UK Construction Journal - Issue 1 - April 2026 - Flipbook - Page 26
Below, diagram 4
If we compare the actual productivity to the planned, we can
better visualise the performance achieved
for Activity 1 (diagram 3).
Using the average productivity rates to date we can forecast
the finish date for Activity 1, which in this
example is 30 June (diagram 4).
However, the performance achieved line shows an
improvement in the week immediately before the update. If this
improved rate continues, the forecast finish date for Activity 1
is 20 June (diagram 5).
Below, diagram 5
I am not saying the programme update is obsolete, far from
it, it is the programme that identifies the starting point for the
analysis.
Activity 1 in this example is a driving critical activity, therefore
any delay to it has a direct equal effect on the completion
date for the whole project. Having the performance data
available and presented in a simple format such as these
graphs, the project team is better equipped to make informed
decisions and potentially, take corrective actions.
2
Association for the Advancement of Cost Engineering (AACE)
International, Inc., ‘Estimating lost labor productivity in construction claims,
AACE International Recommended Practice No. 25R-03’ [2004].
3
FMI Labor Productivity Study 2023.
4
Society of Construction Law ‘Delay and disruption Protocol’ 2nd Edition
(2017), paragraph 18.13.
Why is productivity down? Do we continue as we are? Was
the improvement a blip? Can we improve and mitigate?
Back in my time as a project planner I was lucky enough to
be site based full-time. This made it easy for me to actively
monitor the programme and the performance. I realise in
today’s world, having a full-time planner may be a luxury
that the contractor cannot afford in terms of cost or simple
availability. But that does not prevent the site team from
carrying out the performance monitoring. It does not need
to have a full-blown EVA technology system; a simple Excel
spreadsheet (or even pen and paper) will also do the trick. It
is more about recognising the problem and doing something
about it.
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A final thought
I would suggest to anyone reading this article that having
reached its end, it might be a good time for some inward
review. Ask yourself and your team: if you were now tasked
to prepare a disruption claim: could you? Are the records of a
suitable level of detail? Indeed, stepping back a little further:
do the records even exist?
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And if you’re on a live project that is currently on programme,
is your productivity what it should be or is there a large bill
looming for increased labour costs?
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David Waddle DipICArb FCIOB FAPM MCIArb AMICE
is a Regional Director and Construction Expert Witness with
Rimkus Consulting. David has more than 40 years civil and
building experience working on major UK projects both as a
site-based planner and project manager, and as a delay and
construction management consultant.
david.waddle@rimkus.com
References
0151 314 6650
1
Society of Construction Law ‘Delay and disruption Protocol’ 2nd Edition
(2017), paragraph 18.1.
contact@amssurveys.co.uk
UK CONSTRUCTION JOURNAL
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