Planning introduction and planning techniques

Planning introduction and planning techniques

1. Why is planning important

   • Communication
   • Logistics
   • Claims
   • Legally bound

2. Engineering contract content

   • Within two weeks of contractor submitting the work, a project manager either accepts or gives reasons why they are not
   • Dates when contractor requires important information
   • Float and seperately, time risk allowances
   • Order and timing of operation
   • Dates stated in the contract data or works info
   • Other information required in the works info
   • Health and safety requirements
   • Method statement for each operation which identifies equipment/resources to contractor plans to use

3. Projects

   • Poor stats
     • 30% of construction is rework
     • 40% of man power on site is wasted
     • at least 10% of materials are wasted
     • 40% of projects are completed late or over budget
   • Main reasons for projects failing
     • Lack of control over progress
     • Insufficient measureables
     • lack of communication with interested parties
     • Lack of quality control
     • Inadequate planning of resources
     • Poor estimation of duration and costs
     • lack of co-ordination of resources and activities
   • Project is a temporary endeviour to create a unique product or service
   • Planning is the process of preparing for the commitment of resources in the most effective fashion
   • Programme is a diagram or list showing the work to be done with assosiated times
   • Programme technique is the method chosen to produce a program
   • planners task is to develop an achievable construction sequence within contractual sequence within contract required timings which fully relates to the contractors available resources

4. RIBA plan of work

   • Robust protocol which describes the activities involved in a construction project from appraising the clients requirements through to post construction
   • 8 stages
     • 2/ Preperation and brief
     • 3/Concept design
     • 4/ Developed design
     • 5/ Technical design
     • 1/ strategic definition
     • 6/ Construction
     • 7/ Handover and close out
     • 8/ In use

5. Planning process

   • Consultant
     • Design phases
     • Pre-construction planning (conception to construction)
       • Health and safety planning
         • Check client is aware of duties and a CDM coordinator has been appointed
         • Provide info about remaining risks
         • Provide info for health and safety file
         • eliminate hazards and risks during design
       • Environmental assesment planning
       • Applying for planning permission
       • Quality planning
       • Design planning
     • Construction planning
     • Tender planning
   • Contractors
     • Pre construction planning
     • Conception to construction (pre tender/ contract planning
     • Construction planning (actual site activities)
     • Planning stages
       • Pre-tender planning
       • Pre contract planning
         • Site layout planning
         • Placing orders
         • Requirements schedule
         • Budgetary control proceedure
         • Master programme
         • Organisational structure
         • Pre contract arrangements

6. Construction programming

   • Programming steps
     • Identify
       • Sequence of tasks/ activities (from drawings)
       • Quantities involved (from B of Q)
       • Construction method (logistics)
       • Risk
       • Choice of construction plant (logistics)
     • Calculate duration of activities
     • Programme/ schedule the tasks/ activities
   • Programme duration
     • Dependant on
       • Resource availability
         • sub contractors
         • plant
         • labour
         • supervision
       • resource output
   • Programming techniques
     • Gantt/ bar chart
     • Network analysis (critical path method) (activity on arrow/ precedence diagrams)
     • Programme evaluation and review technique
     • line of balance
     • time chainage

7. Network analysis

   • General
     • Method of planning projects by analysisng them into their component activities and depicting these in a network form so as show their detailed relationships throughout the project
     • Network used for optimising the utilisation of resources, progress reporting and control
   • Techniques
     • Activity on arrow
     • Precedence
     • Programme evaluation and review technique (PERT)
   • Logical relationships
     • What activities must be complete before this activity starts??
     • What activities cannot start until this activity is completed??
     • Which activities have no logical relationship with this activity and can take place together??
   • Conventions
     • 1/ Before an activity can begin, all preceeding activities must be completed
     • 2/ Arrows imply logical precedence only. Length and direction are not sagnificant
     • 3/ Events numbers must not be dublicated
     • 4/ Any two events may be directly connected by one activity
     • 5/ Networks can only have one start and one end date

8. Critical path

   • Shortest logical time to finish the project
   • A continuous chain of events
   • Forward and backward parries produce the earliest times (ET) and latest times (LT) for events
   • Pros
     • Relationship between activities are clear
     • Very detailed for monitoring
   • Cons
     • Technical for client
     • Changes require complete rework