Detailed Programmes

Hi Oliver



When you have two tables with data from different sources they can be easily alligned if each table has a column with unique code numbers.



The code for the barchart activity is aligned with the data in the cost section.



In Lotus 123 you can then apply a dsum formula to obtain totals from either source.



=Dsum is more complex in excell to the extent that it is not worth the effort.



In excell you have to sort the data on the code column and add the totals up.



Easier to buy Lotus 123 for £85.00 and do it properly.



Best regards



Mike Testro

One thing which i think you should consider before creating your WBS or any activities is the cost breakdown structure of you periodic reports.



If you are capturing actual data in seperate financial software package, making both the CBS and your WBS align can make monthly reporting much easier.

the problem with generics, - it is not measurable, for me, detailed programs must be physically quantifiable (that is, if you have enough time for the preparation), otherwise, you must be clever enough to explain how did you calculate actual progress

Dear James,



You need to read "Work Breakdown Structure". Basically, you divide the Construction into Zones. The deliverables included in the Bill Of Quantity and the shop drawings must be shown in your program of works.



As one of the guys said, 10 days activity duration is good enough, otherwise, you need to divide it into sub activities. Unless, when you have continuous activities like excavation of a big pit for several months.



You can start off with a Generic program and then use the Rolling Wave technique in order to keep increasing the level of detail depending on the time that you have to provide the necessary detail. Start with simple programs and keep providing more details.



Best,



Samer

Hi Larry



Absolutely right - kepp it generic and in a location where one trade can work on its own.



This format is ideal for tracking delay events.



Best regards



Mike Testro

James,

I believe it is good practice to keep activities to a minimum in detailed construction programmes. Schedules tend otherwise to become too laborious and cumbersome for team members to follow. Activities should be broken down into segments of activities with focus on trade interfacing rather than specific tasks. For example: 1st Fix Drylining; 1st Fix Electrical; 2nd Fix Drylining; Tape & Joint; Mistcoat; Suspended Ceiling… Rather than: Sole Plate; Frame; 1st Board; Conduits; Cabling; 2nd Board; Spackle; Sanding; Mistcoat; Ceiling hangers; Ceiling Grid; Ceiling Tiles…

Hope you get my drift,

Larry

Hi Smiling Shagger ,

What you said is right in most cases , but depends on the Management Proficeincy , However in order to present tot he Top Management Project the MileStones in the WBS at the Begining of the schedule , hence the TOP Management or the owner need not to go through all the Activities ,



I Agree 100 % that if there is more detail it shall delay in getting the feedback form the Site PPL ,





Hope i am Clear in what i wanted to say ,



Best Regards





Prabhu Chakravarthy

namaste!

am new planner. using p3, maybe what am say here not good enough.

i prepared construction schedule for one building project before for contractor.

i discussed with 2 people in the company.a site experience guy and a QS who can do speedy taking-off and monetary matters, during the preparation of the cpm schedule.



one of the factor impact to the level of breakdown is our site supervision capacity at site. for eg, we could place in the schedule the activity of installation of power point in grd flr, say theres a 100 power points. The site supervisor will face difficulties to monitor every single unit power points installed, and also make it headache for a planner to update. so, we just put an activity ’ installation power power points- grd flr’ and later monitor on micro-level using spreadsheet excel/lotus 123.



the other vital factor is the way we are going to construct the building (for eg). it depends on the site constraint, capacity of machineries n manpower (gangs) that we have, sectional/ phases. then we construct the cpm schedule according to our construction methodology (?) or ways to construct the building.



the other breakdown in organising Activity Coding structure (in P3) , normally i put like these:

Level 1- phases ( milestone/enablements work/civil&structure/architectural/M&E/IT&special item/furniture/external works/landscaping/project close-out)

level 2 & so fourth it depends to loc/trades/sub-section/level also in addition sub-con.



how many activities? in p3, if the activities consist more than 1800 activities, laptop got hanged.



to my personal opinion,it is better to keep the number of activities which reflect reasonable site capacity of tracking and monitoring.it doesnt mean the more activities we prepare the better the cpm schedule or the program.



also, if we produce complex cpm schedule, probably only planners could understand, in some cases our own team even project mgr dont understand, worst if the client do not have planner. so, maybe it is better to stay simple and other people easy to understand while not jeorpadizing the CPM. after all, the cpm scehdule have to be cater to project benefits not individual wants/benefits.



hempfully and grassfully,

smilingshagger cum globalbackpacker

Hi James



How long is a piece of string.



You need to strike a balance between what level of detail is required to control the project and that which a megalomaniac planner would like to include.



I have a few rules for "bottom up" planning that you can take on or ignore - not necessarily in order of imporatnce these are:



1. Break your project down into zones where 1 trade can work in isolation of any other - use these zones for trade cascades.

2. Use copy paste to replicate zones.

3. Link trades between zones to establish a critical path.

4. Summarise zones into blocks or levels or buildings or whatever.

5. Only use FS links.

6. Always ensure that every activity has an outgoing link in a chain to completion.

7. If an activity is more than 10 days then it is too long.

8. Never us lead lags or restraint flags.

9. Curing or drying time should be an activity with a 24/7 calendar.

10. M&E test and commissioning cannot be done in less than 30 working days and ALL construction work must be complete before hand.



These are the basics - over time you will develope more techniques of your own to improve your planning skills.



Recently I put together a fully resourced tender programme for a £12m new build college with 1800 activities in under 2 days.



Best regards.



Mike Testro.