Pre-Tender Planning

Construction and Contract

Planning

Illingworth 2nd Edition

Introduction: pages 6 – 7
 JBCC’s PBA
(Principal Building Agreement)
• Contractual binding between the
contractor and the employer (client)
• Parties involved understand their rights
but moreover, their responsibilities
towards the execution of the contract
• Creates a basis to resolves disputes
 Planning & Preparation
1. Introduction
2. Pre-tender planning
3. Site Inspection Forms
4. Contract planning – JBCC
5. Site planning layout & organization – See
layouts
6. Planning & Scheduling
7. Temporary works – relation with JBCC
8. Restricted working space
9. Construction management
What is construction planning:
1. Understanding what needs to be built

?
2. Establishing the right method
3. The right plant & equipment needed
The right plant & equipment?
The right plant & equipment?
4. The right labour force in order…

To carry out the works safely and

to the quality required
in the most economical way
to meet the client’s requirements
What has to be built according to:
1. Drawings:
* Architect’s and Engineer’s design
specifications
2. Bills of Quantities:
* Physical scale of works
3. Specifications/Special conditions:
* Limitations on access of the site…
* Specified sequence of handover as per client
* Limitations may be imposed on the plant that
can be used

SEE JBCC PBA

 Contract Planning

See JBCC – Principal Building

Agreement

Illingworth 2 nd Edition
Chapter 18: page 347
Planning control document

Establish a clear picture of what is meant by a

planning control document: PROGRAMME:

A programme can be defined as a

time / sequence presentation of the
results of planning the
construction methods to be
adopted, for management
implementation in the field
(not the definition as per the PBA)
 SEQUENCE

TIME
Critical path?
Critical path
Critical path in YELLOW

18
days
 Critical path in YELLOW
DELAYS in RED – Result?

19
days
Non-critical path activities in GREEN
Activities with “float”

18
days
What needs to happen to get back to
the original critical path date?

18
days?
17
days
CRITICAL PATH:
• Project’s duration is calculated through the accumulative
activities’ duration
• Non-critical path activities have “float” meaning that it can start
at a certain date and be finished before or on the time frame
planned
• If a non-critical path activity is delayed, it will not necessarily
have an influence on the project duration if it is finished before
the planned date
• Should all the float within the non-critical path activity be used
however and is then delayed, it will have an effect on the
project duration and now becomes a critical path activity
Programme provides management with:
1. An analysis of the most efficient
sequence of operations
2. The means by which progress can be
recorded against the projected
3. With a tool to highlight areas which
need attention in the long and short
term
4. With a method of communication to
subordinates in the field – sub-
contractors/suppliers/specialists etc.
 Construction Management
Nunnally 7th Edition
Chapter 1

Act of managing the construction process and

the resources thereof:
1. Sub-contractors: appointments/payments
2. Equipment & plant: hire/allocating
3. Material: ordering/storage
4. Money: income (progress payments),
expenditure (procurement/hire contracts etc.)
& cash flow
5. Time: programme
 Construction Management
Benefits of proper management?
• Proper management results in the
project being completed in time,
according to the specified quality,
within budget and making a profit (not
a loss!)
Successful project

TIME BUDGET

QUALITY