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)
construction management construction project management
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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.
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