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

CIOB (The Chartered Institute of Building) (Autor)

Buch | Softcover

170 Seiten

2010
Wiley-Blackwell (Verlag)
978-1-4443-3493-7 (ISBN)

Infos

Delayed completion affects IT, process plant, oil and gas, civil engineering, shipbuilding and marine work contracts. In fact it affects all industries in all countries and the bigger the project, the more damage delayed completion causes to costs, to reputation and sometimes, even to the survival of the contracting parties themselves. 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.

Autor

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.

Inhalt

Table of figures. 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.

Produkt-Details

• Erscheint lt. Verlag: 10.12.2010
• Verlagsort: Hoboken
• Sprache: englisch
• Maße: 211 x 297 mm
• Gewicht: 540 g
• Themenwelt: Technik ► Bauwesen
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• ISBN-10: 1-4443-3493-X / 144433493X
• ISBN-13: 978-1-4443-3493-7 / 9781444334937
• Zustand: Neuware