136 work planning and programming

PLANNING ANDPLANNING AND
PROGRAMMINGPROGRAMMING
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PLANNING AND PROGRAMMINGPLANNING AND PROGRAMMING
 Project planning, programming &Project planning, programming &
scheduling is about estimating andscheduling is about estimating and
managing the cost, time, quality, safety,managing the cost, time, quality, safety,
etc.etc.
 Management of a construction firmManagement of a construction firm
determine exactly how long each aspect ofdetermine exactly how long each aspect of
a project should take to complete.a project should take to complete.
 A realistic time estimate ‘programme’ forA realistic time estimate ‘programme’ for
the entire development process is a keythe entire development process is a key
factor for project duration time.factor for project duration time.

 As the project progress managementAs the project progress management
team constantly monitor progress againstteam constantly monitor progress against
the original time plan;the original time plan;
 Planning and programming is aboutPlanning and programming is about
recovery of lost time;recovery of lost time;
 Recommending management action inRecommending management action in
order to maintain programme (time, cost,order to maintain programme (time, cost,
quality, safety, etc).quality, safety, etc).

Tender PlanningTender Planning
Tender planning is the first phase of any project.Tender planning is the first phase of any project.
It is important to generate a plan covering items such as:It is important to generate a plan covering items such as:
 clear project directionclear project direction
 budget and schedule before proceeding to avoid makingbudget and schedule before proceeding to avoid making
costly mistakes and causing delayscostly mistakes and causing delays
 Tender programmesTender programmes
 Feasibility StudiesFeasibility Studies
 Budget GenerationBudget Generation
 Design ManagementDesign Management
 Value EngineeringValue Engineering

On the other hand programming is about:On the other hand programming is about:
 Construction programmes for all siteConstruction programmes for all site
activitiesactivities
 Package and Procurement programmesPackage and Procurement programmes
for each element of worksfor each element of works
 Overall design and ProcurementOverall design and Procurement
programmesprogrammes
 As built programmesAs built programmes
 Critical path analysisCritical path analysis

So far:
 Once the basic planning and preparation of the
master plan are complete, management should
work on:
 plans, specifications and cost estimates
 tender documents
 selection of contractor and award of work
 construction activities
 project management and control
 handing over for commissioning

Appropriate construction technology
 The choice of building materials has an effect
both on cost and length of construction.
 Locally available materials
 Traditional building techniques should be given
priority.
 They are usually cheaper and more accessible.
 Selection of materials and future maintenance
must be considered during design stages.

Building materials should be:
economical
durable
easy to clean
and to maintain or replace.
They should also be easy to handle on the
site and to replace in case of breakage or
damage.

The designer must choose:
(1) the type of construction of the project:
 indigenous technology
 on-site methods
 prefabricated modules and components
assembled on site
 Or a combination of prefabricated components
and on-site construction.
(2) the level of technology: low, medium or high.

Construction technology should take in to
consideration factors such as:
 conditions of site
 time constraints
 availability of labour and raw materials
 construction equipment and any other related
factors.
Whenever possible:
 Methods adopted should be within the capability
of local manpower and resources.

Consideration of innovative methods when
possible
Issue of sustainability
If design professionals are brought in, they
should work in association with:
local architects
engineers so that there is a transfer of
knowledge in the area.

Tendering
general conditions of contract
technical specifications
tender drawings
bill of quantities.

General conditions of contract
 This should consist of:
 cover or title sheet
 index
 instructions to bidders
 bidding form
 form of agreement
 performance bond and bidding bond forms
 description of the site
 Client CDM
 Cost matrix.

2) Technical specifications
These should supplement the drawings to
provide a full description on:
capacities
workmanship
finishes and other characteristics of all
materials and equipment
codes of practices and standards

Also:
Tender drawings
Bill of quantities
Project management

The basic Management Principles described byThe basic Management Principles described by
Henri Fayol are:Henri Fayol are:
 To planTo plan
 To organiseTo organise
 To co-ordinateTo co-ordinate
 To controlTo control
 To leadTo lead
The function of Project Management in moreThe function of Project Management in more
detail; are:detail; are:
brief formulationbrief formulation

client organisationclient organisation
approval powersapproval powers
Design Project Organisation such as:Design Project Organisation such as:
 organisation chartorganisation chart
 decision pointdecision point
 relationshipsrelationships
 feed backfeed back

Integrate Client into the projectIntegrate Client into the project
 Client organisation integrated into projectClient organisation integrated into project
organisationorganisation
 People responsibilitiesPeople responsibilities
 Decision processesDecision processes
Selection and appointment of contributorsSelection and appointment of contributors
 Identify contributorsIdentify contributors
 Identify input requiredIdentify input required
 Identify when input required and durationIdentify when input required and duration
 Record types of appointmentRecord types of appointment

Full brief formulation processFull brief formulation process
 Establish need, budget, cost plan, cost limit,Establish need, budget, cost plan, cost limit,
procurement route, start value engineeringprocurement route, start value engineering
Programme formulationProgramme formulation
 The overall project programmeThe overall project programme
 The phase or stage programmeThe phase or stage programme
 The design programmeThe design programme
 The procurement programmeThe procurement programme
 The construction programmeThe construction programme
 The commissioning programmeThe commissioning programme

Activation of the relationships betweenActivation of the relationships between
contributorscontributors
 Ensure contributors are brought in, andEnsure contributors are brought in, and
integrated into the project organisationintegrated into the project organisation
 Ensure contributors can perform asEnsure contributors can perform as
requiredrequired
Establish appropriate information andEstablish appropriate information and
communication structure by establishing acommunication structure by establishing a
full project procedures manual containing;full project procedures manual containing;

 Description of formal communicationDescription of formal communication
cannelcannel
 Change requests and instructionsChange requests and instructions
 Drawings frameworkDrawings framework
 Co-ordination project information systemCo-ordination project information system
 Address index of all contributorsAddress index of all contributors
 Convening and chairing meetings ofConvening and chairing meetings of
contributors at all stagescontributors at all stages
 Judging the need and frequencyJudging the need and frequency

Monitoring and controllingMonitoring and controlling
 Pro-active rolePro-active role
 Obtaining feedback and under takingObtaining feedback and under taking
analysisanalysis
 Testing outcomes to objectives and takingTesting outcomes to objectives and taking
corrective actioncorrective action
 ForecastingForecasting
 Integrating and controlling contributorsIntegrating and controlling contributors

Contribution to primary and key decisionsContribution to primary and key decisions
 Information/advice/reports/recommendationInformation/advice/reports/recommendation
 To assist clients in decision makingTo assist clients in decision making
Managing completionManaging completion
 Commissioning programmeCommissioning programme
 Training of userTraining of user
 As built drawings-user maintenanceAs built drawings-user maintenance
manualsmanuals
 Strategy for occupation or disposalStrategy for occupation or disposal

Evaluation of outcomesEvaluation of outcomes
 Success in achieving objectivesSuccess in achieving objectives
 The final feedback loopThe final feedback loop

THE DESIGN OF MANAGEMENT
STRUCTURE

GROUP STRUCTUREGROUP STRUCTURE

136 work planning and programming

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