1. WORK SCHEDULING Work scheduling or Progress Planning is an extremely important phase of pre-contract planning as it forms the basis from which all future planning and construction stems. It’s primary purpose is to enable a contract to be completed on time with maximum efficiency. Progress planning can range from very simple to the complex.
2. THE NEED FOR PROGRESS PLANNING One of the major problems in the building and construction industry is the cost of avoidable unproductive time. A considerable amount of unproductive time can arise from the lack of planning and of coordinating the work of the various trades involved. The detailed planning of production before the contract is started, is an important factor in good site organisation.
3. THE OBJECTIVES OF A WORK SCHEDULE Show the most suitable, practical and economic method of carrying out the work, consistent with the available resources. Provide continuous productive work for all the operative employed and reduce unproductive time to a minimum. Assist with the organisation and control of the work by prior examination of all it’s aspects and, by the early consideration of possible difficulties, ensure smooth and continuous progress on the site.
4. THE OBJECTIVES OF A WORK SCHEDULE Provide accurate information relating to material delivery dates, the building up of the labour force, the daily or weekly financial expenditure on labour and materials, and the quality and capacity of plant required. Provide at any time during the course of the contract a simple and rapid method of measuring the progress that has been made for the builder’s own information. This can assist when preparing claims for progress payments for work completed to date Contribute factual data for use in future estimating and planning.
5. THE DEVELOPMENT OF A WORK SCHEDULE A general plan of action showing the sequence in which operations are to be carried out. What activities can be carried out concurrently (at the same time) The estimated length of time each operation will take to complete.
6. THE DEVELOPMENT OF A WORK SCHEDULE The stages to which building work should have progressed before each trade or sub-contractor can commence, and the time that they will require to complete their work. The appropriate dates for the delivery of materials and special mechanical equipment to the site. The planned overall total contract time and completion date for the project.
7. Charts and Network Analysis Calenders, activity lists and various boards and charts can assist the first-line manager to plan and schedule work. First-Line managers are concerned with short range, operational plans. The Gantt Chart is one of the most popular techniques for planning of this nature. To make a Gantt chart you need:- Plan and list step by step what needs to be done. Show when each task should start and when it should finish. Determine when the overall project should be finished. As time passes, add your “actual” lines to keep track of how your plan is progressing and to see whether you are ahead or behind schedule.
8. What is to be Done? When is it to be Done? Where will it be Done? How will it be Done? Who will do it?
10. EXAMPLE OF A BAR CHART Final Clean up Painting Electrical Floor Covering Plumbing Plasterboard Roofing Carpentry Metalwork Drainage Brickwork Concrete Excavation Preliminaries WK.9 WK. 8 WK. 7 WK. 6 WK. 5 WK. 4 WK. 3 WK. 2 WK. 1 TIME ACTIVITY FIELD OF WORK
