Schedule
When should the work happen?Logic-linked activities establish the construction sequence and completion milestones.
← PortfolioBethel Estate
Residential construction · Primavera P6
Bethel Estate
Residential Project
I developed an integrated construction programme covering schedule logic, procurement, resources, costs, baseline management, progress updating and variance analysis.
Explore case study ↓PROJECT CONTROLS / STATUS UPDATEREV 02
UPDATED DURATION269days
+25days vs baseline
ROLEProject PlannerPlanning & project controls
BASELINE244 daysApproved programme
UPDATE269 days25-day movement
BUDGET£4.31mUpdated budgeted cost
01 / Programme development
From construction scope
to executable plan.
I translated the project lifecycle into a structured Work Breakdown Structure, then defined activities, durations, milestones and logic. The objective was not simply to draw a Gantt chart, but to create a programme that could operate as a project-control tool.
01Mobilise
02Engineer
03Procure
04Substructure
05Superstructure
06MEP
07Commission
08Handover
◆ Notice to Proceed◆ Substructure Complete◆ Superstructure Complete◆ Practical Completion◆ Handover
02 / Logic & critical path
Dates driven by sequence,
not manual positioning.
Predecessor relationships reflect the construction method and connect procurement to installation. This makes critical-path and float analysis meaningful.
SUBSTRUCTURE SEQUENCEExcavate→Blind→Reinforce→Concrete→Drain→Backfill→Slab
“The schedule was driven by logic and dependencies—not simply by entering start and finish dates.”
03 / Procurement integration
Information and materials
before installation.
Engineering approvals and long-lead procurement were integrated with construction activities so the programme reflected real delivery constraints.
- Electrical panels 60 days
- HVAC equipment 60 days
- Lift package 90 days
PACKAGESUBMITAPPROVEPROCUREINSTALL
Steel◆
HVAC◆
Lift◆
04—08 / Integrated controls
Baseline. Resource. Cost.
Update. Analyse.
The approved plan was preserved as a baseline. Labour, equipment and material resources were assigned to activities, supporting time-phased costs and meaningful comparison after progress updates.
BaselineActual workRemainingCritical remaining
Substructure
Superstructure
Architecture
MEP works
External works
BASELINE DURATION244days
→
UPDATED DURATION269days
+25 daysProject-level movement traced through WBS and activities
09 / What the programme tells me
Resources
What is required to deliver it?Labour, equipment and materials are connected to the activities that consume them.
Cost
When will expenditure occur?Resource and cost loading create a time-phased view of planned project expenditure.
Control
Are we still following the plan?Baseline and variance analysis reveal movement and activities affecting performance.
10 / Project controls workflow
A connected control cycle.
01PlanWBS & activities
02ScheduleLogic & dependencies
03ResourceLabour · plant · materials
04CostBudgeted expenditure
05BaselineFreeze approved plan
06UpdateRecord progress
07AnalyseVariance & critical work
08ControlInform decisions
My approach is to treat Primavera P6 as a project-control system, not simply a programme-drawing tool.
11 / Project outcome
From static schedule
to integrated control.
The final programme demonstrates my ability to take a construction scope and develop it into a structured controls model—connecting time, resources, cost, progress and variance to support informed decisions.
WBS developmentActivity sequencingCritical pathFloat analysisProcurement planningResource loadingCost loadingBaseline managementProgress updatingVariance analysis