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

Dynamic Time Modelling

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• Publisher: Wiley-Blackwell
• Year: 2018
• Print ISBN:
  9781119428398
• Edition: 2
• eBook ISBN:
  9781119428435
• Topic: Technology & Engineering
• Subtopic: Construction & Architectural Engineering
• Index: Technology & Engineering

A practical treatise on the processes and standards required for the effective time management of major construction projects 

This book 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 in the completion of construction projects. Integrating with the CIOB major projects contract, the new edition places increased emphasis on the dynamic time model as the way to manage time and cost in major projects, as opposed to the use of a static target baseline program. It includes a new chapter distinguishing the principal features of the dynamic time model and its development throughout the life of a project from inception to completion.

Guide to Good Practice in the Management of Time in Major Projects—Dynamic Time Modelling, 2nd Edition features new appendices covering matters such as complexity in construction and engineering projects, productivity guides (including specific references to the UK, Australia, and the USA), and a number of case studies dealing with strategic time management and high-density, resource-based scheduling. 

• Provides guidance for the strategic  management of time in construction and civil engineering projects
• Demonstrates how to use a dynamic time model to manage time pro-actively in building and civil engineering projects
• Sets out processes and standards to be achieved ensuring systematic documentation and quality control of time management
• Integrates with the CIOB major projects contract

Guide to Good Practice in the Management of Time in Major Projects—Dynamic Time Modelling, 2nd Edition is an ideal handbook for project and program management professionals working on civil engineering and construction projects, including those from contractors, clients, and project management consultants.

 

Chapter 1
Introduction

1.1 Core principles of time management

1. 1.1.1 Effective time management is essential to resource management, cost management and the allocation of liability for slippage, its recovery and accountability.
2. 1.1.2 In order to achieve effective time management there must be:
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     a carefully considered planning method statement that directs and maintains the use of the dynamic time model (DTM);¹
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     a competent appraisal of the risks which are likely to have a significant effect on the progress of the work in the future;²
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     a design which permits the work sequences that are likely to be severely disrupted and/or delayed by foreseeable risks to be separated into parallel, rather than sequential paths;³
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     a dynamic time model for the project against which progress, or lack of it, can be measured, accounted for and the consequences of it predicted;⁴
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     a practically achievable strategy for dealing with intervening events during the design, procurement and construction processes.⁵
3. 1.1.3 The word ‘programme’, often used in the past to describe a static baseline target (usually printed on paper and containing a list of dates on which the proposed activities might be carried out) is not used in connection with the management of time in major projects.
4. 1.1.4 The word ‘schedule’ is used in the Guide to describe a dynamic time model comprising the computerised calculated activity dates and logic. The process is to be referred to as scheduling and the occupation that of the scheduler. The schedule is manifest in an editable computer file.
5. 1.1.5 Planning and scheduling are separate disciplines. Project planning is largely an experience-based art, a group process requiring contribution from all affected parties for its success. The output from planning is documented decisions on how the work of the project will be accomplished. Scheduling is the science of using mathematical calculations and logic to model the project plan to predict when and where work is to be carried out in an efficient and time effective sequence. The output from scheduling is a dynamic project schedule.
6. 1.1.6 Planning must precede scheduling. They cannot be carried out in parallel, nor can scheduling precede planning.
7. 1.1.7 Schedule preparation must be a quality assured process against a standard which will ensure the integrity of the schedule, so that it can function as a time model.
8. 1.1.8 The schedule (and any revisions and updates) should be audited, independently of any contractual obligation, for integrity and technical competence.
9. 1.1.9 Time management starts with the conceptual design of the project. If the design does not permit the work to be carried out efficiently, and hence is not time effective, no procurement strategy will rescue it.⁶
10. 1.1.10 Time management of major projects necessarily encompasses the management of design, manufacture, procurement, subcontract and separate contractor work packages, information flow, quality control, safety management and the achievement of multiple key dates, sectional completion dates and multiple projects.
11. 1.1.11 A time risk appraisal is to be carried out at inception and constantly updated throughout the life of the project.
12. 1.1.12 Time contingencies for the employer's, the design team's and the contractor's risks must be a part of the strategy for effective time control. The basis for assessing each of the contingencies must be described.
13. 1.1.13 In order to identify the cost advantages of various development strategies, and hence the most efficient overall approach to the work, the value of the time contingencies allowed against foreseeable risks must be included in the project budget.
14. 1.1.14 The Guide differentiates between the development schedule, prepared before a contractor is appointed, and the working schedule used in connection with construction.
15. 1.1.15 The development schedule cannot be prepared in one process at a single density, or degree of detail, at inception. It must be prepared in varying densities⁷
16. consistent with the information available from time to time, and reviewed and revised at regular intervals, as better and more certain information becomes available.
17. 1.1.16 The working schedule must follow from the development schedule and must also be prepared in varying densities consistent with the information available from time to time. It must also be reviewed and revised at regular intervals as better and more certain information becomes available.
18. 1.1.17 Consultants', specialist contractors' and subcontractors' schedules must be prepared in the same software as the development and working schedules and integrated with them.⁸
19. 1.1.18 The work to be carried out in the short term must be scheduled according to the resources actually available and the productivity expected from the resources for t...

Table of contents

• Cover
• Title Page
• Copyright
• Table of Contents
• Preface
• Introduction to Second Edition
• Acknowledgements
• Table of Figures
• Chapter 1: Introduction
• Chapter 2: Strategy
• Chapter 3: The dynamic time model
• Chapter 4: Developing the dynamic time model
• Chapter 5: Managing the dynamic time model
• Chapter 6: Communicating the dynamic time model
• Appendix 1: Time risks that may be borne by the employer
• Appendix 2: Case studies in strategic planning
• Appendix 3: The nature of complex projects
• Appendix 4: The dynamic time model - a flow chart
• Appendix 5: Case studies in high density scheduling contents
• Appendix 6: Desirable attributes of scheduling software
• Appendix 7: Industry productivity guides
• Appendix 8: Sample notice of delay
• Glossary of terms
• Index
• End User License Agreement