Guide to Good Practice in the Management of Time in Complex Projects

Guide to Good Practice in the Management of Time in Complex Projects

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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.
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Product details

  • Wiley-Blackwell (an imprint of John Wiley & Sons Ltd)
  • United Kingdom
  • 1444398091
  • 9781444398090

Table of contents

Table of figures. Table of acronyms.

Time-Management Working-Group member and contributordetails.



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.


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.

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Review quote

"The Guide will benefit not only the construction industry, butalso other sectors such as the oil services, process and energyIndustries." (Project Manager Today, 1 January 2011)

"A new guide to help construction professionals keep control oftimescales on complex projects has been published by the CharteredInstitute of Building and Wiley Blackwell." (Self Build &Design, 1 March 2011)

"The guide will be beneficial to academics and students learningthe basics of time management, but it could also become a referencedocument for all parties involved in the delivery of complexprojects, including senior managers and clients." (ConstructionManager, 1 January 2011)

"This new handbook uses a logical step by step approach to showhow an effective time model can be used to manage the risk of delayto completion on construction projects. It demonstrates proceduresand examples from inception and risk appraisal, through design andconstruction, to testing and commissioning that show practitionersthe logical procedures to use." (Construction Now Daily, 4 January2011)
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About CIOB (The Chartered Institute of Building)

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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Rating details

7 ratings
3.71 out of 5 stars
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4 14% (1)
3 29% (2)
2 0% (0)
1 14% (1)
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