The first activity to be carried out concurrent to mobilisation is the finalisation of detailed micro schedules in line with the timeline as agreed in the Contract. This Schedule has to be prepared in MSP and shall have been already linked to cost & resources through WBS (BOQ) coding. The Master schedule is always prepared by the GC and presented to the GM office for approval. The GM office should take adequate care in making sure that the Schedule has been prepared efficiently with no unnecessary floats in activities. The sequencing has to be such that the critical path is clearly established with a logic regarding the sequence and constraint management. The precedents and dependent activities need to tie into each other clearly. The Schedule should be in sync with the Master program as agreed in the Contract. As good practice, deployment schedule of labour and equipment, aligning to the project schedule and the standard labour and equipment productivity norms for various key activities need to be agreed which shall hep evaluate the delay to poor productivity of labour and equipment.
Rule 7.3
The following process shall be adopted for the preparation of Schedule (Rule 7.3)
- The first step in schedule creation is creating a Master Integrated Programme in MSP (as per the standard schedule template provided in ERP) with logic/interlinkages, as part of the standardisation document. This Schedule being the standard for all projects need to capture all the possible activities that go into a commercial building development (Standard Schedule).
- The Master Program should consist of detailed micro level schedule of various NSC vendors especially MEP, Elevators etc which are very essential, since they completely depend on the civil dependencies at site. The MEP activities to be interlinked with the civil works and a consolidated program to be developed for identifying the civil dependencies and its effect on the MEP works.
- This Schedule would have all the line activities with hard coding for cross-linking to the BOQ.
- This standard Schedule needs to be shared with the GC to populate the dates.
- Post-kick-off meeting for any project, the GC (Construction Management Team in-case of Non-GC Model) shall prepare a Master Integrated Programme in MSP and with coding in line with the Standard Schedule.
- The GC should prepare a project controls plan covering the basic assumptions, known risks with proposed mitigation, KPI’s and constraints relating to the Master Integrated Schedule.
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As good practice, deployment schedule of labour and equipment, aligning to the project schedule and the standard labour and equipment productivity norms for various key activities need to be agreed which shall hep evaluate the delay to poor productivity of labour and equipment.
- The GC office shall validate the programme and approve the Master Integrated Programme against the contract schedule.
- GC team (using QS team) would link the Schedule with the BOQ line items (already split floor wise) such that each line item in the Schedule would have one or more BOQ items along with the weightage of BOQ activities pertaining to the Schedule activity.
- The GM office would validate and approve the BOQ Coded Master Integrated Programme in ERP.
- On approval, this Schedule will become the BASELINE SCHEDULE for all future reference.
Sometimes the NSC packages are not closed as part of the Gateways, and when they are closed, the start and end dates may not match with the Master schedule already created and approved in the system. In such a situation, the GC shall prepare a delay report and upload the same through ERP. However, the endeavour should always be to close the NSC packages before starting work at the site.
Rule 7.4
The following process shall be adopted for updating the Schedule due to delay in closing NSC (Rule 7.4)
- The GC would create a delay report, establishing the root cause of delay. The ERP with revised start and end dates of those packages concluded post formalisation of Master schedule and impacting the key milestone dates.
- This report shall be validated and approved by the GM office.
- On approval, the Master schedule would get updated. At any time in the future, the original Schedule and the revised Schedule would be available for ERP review, comparing cumulative delays in the Project.
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