Planning for the project

Following the award of a contract, the contractor's initial tasks will be to produce a planned programme for the works often referred to as a 'construction', 'master' or 'contract' programme. The term 'contract programme' is commonly used regardless of its significance under the terms of the contract agreement.

The tender programme is likely to adopted as the initial planned programme often with a little adjustment to take account of further information and possible revised thinking by the contractor's site team.

To some extent, the contract documentation will prescribe the format of the planned programme and associated documentation, as well as the timing for its submission, however what is required will vary from project to project. It is usual for the programme to be presented in the form of a bar chart which will be readily understood by all of the parties.

Planned programmes are key documents but often they are insufficiently detailed and do not comply with the requirements set out in the contract. It is good practice for the contractor to ensure that all programmes issued are formally recorded, with the reasons for issue fully explained, and for all employers to acknowledge receipt and make or confirm comments in writing.

Preparation, problems and solutions

The contractor's planned master programme should demonstrate the basic concept for the execution of the works and the overall strategy. Short-term programmes can then be produced to show, in greater detail, the anticipated sequencing over shorter periods of time and will tend to be more tactical than strategic.

Works are only planned in detail over short periods. This is often reflected on the initial planned programme. The substructure works in some detail, the superstructure and envelope works in a little less detail and the service installations and final fitting out as a limited number of all embracing activities. Contractors may produce separate internal programmes, that are not forwarded to the client and these may show activity timings and an overall project completion date in advance of the contractual date. Setting such a target and giving subcontractors targets ahead of the external planned programme, will help maintain an element of 'float' and contingency and may help mitigate delay. Problems may however occur if 2 separate programmes are adopted and in some cases the advantages are doubtful.

Subcontractors' programmes

The planned programme of works produced by subcontractors for main contractors and the processes adopted are really little different to those adopted by the main contractor. It may be the case that a subcontractor will not possess sufficient knowledge of the release of work areas, and/or of the planned work by others, to produce a worthwhile programme. Generally, it is for the main contractor to coordinate the works.

It is good practice for a main contractor to include with the subcontract any specific programme requirements for key dates and to consider whether there is any need to include a formal sectional completion requirements. For example with a subcontract for the construction of a high rise structural steel frame it will be important that the overall subcontract works are completed within the required timeframe. However access for following trades, such as external cladding and internal fitting out may be more important than the final completion of the steelwork at roof level and the overall subcontract period.

Revised programmes

During the course of the works the planned programme may bear little resemblance to the timing and sequence of works actually being carried out and so will be of little use for the management of the project. This may be for many reasons: delay may have occurred; variations have been issued; and a better way may have been found to undertake and sequence the works. At points throughout the project the contractor is likely to submit revised programmes and monitor progress against the revised, as opposed to the original planned, programme.