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„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)
Guide to Good Practice in the Management of Time in Complex Projects
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.
