Hi Shahab
Im not sure that a programme should contain all of the B of Q items. I agree it should contain all of the major and minor headings but it should not be a list of work but a schedule of activities logically linked.
I believe the programme whatever the contract says should belong to the contractor and he should adjust and revise this "living document" when he requires so to do, regardless of whether the period of delay has been triggered in the contract. An example is when additional information is provided.
I have worked on contracts where the programme was required to be revised when a delay trigger was reached but the contract stated that the end date must remain the same. Effectively this means that the contractor had no entitlement to an extension which is clearly not a viable position. This is very important when for example the contractor is claiming an extension.
I would therefore suggest that whenever a programme is revised a pragmatic approach rather than a truly contractual approach is followed. As to approval see my previous comments and the case law on "who gets the last letter on file" when terms and conditions such as programmes cannot be agreed upon.
Clive

Ive never had a programme approved

Hello,
Generally with client you will be bound by Lev-2 dates and further adjustment in Lev-3/4 Sch, client should not have objections.

The schedule should be dynamic & reflect the current status of project. All the necessary revisions in drawings should be reflected.

Ofcourse, we should monitor at each stage, the revisions impact in cost.

Haliho,
According to my experience the requirement for "big" scope, schedule, target change is always there. Most project get minimum 2 "new" target after the contract schedule. My professional record was 9 serious overhouls during a 2 year project. Use your common sense and cover your behind (the original saying mentiones other part of your body) with papers from everybody.
Good Luck
Katalin

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.

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 the programme 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 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 & 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 think now you should take into consideration what the execution team thinks is the required sequence in which they can work, keep the contractual milestones & submit a revised programme to the client highlighting / explaining why it is now necessary to revise the approved programme.

You request for revision can be approved by the client if you can precisely point out the revisions received from him for the works required to do which are different from what they were at the tender schedule.

I am sorry friend for this loooooooooooooonnnnnnnnggggggggggg narrative.

Hi,

You need to review the contractual aspect in managing changes in approve contractual schedule. You also need to feel the norms of the project team regarding updating of approved construction schedule.

As a general rule, the updated (current) approved contractual schedule shall reflect the current work that the project team envisioned to do and will do after due consideration of all information prior to data date.

In the event of changes to original scope of works whose impact cannot be reasonably assessed or series of information including instructions that continually inhibit the start of activities as originally planed, the original logic (not site logic) shall prevail.

Hi Shiva,
Since u r doing hotel planning,I just want to know to what level u did the schedule

Did u plan the activities like M & E Sevices etc Floor wise ,Zone wise or u did room wise

Did u keep same trade activities independently in each floor or did u link them up for crew movement