Firstly I think it is a Planners job to know how to plan / sequence the job. Major differences of opinion occur between the Planner & the Execution team if the Planner / the Execution team have not worked previously on similar type of projects.

For example if either of them has previously worked on a lateral expanding project (say a ground floor + 2 floors spread over a vast area) & are now put to work on a vertical expanding project (like a tower of 15+ floors) then the view points differ.

Though the sequence of work (apart from contractual matters) is the same viz. site clearance - set out - excavation - foundations - columns - beams / slabs - brickwork - plumbing - plastering - wood work - painting - finishing - completion. In a lateral expanding project where access to work areas is far easy, there is little scope for dispute. But in a vertical project where access is constrained, then if the planner decides to build the structure from one side & finish (structurally) the level & then progressively move upwards instead of first building up the core of the structure & progressively bringing up the external reaches of the structure then this definitely is a cause for dispute.

This appears to be so in your case. With the initial contract / tender drawings you should have been able to schedule the work activities (studying the sections / elevations) to develop the flow of the work. These drawings give a complete picture of the structure to be constructed & the various types of utilities to be provided. They sometimes do not give in detail the types of finishes in detail but the BOQ does provide details of finishes or maybe general description of them.

So apart from the drawings it is a must for the Planning Engineer to study the Contract Documents (general guidelines, contractual dates, BOQ, specifications, amendments, attend pre-bid meetings) apart from the drawings.

Talk to suppliers, equipment handlers / providers, installation & fit-out contractors to know what they think & would plan if the (their) scope of works (with its contractual limits) was given to them. If you are a Civil Engineer do not just study the Structural drawings, but also try to look at the drawings for the utility services.

As a planner also try to study plant / machinery / equipment catalogues & build up a personal document containing various productivity rates - manpower outputs, machinery outputs, material usage & application.

So in the first case you should detail your schedule as finely as is possible. If you do not have the assistance of the execution team then you should divide the project into as may zones / areas / levels (structurally) as is possible & put the internal works & finishes into a start – to – start grouping with the structure. This division will help you to later modify / revise / move around the sequence of work areas without affecting the contractual dates. This will also allow you to claim variations.

Remember a Consultant / Client will only look to see if your schedule has met the contractual milestones. He will try to get you to modify your programme (at the initial contract begining stage) to a level where you will not be able to claim variations.

Remember to put in as many access dates / time constrained activities linked to the Client providing access / issue of free use materials / approvals of materials & drawings. Changes in drawings should be recorded by your Quantity Surveyors. Make sure (or keep enquiring) that the guys handling the contractual part have put in the required correspondence to record the changes. Keeping in touch with the guys handling contractual matters is important for a planner.

At each update you should put in a revised programme to suit the present status of revisions to the work required to be done & you are entitled to revise the sequence of work to suit the presently available drawings. If the contractual dates are being shifted due to these changes then do not hesitate to project them as they now stand. Remember to include in your progress reports updates of the agreed programme, revised programme (as per current status of requirements of Client), copies of Contractual correspondence prior to & after these changes have been asked by the Client.

Then at each subsequent progress report, update the revised programme (along with the agreed one). Keep putting in, every fortnight or as per your contract stipulations, a Delay Event programme to show the delays due to the revisions as against the agreed schedule. Keep the pressure on the consultant / client and donot give in unless a compromise is reached.

I am sorry friend for this loooooooooooooonnnnnnnnggggggggggg narrative.

Hi Shiva, The programme needs to reflect the way the work is to be executed, however contractual milestones need to be included and maintained wherever possible. At the end of the day, the programme (schedule) is a tool to monitor the work and forecast any potential delays and as a method of tracking that progess achieved is sufficient to maintain the schedule.
To be of any use the construction team has to buy into (agree) the schedule and therefore the programme needs to reflect the way they wish to execute the work. Any clashes with contractual dates etc can thus be highlighted.