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More About This Title Guide to Good Practice in the Management of Timein Complex Projects
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In simple projects, time can be managed intuitively by any reasonably competent person, but complex projects cannot and a more analytical approach is necessary if the project is to succeed. Although much has been written about how to apportion liability for delay after a project has gone wrong there was, until recently, no guidance on how to manage time pro-actively and effectively on complex projects.
In 2008, the CIOB embarked upon a 5-year strategy to provide standards, education, training and accreditation in time management. The first stage, this Guide to Good Practice in Managing Time in Complex Projects, sets down the process and standards to be achieved in preparing and managing the time model.
As a handbook for practitioners it uses logical step by step procedures and examples from inception and risk appraisal, through design and construction to testing and commissioning, to show how an effective and dynamic time model can be used to manage the risk of delay to completion of construction projects.
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About the CIOB
The Chartered Institute of Building is at the heart of a management career in construction. It is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 48,000 members worldwide, the CIOB is the international voice of the building professional.
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Table of acronyms.
Time-Management Working-Group member and contributor details.
Preface.
Acknowledgements.
1 Preamble.
1.1 Core principles.
1.2 Mission statement.
1.3 Genesis of the Guide.
1.4 Purpose of the Guide.
1.5 Applicability of the Guide.
1.6 Planning and scheduling.
1.7 The project scheduler.
1.8 Project control.
2 Strategy.
2.1 Planning.
2.2 Schedule preparation.
2.3 Schedule review.
2.4 Progress update.
2.5 Change management.
2.6 Planning method statement.
2.7 Record keeping.
2.8 Time-management quality control.
2.9 Communications.
3 Developing the time-model.
3.1 Introduction.
3.2 Developing the schedule.
3.3 Schedule types.
3.4 Scheduling techniques.
3.5 Resource planning and scheduling.
3.6 Software considerations.
3.7 Schedule design 26
3.8 Schedule preparation.
4 Managing the time-model.
4.1 Introduction.
4.2 Schedule review and revision.
4.3 Record keeping.
4.4 Updating the schedule.
4.5 Change control.
4.6 Progress monitoring.
5 Communicating and integrating the model.
5.1 Introduction.
5.2 Report types.
5.3 Reporting formats.
5.4 Feedback and benchmarking.
Benchmarking procedure.
APPENDICES.
1 Appendix 1 – Time risks which may be borne by the employer.
2 Appendix 2 – Desirable attributes of scheduling software.
3 Appendix 3 – Sample notice of delay.
4 Appendix 4 – Industry productivity guides common in the UK.
Glossary of terms.
Index.
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"A new guide to help construction professionals keep control of timescales on complex projects has been published by the Chartered Institute of Building and Wiley Blackwell." (Self Build & Design, 1 March 2011)
"The guide will be beneficial to academics and students learning the basics of time management, but it could also become a reference document for all parties involved in the delivery of complex projects, including senior managers and clients". (Construction Manager, 1 January 2011)
"This new handbook uses a logical step by step approach to show how an effective time model can be used to manage the risk of delay to completion on construction projects. It demonstrates procedures and examples from inception and risk appraisal, through design and construction, to testing and commissioning that show practitioners the logical procedures to use". (Construction Now Daily, 4 January 2011)
