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The preparation of a comprehensive time and

progress chart for the execution of the work.

The periodic revision of the chart as circumstances


demand, and the regular comparison of progress
chart made with the program.
The time and progress chart must show an analysis
of the chief elements and types of construction
involved in the project.

The scheduled dates of commencement and


completion of every stage of the main contract and
of sub-contracts.
Without proper program, the construction work
can be dis-orderly managed. The time and
progress chart serves as the coordination and
control of all the work under the different sub-
divisions of the contract. With this time and
progress chart it is easy to pinpoint where the
delay has occurred, and who is responsible for the
delay.

Likewise, because of a clear definition of the dates,


all parties concerned have to assume their tasks
making much easier for the contractor to finish the
job on time.
1. The sequence of operations.
2. The target time and date for their completion.
3. The rate of which they must be carried out.
4. The owners staff and the contractors staff
should be familiar with the information given in
the chart and should constantly strive to carry
out the work according to the projected rate of
accomplishment.
5. If some operations are to be done by sub-
contractors, they should be notified in advance
and given a clear understanding of what exactly
is expected from them.

6. The chart also tends to prevent changes in design


and layout with consequent delays and increased
in cost. It also provides essential information
regarding labor, materials and plan
requirements.
From this program, the owner can
be furnished with particulars of the
likely financial requirements
during the period of construction,
and will be able to coordinate his
program for bringing the scheme
into use.
The making of time and progress chart is a
matter of trial and error. It requires
consideration of alternative methods and
the effect of each event, resulting in an
orderly arrangement of event and an
ultimate savings of time and cost.
The chart should be flexible so as to permit
modifications to meet unknown
contingencies that may arise. It will enable
those in charge of the work to see the effect
of the contingency. It will be on subsequent
operations and to make the necessary
adjustments to bring the program back into
line.
1. A description of the items.
2. The target date for letting the sub-contractor or
purchase order.
3. Anticipated starting date, the expected
completion date and sufficient number of
monthly columns to cover the total time for
completion.
4. One or two extra columns for the possible over-
run.
After the form is drawn up, the next step is
to complete the description column in
approximately the same order as the
operations will take place on the site, except
that operations belonging to the same trade
or classification of work which should be
grouped together regardless of the time
when they will be executed, and the
mechanical trades are entered last.
The target dates for buying materials should
be worked back from the starting date and
time allowance for the operations requiring
shop drawings and fabrication. The progress
is shown in green color for on time, and red
for behind schedule.
The ideal chart shows the progress line
green throughout the contract period. On
the large project, a separate chart is
provided showing a date of delivery and a
date of using up of all principal materials
and laborers of each category employed on
the main contract and of the sub-contracts.
The time and progress chart is kept up to
date so that when the Owner or the
Engineer visits the site, they could see a true
comparison between the actual progress
and the scheduled program. Within the first
week of each month, the contractor shall
forward to engineer or architect a progress
report showing particulars of the work done
in workshop and on the site, also giving the
present position, the rate of progress,
estimated time of completion and hold-ups
for the delay if any.

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