frank ellis b.sc. arsm thursday 26 th march 2015 warwick university programming
TRANSCRIPT
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Frank Ellis B.Sc. ARSM
Thursday 26th March 2015Warwick University
PROGRAMMING
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CONTENTSCONTENTS
• Programme Types
• Programme Preparation
• Programme Presentation
• Programme Monitoring
• Programme Software
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PROGRAMME TYPESPROGRAMME TYPES
• Client Programme
• Design Programme
• Main Contractor Programme
• Sub-contractors / Specialist Programme
• Manufacturer / Procurement Programme
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PROGRAMME TYPESPROGRAMME TYPESClient 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
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PROGRAMME TYPESPROGRAMME TYPES
Design Programme
• Concept Design
• Outline Design
• Detailed Design including Temporary Work Design
• CAT 3 Check (if required)
• CDM Requirements
• Approval period
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PROGRAMME TYPESPROGRAMME TYPESMain Contractor Programme
• Tender
• Detailed Contract Programme (Clause 12)
• NEC3 Engineering and Construction Contract (ECC)
• Integrated Work Disciplines Enabling works
Civils
MEP
Architectural
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PROGRAMME TYPESPROGRAMME TYPESMain 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)
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PROGRAMME TYPESPROGRAMME TYPESSubcontractor 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
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PROGRAMME TYPESPROGRAMME TYPES
Manufacturer or Procurement Programme
• Consents
• Approvals / QA
• Enquiries
• Manufacturing & Delivery periods
• Payment stages
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PROGRAMME PREPARATIONPROGRAMME PREPARATIONBasic 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
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PROGRAMME PREPARATIONPROGRAMME PREPARATIONAdditional 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.)
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PROGRAMME PREPARATIONPROGRAMME PREPARATION
Duration:
• Duration is the number of work periods required to
complete a task
• Usually days, but can be hours, weeks or months
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PROGRAMME PREPARATIONPROGRAMME PREPARATIONDuration 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 historiesStandard estimating manualsExperienceCombination of the above
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PROGRAMME PREPARATIONPROGRAMME PREPARATION
Work Breakdown Structure:
• A hierarchical structure of the works
• Typically
Stage
Phase
Task / Deliverable / Milestone.
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PROGRAMME PREPARATIONPROGRAMME 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
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Develop the WBS:
PROGRAMME PREPARATIONPROGRAMME PREPARATION
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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 PREPARATIONPROGRAMME PREPARATION
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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 PREPARATIONPROGRAMME PREPARATION
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Arrow Diagram
• Activities shown by Arrows
• Relationship between activities shown by nodes / events
PROGRAMME PREPARATIONPROGRAMME PREPARATION
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Node Diagram
• Activities shown by Nodes
• Relationship between Activities shown by arrows
PROGRAMME PREPARATIONPROGRAMME PREPARATION
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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 PREPARATIONPROGRAMME PREPARATION
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Resource Levelling:
Over or under allocation of resources;
• Delay tasks
• Assign different resource
• Change logic
• Split tasks
PROGRAMME PREPARATIONPROGRAMME PREPARATION
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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.
PROGRAMME PREPARATIONPROGRAMME PREPARATION
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Critical Path on a Network Diagram:
PROGRAMME PREPARATIONPROGRAMME PREPARATION
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PROGRAMME PREPARATIONPROGRAMME PREPARATIONCritical Path on a Bar Chart:
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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 PREPARATIONPROGRAMME PREPARATION
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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 PREPARATIONPROGRAMME PREPARATION
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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
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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
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Bar Chart / Gantt Chart
PROGRAMME PRESENTATIONPROGRAMME PRESENTATION
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Bar Chart / Gantt Chart
PROGRAMME PRESENTATIONPROGRAMME PRESENTATION
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Critical Path Bar Chart
PROGRAMME PRESENTATIONPROGRAMME PRESENTATION
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Critical Path Bar Chart
PROGRAMME PRESENTATIONPROGRAMME PRESENTATION
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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
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PROGRAMME PRESENTATIONPROGRAMME PRESENTATION
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PROGRAMME PRESENTATIONPROGRAMME PRESENTATION
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• 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 MONITORINGPROGRAMME MONITORING
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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 MONITORINGPROGRAMME MONITORING
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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 MONITORINGPROGRAMME MONITORING
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Monitoring Techniques:
•Baseline programme / regular progress updates (percentage completion) for each activity
•4-weekly rolling programme
PROGRAMME MONITORINGPROGRAMME MONITORING
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Monitoring Techniques:
•Informal / Formal project meetings Collaborative Planning / Last Planner
•Project Status Reports – “Dashboards”
•EVA, trends, feedbacks, other forms of project controls
PROGRAMME MONITORINGPROGRAMME MONITORING
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PROGRAMME MONITORINGPROGRAMME MONITORING
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• Primavera (P6 / Contractor / Suretrak)
• Powerproject (ASTA)
• Microsoft Project
• CS Project
• TILOS (ASTA)
• Excel spreadsheet
PROGRAMME SOFTWAREPROGRAMME SOFTWARE
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• The different types of programme
• Programme preparation
• Why we need to monitor the programme
• Presentation of the programme
CONCLUSIONSCONCLUSIONS