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Service 04

Time Management.

If your project is going to slip, you should hear about it in week two, not month five. The schedule we give you is the schedule the site actually runs to. If site conditions change, so does the plan you are working from.

Time Management consultancy
Why it matters

A schedule nobody updates is just a wall poster. It costs you money the day you stop trusting it.

The point of a project schedule is not to hang a date on the wall. The point is to give you enough warning to take a recovery decision while you still have options. Push the milestone. Add crew. Change the sequence. Renegotiate a vendor slot. Every one of these levers stops working the moment the schedule stops reflecting what is actually happening on site.

Our job is to keep the schedule honest, and to make sure you hear about a slip in the same week the site does, not the same month the deadline passes.

Where schedules usually fail

Project schedules fail in one of two ways. We prevent both.

Almost every delayed project we have been called in to recover tripped on one of these. By the time we arrive, the recovery options are already narrower and more expensive.

01

A schedule that was too optimistic on day one

Built to look good for the board deck. No allowance for rework, weather or vendor slippage. Everyone celebrates the timeline in week one, and quietly stops referring to it by week six.

02

A schedule that was abandoned in month two

A schedule exists, technically. Nobody updates it. By month three it bears no relationship to what is actually happening on site. Cost, procurement and staffing calls are then being made without a real baseline.

How we avoid both

The tools (Master Programme, WBS, weekly reporting) are standard. Every serious PMC uses them. What actually changes the outcome for you is how often we walk the site, how honestly we report variance, and how quickly we bring recovery options when a milestone is at risk. We do not bury bad news, because burying it only makes it your problem later.

What we handle

Five workstreams that keep your schedule live and honest.

Each of these runs continuously through the project. Not a one-time exercise at kickoff, not a status slide once a quarter.

01
A schedule you can actually hit
Engineering, procurement and construction sequenced together, with realistic durations, real dependencies, and headroom for the things that always come up on a project of this size.
02
Materials arriving when you need them
Procurement sequence locked to the construction sequence. Nothing is idle waiting for supply and nothing is clogging the site waiting to be installed.
03
A plan you can actually track
The project is broken into trackable chunks with stage gates, not one giant Gantt chart nobody reads after week one.
04
Weekly variance you can act on
Actual versus planned progress is monitored every week and reported honestly. When you see the number, it is the real number, not a version optimised for the client meeting.
05
Options when a milestone slips
Delays happen. When they do, we give you recovery choices you can actually pick between (push the milestone, resource up, resequence) with the trade-offs already worked out.
What you get from us

Four documents that keep the project readable, week after week.

Not a status update once a month. A regular rhythm of documents that let you take time and cost decisions with real numbers.

A schedule that stays current

Revised as conditions change on site, not a static document that gets outdated by week six.

Weekly variance reports

Variance against baseline every week or fortnight, in real numbers. If a slip is coming, you see it early enough to act on it.

Recovery options, not surprises

When a milestone is at risk, you get a clear set of options (push, resource up, resequence) with the cost and impact of each already worked out.

A delay log for the record

Cause and ownership documented for every slip. Useful when contract disputes come up, and useful when you plan the next project.

When this starts

At project initiation, before you onboard the contractor.

The baseline schedule has to be in place to evaluate contractor bid programmes against it. Build the baseline first, evaluate bids second.

Related

Services that work alongside this one

Service 03

Project Integration

Read more Service 06

Cost Management

Read more

Worried your project schedule is starting to drift?

Tell us where you are on the schedule and where the slip is showing up. Fifteen minutes with a senior team member. No pitch, no obligation.

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