Programme for building design and construction - Revision history

Designing Buildings at 13:42, 28 August 2020

2020-08-28T13:42:03Z

← Older revision		Revision as of 13:42, 28 August 2020
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	* [https://www.projectcubicle.com/critical-path-method/ Critical Path Method in Project Management]		* [https://www.projectcubicle.com/critical-path-method/ Critical Path Method in Project Management]

−	[[Category:Construction_management]] [[Category:Contracts_/_payment]] [[Category:Design]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Construction_management]] [[Category:Contracts_/_payment]] [[Category:Design]]

Designing Buildings: Reverted edits by 194.83.66.253 (talk) to last revision by Designing Buildings

2020-01-14T22:27:32Z

Reverted edits by 194.83.66.253 (talk) to last revision by Designing Buildings

← Older revision		Revision as of 22:27, 14 January 2020
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	Programmes will often identify:		Programmes will often identify:

−	* Dates and durations allocated to ~~tas~~.	+	* Dates and durations allocated to tasks.
	* A critical path (the sequence of critical tasks upon which the overall duration of the programme is dependent).		* 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 only be carried out after other tasks have been completed.

194.83.66.253 at 17:43, 14 January 2020

2020-01-14T17:43:40Z

← Older revision		Revision as of 17:43, 14 January 2020
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	Programmes will often identify:		Programmes will often identify:

−	* Dates and durations allocated to ~~tasks~~.	+	* Dates and durations allocated to tas.
	* A critical path (the sequence of critical tasks upon which the overall duration of the programme is dependent).		* 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 only be carried out after other tasks have been completed.

Designing Buildings at 17:20, 6 December 2019

2019-12-06T17:20:42Z

← Older revision		Revision as of 17:20, 6 December 2019
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	* The client's overall programme, which may include more than one project, activities leading up to the appointment of consultants, works outside the scope of the main contract (such as the supply of equipment), migration strategy, and an ongoing programme for operation and evaluation once the development is complete.		* The client's overall programme, which may include more than one project, activities leading up to the appointment of consultants, works outside the scope of the main contract (such as the supply of equipment), migration strategy, and an ongoing programme for operation and evaluation once the development is complete.
		+	* Project programme: 'The overall period for the briefing, design, construction and post-completion activities of a project.' Ref RIBA Plan of Work 2013.
	* A design programme scheduling tasks from the appointment of the consultant team to the appointment of the contractor. This might be a simple gantt chart incorporating each consultants planned resources for each stage which is then monitored and reported to the client.		* A design programme scheduling tasks from the appointment of the consultant team to the appointment of the contractor. This might be a simple gantt chart incorporating each consultants planned resources for each stage which is then monitored and reported to the client.
	* Information release schedules, setting out when the consultant team should issue production information to the contractor in order for the works to progress and when information produced by the contractor (or their sub-contractors) should be issued to the consultant team for comment and integration into the overall design.		* Information release schedules, setting out when the consultant team should issue production information to the contractor in order for the works to progress and when information produced by the contractor (or their sub-contractors) should be issued to the consultant team for comment and integration into the overall design.

Designing Buildings at 08:22, 1 December 2019

2019-12-01T08:22:12Z

← Older revision		Revision as of 08:22, 1 December 2019
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	A design programme defining deliverables might be incorporated into consultant's agreements, however, this is difficult to enforce (due in part to activities of third parties outside the consultant’s control such as planning authorities, client or stakeholder actions, consultation processes, etc.), and generally, the only recourse the client has is to threaten termination for non-performance in the event of consistent programme failure.		A design programme defining deliverables might be incorporated into consultant's agreements, however, this is difficult to enforce (due in part to activities of third parties outside the consultant’s control such as planning authorities, client or stakeholder actions, consultation processes, etc.), and generally, the only recourse the client has is to threaten termination for non-performance in the event of consistent programme failure.
		+
		+	NB The RIBA Plan of Work 2013 defines the construction programme as: 'The period in the Project Programme and the Building Contract for the construction of the project, commencing on the site mobilisation date and ending at Practical Completion.'

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

Editor at 17:28, 30 May 2019

2019-05-30T17:28:37Z

← Older revision		Revision as of 17:28, 30 May 2019
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	* Line of balance (LOB).		* Line of balance (LOB).
	* Logistics management.		* Logistics management.
		+	* Long lead-time item.
	* Milestones.		* Milestones.
	* Phased construction works.		* Phased construction works.

Designing Buildings at 09:56, 22 March 2019

2019-03-22T09:56:45Z

← Older revision		Revision as of 09:56, 22 March 2019
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	* Information release schedules, setting out when the consultant team should issue production information to the contractor in order for the works to progress and when information produced by the contractor (or their sub-contractors) should be issued to the consultant team for comment and integration into the overall design.		* Information release schedules, setting out when the consultant team should issue production information to the contractor in order for the works to progress and when information produced by the contractor (or their sub-contractors) should be issued to the consultant team for comment and integration into the overall design.
	* The contractor's master programme, scheduling construction activities.		* The contractor's master programme, scheduling construction activities.
		+	* Approvals programmes.
		+	* Tender or procurement programmes.
		+	* Manufacturing programmes.
		+	* Delivery programmes.
		+	* Installation programmes.
		+	* Testing and commissioning programmes.
		+	* Short-term look ahead programmes.

	On large projects, the client may appoint a programme consultant to prepare a detailed programme for the project (including an outline programme for construction). Once the contractor is appointed, they will take responsibility for programming the works.		On large projects, the client may appoint a programme consultant to prepare a detailed programme for the project (including an outline programme for construction). Once the contractor is appointed, they will take responsibility for programming the works.

Designing Buildings at 09:49, 22 March 2019

2019-03-22T09:49:09Z

← Older revision		Revision as of 09:49, 22 March 2019
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	* Critical path method.		* Critical path method.
	* Design programme.		* Design programme.
−	* Design web.
	* Duration.		* Duration.
	* Earned value.		* Earned value.
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	* Hammock.		* Hammock.
	* How progress is agreed in construction.		* How progress is agreed in construction.
−	* How to manage construction plant.
−	* How to prepare a claim for an extension of time.
	* Information release schedules.		* Information release schedules.
	* Key performance indicators.		* Key performance indicators.
	* Lead time.		* Lead time.
−	* Level of effort.
	* Line of balance (LOB).		* Line of balance (LOB).
	* Logistics management.		* Logistics management.
	* Milestones.		* Milestones.
	* Phased construction works.		* Phased construction works.
−	* Pre-construction information.
	* Precedence diagram method.		* Precedence diagram method.
−	* Programme.
	* Programme consultant.		* Programme consultant.
	* Progress of construction works.		* Progress of construction works.
	* Project crashing.		* Project crashing.
	* Prolongation.		* Prolongation.
		+	* Rolling wave programming.
	* Scheduling construction activities.		* Scheduling construction activities.
	* Short period programme.		* Short period programme.

Designing Buildings at 09:33, 22 March 2019

2019-03-22T09:33:05Z

← Older revision		Revision as of 09:33, 22 March 2019
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	* Accepted programme.		* Accepted programme.
	* Activity schedule.		* Activity schedule.
		+	* Baseline programme.
	* CDM planning period.		* CDM planning period.
	* Contractor's master programme.		* Contractor's master programme.

Designing Buildings at 12:33, 8 March 2019

2019-03-08T12:33:33Z

← Older revision		Revision as of 12:33, 8 March 2019
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	* Key performance indicators.		* Key performance indicators.
	* Lead time.		* Lead time.
		+	* Level of effort.
	* Line of balance (LOB).		* Line of balance (LOB).
	* Logistics management.		* Logistics management.