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.