2. L1
&L2
SUMMARY
L3
INTEGRATED
MASTER PROGRAM
L5
EXECUTION PROGRAMS (short term lookaheads)
L4
EXECUTION PROGRAMS
LEVEL 1 – SCHEMATIC SUMMARY PROGRAM
PROGRAM TYPE: Schematic Program
REQUIRED: Tender Final Review; At Project Baseline Establishment; Updated for
Quarterly Contract Review
PROGRAM PURPOSE: Key high level document to communicate overall project
execution strategy and critical / near critical paths as captured in the L3 IMP
PROGRAM RELATIONSHIP: Dependent on Level 3 program
RESPONSIBILITY: Planner
FORMAT: 1 Page, project specific, schematic with annotations
TYPICALLY DEVELOPED BY: Planner
LEVEL 3 – INTEGRATED MASTER PROGRAM
PROGRAM TYPE: Integrated Master Program
REQUIRED: Tender Final Review; At Project Baseline Establishment; Updated for Monthly Contract Review
PROGRAM PURPOSE: Cross functional strategic program to project completion. Demonstrates execution strategies , key milestones, critical paths(s) and project wide
resource requirements.
PROGRAM RELATIONSHIP: Underpins forecast final cost. Sets framework for Level 4 and Level 5
RESPONSIBILITY: Planner
FORMAT: Bar Charts using Asta and MSP Key Production Measure S-Curves / Histograms generated using MSP & MS Excel
TYPICALLY DEVELOPED BY: Planner in consultation with functional leads (e.g. Design, Procurement, Construction).
LEVEL 5 – EXECUTION PROGRAMS
PROGRAM TYPE Functional Execution Program
REQUIRED: Prior to commencement of associated works; Updated Weekly
PROGRAM PURPOSE: Short term planning to enable coordination of construction activities on site.
PROGRAM RELATIONSHIP: Detailed L5 CEP to achieve L4 CEP targets. Planning parameters set by L4 Execution Programs.
RESPONSIBILITY: PM / Project Engineer
FORMAT: 4 Week Look Ahead (MS-Excel or MSP)
TYPICALLY DEVELOPED BY: Project Engineer(s), Site Engineer(s), Design Team Leader(s)
LEVEL 4 – EXECUTION PROGRAMS
PROGRAM TYPE: Functional Execution Program
REQUIRED: Prior to commencement of associated works; Updated Monthly
PROGRAM PURPOSE: Package / Area level planning to support the coordination and delivery of logistics (e.g. Approvals, design, procurement,
materials, labour, etc) to enable field execution of construction
PROGRAM RELATIONSHIP: Planning parameters set by L3 IMP. May incorporate more aggressive targets.
RESPONSIBILITY: Execution Teams; FORMAT: Asta / MSP
TYPICALLY DEVELOPED BY: Functional leads (e.g. Design, Procurement, Construction), with support from Planner as required.
LEVEL 4 Construction Execution Program (CEP)
LEVEL 5 Construction Execution Program (CEP)
LEVEL 3
Integrated Master Program (IMP)LEVEL 1 Schematic Summary Program (SSP)
LEVEL 2 Summary Reporting Program (SRP)
RPL PROGRAMME LEVELS
LEVEL 2 –SUMMARY REPORTING PROGRAM
PROGRAM TYPE: Selective Summary Program
REQUIRED: Tender Final Review; At Project Baseline Establishment; Updated Monthly
PROGRAM PURPOSE: Reporting planned and actual dates for project at summary
level.
PROGRAM RELATIONSHIP: Dependent on Level 3 program
RESPONSIBILITY: Planner
FORMAT: Selectively Summarised L3 IMP
TYPICALLY DEVELOPED BY: Planner in consultation with senior project team.
Required
at Tender
Required
throughout Delivery
3. L6 ‐ Reporting & As‐
built’s
• Critical Steps
• Its recommend you submit a draft
programme at the start of the works to
the CA for their approval
• Extensions of Time; applications for
EOT should be made as close as
possible to the delay event
• All record referencing relied upon
within the programme should be
contemporaneous
• *If the information is made available
at the time the parties can analyse
methods of mitigation and acceleration
to avoid prospective delays
Its critical regardless of Contract Form or
custom and practice to report as‐built’s
accurately externally at the required contract
intervals
As‐planned vs as‐built and impacted as‐
planned* are generally the cheapest forms of
analysis.
Its advisable to agree the method of as‐built
in advance with your Client and or CA
Its recommended the parties should deal
with the effect of delay events in terms of
compensation and time as close as possible
to the event
6. Within any one Business control processes already in existence will tend to lean towards individual strengths. There will
however always be correlations between good Project and Business Controls to secure the Business Plan
Project Business
Performance Management;
• Control of quality, time & cost
• Analyse and adjust to variances
Quality Management
• Quality control within the project supported by quality assurance
from the Business
• Validate the continuous use of procedures and standards
• Continuous improvement
Risk Management
• Reduce the effects of threats
• Maximise the potential of opportunities
Life Cycle Management
• A gate system for release, rejection ore review of Projects eg Tender
Adjudication, Dispute Avoidance, Business reporting on statutory
duties
Issue Management
• Manage routine problems within the Team
• Elevate major problems to Business support
Continuous Improvement
• Filter lessons learnt to new Projects
• Improved procurement when volumes or risk changes
Review
• Report on the previous 3 matters including H&S to the Business
manager
Portfolio Management
• Resources including funding managed across the Business to
maximise the profit
Change Management
• Adjust within the Project to required changes or errors in the plan
• Respond to Client changes; firstly in line with the Contract and then
to the maximum impact on performance
Governance
• Performance to achieving the Business goals properly and regularly
reported to the Board
• Statutory deliverables managed to ensure continence of the
Projects
7. The Business Case for Effective Programmes
Project Phase Process Effect on Profit Why
Tendering Continuous
Improvement
Positive Use internal Business Intelligence to allow higher outputs
Innovation Positive The project may not see the benefit but the Business will
overall once recycled
Implementation Monitoring Positive Make proactive and reactive decisions quickly and in harmony
with the Business
Risk
Management
Positive Adjust to negative and positive risk
Close Out Continuous
Improvement
Positive Feedback lop to Business process; inform selection of future
Clients and Projects
Repeat
Business or not
‐ Whether the Project has been successful or not the parties
may decide to repeat the agreement as the Business to
Business learning curve has been improved. Share the learning
up and down the supply chain
