What level Programme do you need, when & why?

L1&L2SUMMARY

L3INTEGRATEDMASTER PROGRAM

L5EXECUTION PROGRAMS (short term lookaheads)

L4EXECUTION PROGRAMS

LEVEL 1 – SCHEMATIC SUMMARY PROGRAM

PROGRAM TYPE: Schematic ProgramREQUIRED: Tender Final Review; At Project Baseline Establishment; Updated for

Quarterly Contract ReviewPROGRAM PURPOSE: Key high level document to communicate overall project

execution strategy and critical / near critical paths as captured in the L3 IMPPROGRAM RELATIONSHIP: Dependent on Level 3 programRESPONSIBILITY: PlannerFORMAT: 1 Page, project specific, schematic with annotationsTYPICALLY DEVELOPED BY: Planner

LEVEL 3 – INTEGRATEDMASTER PROGRAM

PROGRAM TYPE: Integrated Master ProgramREQUIRED: Tender Final Review; At Project Baseline Establishment; Updated for Monthly Contract ReviewPROGRAM PURPOSE: Cross functional strategic program to project completion. Demonstrates execution strategies , key milestones, critical paths(s) and project wide

resource requirements.PROGRAM RELATIONSHIP: Underpins forecast final cost. Sets framework for Level 4 and Level 5RESPONSIBILITY: PlannerFORMAT: Bar Charts using Asta and MSP Key Production Measure S-Curves / Histograms generated using MSP & MS ExcelTYPICALLY DEVELOPED BY: Planner in consultation with functional leads (e.g. Design, Procurement, Construction).

LEVEL 5 – EXECUTION PROGRAMS

PROGRAM TYPE Functional Execution ProgramREQUIRED: Prior to commencement of associated works; Updated WeeklyPROGRAM PURPOSE: Short term planning to enable coordination of construction activities on site.PROGRAM RELATIONSHIP: Detailed L5 CEP to achieve L4 CEP targets. Planning parameters set by L4 Execution Programs.RESPONSIBILITY: PM / Project EngineerFORMAT: 4 Week Look Ahead (MS-Excel or MSP)TYPICALLY DEVELOPED BY: Project Engineer(s), Site Engineer(s), Design Team Leader(s)

LEVEL 4 – EXECUTION PROGRAMS

PROGRAM TYPE: Functional Execution ProgramREQUIRED: Prior to commencement of associated works; Updated MonthlyPROGRAM PURPOSE: Package / Area level planning to support the coordination and delivery of logistics (e.g. Approvals, design, procurement,

materials, labour, etc) to enable field execution of constructionPROGRAM RELATIONSHIP: Planning parameters set by L3 IMP. May incorporate more aggressive targets.RESPONSIBILITY: Execution Teams; FORMAT: Asta / MSPTYPICALLY DEVELOPED BY: Functional leads (e.g. Design, Procurement, Construction), with support from Planner as required.

LEVE

L 4 Con

struction Execution Program (C

EP)

LEVE

L 5 Con

struction Execution Program (C

EP)

LEVE

L 3  

Integrated

 Master P

rogram

 (IMP)

LEVE

L 1 Schem

atic Sum

mary Program (SSP)

LEVE

L 2 Sum

mary Re

porting Program (SRP

)

RPL PROGRAMME LEVELS

LEVEL 2 –SUMMARY REPORTING PROGRAM

PROGRAM TYPE: Selective Summary ProgramREQUIRED: Tender Final Review; At Project Baseline Establishment; Updated MonthlyPROGRAM PURPOSE: Reporting planned and actual dates for project at summary

level.PROGRAM RELATIONSHIP: Dependent on Level 3 programRESPONSIBILITY: PlannerFORMAT: Selectively Summarised L3 IMPTYPICALLY DEVELOPED BY: Planner in consultation with senior project team.

Requiredat Tender

Required throughout Delivery

L6 ‐ Reporting & As‐built’s

• Critical Steps• Its recommend you submit a draft programme at the start of the works to the CA for their approval

• Extensions of Time; applications for EOT should be made as close as possible to the delay event

• All record referencing relied upon within the programme should be contemporaneous

• *If the information is made available at the time the parties can analyse methods of mitigation and acceleration to avoid prospective delays

Its critical regardless of Contract Form or custom and practice to report as‐built’s 

accurately externally at the required contract intervals

As‐planned vs as‐built and impacted as‐planned* are generally the cheapest forms of 

analysis.

Its advisable to agree the method of as‐built in advance with your Client and or CA

Its recommended the parties should deal with the effect of delay events in terms of 

compensation and time as close as possible to the event

Ability to influence 

risk exposure

Planning & Design

“Above the Line”

Site Field Pack, Induction

Daily Pre Start

Method Statements,

Site & Ground Investigations

Project Controls Site Controls Monitor & 

Review

Time

Incident Response

Tender R&O 

Analysis

Your ability to influence risk reduces with time

“Construction Safety Essentials” ITP, 

Auditing 

PCP,

Procurement Closeout Review

Time

Ability to

 influ

ence risk

What good & bad looks like; which are you?

• Good • Bad 

Within any one Business control processes already in existence will tend to lean towards individual strengths. There will however always be correlations between good Project and Business Controls to secure the Business Plan

Project  BusinessPerformance Management;• Control of quality, time & cost• Analyse and adjust to variances

Quality Management• Quality control within the project supported by quality assurance 

from the Business• Validate the continuous use of procedures and standards• Continuous improvement

Risk Management • Reduce the effects of threats• Maximise the potential of opportunities

Life Cycle Management• A gate system for release, rejection ore review of Projects eg Tender 

Adjudication, Dispute Avoidance, Business reporting on statutory duties

Issue Management• Manage routine problems within the Team• Elevate major problems to Business support

Continuous Improvement• Filter lessons learnt to new Projects• Improved procurement when volumes or risk changes

Review• Report on the previous 3 matters including H&S to the Business 

manager 

Portfolio Management• Resources including funding managed across the Business to 

maximise the profit

Change Management• Adjust within the Project to required changes or errors in the plan• Respond to Client changes; firstly in line with the Contract and then 

to the maximum impact on performance

Governance• Performance to achieving the Business goals properly and regularly 

reported to the Board• Statutory deliverables managed to ensure continence of the 

Projects 

The Business Case for Effective ProgrammesProject Phase Process Effect on Profit WhyTendering Continuous 

ImprovementPositive Use internal Business Intelligence to allow higher outputs

Innovation Positive The project may not see the benefit but the Business will overall once recycled

Implementation Monitoring Positive Make proactive and reactive decisions quickly and in harmony with the Business

Risk Management

Positive Adjust to negative and positive risk

Close Out Continuous Improvement

Positive Feedback lop to Business process; inform selection of future Clients and Projects

Repeat Business or not

‐ Whether the Project has been successful or not the parties may decide to repeat the agreement as the Business to Business learning curve has been improved. Share the learning up and down the supply chain