When EPC Contractor shall finish developing detail schedules for each phase of the Work?

Construction schedule can complete after design completion alomost . then only we can do micro level schedule becasue at that we know all quantities clearly so that we can tell our realistic schedule . we can create l2 schedule  but detail only construction schedule client also looks only once design phase comes in to end stage almost because till that he will be in concantration of completing the engineering only after that he will stress about construction then we can give that also.

Thanks kamesh for reply

To be a bit moreclear on situation: I work for a Client and a project that our Contractor is undertaking is already in early construction phase. Engineering is complete and even civil activities on site are done. However Contractor is still struggling with producing of accurate and detail schedule for the full length of construction. What should be coming after civil work, piping and electrical & instrument installations etc..are not broken down in details, not properly sequenced and not logically tied. So you can not even clearly see from the schedule when construction will end and we achieve MC1, SH1
 

I try to understand how we, as the Client, should react on this

Dear nailya.

What you can do is review your Conditions of Contract (CoC) and ask your Contractor to provide you with a Schedule that is as per CoC requirements.

If the CoC is silent about the specifics of the Schedule, and you are worried that the work might be delayed, you can refer to other clauses in the CoC pertaining to delay in Construction and ask for a detailed work schedule to ensure that corrective actions are taken to reduce the delay and eliminate further delays in the future.

With kind regards,

Samer

Nailya

Sounds to me that the conractor is not adhering to the conditions of contract.  You will have to check the contract for wording on the competence of the resource, cv's etc.  You should be within your're rights to demand a change of planner from the contractor if you can demonstrate that he/she is not competent in the construction of programme schedules.  If the contract was tendered you should also check the tender schedule and compare against the current baseline for logic, critical path, float etc.  This will give some indication as to whether the same individual constructed both schedules.  It is not unusual for certain contractors to have an 'A' Team that do tender work and then pass on to a construction 'B' Tem to take the contract forward.  A look at the tender cv's in relation to current resource should sort this.

Matt  

You seriously need to carry out a deep dive into that programme with both their planner & project manager. As the customer you need to feel confident that their programme is achievable & logical, they need to give you proof of that.

Question, question until you are satisfied.

There is a need to balance between contracts and common sense.

It is totally impossible for a contractor to know in detail what will happen in 4 years time on a project that is still being designed.  However, it is critically important the contractor effectively budgets the available time across the whole project and then works to achieve the ‘time budget’.

Effective Time Management is a key contributor to project success.  A new publication from Wiley, the Guide to Good Practice in the Management of Time in Complex Projects shows how this can be achieved and provides a framework for managing the project. See:  http://www.wiley.com/WileyCDA/WileyTitle/productCd-144433493X.html

One of the innovative ideas that accomplished effective Time Management is the concept of ‘schedule density’.  For more on this idea see: http://www.mosaicprojects.com.au/WhitePapers/WP1016_Schedule_Density.pdf