Guide to Good Practice in the Management of Time in Complex Projects
Published on 5. October 2010
176 pages
978-1-4443-2960-5 (ISBN)
Description
Delayed completion affects IT, process plant, oil and gas, civilengineering, shipbuilding and marine work contracts. In fact itaffects all industries in all countries and the bigger the project,the more damage delayed completion causes to costs, to reputationand sometimes, even to the survival of the contracting partiesthemselves.
In simple projects, time can be managed intuitively by anyreasonably competent person, but complex projects cannot and a moreanalytical approach is necessary if the project is to succeed.Although much has been written about how to apportion liability fordelay after a project has gone wrong there was, until recently, noguidance on how to manage time pro-actively and effectively oncomplex projects.
In 2008, the CIOB embarked upon a 5-year strategy to providestandards, education, training and accreditation in timemanagement. The first stage, this Guide to Good Practice inManaging Time in Complex Projects, sets down the process andstandards to be achieved in preparing and managing the timemodel.
As a handbook for practitioners it uses logical step by stepprocedures and examples from inception and risk appraisal, throughdesign and construction to testing and commissioning, to show howan effective and dynamic time model can be used to manage the riskof delay to completion of construction projects.
In simple projects, time can be managed intuitively by anyreasonably competent person, but complex projects cannot and a moreanalytical approach is necessary if the project is to succeed.Although much has been written about how to apportion liability fordelay after a project has gone wrong there was, until recently, noguidance on how to manage time pro-actively and effectively oncomplex projects.
In 2008, the CIOB embarked upon a 5-year strategy to providestandards, education, training and accreditation in timemanagement. The first stage, this Guide to Good Practice inManaging Time in Complex Projects, sets down the process andstandards to be achieved in preparing and managing the timemodel.
As a handbook for practitioners it uses logical step by stepprocedures and examples from inception and risk appraisal, throughdesign and construction to testing and commissioning, to show howan effective and dynamic time model can be used to manage the riskof delay to completion of construction projects.
More details
Other editions
Additional editions
CIOB (The Chartered Institute of Building)
Guide to Good Practice in the Management of Time in Complex Projects
Book
12/2010
Wiley
€89.33
Article exhausted; check for reprint
Content
Table of figures.
Table of acronyms.
Time-Management Working-Group member and contributordetails.
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 theemployer.
2 Appendix 2 - Desirable attributes of schedulingsoftware.
3 Appendix 3 - Sample notice of delay.
4 Appendix 4 - Industry productivity guides common in theUK.
Glossary of terms.
Index.
Table of acronyms.
Time-Management Working-Group member and contributordetails.
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 theemployer.
2 Appendix 2 - Desirable attributes of schedulingsoftware.
3 Appendix 3 - Sample notice of delay.
4 Appendix 4 - Industry productivity guides common in theUK.
Glossary of terms.
Index.
