRAMME TYPES Main Contractor Programme Tender Detailed Contract Programme (Clause 12) NEC3 Engineering and Construction Contract (ECC) Integrated Work Disciplines Enabling works Civils MEP Architectural

PROGRAMME TYPES Main Contractor Programme (Cont.) Integrated Sub-contractors / Suppliers sub-programmes Interfaces – with third parties or other contracts Constraints Contractual (e.g. access, milestones or key dates – possible LDs) Legal (e.g. working hours) Physical (e.g. confined site, access, etc.) Third party interfaces (e.g. handover of sections of work, proximity to structures, settlement monitoring or mitigation)

PROGRAMME TYPES Subcontractor Programme Programme prepared by or on behalf of the Subcontractor for the Subcontract Works In accordance with the Main Programme details Compatible with and not conflict with the Main Contractor's Programme Fulfil all constraints (as main Contract Programme) Include any procurement activities if applicable

PROGRAMME TYPES Manufacturer or Procurement Programme Consents Approvals / QA Enquiries Manufacturing & Delivery periods Payment stages

PROGRAMME PREPARATION Basic Steps: Gather information on Key dates / Constraints Understand construction methodology and sequences Define Structure (WBS) Define calendars - e.g. 5 day week, 24hr 7 days, engineering hours, etc. List activities under each WBS Calculate Duration for each activity Assign Logic

PROGRAMME PREPARATION Additional Steps (depending on requirements): Generate Activity Codes – if helpful or required by Client (e.g. Cost codes, Location codes) Programme Scheduling and analyse Critical Path Assign Activity Codes to activities Resource Loading and Levelling i.e re-programme Cost Loading Outputs (Gantt chart, Reports, Resource histogram, etc.)

PROGRAMME PREPARATION Duration: Duration is the number of work periods required to complete a task Usually days, but can be hours, weeks or months

PROGRAMME PREPARATION Duration Calculation: Duration = Quantity/Productivity Productivity depends on the resources available, time constraints and the efficiency with which they work Productivity may be determined from: Historical records or case histories Standard estimating manuals Experience Combination of the above

PROGRAMME PREPARATION Work Breakdown Structure: A hierarchical structure of the works Typically Stage Phase Task / Deliverable / Milestone.

PROGRAMME PREPARATION Work Breakdown Structure: A way to organise and define the works into; Tasks Deliverables All these components can be scheduled, costed, monitored and controlled

PROGRAMME PREPARATION Develop the WBS:

PROGRAMME PREPARATION Establish Logic (Dependencies): Logic types: Mandatory (hard logic) - Inherent in the work Discretionary (soft/preferred/preferential logic) - Based on experience or preference External - Needs or requirement of third party

PROGRAMME PREPARATION Network Diagram Shows activity logic in a graphical form Drawn from left to right to reflect project chronology Represented by a combination of arrows and nodes; Arrow Diagram Node Diagram

PROGRAMME PREPARATION Arrow Diagram Activities shown by Arrows Relationship between activities shown by nodes / events

PROGRAMME PREPARATION Node Diagram Activities shown by Nodes Relationship between Activities shown by arrows CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PREPARATION Resource Levelling: Try to use resources consistently throughout the project or task discipline Ensure resources not over allocated Avoid delays caused by bad allocation of resources Software can help to identify and take advantage of unused times by analysing task dependencies

PROGRAMME PREPARATION Resource Levelling: Over or under allocation of resources; Delay tasks Assign different resource Change logic Split tasks

PROGRAMME PREPARATION Critical Path The Critical Path (or paths) is; the longest path (or paths) from start to finish through a network diagram the sequence on which all the activities have zero float The minimum time to complete a project Usually identified in red on a programme. CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PREPARATION Critical Path on a Network Diagram: CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PREPARATION Critical Path on a Bar Chart:

PROGRAMME PREPARATION Critical Path Analysis: The critical path will show if the project is going to finish late Techniques to compress the schedule include: Perform critical path tasks in parallel - May increase risk and can result in rework Assign additional resources to critical path tasks – increased costs

PROGRAMME PREPARATION Critical Path Analysis: Helps the project manager identify tasks that must be carefully monitored As tasks are completed ahead or behind schedule the critical path changes There can be more than one critical path in the project

PROGRAMME PREPARATION Hierarchy of programmes: Level 1 – High Level/ Rolled up/ Summary Programme Level 2/3 – Detailed Contract Programme/ Detailed Integrated Programme Level 4 – 4 weekly Rolling Programme Supplementary programmes – e.g. possessions, test & commissioning

PROGRAMME PRESENTATION Bar Chart / Gantt Chart Pictorial Representation of Activities Illustrates duration and relative timing of Activities May include arrows to show dependencies Finish to start Start to start Finish to Finish Start to finish Unable to show complete interdependency between Activities CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION Bar Chart / Gantt Chart CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION Bar Chart / Gantt Chart CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION Critical Path Bar Chart CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION Critical Path Bar Chart CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION Time vs Distance Diagram (Time Chainage) Graphical presentation for linear projects such as pipelines, railways, tunnels, roads, etc. Time along one axis and distance along the other Activities displayed according to their linear position Shows not only the location of the activity but also the direction of progress and the progress rate Big advantage – shows all activities on a single drawing CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION CPM Calculations resulting in start times, finish times and float calculations of activities.

PROGRAMME PRESENTATION CPM Calculations resulting in start times, finish times and float calculations of activities.

“There is no management without monitoring!” PROGRAMME MONITORING Keeping track of a project A check of the performance against the predetermined plan the progress against time, resources and performance Identifying areas which need attention or action Collecting of information to see whether you are on target to reach your objectives “There is no management without monitoring!”

PROGRAMME MONITORING The process of monitoring and evaluation helps answer the following questions: Inputs: Were programme inputs available, adequate, timely? Activities: Were activities performed on schedule? Outputs: The outputs or outcomes, were they of acceptable quality? Effects / Impacts: What was achieved?

PROGRAMME MONITORING Provide constructive suggestions: Reschedule – if the project is running behind Re budgeting – possibly redistributing funds from one area to another Re-assign resources or bring in additional to meet the time schedule

PROGRAMME MONITORING Monitoring Techniques: Baseline programme / regular progress updates (percentage completion) for each activity 4-weekly rolling programme

PROGRAMME MONITORING Monitoring Techniques: Informal / Formal project meetings Collaborative Planning / Last Planner Project Status Reports – “Dashboards” EVA, trends, feedbacks, other forms of project controls

PROGRAMME MONITORING

PROGRAMME SOFTWARE Primavera (P6 / Contractor / Suretrak) Powerproject (ASTA) Microsoft Project CS Project TILOS (ASTA) Excel spreadsheet CPM Calculations resulting in start times, finish times and float calculations of activities.

CONCLUSIONS The different types of programme Programme preparation Why we need to monitor the programme Presentation of the programme