Construction Planning: Insights from a Consultant’s Perspective

In the industry, we’re known by many names — planners, schedulers, programmers, fire fighters, even wizards. Why? Because as construction planning consultants, we wear many hats. Our skillsets are adaptable, shifting to meet the unique demands of each project we take on.

Our role is challenging, yet highly rewarding — especially when clients value our contributions from securing the tender through to project execution and final handover.

I’ll walk you through the challenges we face daily so you can get a sense of what we bring to the table.

Engaging with a Wide Range of Industries

We work with a diverse range of clients, and our weekly job list reflects that variety. One week, I might be working on:

• High-rise residential development
• School project
• Townhouse development

The next week could include:

• Data centre
• Hospital
• Hotel refurbishment

The week after that might involve:

• Roadworks
• Multi-level warehouse
• Rail project

It’s essential for us to know how to approach different types of builds — from using the correct terminologies and referencing the appropriate documents, to sequencing the work properly and determining whether the job qualifies for inclement weather claims.

It’s definitely a head-spinner not having a predefined industry to focus on. As they say on that popular reality TV show, ‘You never know what’s gonna come through that door’.

Managing Roles on Either Side of the Table

Builder side or client side? It’s the perfect example of wearing different hats. And yes — we do both. A well-rounded consultant knows when the game is offence and when it’s defence.

Act as Second Set of Eyes

Programme review is one of the key challenges faced by consultants. It reflects the depth and breadth of our understanding of what constitutes a high-quality programme. The task involves carefully analysing the programme to identify its:

• Strengths
• Weaknesses
• Risks
• Opportunities for improvement

After our review, we either provide advice or a guide so they can fix the issue themselves, or we resolve it based on our findings.

Assessing the Appropriate Level of Activities to Align with the Programme’s Purpose

We customise and tailor the activity details at every stage to meet specific requirements:

• High-level Expression of Interest (EOI) programme to qualify and shortlist builders for a tender
• Mid-level Tender programme aimed at securing the contract
• Comprehensive Contract/Target programme outlining detailed post-tender activities

Simply put, the details and information in a program should be perfectly tailored to suit the target audience.

If the client’s concern is the budget, leave it to us — we’ll make it work.

Quick Turnaround

On a typical week, each of us handles 2 to 4 new jobs. During busy periods—such as the lead-up to Christmas, Easter, and school holidays—this workload often doubles. It’s important to pace yourself carefully because if you commit to a client when you’re already stretched thin, they will hold you to that commitment, which can create additional pressure.

Before joining the company, during my interview, I was asked how long it typically takes me to build a program. Coming from a heavy rail and civil engineering background, I replied, “about a month or so.” I expected a “wow, that’s fast” reaction, but instead, I was told, “That’s too long.” At first, I thought they were just trying to throw me off or that it was some kind of trick question. However, as I progressed in my career as a consultant, I quickly realised firsthand that, in consulting, taking a month to build a program is actually considered quite slow.

Steering Output from Packaged Engagements (Programme + 2Ds / 3Ds / 4Ds)

There are instances where a programme alone is insufficient to effectively convey the build methodology. I recall a client who unfortunately lost a tender because the methodology write-up was considered too wordy and failed to communicate the approach clearly.

One effective solution is to complement the programme with staging diagrams. This is particularly useful for projects that are:

• Heavily staged
• Involve complex construction sequences

Staging diagrams can significantly enhance understanding and provide clarity where text alone may fall short.

As planning consultants, we guide the development of these visual materials to ensure that the staging diagrams and the programme are aligned and communicate the construction sequence in a coherent, unified way.

Bringing in Backup from Other Experts

I get it—we all want to showcase our delay analysis skills and be the hero. But we also have to recognise the limits of our expertise. When project delays start to spiral out of control, it’s time to bring in a Delay Expert for backup.

Calling for backup is like local police requesting SWAT when a situation escalates. Planning consultants provide the initial intelligence and operate on the sidelines — essentially ‘securing the perimeter’ — while the Delay Experts move in to execute a swift, decisive action.

In my opinion, recognising the need for help doesn’t make you any less of a person—in fact, it’s a sign of strength and maturity.

Conclusion

So, is our profession as tough as they say? I’ll let you be the judge.

My final message to all construction planning consultants, planners, schedulers, programmers, and construction wizards—Kudos to you for keeping the construction industry afloat. Your skill, precision, and a touch of magic keep the chaos at bay.

I think we’re safe from being replaced by AI… for now.

Unless, of course, someone manages to conjure up an AI infused with dark arts. Then we might be in trouble.