Last edited 07 Dec 2017

Programme for building design and construction

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.

Programmes will often identify:

  • Dates and durations allocated to tasks.
  • 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.

Preparing a programme should not be a paper exercise that simply records what has already happened or what is likely to happen. For a programme to be effective, it must be used as a tool to help plan activities, monitor progress and identify where additional resources may be required.

Programmes can be prepared for a number of different purposes:

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.

When preparing a programme, particular attention should be given to:

The contractor's master programme is not part of the contract documents, and is not enforceable under all forms of contract. The completion date (and perhaps stage or sectional completion dates) are enforceable and failure of the contractor to meet the completion date may lead to a claim by the client for liquidated damages.

Contracts will generally require that the contractor progresses the works regularly and diligently and failure of the contractor to meet the dates on the master programme might be evidence that this is not the case.

NB: The completion date indicated on the contractor's master programme may be earlier than the completion date entered into the contract.

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.

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