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

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 46,000 members worldwide, the CIOB is the international voice of the building professional.

• Preface xiIntroduction to Second Edition xiiiAcknowledgements xvTable of Figures xvii1 Introduction 11.1 Core principles of time management 11.2 The dynamic time model 41.3 Mission statement 61.4 Genesis of the Guide 71.5 Purpose of the Guide 71.6 Risk management 81.7 Planning and scheduling 91.8 The planning method statement 101.9 The project scheduler 101.10 Time management 111.11 Building information modelling 122 Strategy 132.1 Planning method statement strategy 132.2 Consultant and contractor selection strategy 142.3 Contracting strategy 152.4 Project planning strategy 162.5 Progress record strategy 172.6 Schedule design strategy 182.7 Schedule update strategy 182.8 Schedule revision strategy 192.9 Time risk management strategy 202.10 Schedule quality control strategy 222.11 Building information modelling strategy 222.12 Communication strategy 233 The dynamic time model 253.1 Introduction 253.2 The initial development schedule 273.3 The updated development schedule 283.4 Calculating the predicted effect of intervening events on the development schedule 303.5 Planning to overcome the predicted effects of an intervening event 313.6 Revision of the development schedule 323.7 Time management of pre-construction activities 333.8 The initial working schedule 333.9 The updated working schedule 343.10 Calculating the predicted effect of intervening events on the working schedule 363.11 Planning to overcome the predicted effects of an intervening event 373.12 Revision of the working schedule 383.13 Continuing time management of construction activities 393.14 Benchmarking 404 Developing the dynamic time model 414.1 Introduction 414.2 Schedule density design 42Scheduling at Low Density 43Scheduling at Medium Density 43Scheduling at High Density 444.3 Planning method statement 44Planning method statement at Low Density 45Planning method statement at Medium Density 46Planning method statement at High Density 46Documentation of corrections 464.4 Software considerations 474.5 The structure of the schedule 484.6 Schedule types 48The Development schedule 49Tender schedule 49Working schedule 49Occupational commissioning schedule 50As-built schedule 504.7 Schedule design 504.8 Schedule integration 51Schedule subcontracting 52Master schedule and subproject 52Milestone management 534.9 Risk and contingencies 53Contingencies at Low Density 54Contingencies at Medium Density 56Contingencies at High Density 564.10 Scheduling techniques 56Bar charts 57Line-of-balance diagram 57Time chainage diagram 58Arrow diagram method (ADM) 59Precedence diagram method (PDM) 60Linked bar chart 61Building information modelling 614.11 Workbreakdown structure 624.12 Schedulecommunication 64Executive summary report 66Senior management report 66Project manager’s report 66Section manager’s report 66Short-term look-ahead report 674.13 Calendars 67Calendars at Low Density 70Calendars at Medium Density 70Calendars at High Density 704.14 Work type definition 704.15 Activity identifier coding 70Activity ID at Low Density 71Activity ID at Medium Density 71Activity ID at High Density 71Activity ID trailing numbers 72Simplified Activity ID 734.16 Activity description 74Descriptions at Low Density 74Descriptions at Medium Density 74Descriptions at High Density 744.17 Activity content codes 754.18 Activity cost codes 76Cost coding at Low Density 77Cost coding at Medium Density 77Cost coding at High Density 774.19 Activity duration 78Estimating durations using industry standards 79Estimating durations using benchmarking 79Estimating activity duration by comparison with other projects 79Calculating activity duration from resources and work content 80Specified activity duration 80Activity duration at Low Density 81Activity durations at Medium Density 81Activity durations at High Density 814.20 Resource scheduling 82Resources at Low Density and Medium Density 83Resources at High Density 83Strategic resource allocation 854.21 Permits and licences 864.22 Utilities and third-party projects 874.23 Schedule logic 87Engineering logic 87Preferential logic 88Resource logic 88Zonal logic 884.24 Density logic 884.25 Activity logic 89Start-to-start 89Finish-to-finish 89Finish-to-start 90Start-to-finish 90Computational inconsistencies 904.26 Lags 90Lagged finish-to-finish 91Lagged finish-to-start 91Lagged start-to-start 92Lagged start-to-start and finish-to-finish 92Negative lag 93Lags at Low Density 93Lags at Medium Density 93Lags at High Density 934.27 Logical constraints 94Flexible constraints 94Moderate constraints 94Inflexible constraints 95Inflexible combinations of constraints 964.28 Float 96Free float 97Total float 97Negative float 974.29 Critical path 974.30 Schedule quality assurance 99Review for buildability 100Review for schedule content 100Review for schedule integrity 102Review for constraints 103Review for open ends 103Review for long lags 103Review for negative lags 104Review for ladders 104Review for scheduling options 105Review for critical paths 1055 Managing the dynamic time model 1075.1 Introduction 1075.2 Data communication systems 1095.3 Building information modelling 1105.4 Record-keeping 111Spreadsheet-recorded data 111Database-recorded data 111Record types 1145.5 Progress records 114Progress record content 114Activity identification data 115Activity description 115Date of record 115The resource 115Start and finish dates 116Author of the record 116Progress data 116Quality control records 117Information flow records 1175.6 Updating the schedule 1185.7 Schedule review and revision 119Review for better information 120Better design information 120Better procurement information 120Refinements to work content 120Review for short-term work 120Change in methodology 121Repetitive activities 121Change in activity descriptions 122Change in activity durations 122Change in logic 122Change in cost profile 122Consequential change in criticality 1235.8 Change control 124Identifying intervening events 124Voluntary and implied variations and other instructed changes 126Variations 126Prime cost and provisional sums 126Employer’s acts or omissions 127Acts or omissions of third parties 129Neutral events 129Disruption 129Calculating the effect of intervening events 1295.9 Progress monitoring 131Schedule comparison 131Baseline target schedule (static) 132Variable baseline target (dynamic) 133Delay caused by a contractor’s risk event 133Delay caused by an employer’s risk event 134Jagged line 134Count the squares 134Milestone monitoring 135Cash-flow monitoring 136Earned-value management 136Resource monitoring 138Building information modelling 1385.10 Acceleration and recovery 1386 Communicating the dynamic time model 1416.1 Introduction 1416.2 Proactive communication: promoting the plan 1416.3 Reactive communication: reporting 1426.4 Report types 143Contractual notice 143Managerial reports 145Executive summary 1456.5 Reporting formats 1476.6 Feedback and benchmarking 147APPENDICES 151Appendix 1 – Time risks which may be borne by the employer 151Appendix 2 – Case studies in strategic planning 155Appendix 3 – The nature of complex projects 167Appendix 4 – The dynamic time model – a flow chart 169Appendix 5 – Case studies in high density scheduling contents 171Appendix 6 – Desirable attributes of scheduling software 177Appendix 7 – Industry productivity guides 187Appendix 8 – Sample notice of delay 189Glossary of terms 191Index 213