It’s important a project schedule is prepared which should:
1. enable the project to be constructed in the shortest possible time, making efficient use of the available resources, without jeopardising the quality, safety or integrity of the project
2. take into account any client imposed restraints, such as; interfacing with other contractors, access dates, working in and around existing facilities and the availability of information
3. meet the completion dates that were committed to in the contract (unless the project has changed from the one that was in the tender submission)
4. allow sufficient time for planning the project and for mobilisation (on some projects it can take four weeks or more to get personnel through the mobilisation process and on to site)
5. adequately show the type of resources required and when they’ll be needed
6. be approved by the client in writing as soon as possible (without an approved schedule it’s difficult for the contractor to claim for variations, late information, late access and extension of time)
7. clearly show when access is required to the various work areas
8. indicate when information is required (a separate ‘information required list’ should be prepared which can be updated weekly and discussed with the client at the progress meetings, so the client can be aware of what information is necessary in the next two weeks and notified when information is issued late or when it’s inadequate or incomplete for construction purposes)
9. be updated regularly (the update must be done correctly, focusing on the critical path activities rather than the overall percentage complete)
10. be communicated to the relevant staff so they are aware of the key dates and milestones (Supervisors are often only interested in their section of work and what they need to do in the next couple of weeks, so it’s pointless giving them the entire schedule to the end of the project since in many cases it won’t be read and will only confuse them – rather give Supervisors a snapshot of the schedule pertinent to their work, even perhaps giving it to them in a pictorial form which can be easily read and displayed on their office wall)
11. if needed, be discussed with Supervisors to make sure they understand what needs to be done and why the sequence and resourcing shown is necessary
(an extract from; Building a Successful Construction Company: The Practical Guide)
It’s important to plan the project thoroughly before starting work, so the more time available to do this the better. The planning includes:
1. thinking through the construction methodology and ensuring the methods selected will be the most efficient and economical
2. preparing the project schedule
3. taking out adequate insurance
4. deciding what work will be self-performed and what will be subcontracted
5. ensuring the required resources are available and procured
6. ordering long-lead items
7. ordering materials which will be required to start the project
8. sourcing equipment
9. arranging the necessary permits
10. preparing and submitting the required paperwork to the client which may include:
a. quality plans
b. safety plans
c. environmental plans
d. traffic management plans
e. method statements
f. job hazard assessments
Proper and thorough planning will pay dividends and will save costs and make the management of the project easier. Time spent on planning is time well spent.
(an extract from my book 'Building a Successful Construction Company - The Practical Guide)
Poor productivity on construction projects is a common problem which results in project delays and increased costs. Poor productivity could be a result of:
Sometimes poor productivity is a result of the client. The reasons must be ascertained so measures can be implemented to rectify the situation, or so that variations for the additional costs caused by the client can be submitted. Reasons may be because of:
On some projects, such as earthmoving and road projects, the hire costs of plant and equipment can be significant and improving its productivity can improve the project’s profit.
Poor equipment productivity:
1. can adversely impact the schedule
2. could result in additional equipment having to be brought onto the project
3. causes the available equipment to have to work longer hours
4. impacts on labour productivity by:
a. resulting in operators working longer hours
b. requiring additional operators
c. holding up and delaying other activities and workers
We will look at some reasons for poor equipment productivity in a later post.
As an Amazon Associate I earn from qualifying purchases
Copyright 2016 - The attached articles cannot be reproduced for commercial purposes without the consent of the author.
The opinions expressed in the attached articles are those of the writer. It should be noted that projects are varied and different laws and restrictions apply which depend on the location of the contractor and the project. It's important that the reader uses the supplied information taking cognisance of their particular circumstances. The writer assumes no responsibility or liability for any loss of any kind arising from the reader using the information or advice contained herein.
"I have what I consider some of the best books on construction management."
Books are available from:
Other retail stores
Available in paperback or on Kindle
"28 YEARS OF CONSTRUCTION PROJECT MANAGEMENT EXPERIENCE, DEVELOPING SUCCESSFUL CONSTRUCTION PROJECT MANAGERS AND BUILDING SUCCESSFUL CONSTRUCTION COMPANIES"