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For information and reference only – not to be submitted as your own work.

This is an illustrative model extract for a generic, fictional building. It does not use any student’s design. All quantities, durations and dates are illustrative. Use it to understand method and presentation, then build your own programme for your team’s building in line with VUW’s academic integrity and Generative AI rules.

Prepared under the guidance of

Sophie McKenzie – Victoria University of Wellington, New Zealand

Construction & Project Management Specialist

Sophie specialises in construction reports, project management assignments, feasibility studies and industry-based coursework. View Sophie McKenzie’s profile

This extract shows how a Building Science (Project Management) student might present parts of the programme, assumptions report and site logistics plan required by SARC 321 Construction Assignment 3 (Envelope), 2026. For the full method, read our guide to the SARC 321 Gantt chart, critical path and site logistics plan.

1. Illustrative project basis

Parameter Illustrative value
Building Generic 14-storey mixed-use tower on a Wellington-type urban corner site: ground-floor retail, offices on Levels 1–7, apartments on Levels 8–14
Structure and core Reinforced concrete core (jump-formed) with post-tensioned concrete floor slabs
Typical floor plate 900 m², perimeter 120 m
Envelope Unitised curtain wall panels (1.5 m wide x 4.0 m high) on office levels; precast panels with punched windows on apartment levels; glazed shopfront at ground
Working pattern 5-day week, durations in weeks; statutory holidays and the Christmas shutdown shown as non-working periods on the calendar

Programmes are built from a defined scope, logical dependencies and resource-based durations (Cooke & Williams, 2009). The sections below follow that order.

2. Programme logic and critical path extract (illustrative)

Table 1 is the logic table behind the summary Gantt sheet. FS = finish-to-start, SS = start-to-start, FF = finish-to-finish, with lags in weeks. Total float (TF) is the time an activity can slip without delaying practical completion (Project Management Institute [PMI], 2021).

ID Activity (summary level) Dur. (wk) Predecessor(s) Start wk Finish wk TF (wk)
A Site establishment, hoarding, site accommodation 3 – 0 3 0 (critical)
B Piling and foundations 8 A FS 3 11 0 (critical)
C Basement and ground slab 6 B FS 11 17 0 (critical)
D Core, jump-form L1–L14 (1.5 wk/floor) 21 C FS 17 38 0 at start (drives frame)
E Frame and floor slabs L1–L14 (2 wk/floor) 28 D SS+3 20 48 0 (critical)
F Roof structure and plant deck 3 E FS 48 51 0 (critical)
G Envelope L1–L14 (1.5 wk/floor) and roof edge 21 E SS+10; F FF 30 51 0 (critical)
H Milestone: building watertight 0 F, G FS 51 51 0
I Services rough-in, risers and floors 24 E SS+12 32 56 8
J Lift installation 14 D FS 38 52 12
K Base-build interiors (core walls, common areas, ceilings) 22 G SS+12; H FS for upper floors 42 64 0 (critical)
L Testing and commissioning 6 I, J, K FS 64 70 0 (critical)
M Milestone: practical completion 0 L FS 70 70 0

Table 1. Illustrative logic table. Critical path: A – B – C – D (start) – E – F/G – K – L – M = 70 weeks.

Two points make this extract mark-worthy. First, not every activity is critical: services rough-in carries 8 weeks of float and lift installation 12 weeks, which tells the site team where resources can flex. Second, the core, frame, envelope, services and interiors overlap on different floors, which is how tall buildings are actually delivered (Chudley et al., 2020).

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3. Assumptions report extract (illustrative)

Item Assumption and calculation Result used in programme
Frame cycle Each slab: formwork, reinforcement and post-tensioning, pour, stressing. 900 m² x 0.20 m = 180 m³ per pour; pump at roughly 40 m³/h gives about 4.5 hours of pumping, around 30 truck deliveries of 6 m³ 2 weeks per floor (E = 14 x 2 = 28 wk)
Core lead Jump-form climbs 1.5 weeks per floor and must stay at least two floors ahead of the slab Frame starts 3 weeks after core (D SS+3)
Envelope cycle Perimeter 120 m / 1.5 m panels = 80 panels per floor. One crew installs about 12 panels per day: 80 / 12 = 6.7 days, plus brackets and QA checks 1.5 weeks per floor (G = 14 x 1.5 = 21 wk)
Envelope start Envelope starts once the frame has reached about Level 5, so panel installation works below the slab-pouring zone G SS+10 from frame
Services Two crews working upward behind the frame, risers first, then floor distribution 24 weeks, 8 weeks float
Base-build interiors Start on lower floors once they are enclosed; upper floors wait for the watertight milestone. Tenant fitout excluded 22 weeks, critical
Feedback Corrections from Assignment 1 feedback listed here (for example, revised frame cycle and added curing time) Shown as a short change log

Table 2. Illustrative assumptions with duration calculations.

4. Site logistics plan legend (illustrative, for a 1:200 site plan)

A logistics plan should be read with the programme. Each item below carries the programme phase in which it is active, so a marker can see that the plan and the Gantt describe the same job.

Key Item Location / description Active (programme weeks)
1 Tower crane Luffing-jib crane beside the core, radius drawn to cover the full footprint and the loading zone; no loads slewed over the public footpath or neighbouring roofs Erected wk 15, dismantled wk 53 (after roof plant lifts)
2 Loading and delivery zone Single gated entry from the secondary street, with traffic management and a banksman for reversing trucks; concrete trucks and facade deliveries booked to time slots wk 3 – 64
3 Materials laydown Hardstand within crane radius for reinforcement and formwork; facade panels delivered “just in time” in stillages because space is limited wk 11 – 51
4 Personnel and materials hoist External hoist on the elevation with the latest facade closure (that bay installed last) wk 24 – 64
5 Site accommodation Double-stacked site offices, toilets and lunchrooms on the site’s rear corner, relocated to the ground floor once enclosed wk 0 – 70
6 Hoarding and overhead protection Solid perimeter hoarding plus a covered gantry over the footpath to protect the public from falling objects wk 0 – 51
7 Pedestrian routes Separated, signed walkway from the site entry to accommodation, kept apart from vehicle routes wk 0 – 70
8 Exclusion zones Temporary drop zones below crane lifts and facade installation floors wk 15 – 53

Table 3. Illustrative logistics legend linked to programme weeks.

Item 6 reflects New Zealand Building Code clause F5, which requires construction sites to protect people and other property from falling objects and to restrict public access to hazards (Ministry of Business, Innovation and Employment [MBIE], n.d.). The crane items should follow WorkSafe’s crane guidance on siting, lifting plans and exclusion zones (Department of Labour, 2009), within the duty of a PCBU to manage risks under the Health and Safety at Work Act 2015.

5. Presentation notes

  • Sheet 1: summary Gantt (about 25–40 rows) with the critical path in red and float bars shown.
  • Sheets 2–3: detailed periods (for example, weeks 17–51 structure and envelope; weeks 30–70 services, interiors and commissioning).
  • Use the same activity IDs on the Gantt, the assumptions report and the logistics legend.

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References

Chudley, R., Greeno, R., & Kovac, K. (2020). Chudley and Greeno’s building construction handbook (12th ed.). Routledge.

Cooke, B., & Williams, P. (2009). Construction planning, programming and control (3rd ed.). Wiley-Blackwell.

Department of Labour. (2009). Approved code of practice for cranes (3rd ed.). https://registers.worksafe.govt.nz/dmsdocument/410-approved-code-of-practice-for-cranes

Health and Safety at Work Act 2015. https://www.legislation.govt.nz/act/public/2015/0070/latest/whole.html

Ministry of Business, Innovation and Employment. (n.d.). F5 Construction and demolition hazards. Building Performance. https://www.building.govt.nz/building-code-compliance/f-safety-of-users/f5-construction-and-demolition-hazards

Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) and the standard for project management (7th ed.). Project Management Institute.

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