“The project wasn’t finished on time”…..”We were delayed” ……etc., etc., etc…… Here is some valuable information for you to understand the art of developing construction time frames, why they sometimes blow-out and why it is so important to get it right from the start!

Construction programming or scheduling is a fundamental task to be completed “typically” by the Builder, either during the time of tender or before the commencement of work onsite. A construction program should clearly highlight the WBS (Work Breakdown Structure) involved for the construction project in order to highlight a logical sequence of work. Furthermore, the WBS tasks will be accompanied by a set of  “estimated” durations of time e.g. “Brickwork – x15 Days”.

Once the above items are applied, the program tasks are “linked”. This linking in simplistic terms connects each task in logical order from “start to finish” in order to identify the overall duration of the project.

Potential Issues

In most instances an RFT (Request for Tender) nominates the desired date for practical completion. It is the Builders responsibility to verify and comply with the nominated completion date by providing a compliant construction program “typically” in the form of a Gantt Chart.

As a consequence of completing an accurate program, unfortunately sometimes the nominated completion date cannot be achieved. This may cause issue’s for the Builder as follows:

1. The Builder knows the project cannot be completed in the duration nominated.
2. The Builder doesn’t want to submit a “non-compliant” program, as their competition will “more often than not” submit a compliant one. It is important to note that compliance with the nominated end date is usually a part of the assessment criteria when assessing tenders.
3. They have identified this issue after the tender is out to the market for pricing, worked on the formal tender submission, and don’t want to forego the costs the business has incurred to date. Tendering for projects is a significant operational cost for any organisation.

Not So Good Strategies

Knowing the nominated completion date cannot be achieved, the Builder may go down the following paths:

• Price LD’s (Liquidated Damages) in into their submission. This strategy allows the builder to submit a compliant program knowing that the delay to the program is inevitable. Damages i.e. Costs that are directed to the Builder in the event delay’s occur are included into their formal offer. If the Builder is fortunate enough to win the project, they will have little or no financial impact if / when the project is delayed. This method is not a good practice as the client will be left in the dark not knowing their project will eventually be delayed.
• Stacking the program. This method results in “stacking” tasks so multiple activities can occur at the same time. If used correctly this can be an effective method to save time. But if used in the wrong context, this will required trades to “work on top of each other” and can be detrimental to not only the program but overall quality and safety of your project.
• Shaving time from critical items. Put simply the “critical path” is the sequence of project activities which equates to the longest overall duration. This identifies the shortest possible timeframe to complete the project. This sequence of work is simply reduced by the builder until the completion date is achieved. This is dangerous as no science was applied to the reductions in time. This may result in time delays in the event the Builder is unsuccessful, as the durations are simply “plug” figures.

How to mitigate time delays……

Some helpful insights to mitigate time delays are:

• List lead time items. It is important to accurately list items that have large manufacturing or delivery times. If implemented correctly, this tool can be used to identify and replace elements with more suitable durations to comply with a desired end date.
• The Builder should consult with Subcontractors. Production rates are great, but to further ensure accurate timing is applied the builder should consult with the industry to further verify timeframes.
• Inspections and other important hold points (i.e. Consultant inspections etc) to be added to the program.
• Ensure the program calendar includes all public holidays and other non-working times.

#Hot Tips….What to ask your Builder??????

• Have you included inclement weather in your program? It is a realistic expectation that construction will be delayed onsite due to wet weather and the like. We have found during a 12 month build duration anywhere from 10 – 14 working days is an appropriate allowance.
• Where appropriate, separable portions and staging is to be clearly highlighted in the program. This is important if you have multiple buildings or areas in a building impacted by the works.
• Ask if an initial program was developed during the tender period for subcontractors to review and provide comment.

There you have it! Establishing a realistic construction program allows for a safer working environment, keeps expectations realistic and improves quality outcomes for all involved.

We understand the frustration around this side of the industry and the associated stigma of Builders always being late on delivery. We have sat on both sides of this equation. Our strategy has always been to learn from our mistakes to ensure our next project is better.

If you have found this information beneficial or are having time problems on your current project and need some advise, please don’t hesitate to reach out to the Build& team for a chat.