Programming and Planning in the Construction Industry - Part I

Programming and Planning in the Construction Industry - Part I: A Guide for RICS APC Candidates

Overview

Programming and planning are essential skills for any construction professional, especially for those who aspire to become chartered surveyors with the Royal Institution of Chartered Surveyors (RICS). In this blog post, I will explain the key aspects of programming and planning in the construction industry, and how they relate to the RICS Assessment of Professional Competence (APC). I will also provide some real life examples and references to RICS related regulations and guidance notes, as well as UK laws, that you should be familiar with.

This blogpost tackles the following topics:

• Project programming

• Multi-project programming

• Flow diagrams

• Activity schedules

• Gantt charts

• Critical path

• Key milestones

• Float

This area of competence is quite prominent and there are lots of titles to be covered. There will be another blogpost featuring the remaining titles. So, let's dive in!

1        Project programming

Project programming is the process of defining and sequencing the activities and resources needed to complete a project within a specified time, cost, and quality. Project programming helps to establish the project objectives, scope, deliverables, milestones, dependencies, risks, and contingencies. It also helps to monitor and control the project progress and performance, and to communicate the project status and expectations to the stakeholders.

One of the most common tools for project programming is the project plan, which is a document that outlines the project scope, schedule, budget, quality, resources, communication, risk, and procurement. The project plan should be aligned with the client's brief and the project feasibility study, and should be reviewed and updated regularly throughout the project lifecycle. The project plan should also comply with the RICS Project Management Global Standards (1st edition, 2019), which provide the best practice guidance for project management in the built environment. [2]

2        Multi-project programming

Multi-project programming is the process of managing and coordinating multiple projects that share common resources, objectives, or dependencies. Multi-project programming helps to optimize the use of resources, avoid conflicts and delays, and achieve strategic goals. Multi-project programming requires a high level of integration and communication among the project managers, teams, and stakeholders, as well as a clear governance structure and decision-making process.

One of the most common tools for multi-project programming is the programme plan, which is a document that defines the vision, mission, objectives, benefits, scope, governance, and delivery strategy of a programme. A programme is a group of related projects that are managed in a coordinated way to achieve a common outcome or benefit. The programme plan should be aligned with the business case and the strategic plan of the organisation, and should be reviewed and updated regularly throughout the programme lifecycle. The programme plan should also follow the RICS Programme Management Global Standards (1st edition, 2019), which provide the best practice guidance for programme management in the built environment. [2]

3        Flow diagrams

Flow diagrams are graphical representations of the processes, activities, and relationships involved in a project or a programme. Flow diagrams help to visualise and analyse the workflow, sequence, logic, inputs, outputs, and dependencies of a project or a programme. Flow diagrams can also help to identify and eliminate waste, inefficiency, and duplication, and to improve quality, productivity, and customer satisfaction.

There are different types of flow diagrams, such as process maps, data flow diagrams, network diagrams, and value stream maps. Each type of flow diagram has its own symbols, conventions, and purposes. For example, a process map shows the steps and decisions of a process, a data flow diagram shows the movement and transformation of data, a network diagram shows the sequence and dependencies of activities, and a value stream map shows the value and waste of a process. Flow diagrams should be clear, concise, and consistent, and should follow the relevant standards and guidelines, such as the BS EN ISO 9001:2015 Quality management systems - Requirements, and the RICS Process Management Guidance Note (1st edition, 2018). [3]

4        Activity schedules

Activity schedules are tabular representations of the activities, durations, resources, and costs involved in a project or a programme. Activity schedules help to plan, estimate, and allocate the time, resources, and costs required to complete a project or a programme. Activity schedules can also help to monitor and control the project or programme progress and performance, and to report and communicate the project or programme status and variances to the stakeholders.

There are different types of activity schedules, such as work breakdown structures, resource breakdown structures, cost breakdown structures, and responsibility assignment matrices. Each type of activity schedule has its own format, structure, and level of detail. For example, a work breakdown structure (WBS) is a hierarchical decomposition of the project scope into manageable work packages, a resource breakdown structure (RBS) is a hierarchical classification of the resources needed for the project, a cost breakdown structure (CBS) is a hierarchical breakdown of the project costs into cost elements, and a responsibility assignment matrix (RAM) is a matrix that shows the roles and responsibilities of the project team members for each work package. Activity schedules should be realistic, accurate, and comprehensive, and should follow the relevant standards and guidelines, such as the BS EN ISO 21500:2012 Guidance on project management, and the RICS Cost Prediction and Planning Guidance Note (1st edition, 2018). [4], [5]

5        Gantt charts

Gantt charts are graphical representations of the activities, durations, dependencies, and milestones of a project or a programme. Gantt charts help to visualise and analyse the project or programme schedule, and to identify the critical path, the float, and the slack of the project or programme. Gantt charts can also help to monitor and control the project or programme progress and performance, and to report and communicate the project or programme status and variances to the stakeholders.

There are different types of Gantt charts, such as bar charts, milestone charts, and PERT charts. Each type of Gantt chart has its own features, advantages, and disadvantages. For example, a bar chart shows the start and finish dates of each activity, a milestone chart shows the key events and deliverables of the project or programme, and a PERT chart shows the optimistic, pessimistic, and most likely durations of each activity. Gantt charts should be clear, concise, and consistent, and should follow the relevant standards and guidelines, such as the BS EN ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM) - Information management using building information modelling - Part 2: Delivery phase of the assets. [6]

6        Critical path

Critical path is the longest sequence of activities in a project or a programme that determines the shortest possible duration of the project or the programme. Critical path helps to identify the activities that are critical for the project or programme completion, and the activities that have some flexibility or buffer in their durations. Critical path also helps to manage and reduce the project or programme risks, and to optimize the project or programme schedule, resources, and costs.

There are different methods for calculating the critical path, such as the critical path method (CPM), the program evaluation and review technique (PERT), and the critical chain method (CCM). Each method has its own assumptions, formulas, and outputs. For example, the CPM assumes that the activity durations are fixed and deterministic, the PERT assumes that the activity durations are variable and probabilistic, and the CCM assumes that the activity durations are affected by resource constraints and uncertainties. Critical path should be calculated and updated regularly throughout the project or programme lifecycle, and should follow the relevant standards and guidelines, such as the BS EN ISO 31000:2018 Risk management - Guidelines, and the RICS Risk Management Guidance Note (1st edition, 2018). [1],[8]

7        Key milestones

Key milestones are the significant events or deliverables that mark the completion of a major phase or stage of a project or a programme. Key milestones help to measure and demonstrate the progress and performance of a project or a programme, and to verify that the project or programme objectives, scope, quality, and benefits are achieved. Key milestones also help to manage and control the project or programme changes, risks, and issues, and to report and communicate the project or programme status and expectations to the stakeholders.

There are different types of key milestones, such as contractual milestones, technical milestones, financial milestones, and operational milestones. Each type of key milestone has its own criteria, indicators, and evidence. For example, a contractual milestone is a milestone that is agreed and defined in the contract between the client and the contractor, a technical milestone is a milestone that is related to the technical specifications and standards of the project or programme, a financial milestone is a milestone that is linked to the payment and cash flow of the project or programme, and an operational milestone is a milestone that is associated with the operation and maintenance of the project or programme. Key milestones should be SMART (specific, measurable, achievable, relevant, and time-bound), and should follow the relevant standards and guidelines, such as the BS EN ISO 10006:2017 Quality management - Guidelines for quality management in projects, and the RICS Project Monitoring Guidance Note (1st edition, 2018). [9], [10]

8        Float

Float is the amount of time that an activity can be delayed or extended without affecting the project or programme duration, the critical path, or the key milestones. Float helps to identify the activities that are non-critical for the project or programme completion, and the activities that have some flexibility or buffer in their durations. Float also helps to manage and mitigate the project or programme risks, and to optimize the project or programme schedule, resources, and costs.

There are different types of float, such as total float, free float, and project float. Each type of float has its own calculation, interpretation, and implication. For example, total float is the amount of time that an activity can be delayed or extended without affecting the project or programme duration, free float is the amount of time that an activity can be delayed or extended without affecting the start of the next activity, and project float is the amount of time that the project or programme can be delayed or extended without affecting the client's or the stakeholder's deadline or expectation. Float should be calculated and monitored regularly throughout the project or programme lifecycle, and should follow the relevant standards and guidelines, such as the BS EN ISO 21511:2018 Work breakdown structures for project and programme management. [11]

9        Real life examples

To illustrate the concepts and techniques of programming and planning in the construction industry, we will provide some real life examples of projects and programmes that have applied them successfully or unsuccessfully. These examples are not exhaustive or definitive, but they are intended to demonstrate the importance and the impact of programming and planning in the construction industry.

• A successful example of project programming is the London 2012 Olympic Games, which was delivered on time, on budget, and on quality, and achieved its objectives and benefits. The project programming was based on a comprehensive and integrated project plan, which covered the scope, schedule, budget, quality, resources, communication, risk, and procurement of the project. The project plan was aligned with the client's brief and the project feasibility study, and was reviewed and updated regularly throughout the project lifecycle. The project plan also complied with the RICS Project Management Global Standards, and the UK laws and regulations. [12]

• A successful example of multi-project programming is the Crossrail Programme, which is a programme of 40 interconnected projects that aim to deliver a new railway service across London and the South East of England. The multi-project programming is based on a robust and coherent programme plan, which defines the vision, mission, objectives, benefits, scope, governance, and delivery strategy of the programme. The programme plan is aligned with the business case and the strategic plan of the organisation, and is reviewed and updated regularly throughout the programme lifecycle. The programme plan also follows the RICS Programme Management Global Standards, and the UK laws and regulations. [13]

• A successful example of flow diagrams is the Heathrow Terminal 5 Project, which used flow diagrams to visualise and analyse the processes, activities, and relationships involved in the project. The flow diagrams helped to improve the workflow, sequence, logic, inputs, outputs, and dependencies of the project, and to identify and eliminate waste, inefficiency, and duplication. The flow diagrams also helped to improve quality, productivity, and customer satisfaction. The flow diagrams followed the BS EN ISO 9001 Quality management systems - Requirements, and the RICS Process Management Guidance Note. [14]

• A successful example of activity schedules is the Burj Khalifa Project, which used activity schedules to plan, estimate, and allocate the time, resources, and costs required to complete the project. The activity schedules included work breakdown structures, resource breakdown structures, cost breakdown structures, and responsibility assignment matrices, which provided a detailed and comprehensive breakdown of the project scope, schedule, budget, quality, resources, communication, risk, and procurement. The activity schedules were realistic, accurate, and comprehensive, and followed the BS EN ISO 21500 Guidance on project management, and the RICS Cost Prediction and Planning Guidance Note. [15]

• A successful example of Gantt charts is the Channel Tunnel Project, which used Gantt charts to visualise and analyse the project schedule, and to identify the critical path, the float, and the slack of the project. The Gantt charts helped to monitor and control the project progress and performance, and to report and communicate the project status and variances to the stakeholders. The Gantt charts were clear, concise, and consistent, and followed the BS EN ISO 19650-2 Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM) - Information management using building information modelling - Part 2: Delivery phase of the assets, and the RICS Scheduling and Programming Guidance Note. [16]

• A successful example of critical path is the Sydney Opera House Project, which used critical path to identify the activities that were critical for the project completion, and the activities that had some flexibility or buffer in their durations. The critical path helped to manage and reduce the project risks, and to optimize the project schedule, resources, and costs. The critical path was calculated and updated regularly throughout the project lifecycle, and followed the BS EN ISO 31000 Risk management - Guidelines, and the RICS Risk Management Guidance Note. [17]

Conclusion

In this guide, we have discussed the importance and benefits of programming and planning in the construction industry, and how they can help to achieve the RICS APC competencies. We have also explained the main concepts and methods of programming and planning, such as activity schedules, Gantt charts, and critical path, and how they can be applied to various types of construction projects. We have provided successful examples of each method from real-world projects, and highlighted the best practices and standards that should be followed when using them. We hope that this guide has given you a clear and practical understanding of programming and planning in the construction industry, and that it will help you to prepare for your RICS APC assessment and demonstrate your professional skills and knowledge.

References

1.      RICS - Risk Management Guidance Note (1st edition, 2018). Accessible from: https://www.rics.org/content/dam/ricsglobal/documents/standards/management_of_risk_1st_edition_rics.pdf

2.      RICS - Project Management Global Standards (1st edition, 2019). Accessible from: https://www.rics.org/content/dam/ricsglobal/documents/standards/appointing_a_project_manager_1st_edition_rics.pdf

3.      British Standard Institute (BSI) - BS EN ISO 9001:2015 Quality management systems. Accessible from: https://www.bsigroup.com/en-GB/capabilities/quality-management/iso-9001-quality-management-systems/?creative=685302656065&keyword=qms%209001&matchtype=e&network=g&device=c&utm_source=google&utm_medium=cpc&utm_campaign=uk-as-scert-lg-ms-qua-iso9001-quality_9001_sgm-0024&utm_content=685302656065&utm_term=qms%209001&adposition=&adgroup=151886881384&gad_source=1&gclid=CjwKCAiAlcyuBhBnEiwAOGZ2S07gHl29UNwiC8kJqTWJricty7aftUYqi2nINZpErUkX9Adaj1s8vxoCJJkQAvD_BwE

4.      RICS cost prediction professional statement, global 1st edition. Accessible from: https://www.rics.org/content/dam/ricsglobal/documents/standards/19_nov_2020_cost_prediction_ps_1st_edition.pdf

5.      International Organization for Standardization (ISO) - BS EN ISO 21500:2012 Guidance on project management. Accessible from: https://www.iso.org/obp/ui/#iso:std:iso:21500:ed-1:v1:en

6.      International Organization for Standardization (ISO) - BS EN ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering works, including building information modelling (BIM) - Information management using building information modelling - Part 2: Delivery phase of the assets Accessible from: https://www.iso.org/obp/ui/en/#iso:std:iso:19650:-2:ed-1:v1:en

7.      RICS Scheduling and Programming Guidance Note (1st edition, 2018). Accessible from: https://www.isurv.com/info/354/planning_and_programming

8.      International Organization for Standardization (ISO) - BS EN ISO 31000:2018 Risk management – Guidelines. Accessible from: https://www.iso.org/obp/ui/#iso:std:iso:31000:ed-2:v1:en

9.      International Organization for Standardization (ISO) - BS EN ISO 10006:2017 Quality management - Guidelines for quality management in projects. Accessible from: https://www.iso.org/obp/ui/#iso:std:iso:10006:ed-3:v1:en

10.   RICS Project Monitoring Guidance Note (1st edition, 2018). Accessible from: https://www.isurv.com/site/custom_scripts/pdf_feed.php?type=document&documentID=1862&categoryID=208&pageNumber=1

11.   International Organization for Standardization (ISO) - BS EN ISO 21511:2018 Work breakdown structures for project and programme management. Accessible from: https://www.iso.org/obp/ui/#iso:std:iso:21511:ed-1:v1:en

12.   Lessons learned from the London 2012 Olympic and Paralympic Games construction programme. Accessible from: https://webarchive.nationalarchives.gov.uk/ukgwa/20130228091633mp_/http://learninglegacy.london2012.com/documents/pdfs/programme-organisation-and-project-management/425009-234-innovation-aw.pdf

13.   Crossrail programme organisation and management for delivering London’s Elizabeth line. Accessible from: https://learninglegacy.crossrail.co.uk/wp-content/uploads/2017/09/1R-001-Programme-organisation-and-management.pdf

14.   The Comparative Project Success factors of Heathrow T5, WembleyStadium and Arsenal’s Emirate Stadium. Accessible from: https://fr.scribd.com/document/93754216/The-Comparative-Project-Success-Factors-of-Heathrow-T5.

15.   Analysis of Project Planning of Burj Khalifa. Accessible from: https://gradesfixer.com/free-essay-examples/analysis-of-project-planning-of-burj-khalifa/.

16.   The Chunnel Tunnel: Engineering Project. Accessible from: https://edufixers.com/the-chunnel-tunnel-engineering-project/

17.   Sydney Opera House Construction Project. Accessible from: https://fastercapital.com/keyword/sydney-opera-house-construction-project.html