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5611BESG Construction Project Management. LJMU – TGC 2018 Project Planning. Class Timetable. Project planning Pre-tender planning Pre-contract planning Contract planning. Interface between the client's planning process and the contractor ’ s planning process.
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5611BESGConstruction Project Management LJMU – TGC 2018 Project Planning
Project planningPre-tender planningPre-contract planningContract planning
Interface between the client's planning process and the contractor’s planning process • There will be an interface between the client's planning process and the contractor’s planning process at the tender stage of a traditional project and during the administration of the contract on site. • Where non-traditional procurement methods are used, there may be further interfaces to consider.
The CONTRACTORS Planning Process • To aid contract CONTROL • To establish realistic standards • To monitor performance • Time • Money • Output • To revise the plan
Level 1 Project Planning
Project planning • Project planning is undertaken byclient/project manager • Project planning is undertaken at both the designand the construction stages
Project planning - Design stage • Project planning in the design stage involves the following issues: • Appraise options • Confirm business case • Develop project strategy • Prepare strategic brief • Assemble team • Devise risk management plan • Choose procurement arrangement
Project planning - Design stage • Risk assessments and pre-tender H & S plan • Commence H & S file • Prepare client programme (master schedule) • Budget and cash flow • Pre-qualify contractors • Organise and administer tender stage • Check tenders • Choose preferred bid • Prepare contract documents • Sign contract
Project planning - Construction stage • Project planning in the construction stage involves the following issues • Pre-start meeting • Check bonds and insurances • Check construction H & S plan • Contract administration • Make contractor payments
Project planning - Construction stage • Monitor progress • Report to client • Handover H & S file • Administer defects liability period • Sign off final account
Project planning Project Master Schedule • The project master schedule shows a number of features • The time-scale in years and months rather than weeks • The use of 'negative' time to indicate the pre-construction period • The use of milestones to indicate key events in the programme (e.g. handover) • The emphasis on the client team activities necessary to plan the design and tender stages, including obtaining statutory approvals to build
Project planning Project Master Schedule • The construction phase denoted by a single bar line • The 'start on site' and 'handover' dates would be included in the contract appendix • discontinuousactivities shown with a dotted line • The client's master schedule would be developed into a pre-tender programmeby the contractor at the tender stage.
Project planning Reasons for project planning • To establish a realistic project master schedule or programme on which to base the appointments of consultants and contractors and commission the occupancy phase of the scheme • To identify key dates or gateways at critical stages of the project • To facilitate control of the design and tendering process • To identify potential risks to progress and avoid possible delays to project completion and revenue generation
Project planning Reasons for project planning • To facilitate the arrangement and draw-down of client cash funding in order to pay for design and other professional services and make interim payments to contractors • To establish a realistic time period for the construction stage • To monitor actual progress and take corrective action
Level 2 Pre-tender Planning
Pre-tender planning • Pre-tender planning is undertaken bytendering contractors • Pre-tender planning involves the following issues • Decision to tender • Pre-tender arrangements • Site visit report • Enquiries to subcontractors and suppliers • Tender method statement
Pre-tender planning • Build-up estimate • Pre-tender programme • Build-up preliminaries • Response to pre-tender health and safety plan • Tender risk assessment • Management adjudication • Analysis of tender performance
Pre-tender planning pre-tender programme • The period for completing the project will be either stipulated within the tender documentsOR stated in the contractor’s tender offer. • On occasion there may be a stipulated periodAND also anopportunity for tendering contractors to state the period within which they propose to carry out the works asan alternative for consideration by the client.
Pre-tender planning Pre-tender programme • The pre-tender programme assists the estimator to price • key method-related items in the bills of quantities • contract preliminaries which mainly involve time-related costs. • It may be possible to tender on a reduced time-scale to that which is stipulated in the tender documents. This will facilitate a reduction in the time related elements of the preliminaries and therefore gives the contractor a competitive advantage over other tenderers.
If the contractorfinds that the stipulated period is insufficient to complete the job to the standards required then he may QUALIFY his tender to this effect (by enclosing a letterof qualification with the tender submission) • However, the conditions of tenderingMAY NOT ALLOW for qualifications. In such case, the contractor will have to make an ALLOWANCE in his bid for the cost of overrunning the programme and an allowance for any damages that might be charged to him for failure to complete on time.
Pre-tender Planning Pre-tender Method Statement • It is now a common practice to submit the pre-tender programme and method statements along with the priced bid. • For most projects the pre-tender method statement will be a simple outline document conveying the contractor's general approach to the construction methodology but with little detail. The tendering period is often too short to spend much time on this stage of the process.
The pre-tender method statement will • outline the sequence and method of construction upon which the estimate is to be based • indicate how the major elements of work will be dealt with • highlight areas where new or alternative methods are being considered. • The method statement may be supported by details of gang sizes and outputs, plant and supervision requirements.
Pre-tender method statements are particularly useful when the estimator or planner needs to assess the costs of any alternative proposals. • Members of the contracts staff may be involved in the production of the pre-tender method statement to allow those ultimately responsible for undertaking the work to provide some practical input and ideas at the estimate stage, thereby developing a sense of ownership. • The pre-tender method statement is usually prepared by the contracts manager in the medium-sized contracting business but within the larger company input will also be available from the planning section.
Pre-tender Planning Example: Pre-tender Method Statement A subcontractor has received a tender enquiry to price the concreting operations for a six-floor Victorian factory building. The tender documents require the concrete to be laid 100 mm thick and each floor is 500 m2 in area. Access to each floor is to be via a central goods lift. Alternative proposals for placing the concrete may be submitted with the tender.
Pre-tender Planning Example: Pre-tender Method Statement The contracts manager for the subcontract firm will prepare the method statement in order to advise the estimator of proposed methods for inclusion in the estimate. The following points should be considered: • The main operations to be included in the method statement • Availability of resources — labour gang size, plant and supervision • Approximate quantities • Output rates per gang per day • Bay or pour sizes • Any reasoned alternatives
Pre-tender Planning Example: Pre-tender Method Statement • The pre-tender method statement may be presented in a written form or in a tabular form (as in the example provided) • The estimator or the planning engineer would be responsible for assessing the costs of the alternative proposals and reporting the findings to the contracts manager. • In the example provided, from a planning and speed of construction point of view, option 2 proves to be the more desirable method for inclusion in the tender.
Pre-tender Planning Reasons for pre-tender planning • To establish a realistic contract period on which the tender may be based • To identify construction methods • To assess method-related items which affect the bid price • To aid the build-up of contract preliminaries and plant expenditure • To aid the tendering process
Level 3 Pre-contract Planning
Pre-contract planning • Pre-contract planning is undertaken by the main contractor. • In traditional competitive tendering, pre-contract planning is undertaken during the period between contract award and commencement of work on site.
Pre-contract planning • Pre-contract planning involves the following issues • Pre-contract meeting and arrangements for commencing work • Place subcontractor orders • Site layout planning • Construction method statement • Master programme • Requirement schedules • Contract budget forecasts • Risk assessment • Preparation and approval of construction health and safety plan
Pre-contract planning Master Programme • The contractor will develop the pre-tender programme into the contract master programme • The master programme shows the main construction operations to be carried out. • The master programme will be presented to the client's representative who will use it as a tool to monitor the contractor's overall progress during construction. • The master programme will often show when information is requiredby the contractor and act as a prompt for the architect.
Pre-contract planning Target programme • The target programme is an internal programme produced by thecontractor for his own use in order to save time and money. However, the master programme is the one that the client team sees. • The target programme is a compressed version of the master programme with time taken out of the criticalpath.
Pre-contract planning Subcontractor Programme • In order to help the contractor organise and manage site activities at an operational level, the target programme will need to be developed in more detail. • Most of the time bars on the target programme will represent the main work packages to be carried out by various subcontractors • consequently each bar will be developed into a subcontractor programme showing the detailed activities to be carried out.
Pre-contract planning Subcontractor Programme - Piling and Tests
Pre-contract planning Procurement Programme • The contractor may produce a procurement programme for each subcontractor to ensure that work packagesstart and finish on time. • The procurement programme will show both negativetime and positive time. • Negative time is the time needed before work starts on site in order to • organise design and fabrication aspects of the package • pre-order key materials with long lead times. • Positive time is the time needed to carry out the subcontractor's work on site.
Pre-contract planning Procurement Programme – Finishes Operations
Pre-contract PlanningConstruction Method Statements • Construction method statements are prepared to explain the contractor's proposed working methods and demonstrate how the durations and sequence of work shown on the master programme will be achieved. • The main uses for work method statements are • To calculate activity durations for the programme • To decide on gang compositions and thus the resourcing requirements for individual activities • To plan activities in detail so that a logical construction sequence is adopted • To provide an easily understood document which can be communicated to those who will carry out the work on site.
Pre-contract PlanningConstruction Method Statements • Approval of construction methodsmay bea contractual requirement depending on the form of contract used prior to commencing any operations on site. • There must be no deviationfrom a method statement as this can lead to confusion and possibly accidents. • Where a change in working method is required, this should be discussed and the method statement changed formally before going ahead with the work. The workforce and subcontractors need to notified of the change and its impacton their operations.
