How progress is agreed in construction - Revision history

Designing Buildings at 06:54, 3 December 2020

2020-12-03T06:54:09Z

← Older revision		Revision as of 06:54, 3 December 2020
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	For more information, see Key performance indicators.		For more information, see Key performance indicators.

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Activity schedule.		* Activity schedule.
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	* Time-location chart.		* Time-location chart.

−	[[Category:Construction_management]] [[Category:Cost_/_business_planning]]	+	[[Category:DCN_Guidance]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]]

Designing Buildings at 10:22, 22 January 2018

2018-01-22T10:22:30Z

← Older revision		Revision as of 10:22, 22 January 2018
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	Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.		Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.
		+
		+	For more information see: Project programme and Contractor's master programme.

	= Contractual obligations =		= Contractual obligations =

Designing Buildings at 10:21, 22 January 2018

2018-01-22T10:21:50Z

← Older revision		Revision as of 10:21, 22 January 2018
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	= Introduction =		= Introduction =

−	Agreeing how much progress has been made at various stages ~~is an important part of monitoring and updating~~ a construction ~~programme. This~~ ensures the main parties to the contract are aware of how the programme is proceeding, it can assist in calculating payments due, and it can help identify potential difficulties and avoid delays and disputes.	+	Agreeing how much progress has been made at various stages or a construction project ensures the main parties to the contract are aware of how the programme is proceeding, it can assist in calculating payments due, and it can help identify potential difficulties and avoid delays and disputes.
		+
		+	There are a number of ways in which progress can be assessed and reported.
		+
		+	= Project programmes =

	Programmes describe the sequence in which tasks must be carried out so that a project (or part of a project) can be completed on time. They will typically identify:		Programmes describe the sequence in which tasks must be carried out so that a project (or part of a project) can be completed on time. They will typically identify:

−	* The start date, completion date and the date the programme was prepared,	+	* The start date, completion date and the date the programme was prepared.
	* Dates and durations allocated to specific tasks.		* Dates and durations allocated to specific tasks.
−	* A critical path ~~(the sequence of critical tasks upon which the overall duration of the programme is dependent)~~.	+	* A critical path.
	* Tasks which can only be carried out after other tasks have been completed.		* Tasks which can only be carried out after other tasks have been completed.
	* Tasks which can be carried out simultaneously.		* Tasks which can be carried out simultaneously.
−	* 'Float' within tasks that are not on the critical path (that is, delays that can be incurred without affecting the critical path)~~. Identifying float can be helpful in highlighting where it may be possible to transfer resources to tasks that are on the critical path~~.	+	* 'Float' within tasks that are not on the critical path (that is, delays that can be incurred without affecting the critical path).
	* The need for specific resources such as plant, services or materials and their lead time.		* The need for specific resources such as plant, services or materials and their lead time.

−	Programmes ~~doe~~ not normally form part of the contract documents, but rather are indicative tools for administering the project and helping to agree progress. However, some contracts (such as the New Engineering Contract) may include key dates by which specific milestones or conditions must be met, and the contractor may have a duty to give early warning of anything that may delay the works. The contractor may also be under an obligation to proceed ‘regularly and diligently’ with the works	+	Programmes do not normally form part of the contract documents, but rather are indicative tools for administering the project and helping to agree progress.

	Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.		Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.
		+
		+	= Contractual obligations =
		+
		+	Some contracts (such as the New Engineering Contract) may include key dates by which specific milestones or conditions must be met, and the contractor may have a duty to give early warning of anything that may delay the works. The contractor may also be under an obligation to proceed ‘regularly and diligently’ with the works.

	= Progress meetings =		= Progress meetings =
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	Progress will typically be assessed at regular construction progress meetings, attended by the contractor and the consultant team, providing an opportunity to:		Progress will typically be assessed at regular construction progress meetings, attended by the contractor and the consultant team, providing an opportunity to:

−	* Receive progress reports from the contractor (the contractor may hold progress meetings with sub-contractors and ~~trade contractors~~ prior to the construction progress meeting).	+	* Receive progress reports from the contractor (the contractor may also hold progress meetings with sub-contractors and suppliers prior to the construction progress meeting).
	* Receive progress reports from the consultant team.		* Receive progress reports from the consultant team.
	* Receive cost reports from the cost consultant.		* Receive cost reports from the cost consultant.
−	* Receive records of sub-contractors and ~~labor~~ on site.	+	* Receive records of sub-contractors and labour on site.
−	* Receive progress photos ~~(which may be required from the contractor~~.	+	* Receive progress photos.

	Progress meetings typically generate a construction progress report for the client.		Progress meetings typically generate a construction progress report for the client.
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	Contracts should also include clauses that detail:		Contracts should also include clauses that detail:

−	* The valuation method.	+	* The valuation method for payments.
	* Criteria under which interim payments will be made.		* Criteria under which interim payments will be made.
	* Payment timings.		* Payment timings.
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	= Key performance indicators =		= Key performance indicators =

−	Key performance indicators (KPIs) are measurable values that can be used to assess how effectively ~~the~~ project, or part of ~~the~~ project is performing. This might include project progress.	+	Key performance indicators (KPIs) are measurable values that can be used to assess how effectively a project, or part of a project are performing. This might include project progress.

	Where key performance indicators are to be used on a project, it is important that they are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. This may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.		Where key performance indicators are to be used on a project, it is important that they are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. This may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.

Designing Buildings at 10:16, 22 January 2018

2018-01-22T10:16:23Z

← Older revision		Revision as of 10:16, 22 January 2018
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	= Key performance indicators =		= Key performance indicators =

−	~~An important means by which progress can be tracked and agreed is by using key~~ performance indicators (KPIs). It is important that ~~KPIs~~ are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. ~~KPIs~~ may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.	+	Key performance indicators (KPIs) are measurable values that can be used to assess how effectively the project, or part of the project is performing. This might include project progress.
		+
		+	Where key performance indicators are to be used on a project, it is important that they are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. This may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.

	For more information, see Key performance indicators.		For more information, see Key performance indicators.

Designing Buildings at 10:13, 22 January 2018

2018-01-22T10:13:34Z

← Older revision		Revision as of 10:13, 22 January 2018
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		+	= Introduction =
		+
	Agreeing how much progress has been made at various stages is an important part of monitoring and updating a construction programme. This ensures the main parties to the contract are aware of how the programme is proceeding, it can assist in calculating payments due, and it can help identify potential difficulties and avoid delays and disputes.		Agreeing how much progress has been made at various stages is an important part of monitoring and updating a construction programme. This ensures the main parties to the contract are aware of how the programme is proceeding, it can assist in calculating payments due, and it can help identify potential difficulties and avoid delays and disputes.

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	Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.		Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.

−	An important means by which progress can be tracked and agreed is by using key performance indicators (KPIs). It is important that KPIs are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. KPIs may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.	+	= Progress meetings =

−	~~For more information~~, ~~see Key performance indicators.~~	+	Progress will typically be assessed at regular construction progress meetings, attended by the contractor and the consultant team, providing an opportunity to:

−	~~Another project management tool that is an important component of agreeing~~ progress ~~is milestones~~. ~~A milestone is a significant event that occurs during~~ the ~~course of a project,~~ the ~~timing~~ of which ~~can influence~~ the ~~scheduling of other activities~~.	+	* Receive progress reports from the contractor (the contractor may hold progress meetings with sub-contractors and trade contractors prior to the construction progress meeting).
		+	* Receive progress reports from the consultant team.
		+	* Receive cost reports from the cost consultant.
		+	* Receive records of sub-contractors and labor on site.
		+	* Receive progress photos (which may be required from the contractor.

−	~~With the achievement of successive milestones, management can maintain~~ a ~~more accurate understanding of how the project is advancing according to the schedules. Milestones are often used to show~~ progress ~~on critical rather than non-critical activities, that is, items that represent a potential ‘bottleneck’ in~~ the ~~progress of a project~~.	+	Progress meetings typically generate a construction progress report for the client.

−	For more information, see ~~Milestones~~.	+	For more information, see Construction progress meeting and Construction progress report.

−	During construction, an important way in which agreement can be reached in terms of the achievement of KPIs and milestones is at regular (often monthly) construction progress meetings. These are held by the contract administrator and usually attended by the contractor and, if necessary, members of the consultant team.	+	= Interim payments. =

−	~~These meetings are an opportunity for the contractor~~ and/or ~~the consultant team~~ to ~~present progress reports~~ to ~~the other parties. The contractor may also hold~~ a ~~progress meeting, sometimes called~~ a ~~production meeting~~, ~~with sub-contractors prior to the construction progress meeting~~.	+	The Housing Grants, Construction and Regeneration Act stipulates that interim or stage payments are due to any party to a construction contract that has a duration of more than 45 days. Therefore, almost all constructions contain provisions for interim payments.

−	~~For more information, see Construction progress meeting.~~	+	Contracts should also include clauses that detail:

−	~~From the progress meetings, a construction progress report can be prepared for the client~~. ~~This report~~ will ~~generally~~ be ~~a summary of the reports received, the discussions held, and agreements on progress reached at~~ the ~~meetings~~.	+	* The valuation method.
		+	* Criteria under which interim payments will be made.
		+	* Payment timings.
		+	* Administrative rules to which those undertaking the valuation should adhere.

−	For more information, see ~~Construction~~ progress ~~report~~.	+	The basis of the valuing interim payments will vary depending on the terms of the contract, but may include:
		+
		+	* Activity schedules assessed in terms of percentage achieved or completion of each activity.
		+	* Milestones reached on a pre-agreed programme.
		+	* Measurement against a bill of quantities.
		+	* Stage payments against calendar dates.
		+
		+	For more information see: Interim valuation.
		+
		+	= Key performance indicators =
		+
		+	An important means by which progress can be tracked and agreed is by using key performance indicators (KPIs). It is important that KPIs are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. KPIs may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.
		+
		+	For more information, see Key performance indicators.

	= Find out more =		= Find out more =

Designing Buildings at 09:57, 22 January 2018

2018-01-22T09:57:55Z

← Older revision		Revision as of 09:57, 22 January 2018
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	* The need for specific resources such as plant, services or materials and their lead time.		* The need for specific resources such as plant, services or materials and their lead time.

−	Programmes doe not normally form part of the contract documents, but rather are indicative tools for administering the project and helping to agree progress. However, some contracts (such as the New Engineering Contract) may include key dates by which specific milestones or conditions must be met, and the contractor may have a duty to give early warning of anything that may delay the works.	+	Programmes doe not normally form part of the contract documents, but rather are indicative tools for administering the project and helping to agree progress. However, some contracts (such as the New Engineering Contract) may include key dates by which specific milestones or conditions must be met, and the contractor may have a duty to give early warning of anything that may delay the works. The contractor may also be under an obligation to proceed ‘regularly and diligently’ with the works

	Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.		Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.

Designing Buildings at 09:56, 22 January 2018

2018-01-22T09:56:31Z

← Older revision		Revision as of 09:56, 22 January 2018
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−	Agreeing how much progress has been made at various stages is an important part of monitoring and updating a construction programme. This ensures the main parties to the contract are aware of how the programme is proceeding, and ~~helps~~ identify potential difficulties and avoid delays and disputes.	+	Agreeing how much progress has been made at various stages is an important part of monitoring and updating a construction programme. This ensures the main parties to the contract are aware of how the programme is proceeding, it can assist in calculating payments due, and it can help identify potential difficulties and avoid delays and disputes.

	Programmes describe the sequence in which tasks must be carried out so that a project (or part of a project) can be completed on time. They will typically identify:		Programmes describe the sequence in which tasks must be carried out so that a project (or part of a project) can be completed on time. They will typically identify:

Designing Buildings at 09:55, 22 January 2018

2018-01-22T09:55:11Z

← Older revision		Revision as of 09:55, 22 January 2018
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−	It is an important part of ~~the~~ construction programme ~~that progress is agreed at various stages~~. This ~~is so that all~~ the main parties to the contract ~~are ‘on the same page’,~~ are aware of how the programme is proceeding, and potential difficulties and disputes ~~can be avoided~~.	+	Agreeing how much progress has been made at various stages is an important part of monitoring and updating a construction programme. This ensures the main parties to the contract are aware of how the programme is proceeding, and helps identify potential difficulties and avoid delays and disputes.

−	~~The construction programme does not take a set form, although it should specify~~ the ~~following~~:	+	Programmes describe the sequence in which tasks must be carried out so that a project (or part of a project) can be completed on time. They will typically identify:

−	* The start date.	+	* The start date, completion date and the date the programme was prepared,
−	* ~~The contractor’s planned order for carrying~~ out the ~~works~~.	+	* Dates and durations allocated to specific tasks.
−	* The ~~planned completion date~~.	+	* A critical path (the sequence of critical tasks upon which the overall duration of the programme is dependent).
		+	* Tasks which can only be carried out after other tasks have been completed.
		+	* Tasks which can be carried out simultaneously.
		+	* 'Float' within tasks that are not on the critical path (that is, delays that can be incurred without affecting the critical path). Identifying float can be helpful in highlighting where it may be possible to transfer resources to tasks that are on the critical path.
		+	* The need for specific resources such as plant, services or materials and their lead time.

−	~~The programme does~~ not normally form part of the contract documents ~~and so is not considered to be binding. Instead it serves the purpose of an~~ indicative ~~tool~~ for administering and helping to agree the works ~~progress~~.	+	Programmes doe not normally form part of the contract documents, but rather are indicative tools for administering the project and helping to agree progress. However, some contracts (such as the New Engineering Contract) may include key dates by which specific milestones or conditions must be met, and the contractor may have a duty to give early warning of anything that may delay the works.

−	~~The contractor can revise~~ the programme ~~to reflect the actual progress. This should be submitted~~ for ~~agreement to~~ the ~~project manager~~, ~~although agreement~~ is not ~~strictly necessary (a condition precedent) for~~ the contractor ~~to progress~~ the ~~works~~.	+	Contracts may require that the contractor provides a master programme for the construction of the works, but again, as this is produced after the execution of the contract, it does not impose any obligation on the contractor beyond those obligations already imposed by the contract documents.

	An important means by which progress can be tracked and agreed is by using key performance indicators (KPIs). It is important that KPIs are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. KPIs may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.		An important means by which progress can be tracked and agreed is by using key performance indicators (KPIs). It is important that KPIs are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. KPIs may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.

Editor: Created page with "It is an important part of the construction programme that progress is agreed at various stages. This is so that all the main parties to the contract are ‘on the same page’, ..."

2017-11-01T11:53:08Z

Created page with "It is an important part of the construction programme that progress is agreed at various stages. This is so that all the main parties to the contract are ‘on the same page’, ..."

New page

It is an important part of the construction programme that progress is agreed at various stages. This is so that all the main parties to the contract are ‘on the same page’, are aware of how the programme is proceeding, and potential difficulties and disputes can be avoided.

The construction programme does not take a set form, although it should specify the following:

* The start date.
* The contractor’s planned order for carrying out the works.
* The planned completion date.

The programme does not normally form part of the contract documents and so is not considered to be binding. Instead it serves the purpose of an indicative tool for administering and helping to agree the works progress.

The contractor can revise the programme to reflect the actual progress. This should be submitted for agreement to the project manager, although agreement is not strictly necessary (a condition precedent) for the contractor to progress the works.

An important means by which progress can be tracked and agreed is by using key performance indicators (KPIs). It is important that KPIs are identified in tender documentation and that the regular provision of the information required to assess them is a requirement of the contract. KPIs may be of particular importance where the contract stipulates that the contractor will be rewarded or penalised based on their performance relative to certain indicators.

For more information, see Key performance indicators.

Another project management tool that is an important component of agreeing progress is milestones. A milestone is a significant event that occurs during the course of a project, the timing of which can influence the scheduling of other activities.

With the achievement of successive milestones, management can maintain a more accurate understanding of how the project is advancing according to the schedules. Milestones are often used to show progress on critical rather than non-critical activities, that is, items that represent a potential ‘bottleneck’ in the progress of a project.

For more information, see Milestones.

During construction, an important way in which agreement can be reached in terms of the achievement of KPIs and milestones is at regular (often monthly) construction progress meetings. These are held by the contract administrator and usually attended by the contractor and, if necessary, members of the consultant team.

These meetings are an opportunity for the contractor and/or the consultant team to present progress reports to the other parties. The contractor may also hold a progress meeting, sometimes called a production meeting, with sub-contractors prior to the construction progress meeting.

For more information, see Construction progress meeting.

From the progress meetings, a construction progress report can be prepared for the client. This report will generally be a summary of the reports received, the discussions held, and agreements on progress reached at the meetings.

For more information, see Construction progress report.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Activity schedule.
* Construction progress meeting.
* Contractor’s master programme.
* Key performance indicators.
* Milestones.
* Programme for building design and construction.
* Progress of construction works.
* Scheduling construction activities.
* Time-location chart.

[[Category:Construction_management]] [[Category:Cost_/_business_planning]]