Design and Plan for the Bridge House Refurbishment

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A scheme has recently been approved for the alteration and refurbishment of the Bridge House financed fully by a family Trust. The project, which involves among others demolition of existing structures and conversion of the building into flats, is expected to be completed in one year and will cost around £1000000. The contract has been awarded to Lam Co.Ltd.

A programme of works in the form of a Gantt chart showing the duration of each activity, key milestones and the critical path of the project has been drawn up. Through this programme of works contractor’s progress can be monitored.

A cash flow analysis also has been prepared to provide the client with an indication of the amount of funds to be disbursed at each stage of the project. An S-curve showing the cumulative costs to be incurred during the life of the project has also been drawn.

  1. Aim and purpose

The purpose of this project is to alter and refurbish the Bridge House to provide flats and basement storage without affecting the street scene on the corner of the site, to recommend improvements to the proposed scheme, improve the building aesthetics, to provide a new and modern bridge house which is more environment-friendly, and to upgrade the services of the Bridge House.

  1. Details of authorship

The project has been entrusted to Lam Co.Ltd a duly registered company specialized in renovation and construction works. It has its seat at 24 Salisbury Road, Leeds. It has been active in construction projects for the last 24 years. The main aim of this company is to satisfy the needs of customers by providing the best possible solution. Lam Co.Ltd provides a luxurious life to its customers at a reasonable price.

  1. Client’s details

The client is a family Trust and the freeholder of 2-8 Gas Works Lane Oswaldham in the heart of industrial Lancashire.

  1. Project particulars

The Bridge House is a vacant building and managed by a family Trust. A scheme has been recently approved by the Planning Authority for the alteration and refurbishment of the Bridge House which will be fully financed by the family trust. The site is close to the centre of the town and just within the central conservation area.

The project will involve demolition of part of existing structures, conversion of ground floor, 1st floor and 2nd floor into flats, reparation of openings and painting of external walls, landscaping and site works, repairs or replacement of damaged timber ceilings and floors, repairs of roofs, cleaning and painting of internal walls and partitions and reinstallation of building services.

The estimated duration of the project is about one year and will cost around £1000000. All these descriptions are written in the contract and signed by both parties.

  1. Context

The alteration and refurbishment of the Bridge House is being undertaken by the family Trust so as to provide low cost housing for local people.

2.2Conditions of engagement

For this project a contract has been signed between the family Trust and the Chief Executive Officer of Lam Co.Ltd. In this contract the duration, cost plan, project plan and procurement plan, variations and alterations, extension time, maintenance period, relations between the contractor and owner and payment schedules are clearly laid down.

2.3Limitations and exclusions

The company will do its level best to complete the project on specified time without compromising quality. However, the contractor will not be responsible for any delay caused due to natural calamities and any other “force majeure”.


The cost plan has been prepared on basis of measurement taken from the proposed building plan. Furthermore, a site visit has been carried out to inspect the building and assess the scope of works.

Samples of the structure of the building have been collected and tested according to relevant British Standards to determine the strength and durability of the structures.


4.1Definition and purpose of programme of works

One of the key elements in controlling the progress of the project is the formulation of a project programme. From the start of the project this document measures the progress of the project against targets. The programme of works includes subcontractor activities, material deliveries and other relevant activities required to deliver the project on time. During the construction phase this programme is used to monitor contractor’s progress and provide the owner with regular progress reports.


Milestones are important events during a project’s life at which specific reviews of time, cost and quality are made. They are the significant points in the project which indicate whether it is on schedule. In this project three milestones have been identified as follows:

Milestone 1: Conduct rough-in HVAC inspection.

Milestone 2: Deliver and fix external doors and windows.

Milestone 3: Varnish, polish and place carpet for timber floors.

4.3Critical path

Critical path is the path which has the longest sequence of activities. It is called the critical path because any delay in any other activities on this path will delay the whole project.

The critical activities in the project are namely demolition and carting away, frame and internal walls and partitions. These activities are considered to be critical because they need to be completed first before other works could start.

The activity sequences, durations and schedule constraints have been analysed and a Gantt chart has been produced at Appendix A.

4.4Project schedule

Each activity from site set up to handover has been listed and given a time scale. Approximate activity durations are based on building size and past experience.

According to the Gantt chart the project will start on 3rd July 2014 and end on 7th September 2015. On week days working hours start from 8.00am - 5.00pm and on Saturdays work starts at 8.00am and ends at 12.00pm. The duration of the different activities are illustrated in table 4.4.

Table 4.4: Activity schedule.

Main Tasks


Preliminary works on site

3rd July 2014 – 9th July 2014

(5 days)

Facilitating works

9th July 1995 – 12th August 2014

(26 days)


12th August 2014 – 5th September 2014 (20 days)

Roof repairs and finishes

5th September 2014 – 16th September 2014 (8 days)

Roof drainage

16th September 2014– 25th September 2014 (7 days)

Internal walls and partitions

25th September 2014 – 10th December 2014 (60 days)

Floor repairs

10th December 2014 – 23th December 2014 (10 days)

Ceiling repairs

23th December 2014 – 5th January 2015 (10 days)


5th January 2015 – 13th January 2015

(7 days)

Rough in utilities

5th January 2015 – 28th January 2015

(19 days)

External drainage installations

19th January 2015 – 6th February 2015 (15 days)

Finish plumbing

6th February 2015 – 12th March 2015

(27 days)

Finish electrical works

12th March 2015 – 9th April 2015

(22 days)

Main Tasks


Finish HVAC

9th April 2015 – 18th April 2015

(7 days)

Deliver and fix external doors

and windows

17th April 2015 – 6th May 2015

(15 days)

Sound proof treatment

6th May 2015 – 15th May 2015

(7 days)

Wall finishes

6th May 2015 – 28th July 2015

(65 days)

Ceiling finishes

28th July 2015 – 6th August 2015

(7 days)

Floor finishes

6th August 2015 – 14th August 2015

(7 days)

Deliver and fix internal doors

14th August 2015 – 3rd September 2015 (15 days)

Furniture/joinery works

14th August 2015 – 19th August 2015

(3 days)

Landscaping and site works

19th August 2015 – 31th August 2015

(9.5 days)

Final clean up and occupancy

31th August 2015 – 7th September 2015 (5 days)

  • Preliminary works on site will take 5 days because at the beginning there is a skeleton staff and procedures for water and electricity will take at least 2 days to be completed.
  • Facilitating works will require 26 days because necessary precautions should be taken to protect and seal off openings that will be retained. Moreover, demolition works will have to be carried out on ground floor, first floor and second floor.
  • Regarding internal walls and partitions it has been estimated that the works will be carried out in 60 days because it is the core activity of the project and also because the works are complex. The durations depend on the scope and extent of internal walls and partitions. The default duration per floor is assumed to take 20 days.
  • The scope of work involved in frame (structural work, bracings, etc.) is extensive and will warrant at least 20 days. Frame erection is based on gross internal floor area which is 1031 m².
  • The construction and installation of staircases will take at least 7 days because it is made in timber which has to be polished and varnished. The work will need to be carried out with care at joists. The work will be carried out concurrently with roof repairs and finishes.
  • 8 days will be required for roof repairs and finishes activity which involves replacement of broken slates, screed and finishing as well as repair of dormer and roof space.
  • Roof drainage is preceded by roof repairs and will warrant one week as it includes replacement of downpipes, gutters and roof outlets and installation of new ones.
  • Allocated duration for rough-in utilities which involve encasing of water pipes, electrical conduits and gas pipes is about 19 days. The works will be performed by a number of crews that successively progress through each floor.
  • 15 days have been allocated to external drainage activity because works include connection of solid and waste pipes to sewers as well as construction of new manholes where necessary.
  • Concerning floor repairs 10 days have been assumed because treatments must be provided to timber upper floors and special care must be taken when replacing/repairing damaged areas of timber floors. Works also include cleaning of basement floor.
  • Ceiling repairs will take at least 10 days because treatments need to be provided to timber ceilings and special care must be taken when replacing/repairing damaged areas of timber ceilings.
  • Approximately 27 days have been earmarked for finish plumbing works which include installation of sanitary appliances on ground floor, first floor and second floor.
  • Finish electrical works will require at least 22 days because works include installation and termination of electrical devices on ground floor, first floor and second floor.
  • Finish HVAC works will involve installation of Air conditioners, heating system and ventilating system which require at least one week.
  • Deliveries and fixing of external doors and windows will take 15 days because there are quite a lot of openings.
  • 15 days have been assumed for deliveries and fixing of internal doors because many internal doors have to be installed.
  • Wall finishes will require approximately 65 days because works include rendering, cleaning and painting of walls and also because of high extent of internal walls and partitions following the conversion of the bridge house into flats.
  • Estimated time for floor finishes is about one week because timber floors need to be polished and varnished and tiles need to be placed for basement floor. Ground floor finishes will be performed last in the floor finishes sequence because crews enter and exit through ground floor and could consequently damage finishes already in place.
  • Assumed time for ceiling finishes is about 7 days because works include plastering and painting of ceilings and soffits.
  • Landscaping and site works will take about 9.5 days because parking spaces need to be provided, ramp needs to be constructed and new gate needs to be delivered and fixed. Soft landscaping and planting also need to be carried out.

(, 2014)

(, 2014)

(, 2014)


The triple constraint constitute time, scope and cost. One of the main objectives of this project is to achieve the triple constraint. The first focus of Lam Co.Ltd is to complete the alteration and refurbishment of the Bridge House within one year as mentioned in the contract.

The second focus is to achieve the target within the proposed budget and for this purpose the cost of different materials have been estimated.

The third important factor is scope identification. The scope of this project is to alter and refurbish the Bridge House within the estimated time and budget.

(, 2014)


An analysis of cash flow is important for proper planning. The cash flow sets out when expenditure would be incurred and the amount that will have to be disbursed during the life of the project. Predicting cash flow is important to ensure that sufficient funds are available in time.

Managing and forecasting the cash inflows and outflows are crucial for the success of the project. Mismanagement of cash flow can delay the project and result in cost overrun and even in bankruptcy for the contractor.

The project budget and projected cash flow are very important because they serve as the baseline for monitoring actual expenses and identifying overruns which can affect the project.

Cash flow projections may be affected by the need for the early purchase of long lead time items or items that are outside of the main contract which the client may wish to purchase.

A projection of cash flow for the project has been prepared on the basis of elemental cost analysis at appendix B as follows:

Table 6.0: Cash flow projection.

A graphical representation of the cash flow analysis has also been produced at Appendix C. The graph shows the cumulative costs to be incurred during the life of the project.

Both the elemental cost analysis and the cash flow projection would provide the client with an overview of the total project cost and could be used for negotiating banking facilities, anticipating cash shortage, proper monitoring of overall project cost and for avoiding overtrading.

(Brighthub Project Management, 2014)

(, 2014)


This report has highlighted the purpose and importance of a programme of works for both the project manager and the owner. It can be used to achieve value for money and to manage the triple constraints (i.e. time, scope and cost). The cash flow analysis ensures that funds are made available for the project in time and identify overruns which can affect the project.

Both the programme of works and cash flow analysis can be used as a tool by the client for monitoring progress of work and project cost to avoid cost overrun and delay in project implementation.

The project manager, on the other hand, can use the work programme to ensure that the project progresses as scheduled. The cash flow analysis will help to better plan procurement of materials and ensure profitability.


It is considered that the alteration and refurbishment of Bridge House project is against the philosophy of low cost housing scheme on account of the fact that the project cost is above £1000000 and the rental to be charged to the prospective tenants will be too high.

In the light of the above it is recommended that the proposed scheme be reviewed and provide housing facilities for the middle class or the proposed project plan be amended to suit the objectives of the scheme.


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