NBS Educator: Schedules of work: an introduction

NBS Educator
Schedules of work: an introduction

NBS

November 2008

NBS Educator: Schedules of work: an introduction

0.

Content

1.

Introduction

2.

Definitions

3.

Confusion

4.

Appropriate documents

5.

Projects

6.

Repetition in specification

7.

Structure of schedule

8.

Substructure

9.

Process

10.

Summary

11.

References and further reading

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NBS Educator: Schedules of work: an introduction

1.

Introduction

1.1

This document

NBS is the producer of the national building specification, and part of RIBA
Enterprises Ltd. This presentation is part of the NBS Educator suite. Related
presentations in the suite include:

Contract documentation: an introduction.

Briefs: an introduction.

Specifications: an introduction.

Specifications: problems in practice.

Specifications: product selection process.

The content was developed by John Gelder BArch (Hons) RIBA RAIA CSI.
NBS
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URL: www.thenbs.com
1.2

Topics

Definition: Distinguish between specification, bills, drawings & schedules. What

exactly is the difference between a schedule of work and other descriptive
documents? This discussion constitutes the bulk of the presentation.
Documents: Bills, schedules or specifications which are appropriate? In what
circumstances might a schedule of works be preferred to alternatives?
Projects: Which projects are appropriate for schedules of work? Are schedules
limited to projects of a certain scale and type?
Structure of the schedule: Is a standard structure recommended for schedules?
This is explored in some depth.
Process of scheduling: How should one approach the preparation of schedules of
work?
1.3

Issues

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NBS Educator: Schedules of work: an introduction

Each of the five topics just outlined is explored in terms of the following:

Problems, i.e. difficulties seen in current practice.

Causes, i.e. why do these problems occur?

Solutions, i.e. moving towards best practice, or how might these problems be
solved?

NBS Scheduler, an application from NBS intended to assist in the production and
use of schedules of work, is one attempt to address problems in practice, by
helping schedulers move towards best practice (Wilson & Hamil, 2005).
1.4

Key points

A schedule of work is not a specification, or a bill of quantities, or a

(conventional) schedule.
Each of these document types is appropriate in different circumstances.

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2.

Definitions

2.1

Context

Schedules of work are one of several potential contract documents. They are not
used for all projects.
Contract document

Definition

Clarification

Instructions to
tenderers

Rules of play

for tender phase

Conditions of
contract
Production
drawings

for construction
phase
Description of work

graphical

Specification incl.
Preliminaries

written

Quantities

numerical

Schedules of work

list

The description of work is modular, each module being a particular type of

description. The modules can stand alone as documents, or be combined in
various ways to create a range of composite documents, e.g. annotated (i.e.
specified) schedules of work. Other descriptive modules include photographs,
prototypes, reference projects, and so on.
Each of the contract documents should complement the others. That is, the
project modules or composite documents should all be read together, and should
not repeat each other say it once and in the right place. Hence:
Listen very carefully, I will say this only once. (Michelle, in Allo, Allo)
2.2

Definitions

Schedule of work: This is a bald list of work items to be done no description,

and no quantities, e.g. repair sill, build wall (e.g. Willis & Willis,1997). There is a
separate specification (description of quality), and the schedule refers to it and to
the drawings (for location, dimensions, context). It is used as a pricing & price
adjustment document:
a priced schedule of works makes pricing later variations a little easier
(Ribanet).
without a BQ [schedules of work] are essential to provide a basis for
pricing (Ribanet).

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The term schedule of work is used loosely in practice. In this document we
provide precise definitions. The definition given here is strict and is not the
meaning usually assumed (Wilson, 2005a).
Specified schedule of work: Adding the specification (i.e. description) to the
schedule of work makes a specified schedule of work. This is what most people
mean when they talk of a schedule of work. This document combines two
descriptive modules, the list of work items and the written description.
Bills: Adding quantities to a schedule or specified schedule makes a bill of
quantities or a specified bill, respectively. Bill of quantities is another misused
term the modular nature of the description of work is often overlooked. People
usually mean a specified bill when they use this term. A (non-specified) bill (of
quantities) is simply a list of work items, plus quantities. Specified bills of
quantities combines three descriptive modules list of work items, quantities
and written description. In other words, it is a specified schedule of work plus
quantities. Again, the written description can be split.
Schedules of work should not contain quantities, for they are not exact
documents by nature. A contractor when pricing should include for
everything necessary (Cox & Hamilton, 1995).
In other words, schedules of work do not, by definition, include quantities.
2.3

Summary

This table endeavours to show how descriptive modules (across the top) can be
combined in various ways to make list-based documents (down the side).
Drawings, and the permutations associated with them, are not included.
Only two of the combinations in this table are schedules of work (specified, or
not). The other two are bills (specified, or not).
Quantities List of work items Written description

Schedule of work

List of work items

Specified schedule of work

List of work items +

Written description

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NBS Educator: Schedules of work: an introduction

Bill of quantities

List of work items +

Quantities

Specified bill of quantities

List of work items +

Quantities +
Written description

But there is some confusion. Some has been apparent in the discussion so
far. More evidence of confusion is to come.
2.4

Key points

A schedule of work is a description of the work, in a list format.

A 'specified schedule of work' includes (part of) the specification.
A 'bill of quantities' might be described as a schedule of work with quantities.

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3.

Confusion

3.1

General confusion
Schedules of work were extremely variable in form and content, hence
of questionable reliability (CPI draft, 2002).

The meaning of schedules of work varies from office to office, job to job no
distinction is made between specified schedule of works, bald schedule, and
schedule with ref spec. The use of product definition schedules, (e.g.
ironmongery), product assembly schedules, (e.g. doors), and schedules of rates,
only confuses use of the terminology further.
Variable form and content arises mostly because there is no standard framework
for schedules of work. Reasons for this are explored below.
3.2

Specification equates to schedule?

on Without Quantities projects, the terms specification and
schedule (or schedule of work) have often been confused (CPI, 1987).
Here we see blurring between schedule and specification, though at least
it is clear that neither include quantities.
To most quantity surveyors [the specification] has come to mean the
description of the work required (Schedule of Work) where quantities are
not provided (Willis & Willis, 1997).

Here we see exactly the same confusion and clarification. But the inference is
that the description of the work where quantities are provided is not the
specification.
3.3

Bills equate to schedule?

reduce tendering costs by preparing a Schedule of Works which is like
a Bill of Quantities of Lump Sum items (Cox, 1994).

Schedules do help with tendering of course, but they should be quantities-free.

It is an advantage if the work items in the Schedule of Works include
quantities (Cox, 1994).
A schedule of works with quantities is, as we have seen, a bill of quantities! Cox
here is trying to have his cake and eat it! Hes not alone:
The schedule can be quantitative (Ribanet).
because there is no Standard whether or not [schedules of work]
include quantities is down to the writer of the schedule (Ribanet).
the schedules take precedence over the drawings as far as quantities
are concerned (Ribanet).
Schedules cannot be quantitative, otherwise they are bills this is evidently a
common misunderstanding.
3.4

Quantities

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Occasional inclusion of quantities is quite common in schedules of work, even if
wholesale quantification is rare:
I have tended towards including more rather than less quantities in our
schedules, since I am aware of the tendering costs to contractors of not
giving quantities (Ribanet).
But, schedules are stricter on risk allocation than bills. When using bills, the
employer has taken the risk of estimating quantities. When using schedules, this
risk is supposed to be entirely the builders. Dont compromise!
3.5

Precedence

Generally, pricing documents take precedence over other documents. Schedules

of work, without quantities, are pricing documents. Bills, too, are pricing
documents.
3.6

Project scale

Because schedules of work are mostly used by small practices on small projects,
development of resources and theory has been stymied.
Schedules of work are used most often on small projects, to the extent that most
people think thats all they are suitable for. And because small projects are the
lifeblood of small practices, use of schedules of work has become equated with
small practices again most people think that they are not suitable for use in
larger practices. Indeed, schedules of work have been commandeered by small
practices to some extent.
Small practices do not individually have the resources to develop standards,
theories and the like. Cooperation between small practices has been slight, and
there are very many small practices. The net result of this is that there is a
diversity of approaches in the use of schedules of work. This is counterproductive for industry it increases inefficiency and cuts into profits.
3.7

Traditional authors

Specified schedules of work are specification documents, so are properly

prepared by the designer. Indeed, they are often wholly prepared by designers,
but not always.
The pricing function of schedules of work may encourage the use of QSs as
authors, They may wholly prepare the specified schedule of work, or they may do
the scheduled part but not the reference specification, leaving that to the
designer.
QS authoring might compromise the descriptive function. Their involvement in
specification writing is traditional in the UK, but gradually architects and other
designers are clawing it back, as they should the specification is a design
document after all.
QS authoring might also lead to under-utilisation of drawings. QSs do not usually
prepare drawings, even simple key plans and elevations.

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3.8

Standard and literature

Schedules of work are only mentioned incidentally, if at all, in works on

documentation and specifying, so there is no theory available. Schedules of
work are not taught, either. Peoples ideas about contract documentation are
often pretty woolly in practice, even where theories and training are available. So
their ideas about schedules of work are likely to be very woolly, as indicated in
the Ribanet strand quoted in this presentation.
No-one has produced a national standard version, so it has been every man for
himself (and every woman). Actually, this isnt quite true PSA (Property
Services Agency, now defunct) Specialist Services produced one (PSA Specialist
Services (1994) Estate management building works: schedule of work), but it is
largely unknown and unused. Besides, it is no longer available.
3.9

Solutions

Having examined problems of definition and their causes, we now look at

possible solutions, as follows:

RIBA support for small (architectural) practices includes effort going into
issues such as schedules of work, reducing counter-productive diversity.

Develop theory, providing more consistency. This presentation embodies a

theory of schedules of work.

Try to standardise terminology, e.g. as definitions given here.

Develop standard system.

Facilitate designer as author, e.g. automate costing function so designers can

do what they do best.

NBS Scheduler is a direct result of RIBA support, and addresses all these
recommendations.
3.10

Key points

Terminology in practice is confused and inconsistent.

Schedules of work are an alternative pricing document to bills of quantities.
Don't include any quantities with the schedule of works.
Schedules of work are often used on small alterations projects.
Schedules of work should be prepared by designers.
A standard approach to schedules of work would be useful.

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4.

Appropriate documents

4.1

Bills, schedules and specs

There is disagreement about whether bills, normal spec or schedules are best for
small works (or even for large works) (Wilson, 2007).
Some think bills, or not:
there is rarely any justification for a bill of quantities (Ribanet).
Some think schedules, or not:
a schedule of work is an intrinsically superior document to Bills of
Quantities, because it describes work items (Ribanet).
a schedule of works is similar to a work breakdown structure a
much more useful document than a Bill of Quantities (Ribanet).
without a BQ [schedules] are essential to describe the work and provide a
basis for pricing (Ribanet).
include the general scope of the work and leave out a schedule of
work (Ribanet).
Some think normal specs, or not:
NBS does work as a very good aide-memoire .. I often found it a life
saver (Ribanet).
a comprehensive set of drawings cross-referenced to a detailed
specification should be sufficient to price and build a building (Ribanet).
to specify in detail [has] the potential for holding the specifier responsible
if something was not said (Ribanet).
NBS results in somewhat daunting documentation for small jobs
(Ribanet).
4.2

Drawings

Drawings are sometimes not provided at all, especially for surveyor-led

documentation, e.g. for repair contracts. The location and extent are unclear so,
to compensate, the text expands and introduces ambiguity, bulk and confusion.
Work items stand a good chance of being overlooked amongst all the locational
and assembly material. Alternatively, site inspection during tender is needed to
clarify location and extent.
Simple key plans and elevations may be all thats needed. They and the
schedule of work would be coded in parallel.
Drawings are overridden by the schedule (whether specified or not), because the
pricing document overrides others. Architects and the like may resist or corrupt
this idea in their documentation. For example:

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By putting too little effort into schedules: Architect-led documentation prefers

drawings to schedules, prefers communicating graphically. More effort will be
put into the drawings, so less effort goes into the schedules of work, even
though these take precedence and will be used for pricing:
if you have a properly prepared and detailed set of drawings for a job, you
dont need any other documents (Ribanet).

By not considering pricing function of schedules: Though architects are aware

of the pricing function, they may not design and complete the schedules with
this in mind, e.g. no columns provided for the tenderers or builders
quantities, rates and costs, and no space set aside for page and section cost
summaries and carry-forwards.

Small practices try very hard to avoid using QSs, due to their very tight fees. This
is another reason that schedules are preferred over bills for small works.
4.3

Causes

Particular document types are being used unquestioningly due to custom.

Individuals, especially in small practices, naturally try to standardise their
approach to documentation this brings about efficiencies of various kinds. The
downside is that they tend to be closed to considering alternatives.
4.4

Solutions

Its a case of horses for courses bills, specs and schedules serve different
purposes, e.g. bills are generally considered worthwhile for larger projects (i.e.
1M+).
Therefore, entities like NBS must provide for all documentary options. NBS
provides for various specification options and, through NBS Scheduler, for
schedules of work and (if the quantities columns are pre-completed) for simple
(non-SMM7) bills of quantities. Documenters can select the approach that best
suits the project.
4.5

Key points

People tend to prefer particular types of document, to the exclusion of others,

even where others may be better.

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5.

Projects

5.1

Project scale

There is no agreed scale of work:

for an 11.2M job, we have NBS specifications, schedules and
drawings (Ribanet).
I use Schedules of Work on all my jobs, the largest just under
300,000 (Ribanet).
a Schedule of Works can provide a useful document for many projects
up to seven figures (RIAS Practice Information, Spring 2002). (RIAS).
Clearly, schedules of work are not restricted to small or simple works. They might
be suitable for documenting some, or many, (relatively) large or complex
projects. But most folk implicitly assume small works application.
5.2

Project type

There is no agreed project type. Schedules of work may be used for new build
small works (Willis & Willis, 1997), though maybe unsophisticated is a better
term than small.
They are often reserved for alterations (of any scale) (Bowyer, 1981). But
alterations work is often better described in words than drawn. Drawings have a
useful function, even if only for locating the alteration or repair unambiguously.
Details, too, are best described using drawings.
Again, schedules can clearly be used for both new build and alterations projects.
Summarising the conventional view of schedules:
Small scale

Large scale

New build

Work to existing

Schedules of
work

But, of course, schedules of work can be used for all permutations.

5.3

Causes

The cause of these problems is, once again, their general association with small
practices and small jobs. People are reluctant to try stretching schedules of
work for other project types. Small practices prefer, are used to, schedules that
is, schedules = small:

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as a small practice we have used [schedules of work] for many years and
regard their production as an important part of some architecture
practices skills (Ribanet).
5.4

Solution

Design schedules for all scales of work, and for both new build and alterations.
There is no reason why schedules cant be used for both new build and
alterations many projects mix them.
NBS Scheduler contains descriptive material geared to both new build and
alterations and repair. This should encourage a more adventurous approach to
the use of schedules of work.
5.5

Key points

Schedules of work can be used on larger scale projects.

Schedules of work can be used on new build projects.

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6.

Repetition in specification

6.1

Problem

Because the descriptive material is organized by items of work, where there are
similar items there will be similar descriptions. Similar items will occur when
similar work is to be done in different locations, e.g. sill repairs to window 1 and
to window 2, or where different composite elements contain similar work items,
e.g. plaster to partition walls, and plaster to internal faces of cavity walls. This
leads to bulk, risk of inconsistency and error, and difficulty in use.
6.2

Split specification

Splitting the specification solves the repetition problem (in part), but the principles
are not well understood, and alternative splits are not considered.
Split or two-part documents are quite common in construction. Standard forms of
contract, for example, comprise three parts standard conditions, special
conditions, and annexures (the A20 series in NBS). BSI (British Standards
Institute) standards are also split, e.g. between the published standard itself and
the project-specific implementation clauses in the specification (in which choices
offered in the standard are made, defaults in the standard adjusted).
Bowyer advocates split spec-and-schedules also for work which is the subject of
an application for a statutory financial grant, in which improvements must be
separated from repairs.
6.3

Split specification options

The ways in which the specification might be split are explored below. Four
options are considered. The written description and the bald schedule of work
can be combined, or split, in several basic ways. All have their pros and cons.
Essentially we can have:

Bald schedule + (separate) whole specification (i.e. spec not split).

Specified schedule, stand-alone (i.e. spec not split).

Specified schedule + (separate) reference specification (i.e. spec split).

The following text briefly explores the first two (A and B) and two variants of the
last type (C, D). The last option (D) is used in NBS Scheduler.
A reference spec of some kind is commonly included:
there is often a strong case for having a specification in addition to the
schedule (Cox & Hamilton, 1995).
This quote could have had either a separate whole spec or a split spec in mind.

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6.4

Definitions
Schedule of work

reference specification

For each work item include:

A no spec

whole spec, e.g. NBS

B whole spec

none

C products spec

execution spec

D products & execution unique to project products & execution common

to many projects
Option A: The bald schedule refers to drawings and a separate specification.
Some items could also be specified on the drawings not a good idea:
Item 1

C20

Item 2

E35

Item 3

G42

Item 4

H23

Item 5

M47

Option B: The specified schedule refers to the drawings. The main difference
between this specified schedule and a conventional specification is the structure
of the document by work items and constructions in this case, by work section
in the other. Again, some items could also be specified on the drawings not a
good idea.

Item 1 + spec
Item 2 + spec
Item 3 + spec
Item 4 + spec
Item 5 + spec

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Options C and D: The specified schedule refers to a reference specification, and

to the drawings. Some matters are specified in the specified schedule, some in
the reference specification, but none in both.
This is a two-part specification. A variant, not discussed here because it is not a
schedule of work, is that the first part (the project-specific part) also has a
CAWS structure.
Some items could also be specified on the drawings, but the chances of conflict
and redundancy are even higher than for options A and B.

Item 1 + spec

C20

Item 2 + spec

E35

Item 3 + spec

G42

Item 4 + spec

H23

Item 5 + spec

M47

Option D: NBS Scheduler uses this split. An example might help to clarify the
split. Consider the white gloss painting of 10 windows:
The schedule would specify white gloss paint 10 times (if the schedule was
structured window-by-window), as well as requirements that applied to just one
window. The ref spec would simply call up the BS for gloss paint.
This type of reference specification doesnt need editing on a project-by-project
basis, and the tenderers shouldnt need to read it. Services specifications are
often split along similar lines, into a general (reference) spec and a particular
(project) spec.

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6.5

Pros and cons

pros

cons

bulk of schedule minimised

cross-refs needed

repetition minimised

two docs to refer to

spec mixes project-unique
material and general material

no cross-refs

total bulk maximised

all-in-one

repetition maximised
schedule mixes project-unique
material and general material

bulk of schedule reduced

cross-refs needed
two docs to refer to
repetition inevitable in schedule
both docs mix project-unique
material and general material

bulk of schedule reduced

cross-refs needed

project-unique material
isolated helps costing &
tendering

two docs to refer to

repetition inevitable in schedule

Option A: A full NBS-style spec, with spec-free (bald) schedule, is the most
common solution (as in Willis & Willis, 1997; Bowyer, 1981):
Specifications for alteration works generally deal with specific work items
on a room-to-room basis, presenting these as spot items. It will be obvious
that such a specification will become too lengthy unless the specification
requirements in respect of materials and workmanship are collected
together in one section (Bowyer, 1981).
the benefit of the NBS clauses is that the schedule can be very brief as all
the detail is in the materials and workmanship clauses which I keep under
the traditional Trade Preambles section (Ribanet).
Option B: This stand-alone specified schedule results in an unworkable
document, but nevertheless is used, e.g. by surveyors.
Option C: Workmanship split not common, but:
append all the workmanship clauses from each section at the end of your
spec (Ribanet).

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we do tend to put the workmanship clauses into a separate part of
tender documents it should not need to be referred to very often
(Ribanet).
the best option is carefully written NBS workmanship clauses in a
separate Workmanship Section of the specification (Ribanet).
Option D: References to split specs in the literature recommend this sort of split:
on small projects it may be found necessary to use general
standard specifications, the variable specification information being given
in the schedule of work and/or drawings (BPIC, 1987).
In order to keep the drawing simple and to aid the contractors
comprehension of what is required, a Schedule of Work has been
prepared as section B of the specification. The Schedule of Work
descriptions have been kept short and to the point by referring to relevant
clauses in the subsequent sections which specify the quality of materials
and workmanship (Willis & Willis, 1997).
Specifications for alteration works are divided into:
o The contract form.
o Preliminaries.
o Material and workmanship clauses set out in trade sequence.
o Work clauses [i.e. schedule of work] (Bowyer, 1981).
The description of the work items in the Schedule of Works should,
where applicable, refer to the relevant specification section numbers of the
General Requirements (Cox, 1994).
6.6

Key points

Schedules of work can be very repetitive.

Splitting the specification part of the schedule can reduce repetition. There are
three main options:
Unspecified schedule of work + specification
Fully specified schedule of works.
Partially specified project/standard schedule of works + reference
project/standard specification.
Partially specified project schedule of works + standard reference specification.

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7.

Structure of schedule

7.1

Problem

A room-by-room structure is generally assumed but not always appropriate.

Overall structure options include:

Commonly ordered by location, e.g. room, or elevation (Cox & Hamilton,

1995): Suits work to existing but not new work (Bowyer, 1981).

Ordering by CAWS: This creates a conventional spec, not a schedule of work.

Ordering by elements: Serves pricing function, suits new work and work to
existing.

7.2

Location

This way of ordering the schedule of works is familiar to architects working on

alts and adds projects. NBS Scheduler allows this type of structure:

Room 1.

Room 2.

Room 3.

Room 4.

Room 5.

Room 6.

Room 7.

7.3

CAWS

The Common Arrangement of Work Sections is used by NBS and Barbour

Specification Expert in the organization of their specification material. It is a
three-character classification system for work sections, e.g. A90 General
technical requirements; J41 Bitumen sheet roof coverings.
Schedules are not organized into work sections, but reference specifications will
be, as they are in NBS Scheduler:

C20.

E35.

G42.

H23.

M47.

S26.

Y32.

7.4

Elements

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In this example, the elements are from the Uniclass system, rather than from
Building Cost Information Service (BCIS operated by the RICS). BCIS has a list
of standard elements, used for collection and analysis of pricing information. If
you like, this provides the QS view of a schedule of works. NBS Scheduler allows
this type of structure too, based on BCIS:

Foundations.

Coverings to external walls.

Floor finishes, direct.

Culinary FFE.

Cold water supply.

General lighting.

Retaining walls.

7.5

Key points

Schedules of work can be organized by location, CAWS (for reference

specifications) or elements (Wilson, 2005b).

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8.

Substructure

8.1

Work items

Each work unit deals with an individual action necessary to carry out the work
(Bowyer, 1981). The NBS Scheduler term work item equates to Bowyers work
units concept. Just one trade will execute each work item. It is the smallest unit
of work allowed.
Work items are not the same as spot items (Ribanet), which are minor items
such as touch up paintwork to handrail 4.
8.2

Constructions

This is a list of work units forming a continuous work-flow extending possibly

over a number of trades (Bowyer, 1981). This NBS Scheduler term finds a
matching concept in Bowyer, but no matching term. They are aggregations of
Work items, and so may be multi-trade. But they may also comprise just one
Work item. They are also known as composite items (Ribanet).
8.3

Process

Set out the framework for the schedule, then build up work units to create work
clauses (Bowyer, 1981).

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CONSTRUCTION 1

Work item 1: Trade A, product 1

Work item 2: Trade B, product 1

Work item 3: Trade C, product 1

Work item 4: Trade D, product 1

Work item 5: Trade A, product 2

Work item 6: Trade B, product 2

Work item 7: Trade A, product 3

Work item 8: Trade E, product 1

A Construction comprises a sequence of Work items. Several trades may be

involved. Each Work item is single trade, but that trade may come and go during
the execution of the Construction.

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8.4

Examples

Example of a Construction (Bowyer, 1981):

Forming an opening & inserting new door (this example has been edited
many more work items are included)
o Needle, prop and strut (temporary support).
o Break through existing wall
o Cut away and form new opening.
o Prepare and make good to reveals.
o Provide and insert new lining
o Provide and hang new door on butt hinges as specified
o Decorate and make out decorations to walls, etc.

In the following example of a Construction from NBS Scheduler, each bullet point
is a work item, and each of these has a series of points below it. NBS Scheduler
has about 1400 Constructions and 2750 Work items, at November 2006:

10. New Door Opening In Clay Brick Concrete Block Cavity Wall
o Form Opening In Brick Block Cavity Wall.
o Prefabricated Steel Lintel.
o Flexible Sheet Cavity Tray.
o Weep Holes.
o Beads And Stops For Plaster.
o Making Good To Plaster.

Example of a Work item from NBS Scheduler:

Flexible Sheet Cavity Tray

o Manufacturer: [___________].
o Product Reference: [___________].
o Material: Bitumen polymer, BBA certified.
o Width: To suit detail.
o Rise: 225 mm.
o Site Joints: 100 mm minimum laps sealed with adhesive.
o Outer Edge Of Tray In Facework: Project 5 mm from face of wall.

Each Work item has a series of points below it, as shown here. Some require
completion by the specifier. The use of capitals in the key words is an artefact of
the NBS Scheduler software.
8.5

Key points

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Within the schedule of works, content can be organized around single-trade 'work
items' aggregating into multi-trade 'constructions'.

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9.

Process

9.1

Problem

The scheduling process has been manual, so advantages of automation are not
available. Manual processes are slow and error prone, eating into profit margins.
This is because there is no standard, and no software.
9.2

Solution

Develop a standard system and run it on software. NBS Scheduler is exactly this.
In NBS Scheduler, for example, automation includes

automatic generation of the CAWS-based reference specification, section-bysection;

flipping between alternative views of the schedule of work;

recycling old schedules of work or model schedules of work;

revising old schedules of work as library projects of preferred Work items and
Constructions;

drag-and-drop creation of new Constructions from a library of standard Work

items;

a library of typical Constructions;

drop-down menus of inserts for each Work item;

links to technical documents such as British Standards and Building

Regulations;

live guidance window;

the ability to create your own Work items and Constructions; and

creation of the schedule of work using graphical views and details of typical
buildings.

9.3

Key points

Software can speed the scheduling process, and reduce errors.

NBS Scheduler includes both content and software, to facilitate scheduling.

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10.

Summary

A schedule of work is not a specification, or a bill of quantities, or a

(conventional) schedule.
Each of these document types is appropriate in different circumstances.
A schedule of work is a description of the work, in a list format.
A 'specified schedule of work' includes (part of) the specification.
A 'bill of quantities' might be described as a schedule of work with quantities.
Terminology in practice is confused and inconsistent.
Schedules of work are an alternative pricing document to bills of quantities.
Don't include any quantities with the schedule of works.
Schedules of work are often used on small alterations projects.
Schedules of work should be prepared by designers.
A standard approach to schedules of work would be useful.
People tend to prefer particular types of document, to the exclusion of others,
even where others may be better.
Schedules of work can be used on larger scale projects.
Schedules of work can be used on new build projects.
Schedules of work can be very repetitive.
Splitting the specification part of the schedule can reduce repetition. There are
four main options:

Unspecified schedule of work + specification

Fully specified schedule of works.

Partially specified project/standard schedule of works + reference

project/standard specification.

Partially specified project schedule of works + standard reference

specification.

Schedules of work can be organized by location, CAWS (for reference

specifications) or elements.
Within the schedule of works, content can be organized around single-trade
'Work items' aggregating into multi-trade 'Constructions'.
Software can speed the scheduling process, and reduce errors.
NBS Scheduler includes both content and software, to facilitate scheduling.

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11.

References and further reading

There do not appear to be any books specifically on the principles of schedules

of work. Where mentioned at all, schedules of work are incidental to, e.g.
specifications or bills.
Bowyer, J. (1981) Practical specification writing, Hutchinson.
Bowyer was an architect. This book anticipates NBS Scheduler in some
ways.
BPIC (1987) CPI Project specification: A code of procedure for building works,
BPIC.
Cox, P.J. (1994) Writing specifications for construction, McGraw Hill.
This book compares UK and US practices.
Crawford, M. et al. (eds) (1997) Uniclass: Unified classification for the
construction industry, RIBA Publications.
The classification system described here incorporates CAWS.
Dalziel, R. & N. Ostime (2008) Architect's job book, RIBA Publications.
Hamil, S. (2008) Cost tracking within NBS Scheduler, NBS Journal 12.
Various (2001) Architectural practice/ Management/ Schedules of work & NBS,
October/November, Ribanet.
This strand from the RIBAs Ribanet interactive website is used merely as
an example of current thinking among some architects. It is not an
authoritative reference.
Willis, C.J. & J.A. Willis (1997) Specification writing for architects & surveyors,
Blackwell Science.
Both authors are quantity surveyors (QSs).
Wilson, A. (2005a) The functions of a schedule of work, NBS Journal 07.
Wilson, A. (2005b) The structure of a schedule of work, www.theNBS.com.
Wilson, A. (2007) 'NBS for small works', NBS Journal 11.
Wilson, A. & S. Hamil (2005) NBS Scheduler 2, NBS Journal 07.

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