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(AP) - APC Project Management > Level 3 - Programming and Planning > Flashcards

Level 3 - Programming and Planning Flashcards

1
Q

N 1. What is PERT?

A

Programme, Evaluation, and Review Technique

You create three estimates for the duration of a project,

  • The most Optimistic (Shortest)
  • The most pessimistic (Longest)
  • The most likely (an average of the two)
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2
Q

N 2. What is a Project Programme?

A

A sequence in which tasks must be carried out to ensure a project can be completed on time.

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3
Q

N 3. What can be identified from the project programme?

A
  • The overall Start Date.
  • The overall Completion Date.
  • The start date for each activity.
  • The completion date of each activity.
  • The amount of ‘Float’ each activity has.
  • The Critical Path.
  • Tasks which can only be carried out sequentially.
  • Tasks which can be carried out simultaneously.
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4
Q

N 4. What should a programme help you do?

A
  • Plan Activities.
  • Monitor progress.
  • Manage Resources.
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5
Q

N 5. What types of Programme are there?

A
  • Contractors Master Programme.
  • Clients Overall Programme.
  • Design Programme.
  • Information Release Schedule.
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6
Q

N 6. What goes into the Clients Overall Programme?

A
  • Everything, from the appointment of the consultant, through to the completion of the project.
  • This will include work outside the scope of the main-contractor.
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7
Q

N 7. What goes into the design Programme?

A

• It describes the sequence of design tasks, i.e. from the process of design from inception through the Technical Design.

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8
Q

N 8. What goes into an information release schedule?

A
  • The dates by which information needs to be released by the design team, to avoid any delays.
  • This works both ways, for example when the contractor has a Contactors Design Portion.
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9
Q

N 9. What goes into the Contractors Master Programme?

A

• The schedule and sequence of construction activities.

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10
Q

N 10. Can you employ a consultant to produce a programme?

A

• Yes, on large projects they can prepare the outline programme.

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11
Q

N 11. What should you consider when preparing a programme?

A
  • Items with a long lead-in.
  • Pre-contract works.
  • Pre-fabrication elements.
  • Works outside of the main contract.
  • Relationships with other projects.
  • Phasing and Sectional Completion.
  • CDM Planning Period.
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12
Q

N 12. What is the CDM planning period?

A

• An amount of time given to the contractor, with the intention of allowing contractors to assess Health and Safety issues and plan their works before construction commences.

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13
Q

N 13. How long is the CDM planning period?

A

• Not specified, it should be proportional to the size and complexity of the project and the risk.

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14
Q

N 14. What is a Flow diagram?

A

• A Graphical representation of a process of steps/sequences required to achieve an end goal.

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15
Q

N 15. What is the benefit of using a Flow Diagram?

A

• It helps the team to understand the different processes and relationships between activities.

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16
Q

N 16. What is an Activity Schedule?

A

• A list of activities which outlines the works required to complete a project/package etc.

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17
Q

N 17. What type of contract uses an Activity Schedule?

A

• A simple project with few activities.

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18
Q

N 18. What type of contract uses an Activity Schedule?

A

• New Engineering Contracts, Engineering and Construction Contract Options A and C.

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19
Q

N 19. How is an activity schedule represented graphically on a programme?

A
  • Typically using a Gantt chart.
  • Each activity gets a bar.
  • With a separate bar for preliminaries.
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20
Q

N 20. What should a PM do when receiving a contractors programme?

A

• Check that it is not front loaded.

- Check the activity timescales are reasonable and realistic

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21
Q

N 21. What is a Gantt chart?

A

• A way of displaying a programme, through a combination of bars, each relating to an activity and having a specified duration.

22
Q

N 22. What does a Gantt chart programme show?

A 
The:
o	Start Date.
o	Duration.
o	Completion date.
o	Of both activities and the project as a whole.
23
Q

N 23. What are the advantages of a Gantt chart?

A
  • Suitable for smaller projects.
  • It is suitable for construction as it offers a high level of detail.
  • To detailed for cost planning and estimates.
  • It shows the times to scale.
24
Q

N 24. What is the critical path?

A
  • The shortest sequence in which a project can be completed in.
  • It is also considered to be the projects bottleneck.
25
Q

N 25. What is Critical Path Analysis?

A

• A way of analysing the programme, to see if the critical path duration can be shortened or activities on it altered.

26
Q

N 26. What do you aim to identify when undertaking a Critical Path Analysis?

A
  • Any items with slack float which can be used to improve the programmes critical path.
  • Identify the risky items within the programme, i.e. items on the critical path that also have significantly long lead-in-times on materials etc.
27
Q

N 27. What is a Key Milestone?

A

• Specific points along the programme used to measure progress.

28
Q

N 28. What is the benefit of having Key Milestones?

A

Helps the project keep site of:
o The key dates.
o The Key Deadlines.

29
Q

N 29. What is Float?

A

• The amount of time an activity can be delayed, before it impacts on the completion of the works.

30
Q

N 30. Can tasks on the Critical Path have float?

A

• No, if they did you would identify them through Critical Path Analysis and amend the programme.

31
Q

N 31. What are the types of Float?

A
  • Total Float.

* Free Float.

32
Q

N 32. What is Total Float?

A

• The amount of time an activity can be delayed, before it impacts on the overall completion date.

33
Q

N 33. What is Free Float?

A

• The amount of time an activity can be delayed, before it impacts on the start date of another activity.

34
Q

N 34. What valuation method gives the most accurate cash flow forecast in terms of time and surety of value?

A

• Stage Payments.

35
Q

N 35. What are Stage Payments?

A

• Payment which are made in instalments, but do not necessarily reflect the value of work completed.

36
Q

N 36. What is the most inaccurate in terms of time and value?

A

• Third party certification.

37
Q

N 37. How can you monitor progress on site?

A
  • Compare progress to programme.
  • Compare Valuations against cash flow forecast.
  • Use the ‘S’ curve principles.
  • Milestone Chart.
38
Q

N 38. What does PEP stand for?

A

• Project Execution Plan.

39
Q

N 39. What does a Project Execution Plan Do?

A

• Sets out the strategy for managing a project, by defining who does what, and how.

40
Q

N 40. What might be included within an Project Execution Plan?

A
  • The Project brief.
  • The drawings.
  • The Procurement Strategy.
  • The Programme.
  • The Risk Assessments and Methods Statements.
  • The Health and Safety Strategy.
  • The Quality Assurance Policy.
41
Q

N 41. What does ISO Stand for?

A

• Internal Standards Organisation.

42
Q

N 42. What is the benefit of having ISO?

A

• It will imply that the product/organisations services are safe, reliable and good quality.

43
Q

N 43. What ISO Standards do you know of?

A
  • ISO 9001.

* ISO 14001.

44
Q

N 44. What is ISO 9001?

A

• A Quality Management system, used by organisations who want to prove that they consistently meet the needs of their clients.

45
Q

N 45. What is ISO 14001?

A

• An Environmental Management System, used by organisations who want to prove they consistently consider the environment in their field of work.

46
Q

N 46. CASE LAW QUESTION: CAN YOU TELL ME ABOUT ANY CASE LAW RELATING TO PROGRAMMES?

A
  • Yes, Cleveland Bridge UK V Severfield Rowen Structures Ltd.
  • Cleveland Bridge made and supplied the steel work for the shard, which was installed by Severfield Rowen.
  • CBUK couldn’t keep up with the fabrication of the steel.
  • SRS had to extend working hours on site to keep up to programme.
  • CBUK claimed that SRS held up fabrication due to late instructions and variations.
  • SRS claimed counter claimed on the basis of the cost of accelerating, defects in fabrication and losses due to the delay.
  • Issue was that there was no contractually agreed programme.
  • Judge decision was for both parties to pay almost equal damages to each other.
47
Q

N 47. What are the Three types of delay?

A
  • Contract Led.
  • Client Led.
  • Neutral.
48
Q

N 48. What is Concurrent delay?

A

• Where multiple delays for numerous causes overlap. The difficulty is in determining the root cause.

49
Q

N 49. What types of concurrent delay are there?

A
  • Parallel Fault.
  • Overlapping Events.
  • Truly Concurrent Events.
50
Q

N 50. How do you assess Concurrent Delay?

A

• You must determine the root cause, true concurrent delay is actually very rare.
• Once you determine the root cause, you should really discard any other delays.
• Use the Malmaison approach.
o This is where if it is considered that one of the delays is the clients risks, then the contractor should be entitled to a Extension of Time without loss and expense.
o It will have to claim for loss and expense separately.

51
Q

N 51. CASE LAW QUESTION: DO YOU KNOW OF ANY CASE LAW RELATING TO CONCURRENT DELAY

A
  • Yes, Balfour Beatty v Chestermount properties Ltd.
  • Balfour Beatty were late in completing the works.
  • Clients issues and instruction to undertake the fit out.
  • Balfour try to use the variation as a reason for covering the late delivery.
  • Client ignores the instruction and tries to claim LAD’s.
  • Judge rules that the actual completion date should be the amount of time required to complete the fit out, added onto the completion date of the original works.

(AP) - APC Project Management (16 decks)

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