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Construction Law/Sub Clause 8.3 Programme


after receiving the letter of acceptance and before being issued with the construction drawings, can a contractor prepare and submit for approval a sub-clause 8.3 programme basing on tender information only? what are consequences, to the contractor, for taking the above route? if not appropriate to prepare a sub-clause 8.3 programme basing on tender information, what re-course is there for the contractor?

Dear Sir,
Most of the time Project Program are prepared   based on the tendered information, based on detail investigations and or actual technical data. Contractors have their own risk mitigation strategies / planning in project completion schedules. Contractor has to take care the following:
  Soil investigation to confirm the strata, water analysis, source of material's identifications, and transportations route identification in the shortest time is necessary to confirm the project completion schedule.
  Finalization of construction/erection/commissioning sequence (there must be an alternative sequence of construction. The design progress and appropriate design safety provisions must support the construction sequences (on one of our project powerhouse constructions. The sequence of construction was erection bay-unit-1-unit-2 and unit-4, whereas due to rock stability problem, the sequence of construction was changed / reversed. After very late, it was surfaced that the outer wall of unit-4 is not strong enough structurally unless its roof slab is not completed, this caused us minimum 3-4-month delay).
  As soon as the sequence of construction and construction alternative finalized, the design work would go in a flexible way to support the contingencies. Most of the floats are available in design work activities.
  longest time consuming path / work / construction / manufacturing / delivery / installations / commissioning to be monitored in first part of the schedule, delay mitigation and or alternatives shall be on the table until the process is cleared completely.
  Ordering of the material and plant must be monitored separately, until, all items are not ordered, and its final delivery time is not incorporated in the latest schedule.
  All changes in sequence, durations, constraints need to be documented/agreed with the engineer to accommodate the project overall completions/milestones. The contractor is the custodian of the project schedule and may adopt an alternative, technically viable and within the contractual project completion/project milestones.
I hope; it may help you in taking care of your issue.
Best Regard,
Akhtar Hussain Mayo  

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Akhtar Hussain Mayo


I am interested to comment on Project planning/scheduling, schedule updating, extension of time delay analysis, concurrent delays, extension of time, extension of time delay compensation cost analysis, up to some extent on contractual matters, for the sake of my learning


worked on a Eot and cost compensation claim in 1992 for 34 million USD, 1987-1992 worked as RE technical at Tarbela third extension, Pakistan, 1992-1996 scheduling and construction claim processing at Lahore/Karachi on Thermal projects, 1197 to 2006 in Saudi Arabia project scheduling/coordination/monitoring and managing the multiple activities for completing four 300 beds hospitals in different parts of the world, since 2006 to date working for scheduling, delay analysis, cost compensation Eot claims and project monitoring. Also, Quality manuals review, monitoring and quality audit

National Engineering Services of Pakistan, Lahore, since 1982 - to date.

published my method in "The Engineer" Delay cost analysis through as-planned verses as-built and as-adjusted time schedule. 1991

1976-81 Bsc Engineering (Mechanical), UET (Lahore) 2007-2009 MS TQM (Total Quality Management) PU (Lahore) courses in CPM/PERT PIM Lahore Project planning/Control work shop ARAMCO, Dahran Primavera users conference in Jeddah. Heat recovery systems quality inspection in China 220 Kv transmission line tower manufacturing quality assurance at Lahore

Awards and Honors
- Best service award from Saudi German Hospitals Group (SGH), Jeddah during the construction planning/scheduling and monitoring of Abha Hospital, Saudi Arabia. - Selected as Steering Committee member for SGH Group, Jeddah. - Selected as Strategic Committee for business development, SGH, Jeddah. - Headed the committee for standardized recrutment of medical staff from different parts of the world for initial start-Up of hospitals.

Past/Present Clients
Water and Power Development Authority KaracHi Electric Supply Corporation Saudi German Hospitals Group,Jeddah Civil Aviation Authority, Islamabad, Pakistan Laraib Energy Limited, Mir Pur Azad-Kashmir, Pakistan Central Power Generation company processing the Eot Claims and cost compensation of claims CPGCL-GENCO-II, Lahore

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