Hr1 Essay Example | Topics and Well Written Essays - 4500 words

Hr1 - Essay Example Explain the Purpose of Human Resource Management Policies in Organisations 16 3.2. Analysing the Impact of Regulatory Requirements on HRM Policies of Millennium Hotels 18 3.2.1. Positive Impacts of Regulatory Requirements on HRM Policies 18 3.2.2. Negative Impacts of Regulatory Requirements on HRM Policies 19 Task 4 20 4.0. Examining Human Resource Management in an Organisation 20 4.1. Analysing the Impact of Organisational Structure and Culture on HRM 20 4.2. Impact of Culture on HRM 21 4.3. Effectiveness of HRM on Monitoring Organisational Performance 22 4.4. Recommending Steps towards Improving HR Functions 23 Conclusion 24 References 26 Introduction The organisations in the present competitive business environment seek to increase their capability of managing and controlling the performance of their workforce for the purpose of competing with their major rivals and accomplishing superior competitive position. In this similar context, the idea concerning Human Resource Management (HRM) of different organisations play a fundamental role towards strengthening the optimal performance of the workforce and enabling the organisations to gain overall business or operational efficiency in this composite business environment. The conception of HRM considerably ensures to provide adequate potential synergy in order to empower the substantial growth of a particular organisation. Moreover, the concept of HRM can also be considered as one of the major influencing factors of an organisation which facilitates to enjoy adequate capability of increasing the performance of the workforce and attaining the desired objectives of the organisations (SAGE Publications, n.d.). In the context of Strategic Human Resource Management (SHRM), the thought i.e. HRM can be regarded as a holistic approach which ensures to align human resource (HR) related functions of an organisation with its strategic objectives. The primary objective of SHRM implies the practice of identifying the key area s of HRM and developing effective strategy to meet the ultimate organisational goals and objectives (Salaman & et. al., 2005). With this concern, the primary objective of this report is to understand the contribution of SHRM in Millennium Hotels towards the attainment of its desired business objectives. Additionally, the discussion would further identify and analyse the major factors that underpins the need of an adequate HRM plan for Millennium Hotels. Furthermore, the purpose of HRM policies and their potential impacts will also be analysed in accordance with the HRM policies of Millennium Hotels. At last, the report will be concluded through analysing the impact of organisational structure and culture in the HRM practices and examining the efficiency of HRM in Millennium Hotels. Task 1 1.1. Significance of Strategic Human Resource Management (SHRM) Functions The practice of SHRM can be observed as the approach of preserving effective interrelation between the organisational strat egic decisions and overall HRM strategies. It intends to build a paramount approach for an organisation on achieving a greater degree of managing capability to efficiently attain its predetermined business goals (Gratton & Truss, 2003). In the context of Millennium Hotels, the approach i.e. SHRM can be viewed as one of the major attributes behind the continuous success of the organisation in the global hospitality industry. In relation to the fiercely growing competitiveness in the modern business

Marketing Communications - marketing strategies of C&C's Bulmers & Essay

Marketing Communications - marketing strategies of C&C's Bulmers & Magners Brand Cider - Essay Example Figure 1 below illustrates the Blumer/Magner market in relation to the larger business domain of beverages. Having identified the operating space for the product, some companies choose to target and serve a single segment out of the market by practicing niche marketing strategies while others choose several segments out of the market and offer differentiated offers. Some companies on the other hand do not segment the market but target the whole market with a single offering. Figure 2 below illustrates the different targeting strategies available for a company. Segmentation, which is the first step of targeting, divides the market in to distinct groups of buyers with different needs, characteristics or behavior. Next step of targeting involves evaluation of each market segment’s attractiveness and selecting one or more of the market segments to enter (Wisner 1996). In the case of Magners & Bulmers a niche marketing strategy is being adopted. Although segmenting can be based on factors such as demographics or geographic segregation or on economic classifications, the more sophisticated segmenting tools combine above factors with â€Å"Key Benefits Sought† (KBS) Analysis. These KBS are dependent on the alcohol content, taste and texture of the cider as well as the image factors. Table 1 below provides the segmentation of the cider market, which can be targeted by Magners/Blumer, based on â€Å"Key Benefits Sought† and further qualified by demographic, and Psychographics factors. From the above three target markets, the Magner is focusing on the Social Drink segment. In this category the product can effectively compete with mild and mid strength beers as well as wines provided the product image is developed to high standards. The Magner image has to change further to appeal to the sophisticated UK premium drinker category. The packaging still falls behind

Health and Social Care Essay Example | Topics and Well Written Essays - 1750 words - 2

Health and Social Care - Essay Example Due to technology and modern science outbreaks of diseases like malaria, and water-borne diseases could be prevented. Comparing with the past, it was hard to avoid any disease occurrence. One of the similar strategies that were used currently and it still existed in the past was waste disposal. The sewers systems were considered in the past and currently so that diseases that emanate from poor disposal of waste could be treated and be prevented in advance. To prevent those diseases, city planning was considered so that the outbreaks of diseases that used to kill many individuals could be curbed (Scriven and Garman, 2007). The current features of public health on family planning are operational up to date. Comparing with the past, they did not consider family planning but relied on the natural means to control birth. Currently, the group that is concerned with public health policy is the government, and other agencies like, World Health Organization and United Nations among others. The health of the public in UK is considered a lot and it is monitored. For example in the North West and the South West of England, knowledge and intelligence team significantly considers the health of its residents. For example, in the South West of England, they have intelligence hub that is concerned with improving collection and the analysis that is done in daily routines in all health care centers. The hub is concerned with the quality, volume and the cost that is incurred by the patients to treat a particular disease. For example, one of the tools that are available on the site is the injury profile that is concerned with how injuries can be prevented and if they occur how they are handled. The public health has introduced Sexual Health Balanced Scorecard that is concerned with sexual related health strategies to support both local and nationally residents of South West of England. Others departments that have been used to support the local and international

Marketing Communications - marketing strategies of C&C's Bulmers & Essay

Marketing Communications - marketing strategies of C&C's Bulmers & Magners Brand Cider - Essay Example Figure 1 below illustrates the Blumer/Magner market in relation to the larger business domain of beverages. Having identified the operating space for the product, some companies choose to target and serve a single segment out of the market by practicing niche marketing strategies while others choose several segments out of the market and offer differentiated offers. Some companies on the other hand do not segment the market but target the whole market with a single offering. Figure 2 below illustrates the different targeting strategies available for a company. Segmentation, which is the first step of targeting, divides the market in to distinct groups of buyers with different needs, characteristics or behavior. Next step of targeting involves evaluation of each market segment’s attractiveness and selecting one or more of the market segments to enter (Wisner 1996). In the case of Magners & Bulmers a niche marketing strategy is being adopted. Although segmenting can be based on factors such as demographics or geographic segregation or on economic classifications, the more sophisticated segmenting tools combine above factors with â€Å"Key Benefits Sought† (KBS) Analysis. These KBS are dependent on the alcohol content, taste and texture of the cider as well as the image factors. Table 1 below provides the segmentation of the cider market, which can be targeted by Magners/Blumer, based on â€Å"Key Benefits Sought† and further qualified by demographic, and Psychographics factors. From the above three target markets, the Magner is focusing on the Social Drink segment. In this category the product can effectively compete with mild and mid strength beers as well as wines provided the product image is developed to high standards. The Magner image has to change further to appeal to the sophisticated UK premium drinker category. The packaging still falls behind

Java zone Essay Example | Topics and Well Written Essays - 250 words

Java zone - Essay Example As a consequence, birds, reptiles and other animal species in these forests have increasingly been endangered as almost all forests are gone only to create space for this lucrative plant. It took the intervention of North America to realize that there has been a significant drop in the number of birds in Central America. As per the reports of the researchers, this is attributed to cutting down of tree previously used as coffee shades. As such, this work pertains to biodiversity more than anything else. The information is similar to the context that constitute of biodiversity. This is due to the reality that most farmers in Nicaragua and other Central American nations have been affecting biodiversity through their own action. In biodiversity, people look at the short term benefit of their action, which similar to the java zone farmers who cut down the forest not caring for the long run impacts. Cutting down the trees negatively affects biodiversity, given that they are natural habitats of some other creatures such as birds, and mammals. Is it right to compromise the biodiversity to increase the sales volume of

Research Paper Taxation Essay Example for Free

Research Paper Taxation Essay Wage is the fixed amount of compensation for service rendered covering a fixed period of time, usually hours, or fixed amount of work. It is usually a compensation given to skilled and unskilled labor. Commission is usually a wage given to skilled and unskilled labor. Commission is usually a wage given to a salesperson based on the amount of his sales. This amount is usually added to basic salary. Bonus is given to simulate employees to work more efficiently and effectively (Valencia Roxas, 2009) To make sure that employees comply with BIR regulation and local government laws, companies must include crucial employee and company information in their payroll systems. Setting up and running the different components that comprise a payroll system requires due diligence and adequate knowledge of tax legislation. Employee’s benefits In Philippine Accounting Standards (PAS) 19, paragraph 7 states that employees benefits are all forms of consideration given by an entity in exchange of services rendered by employees. These benefits may be paid directly to the employee’s or to their dependents, such as their children or spouses. These can be settled by payment in cash in form goods and services. Paragraph 4 of PSAS 19 enumerates the following four classes: (a) short term employee benefits; (b) post-employment benefits; (c) other term employee benefits; and, (d) termination. Employee information During the new hire process, companies must collect information such as medical insurance and W-2 forms to determine what should be deducted from an employee’s paycheck. These forms also provide employers which crucial information, such as the employee’s Social Security number and their withholding amount for government tax purposes. The systems must also track and process changes made to the employee’s tax exemption status, pensions, insurance plans or retirement funds. Salary information As part of the new hire process, payroll systems include a component that designates which employees are full time, part time and contractors. Classifying worker in a payroll system is important since the government levies high penalties on companies that categorize employees incorrectly. Applicable taxes and deductions The National internal Revenue Code (R. A 8424) requires the employer to withhold portion of the salaries earned by employees that will at least approximate an income tax due of the earner relative to the income earned. The monthly or semi-monthly withholding s taxable could be obtained from the BIR to serve as guide as to what amount to be withheld from the salary of the employee (http://www. ehow. com/list_6725482_components-payroll-system. html, 17 July 2010). In preparing a payroll, certain government mandated contributions needed to be deducted from the gross play of each employee. These include withholding taxes, PAG-IBIG, SSS (Social Security System) and PhilHealth contributions. Withholding taxes is remitted to BIR while PAG-IBIG is remitted to Home Development and Mutual Fund (HDMF) (Cabrera, Ledesma Lupisan, 2009). Other payroll withholdings include employee contributions to benefits, retirement accounts, and charities, these are determined by the employee during the fringe benefits selection process offered by their employer and must be taken into account as well as any employer matches when reporting payroll . Methods of Payroll Computation A payroll system involves everything that has to do with the payment of employees and the filing of employment taxes. This includes keeping track of hours, calculating wages, withholding taxes and other deductions, thus appropriate methods must be applied in the computation to achieve a desirable output. More and more aspects of payroll are being handled electronically. Methods include direct paycheck deposit, debit cards, payroll and non-payroll, use Web-based information system to allow employees access, with a secure password, to their individual payroll records including pay stubs, an earnings record and in some cases, employer information, such as the company manual or health insurance plan overview (Banning, 2008) Giove (1993) stated the seven methods for computing payroll: Hourly Rate Plan Employees paid on an hourly rate plan receive a fixed amount for each hour they work. An employee’s regular earnings are equal to the employee’s hourly rate multiplied by the number of hours worked during the payroll period. Salary Plan Salaried employees receive a fixed amount for each payroll period, whether weekly, biweekly, semimonthly, or monthly. If an employee on the salary plan works less than the regular hours during a payroll period, the employer may deduct for the time lost, although in most cases the employer does not make such a deduction. Regular earnings would be determined by multiplying that hourly rate by the actual number of hours the employee worked during the payroll period. Overtime Pay All employees in all establishments and undertakings whether for profit or not are entitled to overtime pay for work rendered beyond eight (8) hours. But this does not apply to managerial employees, field personnel, and members of the family of the employer who are dependent on him for support, domestic helpers, person in the personal service of another, and workers who are paid by results. Employees in the government are also entitled to overtime pay but they are governed by Civil Service laws and rules. Only employees in the private sector are covered by the Labor Code. Guaranteed Wage It is a written agreement to pay an employee a guaranteed minimum amount regardless of the hours worked, with an extra half-hour premium for hours over 40. Piece – Rate Plan It is a compensation plan whereby employee earnings depend on the units produced. Commission Plan Sales commission plans vary greatly from company to company but are generally based on the sales made during payroll period. Combination Plan This is a compensation method whereby employees receive a fixed amount of salary for each payroll period plus an extra amount for production (piece-work) or sales (commission). Timekeeping Records Accurate timekeeping is an essential part of an efficient payroll system. Every business must have an orderly method of recording the hours employees worked during the payroll period. The time records show the date and the time the workweek starts, the number of hours worked each day, and the total hours worked during the week. Time records are filed after the payroll is prepared and, in accordance with the requirements of the law, retained up to three years. The most common methods of timekeeping use a time clock with timecards or a time sheet. There are two primary reasons to maintain accurate payroll records. First, is the collection of the data necessary to compute the compensation for each employee for each payroll period. Second, provision of information needed to complete the various government report-federal and state- required of all employees. All business enterprise both large and small are required by law to withhold certain amounts from employees’ pay for taxes, to make payment to government agencies by specific deadlines, and submit reports on official forms. (McQuaig Bille, 2008). Other Aspects of Payroll Accounting System Payroll Register The payroll register summarizes employee earnings and deduction information in a journal entry that is inserted into the general ledger for accounting and general research purposes. Payroll registers are also used to create tax report. These documents are prepared by payroll staff or generated using payroll computer system. Payroll Services The meteoric success of payroll services is not accidental, but rather a reflection of the business community’s willingness to outsource the tedious and complex task of payroll accounting to outside specialists. The upside of outsourcing payroll is that payroll services ensure that the company complies with laws pertaining to payroll. That is a big deal considering the time investment it would take the payroll officer to stay current on payroll-related legislation. Another big plus is that payroll services are responsible for keeping track of each employee’s accumulated earning, tax withholding, and other information needed to issue W-2 forms at the end of the year. They also stay on top of things like direct deposits, salary adjustment, quarterly tax payments and all of the other details that can be distraction from the important job of leading the company (http://Gaebler. com/payroll-services, 8 Aug, 2010). In-house Payroll If contracting a payroll service does not sound like a good fit for a business, the management also has the option of doing it in-house. But if the management plans on saving money by personally administering the payroll, having more alternatives will be a better idea. Even if the company only has a few employees, dealing with payroll-related details can be a waste of time. Instead, designating the job to an employee who can give it the time it requires so precious time can be dedicated to other things (http://Gaebler. com/in-house-payroll, 8 Aug, 2010). Whoever ends up doing payroll in the company will be happy to know that there is a lot of software out there to help them. In fact, most accounting software solutions have payroll modules. Start by assessing the capability of their current accounting software program. If it does not have a built-in payroll function, chances are it is available from the manufacturer as an add-on. If it is not, then the company needed to decide whether to change accounting to one that does or attempt to find a payroll program that is compatible with the current system. Either way, it is worth the time to find a computerized system that meets the company’s needs rather than trying to do it the old-fashioned way. Internal Control A district’s accounting and payroll functions are critical for the maintenance of a solid financial foundation. Accurate and timely financial reports are crucial to administration and board decision-making. Payroll must be accurate, as it represents the district’s largest budgeted expenditure. Internal controls must safeguard the district’s assets from misappropriation. Payroll processing is an error prone activity. If organizations have just one or two employees it may seem relatively easy to compute salaries outstanding, taxes etc, but as small business starts adding employees they find spending more and more time in computation of salaries including variable pay. Errors are common in the full and final settlement and increases when employees join in the middle of a term as the processes are manual (http://ezinearticles. om/? expert=Mikael Anderson, 4 Aug, 2010). Waterhouse (2010) said in one of his studies that the objective of internal controls for payroll is to ensure that payroll disbursements are properly recorded and that related legal requirements (such as payroll tax deposits) are complied with. Segregation of duties is an effective internal control. The bank reconciliation clerk reconciles the bank accounts and is not involved in processing or approving items for payment. A payroll administrator, supervisor, specialist and six clerks perform the payroll function. The Human Resources Department (HRD) enters employee data into a database share by Personnel and Payroll and sets the rate of pay. The software system controls the ability of individuals to change information based on their access to the system. This prevents unauthorized individuals from changing this information (http://window. state. tx. us, 6 Aug, 2010). Gelinas, Sutton and Hunton (2005) included in their study some of the procedures that can be used to prevent or detect schemes. First is the direct deposit of payroll to eliminate alteration, forgery and theft of paper check. Second, is checking for duplicate names, addresses, and Social Security number in the employee data, finally is comparing actual to budgeted payroll. Expense Accounts are often an area of fraud and abuse. This include: (a) using legitimate documentation from personal expense for the business expenses; (b) overstating expenses by altering receipts; (c) submitting fictitious expenses by submitting copies of invoices. Such abuses can be minimized by formulating reasonable policies that compensate employees for their out-of-pocket expenses. Copies of invoices should only be accepted in extreme circumstances. Finally, expense account activities should be monitored on a regular basis to detect unusual patterns (Gelinas, Sutton Hunton, 2005). Payroll Fraud Connection Payroll, similar to cash disbursements, is an area ripe with fraud potential. After all, large organizations will make thousands of payments to employees for payroll and expenses account reimbursement every payroll period. Firth (2006) expresses that Payroll Fraud is an important issue that needs to be addressed by both Finance and Payroll professionals. Some of the key activities need to be considered include: improving the quality of master file data, reviewing the end to end payroll process, and reviewing the people that are performing each step in the payroll function. It is worth remembering that improving each of these areas will not only reduce the risk of payroll fraud, it will also result in many other business improvements right across the organization. Here are some of the types of payroll frauds, along with the median loss for each to an employer: (a) Ghost Employee, employees do not actually work for the company but receives paychecks. These can be recently departed employees or made-up persons; (b) Falsified hours and salary, employees exaggerate the time that they work or are able to increase the salary in their employee date; (c) Commission Schemes, employees falsify the sales on which commissions are based or increase the commission rate in their employee date; and, (d) False worker’s compensation claims, employees fake injuries to collect disability payments (Gelinas, Sutton Hunton 2005).

Project Planning And Challenges Facing Planners Construction Essay

Project Planning And Challenges Facing Planners Construction Essay This chapter will review the literature which has been used for this dissertation. A number of important aspects will be covered, including an overview of Construction Planning as well as determining what challenges are faced on a daily basis by construction planners. This chapter will also review research relating to Planning techniques used and software packages available within the Construction industry. 2.2 Construction Project Planning Project Management can be seen as the application of tools and techniques utilised to guide the use of resources towards achieving an intricate task within the constraints of time, cost and quality. From conception to completion, a mixture of these tools techniques is necessary to fit the task environment and project life cycle. (Oisen 1970). The British Standard for project management (BS6079 1996) defined project management as, The planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. The UK association of Project Management (APM) have produced a UK body of knowledge UK (BoK) which also provides a definition for project management as The planning, organisation, monitoring and control of all aspects of a project and the motivation of all involved to achieve the project objectives safely and within agreed time, cost and performance criteria. The project manager is the single point of responsibility for achieving this. Project Management as we know today has evolved in order to plan, coordinate and control the complex and diverse activities of modern industrial, commercial and management change projects. (Lock 2007) To allow for effective planning and control of projects, a requirement for systematic and logical methods should be applied along with proven techniques, thus ensuring a successful project outcome for all concerned parties, particularly the client. Without planning it is difficult to envisage the successful conclusion of any project or the effective control of time, money or resources. Planning is also essential in order to deal with construction risks and devise safe working methods. (Cooke 2008) Project Planning is defined as the establishment of a set of directions in sufficient detail to tell the project team exactly what must be done, when it must be done and what resources to use in order to produce the deliverables of the project successfully. (Zwikael 2008). Construction planning is an essential and challenging activity in the management and implementation of construction projects. It occupies the choice of technology, the description of work tasks, the estimation of the necessary resources and durations for individual tasks, and the identification of any interactions among the different work tasks. Hendrickson (1998) believes a good construction plan is the basis for developing the budget and the schedule for work. It is therefore common to adopt a conspicuous importance on either cost control or on schedule control as illustrated in Figure 2.1. Fig 2.1 (Hendrickson. 1998) Walker (2007) considers that by having a project schedule to work to and sticking to it, you will well be on your way to delivering successful projects. This would be dependant on effective communication and efficiency at all stages of the project and with an aim to reducing risk, time and cost. 2.3 The Construction Planner Construction project planning is receiving growing attention as the limitations of formal deterministic planning are becoming more widely recognised. (Winch, Kelsey 2004). There is growing concern over the failure of construction planning to achieve its goals in spite of the considerable resources allocated to it. Deficient planning techniques are commonly blamed for this state. (Laufer, Tucker, 1987) There has been considerable debate over the last decade or so on the effectiveness of construction project planning. However, there is remarkably little research into what construction project planners actually do. Laufer and Tucker provide a critique of construction planning. They protest that:- the planning and evaluation of planning processes are non-existent there is over-emphasis on critical path methods planners lack construction experience planners have poor information gathering methods planning is control-oriented instead of action-oriented Plans are been poorly presented with overly-complex information. In a subsequent paper (1994) Laufer and his colleagues look at the definition and allocation of planning work. They found that there was no clear system at work and planning was done in a multiplicity of ways. They call for the process to be properly co-ordinated by a single individual who will own the planning process and improve communication. Winch and Kelsey (2005) believe the specialist planner has the time to do the work but incomplete practical knowledge. The line manager has the practical knowledge but does not have the quality time to carry out the task. The specialist planner has better strategic decision-making skills than the short-term decision-making focus of the line manager. They then go on to say Line managers see the delegation of key decision-making to another as a threat to their position. These problems are confirmed in Laufer (1992) wider project management study and can result in: The planner preparing a plan which has incomplete information and in-adequate decision making authority. The line manager treating such plans as merely an irrelevant forecast prepared by another. Allen Smallwood (2008) believe Construction planners and the role they perform are little understood both within the construction industry and the wider environment where construction has a daily impact. Planning occupies a central position in the functions of the manager. His responsibilities may vary with organisational philosophy and contingency but planning invariably remains an essential ingredient of his duties. (Steiner, 1979). Much Research and Development effort has been made during the last three decades but progress with techniques has not removed the dissatisfaction with the application and results of construction planning (Choudhury 1981, Mason 1984, Morton 1983). Effective construction planning demands that it is carried out by competent and experienced personnel. While the estimator must remain in charge or pricing the work, most contracts, today, are too complex for the estimator to handle the technical content of pre-tender appraisal. It is here that the construction planner has a major function. 2.4 Planning Techniques Most planning techniques aim to express the work to be done, to a time-scale; some also include resources, and perhaps cost and value. In simple terms, they intend to help control time and cost. The other major factor in project control, quality, is controlled by its own family of control techniques; and quality is related to time and cost through the skill and judgement of the project management team. Neale (1989) believes the major components of planning techniques are: Activities: literally, being busy, expending energy, consuming resources, taking time; in construction planning, this means a job to be done; for example preparing a drawing, an order to be places, a hole to be dug, bricks to be laid in a wall, a flow of water to be diverted. Activity durations: the time required for the completion of each activity Project time-scale: the time structure of the project; it is usual to give each week in the project a number (this makes calculation easier), and these then have to be related to calendar dates, holidays, etc. Event: an occurrence at a specific point in time; for example, the granting of planning consent, of the start or end of a traffic diversion. Work method: the plan must be expressed in some logical way, indicating the sequence of operations, and which activities and events are interrelated; this may be implicit (as with bar charts) or exlicit (in network analysis, where work method is usually called logic.) Resources: often called the four Ms (men, machines, materials and money) but can include overheads (for example, site accommodation), and even such essentials as managerial skill. Costs: what the work has or will cost, often derived directly from the unit costs of the individual resources. Value: what has or can be earned by payment for work done derived from the bill of quantities, the estimate or an internal budget. The calculation of value-to-date can be used as an overall measure of project progress. The following four techniques are often used in construction planning; Bar charts, Network analysis, Line-of-balance Linear programmes. 2.4.1 The bar chart/ Gantt Chart Drafting of a bar chart is popular because it produces results which are easy to understand and not too searching of the planner. Its use is limited to planning straightforward work with simple relationships between the activities. This graphical technique still forms the foundation for most resource scheduling. Its major drawback is that even minor deviations from it require extensive redrafting as a result making it more difficult to having to hand a contemporaneous bar chart that is a reliable indicator of future events. The main features of the bar chart are as follows: The activities are listed on the vertical axis Time is shown on the horizontal axis. This may be an appropriate time unit, such as months or days. Each bar is divided horizontally into two, with the top half representing when the activity is planned to take place, and the bottom shared in, as proportions of the activity are completed. A vertical movable marker line indicates the current time, thus enabling the observer to note if any activities are behind programme, and to what extent. Refer to Figure 2.2 for additional information. Figure 2.2 Typical bar chart The format of the bar chart presumes that the end user (client) can involve the same judgment that was in the mind of the planner when he was compiling it. In highly repetitive or simple work it can be implied that the users will better understand the thought process of the planner. However as project complexity increases the users ability to monitor the project in relation to the programme is reduced unless it is understood: What work is important to progress? Of the activities currently behind programme what, if any, effect do they have on overall progress? On the contrary, if most of the actual work is ahead of programme, does this mean that the current prediction is that the project will be complete in advance of the targeted completion date? The answer is definitely not an automatic yes. To provide an informed response, an understanding of the relationships between programme activities is crucial. Neale (1989) consider these deceivingly simple questions contradict issues which are at the heart of many construction disputes, namely considerations for extension of time. 2.4.2 Network Analysis Unlike a bar chart, activities are not shown on an axis of time. What the network portrays is the logical relationship between activities. Network analysis is a powerful, logical and analytical technique. It is most effective when used for complicated projects, especially those with external constraints and complex interrelationships. The technique is based on drawing the logical relationships between construction operations, and from an analysis of the relative durations, establishing which operations have the most crucial effect on the project duration. It can be drawn in a number of ways, the most well-known in the UK being the arrow diagram. Figure 2.3 Network diagram The technique is sometimes known as the critical path method (CPM), and critical path analysis (CPA). A version which incorporates a statistical method for calculating the probability that a project will be completed on a specific date is called the programme evaluation and review technique. (PERT) The identification of a critical path focuses the attention of the individuals managing the project and highlights to clients and their advisors the tasks that require to be particularly well managed with regard to time. The duration of critical path represents the shortest duration in which the project can be completed. Delays to activities on the critical path transmit directly through to extend the project completion date. This provides advanced warning of the pending delay to completion and enables the contractor (or employer) to invoke recovery action at a useful point in time rather than waiting until it is manifestly obvious that the completion date is threatened. If the employer or his Architect/Engineer (A/E) instructs additional work which affects the activities on the critical path then the contractor has grounds for a claim for an extension of time. The term critical path is widely used in the construction industry; what is not fully appreciated is how easily the critical path can change. Figure 2.4 Network diagram showing critical path Network analysis has a good and inclusive logical basis, lends itself easily to computer processing, and can be used as an effective control tool. These exceptional characteristics are also known to be its principal weakness as it is easier for the planner to be drawn into a level of planning and analysis that is much to detailed and advanced for most construction projects. 2.4.3 Line of Balance Line of balance is a specialised technique used for repetitive work. It derived from the manufacturing industry and has been found to be effective in planning work truly repetitive. Examples of success applications include planning the construction of identical floors in high rise construction, and large housing developments. Line of balance has been found to be difficult to use on projects which have a high demand for trades or operations to construct each identical unit. The problems arise not from the technique itself, but from the difficult of showing all the information on one chart, particularly when using the technique to monitor progress. When used to plan, it can be an excellent means of relating resources, activity durations and the general pace of work on site. Neale (1989). Illingworth (1993) considers the line of balance approach has largely fallen out of use in todays industry due to the fact it was designed primarily for housing and did not readily provide clear visual appreciation of the situation at a glance. Figure 2.5 -Typical line of balance diagram 2.4.4 Linear Programme (or time-chainage chart) Linear programming is a specialised technique for linear work. This is a basic tool of UK road contractors. Other successful applications include the construction of a large canal in a developing country, and it is especially useful in tunnelling. Illingworth (1993). Similar to line of balance, this is a simple two- dimensional graphical technique and can show clearly only a limited amount of information and limited degree of complexity. Figure 2.6 Linear Programme (Neale 1989) 2.5 Which technique? The experienced planner in construction needs to be aware of the techniques available, together with the value of each, both in the planning analysis role and how then can be applied to give effective control and communication to management on site. Illingworth (1993). Like any other professional, the planner has to select the right tool for the job. To make the correct decision, it is therefore a requirement to examine what is wanted in a particular situation programme. Illingworth (1993) believes the main points of this choice are as follows: Does the method aid initial analysis of the situation and especially in establishing the best sequence of events? Are deficiencies in progress shown up as the work proceeds? Can visiting management obtain and immediate view of the contract situation on arrival on site? With the preponderance of subcontractors on site today, does the programme method give assistance in cash flow control? According to Illingworth, from these questions it is unlikely to be the answer to all desires. Therefore it is said to be better to consider the situation in two stages tender planning on the one hand and the operational planning after the contract has been won, on the other. 2.6 Planning Practice In order to explore further the reality of construction project planning semi-structured interviews were conducted between July and December 2000 with 18 experienced planners from five leading UK construction firms. Most of the planners interviewed were currently involved in planning at the tender stage including assembly and presentation of the tender documentation. About half of those were also involved at the tender/ pre-construction stage. Only a few were further involved during the site works. (Refer to figure 2.7). Generally, although a number of the interviewed planners had on-site experience the typical pattern is that a planner works either at the pre-tender, pre-execution stages or on site but not simultaneously. The exceptions tend to be where planners work for some time on a single large project. In such cases it may make sense (from the employers point of view) for their work to carry on to the execution stage. Figure 2.7 Planning Practice, G.M Winch and J.Kelsey 2.7 Programming Considerations at the Tender Stage Upon receipt of tender documentation, the contractor will appoint human resources tasked with compiling a tender submission based upon the tender enquiry. One of the main individual in this team is the person accountable for producing the tender programme, the construction planner. Whether or not the contractual terms require a programme to be produced or not should be irrelevant at this stage. The tender programme is an important document produced by the contractor which is used for measuring many risk and cost related issues. In particular, the assessment of cost of the contractors time related preliminary items as drawn off the content of the tender programme. For example, the anticipated on site durations for different members of staff, periods of scaffold hire and duration for site accommodation are items that cannot be priced by the estimator without reference to the tender programme. When compiling the tender programme, the construction planner must incorporate the information supplied with the enquiry noting any specified constraints contained in either the contract bills, specification or drawings. Conflict between documents often exists and a view had to be taken on how to proceed. Clarification may be sought from the employer or his agents, assumptions made and stated along with the submission or the conflict may be ignored and the information that best suits the contractor is assumed without qualification or statement. It is accepted in the industry that many bids are won or lost on the programme duration alone. This happens frequently where a bill of quantities is being priced and the experienced contractors tend towards similar prime cost for similar items. On completion of reviewing tender documents, drawings, specification and bills, which may be typically done over a period of one or two weeks, the construction planner will establish the work scope which will be addressed in the creation of a tender programme. The main objective is to be aware of the specified period for construction. Additional to the completed programme should be a schedule of resources which corresponds with the programme and a series of method statements signifying construction techniques and equipment to be employed in carrying out the work. 2.8 Programming on Site When the contract is won, the site planning is equally important. It is usually at this point that the site manager will have his first chance to examine the methods on which the job was priced. What is important to recognise, at this point, is that planning must be seen as an addition to management. Thus the site manager must have the right to question the planning methods on which the contract was priced. To do so, site managers require the technical expertise to assess what has been put forward. In so doing, the manager concerned must, for his part, accept that if he wants to change the method from that in the priced tender, he must demonstrate that his alternative is obviously cheaper, or at least as cheap, as that priced in the tender submission. When final agreement has been reached, the planning function can be established on site and develop the final method to be adopted. This, in turn, will lead to the contract master programme and such subsidiary programmes as may be necessary. On completion of all methods being confirmed the construction planner continues to have a significant role on site. First, in developing control and short-term programmes for all organisations contributing to the contract under the main or managing contractor. Second, the construction planners cherished knowledge of how the work was originally planned makes him uniquely placed to examine the potential consequences of alterations to what has to be built. In this area he is a valuable source of information to the site quantity surveyor when assessing where possible contractural claims may arise. Today, with the ever increasing use of trade sub-contractors as well as specialist service contractors, the experienced construction planner has the option of either seeing the role as satisfying its own right, or as an essential ingredient of experience for becoming a successful site manager. Illingworth (1993). 2.9 Purpose of a Programme The values applicable to the mechanics of construction planning are similar whether you are a main contractor submitting a quotation to an employer, a sub-contractor quoting to the main contractor, or even a construction manager providing programme assist to an employer. Common principles apply when compiling a construction programme, that of methodical analysis. The contractors construction programme is an important common reference. It shows how the planner they have interpreted the contract documents and other information from which the statement of intent for construction is issued. As the key programme for the construction work, its content is of the utmost significance to all parties charged with handing over to the employer a building fit for purpose within the contract time stated. A well prepared programme is vital to every construction project. Many activities have to be cautiously defined and given a time scale, and it necessary not only to assemble and list the information but also to display it visually in terms of the contracts objectives and the calendar. The working sequences and the relationships between individual activities must be clearly conveyed in this visual presentation. The Chartered Institute of Building (2001). They consider the construction programme to be a statement of intended actions, which when properly used provides management with its plan of campaign. It should communicate with ease, providing the common reference for the timing of all activities related to the project. 2.10 Construction Planning Software An expert planner faced with the task of producing and analysing a network for a project containing only few activities will undoubtedly produce the fastest results by drawing a freehand arrow diagram and analysing it mentally. Lock (2007). He believes it is likely to take longer when using a computer because of the formalities needed to set up the new project files in the system and enter the data. David Arditi and Ann Rackas compiled a short report in May of 1986 with an aim in ascertaining the need for computer software to assist is construction planning and scheduling. This report concluded, the individual needs of a given construction company are the primary reasons for choosing a particular software package. For example, one of the participating general contractors basic requirements was to have a 40-character activity description field: a particularly individual need. They continued to suggest if a program is to survive the inevitable shakeout that occurs after the initial development and interest have peaked; it must offer the features and capacities that are required by the user. In addition, every effort should be made to make computers less mysterious and confusing as they will be dealing with the construction market. Today there are many planning software packages available to the construction industry. Asta Powerproject, Microsoft Project, Primavera, PERT Master to name a few. Each package is commonly suited to the individual needs of the planner. Some programs present a blank Gantt chart on the screen as soon as they are booted up, and it is apparent to the user that task data can be typed in immediately. Most programs allow the user/ planner to establish project durations, critical path network, allocate resources, assign costs to tasks and monitor progress throughout the project. As a result, most construction planning professionals use such packages daily. 2.11 Construction Planning Challenges Lock (2007) considers anyone planning a project of significant size will soon find out that there are a number of factors, both inside and outside the project organisation that can have an effect on the planners intentions. These are as follows: 2.11.1 External Factors Figure 2.8 External Factors (Lock, 2007) All projects are subject to risk, many of which can have an enormous impact on plans. Lock (2007) deems the following are just four from the long catalogue of happenings that can be categorised as Acts of God: An earthquake devastates a project organisations headquarters. A hurricane and flood put a project site under a metre of water and delay the start or ruin the work in progress. An influenza epidemic puts half the project workforce out of action. (Swine flu outbreak 2008 recorded thousands of people off work for over 5 days.) The project manager (a keen golfer) is struck by lightning. The national government can play an important part on the smooth running of a project. E.g. the project could be government-funded and is cancelled or abandoned through a political decision. Lock (2007) also considers less immediate concerns which are the wider and longer-term economic consequences of government policy leading to downscaling of projects, delays and cancellations in all sectors of industry. Decisions made outside the project team can also have an affect on many characteristics of planning. E.g. a decision is made at directorate level to carry out a project in a different company within the group from that initially anticipated or a strategic decision is made to cut short all new staff recruitment resulting in a lower number of available resources formerly expected to be available for projects. 2.11.2 Working Factors Figure 2.9 Working Factors Lock (2007) These are items which are likely to affect the project team on a daily basis. Examples include availability of resources, materials etc. People are believed to be a construction organisations greatest resource. Construction operations depend on the knowledge and skills of people planning and executing the work. Muir (2005.) Research has been carried out to reveal that the construction industry is typically viewed as being one of the least attractive industries in which to work. Safety plays an important part in the running of a project. Construction by nature is unsurprisingly dangerous with a high degree of hazard and risk. The Health Safety Executive believe each year: Over 1 million injuries and 2.3 million cases of ill-health are experienced by workers; Around 40 million working days are to lost; and Over 25000 individuals are forced to give up work because of injury or ill health. These cost British employers on average  £3.3 to  £6.5 billion each year. Most organisations are oblivious of these figures and are often astonished to find out what the actual costs are. Recent HSE Examples (2009) An injury to a worker using an unguarded drill cost a small engineering company  £45,000. And that was not all. The managing director was prosecuted from which two employees had to be made redundant to keep the company afloat. At the other end of the scale the Piper Alpha explosion killed 167 people and incurred estimated costs of over  £2 billion. Accidents in construction can account for 3 6 % of total project costs. 2.11.3 Contribution of effective Planning Figure 2.10 Contributors of effective Planning (Lock, 2007). Effective Planning and scheduling influences the results of a project as is promotes well-organised working. Personnel who are not trying continually to overcome crises caused by bad planning can dedicate more time to achieving high quality standards. A well-planned project stands more chance of being completed on time and on budget. 3.0 Methodology Based on the findings in Chapter Two, a questionnaire was compiled aimed towards Construction Planners, Project Managers and other Construction Professionals. The questionnaire was developed in order to reach a significant conclusion on what is happening in the industry today, confirming what challenges are faced on a day to day basis and what can be done for improvement. The author contacted various professionals in the industry whom were contacted via Chartered Institute of Building website in order to get a mixed response. A letter was sent to each individual asking if they could spare time to answer 20 questions which were related to the research. The letter can be found in appendix. In addition, an online link to the questionnaire was sent to over 40 professionals in the industry, from which over 23 people took the time to fill it in. All results can be found in Chapter 4. 3.1 Introduction The aim of this study is to analyse current planning techniques used within the construction industry and determine what influence the construction programme has in terms of project success. In order to achieve this aim, sufficient research has to be carried out. Research design is an action plan for getting from here to there, where here may be defined as the initial set of questions to be answered, and there is some set of conclusion (answers) about these questions. (Naoum 2007.) Between here and there may be a found number of major steps, including the collection of analysis of relevant data. (Yin 1994.) Developing a successful strategy was an important step towards the collection of key research information. 3.2 Research Strategy Research is the systematic and rigorous process of enquiry which aims to describe phenomena and to develop and test explanatory concepts and theories. Ultimately it aims to contribute to a scientific body of knowledge. (Bowling 2009.) There are two types of research strategies, namely, quantitative research and qualitative research. Deciding on which type of researc