Recording the Past, Decoding the Future: Building a Data Centre Construction Programme
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July 04, 2024
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The construction of data centres is essential to meet the demands of a growing digital world, yet the highly technical nature of these projects creates some unique challenges that can result in costly delays and disputes. In part one of this series, delay expert Brijes Patel discusses the key elements of a robust construction programme.
Getting it Right from the Start: The ‘Must Have’ Elements of a Construction Programme
When delivering a highly technical and intricate project such as a data centre, having a properly prepared construction programme at the start of a project is essential. Challenges such as technology failures, procurement delays and infrastructure provision can derail these projects, making proper planning and rigorous project management even more important.
A ‘baseline programme’1 is reflective of the starting point of a construction programme and lays out how the works are intended to be delivered based upon the information available at the outset. Common pitfalls in a baseline programme include:
- lack of foresight in relation to the scope of work and site logistics.
- not documenting the rationale of activity durations and construction sequencing.
- limited understanding of planning and scheduling best practices.
- insufficient knowledge and experience of the project specifics.
- time pressure to prepare a high-quality programme.
Often, the devil lies in the detail: a project manager might think they have adequately planned the work when, in reality, they have not captured enough information in the programme to ensure the works could be delivered in a timely manner.
By getting the basics right at the start, a programme can be a powerful tool to record progress and it helps the contractor plan and execute the works successfully. From a delay analysis perspective, the programme can also be a vital contemporaneous record that helps to reduce the number of disputes.2
The preparation of a baseline programme is dependent on the project specifics and should align with any contractual requirements. Whilst the checklist below is not all-encompassing the programme should, as a minimum, include:
- the full scope of the work to be undertaken.3
- a review by the site team of the accuracy and reasonableness of the programme.
- the recording of any assumptions made to programme activities and sequencing.
- sufficient detail of the Work Breakdown Schedule (‘WBS’) and the programme activities.
- milestones to show key activities, such as the start of the project or completion of contractual milestones.
- at least one continuous critical path through to project completion and, where provided for, any contractual milestones.4
In most construction projects, the contractor is usually required to share the baseline programme with the employer5 and its representatives. The employer should take this opportunity to review the programme prior to the work commencing as it is an opportunity to challenge the planned intent of the construction sequence where appropriate and identify if any red flags are present.
Programme Updates: The Dos and Don’ts
Given the complex and dynamic nature of a construction project, it is beneficial and usually necessary to update the programme as the project progresses.6
When updating the progress of programme activities for a given reporting period, the contractor should update the percentage complete, as well as the actual start and finish dates of the works. It is good practice to refer to site records when updating these dates. Where any progress of activities has been measured at a ‘dropline date,’7 relevant documentation such as record sheets, photographs and site mark-ups should be stored to demonstrate that due procedure has been taken.
The contractor may also wish to revise the original work sequences to align with the contemporaneous delivery sequence, incorporate further information or a detailed breakdown of work activities, and incorporate any instructed new scope.
Once the contractor provides the employer with a programme update, the employer should review the facts surrounding the progress-updated programme and challenge the contractor where appropriate.
Again, whilst the list below is not all-encompassing, a programme update should ensure contractual requirements are met (if not already) and include:
- a review of the existing programme to ensure that it fully complies with the contract requirements, as well as checking for any existing anomalies.8
- a breakdown of the pre-existing activities as further information becomes known.9
- the correction of any irregularities.
- any additional scope with detailed fragnets10 to the extent possible.
- instructed or additional works to demonstrate the impact of any changes.
- the description and reasons for any changes made with corresponding records, to be submitted to the employer for full transparency.11
- an accurate update of progress, milestones achieved, and any delays encountered with reference to contemporaneous records.
- the allocation of different work calendars to introduced programme activities where appropriate.
Bad practices can often arise in the development of programme updates, and in general a programme update should avoid:
- inconsistent scheduling methodologies between the current programme and the programme update.
- striving for perfection as the standard, as a programme is inherently a model of what is planned to be undertaken.12
- significant changes to future activities such that it provides an overly aggressive forecast to deliver the scope of work.
- the introduction of minute and repetitive detail to the extent that the number of activities within the programme increases excessively.
- sequencing updates without consideration of resource planning.
- the sole reliance in updating progress based on percent complete of the activity’s original duration.
By following the above guidance, contractors can ensure that their projects are properly planned, are delivered in line with a clear strategy, and that they are equipped to deal with any hurdles along the way.
Part two of this article series will address common delays encountered on data centre projects and how to rectify these.
For more information on building a robust construction programme, contact brijes.patel@fticonsulting.com
Footnotes:
1: A baseline programme is a programme typically prepared prior to the commencement of a project, representing a contractor’s planned intention for sequencing the works. The programme is used as a baseline for measuring the contractor’s actual progress and performance.
2: SCL Protocol 2nd edition (2017), core principal 1.
3: AACE International Recommended Practice 29R-03 (2011), page 19 of 134.
4: AACE International Recommended Practice 29R-03 (2011), page 19 and 20 of 134.
5: The “employer” in this article refers to the party as stipulated within the contract and may be the project manager, developer, an employer’s agent, or the end-user.
6: As encouraged by AACE International Recommended Practice 29R-03 (2011), page 30 of 114.
7: A ‘dropline date’ is a broad programme term that describes a date when the programme had been updated with progress was measured to each programme activity.
8: AACE International Recommended Practice 29R-03 (2011), page 30 of 134, part (3).
9: AACE International Recommended Practice 29R-03 (2011), page 31 of 134, part (d).
10: A delay fragnet is a sequence of new activities that are proposed to be added to the existing schedule.
11: SCL Protocol 2nd edition (2017), paragraph 1.18.
12: AACE International Recommended Practice 29R-03 (2011), page 32 of 134
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July 04, 2024
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