Construction Action Plans: Minimising Risk & Maximising Delivery

By

Nicholas Dunbar

Reviewed by 

Zoe Mullan

Last Updated Jan 30, 2026

By

Nicholas Dunbar

Reviewed By

Zoe Mullan

A construction project is a complex set of tasks, resources, and stakeholders. Without a clear, documented path forward, even meticulous planning can lead to delays, cost overruns, and disputes. The Construction Action Plan provides a single source of truth that translates project goals into actionable, trackable outcomes.

This guide equips Main Contractors (MCs) and project managers with the knowledge to create, implement, and use comprehensive action plans, focusing on compliance, collaboration, and the risk mitigation strategies essential for success in the sector.

Defining the Construction Action Plan

A construction action plan is a strategic, operational document that outlines the specific tasks, resources, timelines, and responsibilities required to guide a project from conception to completion. 

The plan systematically breaks down large projects – spanning design, approvals, procurement, and construction phases, or RIBA Stages – into clear sequences of manageable steps.

Why Main Contractors Need a Strong Action Plan

The plan extends beyond a simple schedule – it forms the foundation for project control and accountability. Specifically, a robust action plan delivers four key benefits:

1. Provides a Roadmap

   The plan guides the entire project team, ensuring alignment from the client and architect down to the specialist subcontractors.

2. Minimises Ambiguity

   Clear documentation specifies who is responsible for what and when, reducing confusion and potential disputes.

3. Manages Resources

   The plan enables efficient allocation of time, labour, equipment, and budget across all project phases.

4. Facilitates Tracking

   A well-structured plan creates a baseline for measuring progress against defined milestones and Key Performance Indicators (KPIs).

Creating an Effective Action Plan: 6 Essential Steps

Developing an effective action plan requires a methodical approach. The following six-step framework ensures every critical detail is captured and assigned:

1. Define Project Scope & Goals

   Main Contractors should start with clarity. The project's main objectives require clear articulation (e.g., completing the Shell & Core phase on time, achieving specific certification, and adhering to the original budget). Defining the Scope of Works (SOW) precisely upfront prevents costly variations later in the build.

2. Break the Project Down into Action Items

   Next, MCs should divide the project into major phases (e.g., design, approvals, procurement, construction) and then break these phases down into specific, measurable tasks. This breakdown forms the foundation of the plan and informs programming tools.

3. Allocate Resources & Budget

   Following the breakdown, teams must identify and confirm all necessary resources: labour, plant, materials, and cash flow. Assigning budget figures to each task allows for real-time cost tracking. Critically, the plan should include a defined contingency budget for unforeseen events.

4. Establish the Programme & Dependencies

   MCs should then sequence tasks logically. Visual tools, such as Gantt charts, clearly illustrate the programme, including start and finish dates. Identifying task dependencies (e.g., groundworks must finish before structural steel can begin) establishes the critical path.

5. Assign Roles & Responsibilities

   At this stage, project managers must assign every task to a specific individual or team. This step ensures accountability across the site and office. Defining the reporting structure and decision-making authority for each phase streamlines communication throughout the project.

6. Implement Tracking, Communication & Review

   Finally, teams must treat the action plan as a living document. Establishing Key Performance Indicators (KPIs) measures success, while a clear communication workflow for weekly updates, progress meetings, and documenting changes keeps all stakeholders informed.

Embedding Risk Management in Action Plans

High-performing action plans move beyond simple programming and budget control by addressing threats to project success. This strategic approach enables MCs to minimise exposure, protect profit margins, and ensure project continuity.

The Risk Mitigation Framework

Every strong action plan should include a formal risk management component built on four steps:

1. Look Back & Identify

   Teams should review data from past, similar projects (lessons learned) to identify recurring issues (e.g., material supply delays, specific subcontractor performance).

2. Create a Risk Register

   MCs must develop a project-specific register cataloguing all potential financial, contractual, operational, and safety risks. The register should prioritise these risks based on their likelihood and potential impact.

3. Attach Actionable Mitigation Steps

   For every high-priority risk, the plan must assign a proactive step to reduce its probability or a reactive step (a contingency plan) if it occurs. For example:
   Risk: Unforeseen site conditions causing a delay.
   Action: Schedule and complete a full, independent Site Investigation (SI) during pre-construction, and establish a clear Variations protocol for unforeseen works.

4. Distribute & Collaborate

   Teams should share the Risk Mitigation Action Plan (RM-AP) with all relevant stakeholders, including specialist subcontractors, to ensure all parties are prepared and aligned.

Action Plans for Universal Construction Risks

Avoiding Common Pitfalls

UK Compliance & Technology Requirements

For action plans operating in the UK, specific attention must focus on compliance and the tools used for management.

Addressing UK Compliance

Construction action plans must explicitly reference and align with key UK regulations, primarily:

• Construction (Design and Management) Regulations 2015 (CDM)

  The action plan plays an instrumental role in defining roles and responsibilities to ensure health and safety considerations are managed from the preconstruction phase through completion. Plans must explicitly detail who holds the Principal Contractor role.

• Health and Safety Executive (HSE)

  Safety actions, risk mitigation steps, and site access protocols must adhere to HSE standards and require documentation within the action plan.

• Building Safety Act 2022 (BSA)

  The action plan is now the primary vehicle for maintaining the Golden Thread, providing a digital audit trail of fire and structural safety decisions required by the Building Safety Regulator (BSR). It must explicitly account for Gateway 2 and 3 timelines, ensuring no work commences or reaches completion without mandatory regulatory approval.
  
  The plan must also document the competence of all appointed sub-contractors to meet the stringent secondary legislation requirements of the Act.

Technology for Action Plan Management

While spreadsheets might suffice for small projects, complex construction action plans require dedicated software for collaborative tracking. Tools built for site operations enable teams to ensure quality and track issues quickly – for instance, construction project management software, like Procore, can help manage Inspection and Test Plans (ITPs) and quality control records.

• Project Management Platforms

  Tools like Procore represent industry standards, providing centralised document control, RFI management, real-time resource allocation, and progress tracking against the programme.

• BIM Integration

  Integrating the action plan with Building Information Modelling (BIM) data provides visual progress tracking against the 3D model, helping ensure constructability and sequencing remain accurate throughout the build phase.

Delivering Predictable Outcomes

By treating the action plan as the foundation of project execution and proactively integrating risk mitigation and compliance, Main Contractors create a management tool that ensures predictable outcomes and sets the standard for successful project delivery.

Written by

Nicholas Dunbar

Content Manager | Procore

65 articles

Nick Dunbar oversees the creation and management of UK and Ireland educational content at Procore. Previously, he worked as a sustainability writer at the Building Research Establishment and served as a sustainability consultant within the built environment sector. Nick holds degrees in industrial sustainability and environmental sciences and lives in Camden, London.

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Reviewed by

Zoe Mullan

27 articles

Zoe Mullan is an experienced content writer and editor with a background in marketing and communications in the e-learning sector. Zoe holds an MA in English Literature and History from the University of Glasgow and a PGDip in Journalism from the University of Strathclyde and lives in Northern Ireland.

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