Information is powerful. Misinformation is Dangerous. If were talking about project controls then the metrics we use to measure the project need to be reliable and accurate. I’ve seen many large schemes have metrics which are easily manipulated to meet the targets which have been set. Which is more important, meeting the target or reporting…
Regardless of your contract type a programme will be a requirement. Some forms of contract base more onus on the programme than others with NEC being probably the most programme centred contract types. If the contract didn’t require a programme would you change anything about your planning practices? If so then maybe your missing the…
Programmes are invaluable when fully functional but often they are made to look right but don’t function as they should. These flawed programmes could lead to some serious issues if not resolved. How does that work? Well a programme is much more than a few bars on a screen or sheet of paper. They are…
A delusional programme is one that looks right but doesn’t operate like a programme should. A pretty broad statement so I will explain what I mean. Once a programme is produced it should be able to react to change that is put into it. If the initial programme was built and linked correctly in the…
In some respects a programme can be just like owning a clapped out old car. Imagine buying an old run around for £500, it might have an MOT on it so your good to go. Use it for a few weeks no problem and then the issues start to arise. You might be alright for…
Information is big business. Information is responsible for driving key decisions. Good decisions start with data, well so do the bad ones. Rubbish in equals rubbish out. The hard part is ensuring you are getting good quality data. It needs to be transparent and on a lot of occasions it isn’t because poor metrics are…
Something that can easily be overlooked when producing a programme is the type of contract and how that should influence the way the programme is put together. Firstly lets have a look at the options: Option A – Priced contract with activity schedule Option B – Priced contract with bill of quantities Option C –…
Reactive planning is waiting for something to happen before planning around it. If the majority of your activities are reactive planned then they are probably incredibly inefficient. Projects often get stuck in the Reactive Planning Rut part what through a project with large amounts of change or where there is really no clear direction on…
Construction projects often experience vast amounts of change. Dealing with the commercial implications of this can often lead of arguments and fractured relationships. Its not something new either. Experienced professionals will already have a good idea of the types of change before a project even goes live. They should produce a Risk and Opportunities schedule…
Generally speaking site offices have a bland decor but in every site office around the country you can put your money on a gantt chart being stuck to the wall. Programmes are a plan, they are a tool to assist in the operational delivery of a project. If they aren’t briefed and understood then you…
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