1. 5611BESG Construction Project Management
LJMU – TGC
2018
Project Planning

2. Class Timetable

3. Project planning Pre-tender planning Pre-contract planning Contract planning

4. Interface between the client's planning process and the contractor’s planning process
There will be an interface between the client's planning process and the contractor’s planning process at the tender stage of a traditional project and during the administration of the contract on site.
Where non-traditional procurement methods are used, there may be further interfaces to consider.

5. Levels of planning
Level
Level of planning
Undertaken by 1
project planning
client/project manager 2
pre-tender planning
tendering contractors 3
pre-contract planning
main contractor 4
contract planning
main contractor and subcontractors

6. Project vs Construction Planning

7. The CONTRACTORS Planning Process
To aid contract CONTROL
To establish realistic standards
To monitor performance
Time
Money
Output
To revise the plan

8. Level 1
Project Planning

9. Project planning
Project planning is undertaken by client/project manager
Project planning is undertaken at both the design and the construction stages

10. Project planning - Design stage
Project planning in the design stage involves the following issues:
Appraise options
Confirm business case
Develop project strategy
Prepare strategic brief
Assemble team
Devise risk management plan
Choose procurement arrangement

11. Project planning - Design stage
Risk assessments and pre-tender H & S plan
Commence H & S file
Prepare client programme (master schedule)
Budget and cash flow
Pre-qualify contractors
Organise and administer tender stage
Check tenders
Choose preferred bid
Prepare contract documents
Sign contract

12. Project planning - Construction stage
Project planning in the construction stage involves the following issues
Pre-start meeting
Check bonds and insurances
Check construction H & S plan
Contract administration
Make contractor payments

13. Project planning - Construction stage
Monitor progress
Report to client
Handover H & S file
Administer defects liability period
Sign off final account

14. Project planning Project Master Schedule
The project master schedule shows a number of features
The time-scale in years and months rather than weeks
The use of 'negative' time to indicate the pre-construction period
The use of milestones to indicate key events in the programme (e.g. handover)
The emphasis on the client team activities necessary to plan the design and tender stages, including obtaining statutory approvals to build

15. Project planning Project Master Schedule
The construction phase denoted by a single bar line
The 'start on site' and 'handover' dates would be included in the contract appendix
discontinuous activities shown with a dotted line
The client's master schedule would be developed into a pre-tender programme by the contractor at the tender stage.

16. Project planning Project Master Schedule

17. Project planning Reasons for project planning
To establish a realistic project master schedule or programme on which to base the appointments of consultants and contractors and commission the occupancy phase of the scheme
To identify key dates or gateways at critical stages of the project
To facilitate control of the design and tendering process
To identify potential risks to progress and avoid possible delays to project completion and revenue generation

18. Project planning Reasons for project planning
To facilitate the arrangement and draw-down of client cash funding in order to pay for design and other professional services and make interim payments to contractors
To establish a realistic time period for the construction stage
To monitor actual progress and take corrective action

19. Level 2
Pre-tender Planning

20. Pre-tender planning
Pre-tender planning is undertaken by tendering contractors
Pre-tender planning involves the following issues
Decision to tender
Pre-tender arrangements
Site visit report
Enquiries to subcontractors and suppliers
Tender method statement

21. Pre-tender planning Build-up estimate Pre-tender programme
Build-up preliminaries
Response to pre-tender health and safety plan
Tender risk assessment
Management adjudication
Analysis of tender performance

22. Pre-tender planning pre-tender programme
The period for completing the project will be either stipulated within the tender documents OR stated in the contractor’s tender offer.
On occasion there may be a stipulated period AND also an opportunity for tendering contractors to state the period within which they propose to carry out the works as an alternative for consideration by the client.

23. Pre-tender planning Pre-tender programme
The pre-tender programme assists the estimator to price
key method-related items in the bills of quantities
contract preliminaries which mainly involve time-related costs.
It may be possible to tender on a reduced time-scale to that which is stipulated in the tender documents. This will facilitate a reduction in the time related elements of the preliminaries and therefore gives the contractor a competitive advantage over other tenderers.

24. If the contractor finds that the stipulated period is insufficient to complete the job to the standards required then he may QUALIFY his tender to this effect (by enclosing a letter of qualification with the tender submission)
However, the conditions of tendering MAY NOT ALLOW for qualifications. In such case, the contractor will have to make an ALLOWANCE in his bid for the cost of overrunning the programme and an allowance for any damages that might be charged to him for failure to complete on time.

25. Pre-tender Programme

26. Pre-tender planning Pre-tender programme

27. Pre-tender Planning Pre-tender Method Statement
It is now a common practice to submit the pre-tender programme and method statements along with the priced bid.
For most projects the pre-tender method statement will be a simple outline document conveying the contractor's general approach to the construction methodology but with little detail. The tendering period is often too short to spend much time on this stage of the process.

28. The pre-tender method statement will
outline the sequence and method of construction upon which the estimate is to be based
indicate how the major elements of work will be dealt with
highlight areas where new or alternative methods are being considered.
The method statement may be supported by details of gang sizes and outputs, plant and supervision requirements.

29. Pre-tender method statements are particularly useful when the estimator or planner needs to assess the costs of any alternative proposals.
Members of the contracts staff may be involved in the production of the pre-tender method statement to allow those ultimately responsible for undertaking the work to provide some practical input and ideas at the estimate stage, thereby developing a sense of ownership.
The pre-tender method statement is usually prepared by the contracts manager in the medium-sized contracting business but within the larger company input will also be available from the planning section.

30. Pre-tender Planning Example: Pre-tender Method Statement
A subcontractor has received a tender enquiry to price the concreting operations for a six-floor Victorian factory building. The tender documents require the concrete to be laid 100 mm thick and each floor is 500 m2 in area. Access to each floor is to be via a central goods lift. Alternative proposals for placing the concrete may be submitted with the tender.

31. Pre-tender Planning Example: Pre-tender Method Statement
The contracts manager for the subcontract firm will prepare the method statement in order to advise the estimator of proposed methods for inclusion in the estimate. The following points should be considered:
The main operations to be included in the method statement
Availability of resources — labour gang size, plant and supervision
Approximate quantities
Output rates per gang per day
Bay or pour sizes
Any reasoned alternatives

32. Pre-tender Planning Example: Pre-tender Method Statement

33. Pre-tender Planning Example: Pre-tender Method Statement
The pre-tender method statement may be presented in a written form or in a tabular form (as in the example provided)
The estimator or the planning engineer would be responsible for assessing the costs of the alternative proposals and reporting the findings to the contracts manager.
In the example provided, from a planning and speed of construction point of view, option 2 proves to be the more desirable method for inclusion in the tender.

34. Pre-tender Planning Reasons for pre-tender planning
To establish a realistic contract period on which the tender may be based
To identify construction methods
To assess method-related items which affect the bid price
To aid the build-up of contract preliminaries and plant expenditure
To aid the tendering process

35. Pre-contract Planning
Level 3
Pre-contract Planning

36. Pre-contract planning
Pre-contract planning is undertaken by the main contractor.
In traditional competitive tendering, pre-contract planning is undertaken during the period between contract award and commencement of work on site.

37. Pre-contract planning
Pre-contract planning involves the following issues
Pre-contract meeting and arrangements for commencing work
Place subcontractor orders
Site layout planning
Construction method statement
Master programme
Requirement schedules
Contract budget forecasts
Risk assessment
Preparation and approval of construction health and safety plan

38. Pre-contract planning Master Programme
The contractor will develop the pre-tender programme into the contract master programme
The master programme shows the main construction operations to be carried out.
The master programme will be presented to the client's representative who will use it as a tool to monitor the contractor's overall progress during construction.
The master programme will often show when information is required by the contractor and act as a prompt for the architect.

39. Pre-contract Planning Master Programme

40. Pre-contract planning Target programme
The target programme is an internal programme produced by the contractor for his own use in order to save time and money. However, the master programme is the one that the client team sees.
The target programme is a compressed version of the master programme with time taken out of the critical path.

41. Pre-contract planning Target Programme

42. Pre-contract planning Subcontractor Programme
In order to help the contractor organise and manage site activities at an operational level, the target programme will need to be developed in more detail.
Most of the time bars on the target programme will represent the main work packages to be carried out by various sub­contractors
consequently each bar will be developed into a sub­contractor programme showing the detailed activities to be carried out.

43. Pre-contract planning Subcontractor Programme - Piling and Tests

44. Pre-contract planning Procurement Programme
The contractor may produce a procurement programme for each subcontractor to ensure that work packages start and finish on time.
The procurement programme will show both negative time and positive time.
Negative time is the time needed before work starts on site in order to
organise design and fabrication aspects of the package
pre-order key materials with long lead times.
Positive time is the time needed to carry out the subcontractor's work on site.

45. Pre-contract planning Procurement Programme – Steel Work

46. Pre-contract planning Procurement Programme – Finishes Operations

47. Pre-contract Planning Construction Method Statements
Construction method statements are prepared to explain the contractor's proposed working methods and demonstrate how the durations and sequence of work shown on the master programme will be achieved.
The main uses for work method statements are
To calculate activity durations for the programme
To decide on gang compositions and thus the resourcing requirements for individual activities
To plan activities in detail so that a logical construction sequence is adopted
To provide an easily understood document which can be communicated to those who will carry out the work on site.

48. Pre-contract Planning Construction Method Statements
Approval of construction methods may be a contractual requirement depending on the form of contract used prior to commencing any operations on site.
There must be no deviation from a method statement as this can lead to confusion and possibly accidents.
Where a change in working method is required, this should be discussed and the method statement changed formally before going ahead with the work. The workforce and subcontractors need to notified of the change and its impact on their operations.

49. Pre-contract Planning Construction Method Statements

50. Pre-contract Planning Construction Method Statements

51. Pre-contract Planning Construction Method Statements

52. Pre-contract Planning Risk Assessment Statements

53. Pre-contract Planning Reasons for pre-contract planning
To provide a broad outline plan or strategy for the project
To comply with contract conditions
To establish a construction sequence on which the master programme may be based
To identify key project dates
To highlight key information requirements
To enable the assessment of contract budgets and cumulative value forecasts
To schedule key dates with respect to key material and subcontractor requirements

54. CGH Singapore – Example “Kick-Off” Meeting
Introduction of Stake-Holders
Consultant List
SO and SO Representatives
Key Contract Milestones
Communication Protocol
Project Directory
Correspondence Communication Protocol
Shop-drawing & Material Submissions and Approvals
RFI’s Submissions and Approvals
Change Request approval

55. Level 4
Contract Planning

56. Contract planning
Contract planning is undertaken by the main contractor and subcontractors
The main contractor undertakes contract planning in order to maintain control and ensure that the project is completed on time and within the cost limits established at the tender stage.
Subcontractors contribute to the process either by submitting their work programme for approval or through discussion with the main contractor.
Contract planning is required at regular intervals to determine when and how particular site activities are to be carried out.
Contract planning is carried out monthly or weekly (short-term planning).

57. Contract planning Contract planning involves the following issues
Monthly planning
Weekly planning
Progress reporting
Cost–value reconciliation
Report to management
Review/updating of health and safety plan.

58. Contract planning stage programme/short-term programmes
During the contract stage, the master programme will be further developed into stage programme or short-term programmes
A stage programme might be prepared showing part of the master programme in more detail.

59. Contract planning Stage Programme - Foundations

60. Contract planning short-term programmes
A series of short-term programmes may be prepared at weekly or fortnightly intervals to plan day-to-day work in detail.
For example, a programme covering 2 weeks' work might be produced and, at the end of the first week of this programme, another 2-week programme would be prepared for the following fortnight reflecting progress, problems and any changes. On refurbishment-type projects of a relative short duration, planning schedules may be prepared on a daily basis for each trade gang employed on the project.

61. Contract planning short-term programmes
Short-term programmes afford the contractor a much better means of controlling day-to-day operations on site and act as a useful method of communication between the site manager and the foreman, gangers or work package contractors.
The short-term programme may be prepared by the site-based planning engineer or by the construction manager. Coordination meetings are usually held with trades foremen and subcontractors' representatives and the work for the forthcoming period can be reviewed and the programmes prepared.

62. Contract planning Objectives of short-term programmes
To assist the coordination of operations in the short term, especially when considering the continuity of work for trade gangs and subcontractors
To keep the master contract programme under constant review in the short term
To highlight information requirements in the short term in order to meet planned completion dates for each stage of the work
To assess key material requirements in the short term
To keep senior site management informed of the progress position in the short term

63. Contract planning Short-term Programme

64. Contract planning As-built programme/programme of the day
As the contract progresses, the programme changes from its original form (delays occur, work disrupted due to design changes and unforeseen events such as the discovery of bad ground or contamination).
This causes delay and/or disruption to the programme which the contractor has to accommodate.
These changes should be recorded on a revised programme which should be constantly updated throughout the project as work proceeds and as other problems arise.
These programmes are often referred to as the as-built programme or the programme of the day. They are a vital tool to enable the contractor to justify his entitlement to extensions of time and/or additional payment for loss and expense.

65. Contract planning Reasons for contract planning
To monitor the master programme — monthly, weekly and daily
To plan site operations in detail in the short term
To optimise and review resources
To keep the project under review and report on variances.

66. Assignment
Site E is a residential development on Church Road, Tranmere, Birkenhead. The site is centred on National Grid Reference , The development, which involves 55 dwellings, is divided into three areas (Sites A, B, C) which are separated by roads.
Site A: dwellings Site B: dwellings Site C: dwellings 19-30

67. Assignment

68. Assignment

69. Assignment

70. Assignment
The boundaries of Site E are adjacent to Whitford Road from the north, Fountain Street from the south, residential properties from the east and Borough Road from the west. The smaller part of the site is bounded to the north by the Territorial Army Centre, to the south by Whitford Road, and to the west and east by adjacent residential properties. The site is surrounded to the north, south and east by residential properties. There are further residential properties and commercial units and shops to the west of the site. The surrounding housing is largely Victorian and Georgian period terraced housing.

71. Assignment
Previous buildings on site have been already demolished and building works on the development have been completed and the dwellings are now occupied by the residents on all three sites A, B, C with the exception of one block of dwellings (plots 12-16). The construction of this block has been delayed due to problems outside the control of the client. However, such problems have been recently resolved and the client is planning to go ahead with the construction of this block.

72. Assignment
The existing ground surface on the site generally comprises bare sandy clayey subsoil, with construction and demolition materials (brick and concrete) and gravel hardstanding with occasional areas of scrubby grass vegetation.
The construction of the block (plots 12-16) represents the last phase
of the project. This is the phase you need to address in your report. Building works in this block, which have been procured using a traditional procurement strategy, are due to start on 10 April The expected duration of the project is 18 calendar weeks.
Further details relating to the development are shown on the associated drawings.

73. Assignment
Your tasks
Programme - Produce a programme of tasks (activities) for the building works in the block (plots 12-16). The programme should be produced using MS Project. (30%)
Site Plan - Produce a construction site layout plan for the building works in the block (plots 12-16). Fully explain the rationale behind your proposals. (50%)
Risk assessment - Prepare a risk assessment for one of the superstructure tasks shown in your programme, clearly stating any assumptions you have made (20%)

74. Assignment

75. Assignment

76. Assignment

77. Assignment Submission form
Your report submission be shown on no more than 2500 words (excluding any references that you might use) and should be submitted in a PDF format. Your programme should be included within your report (the PDF submission) and should be also submitted as an MS Project file. Failure to submit the programme in both forms will result in zero mark being awarded for the programme element.
Submission date
You should submit your completed coursework electronically via Turnitin by 11:59 p.m. on Friday 6 July 2018 (week 9).
Feedback
Feedback (including your unmoderated mark) will be available by Friday 20 July 2018 (Week 11).