Delayed completion affects all project-based industries in all countries and the bigger the project, the more damage it causes to costs, reputation and sometimes even to the survival of the contracting parties themselves.
First published in 2010, the Guide to Good Practice in the Management of Time in Major Projects was an integral part of the Chartered Institute of Building’s (CIOB) strategy to provide standards, education, training and accreditation in time-management. The latest edition, published on February 26 emphasises dynamic, strategic time modelling as the way to manage time and cost in major projects.
Keith Pickavance, author and past president of the CIOB, said: “On major projects, the failure to manage time strategically often proves disastrous, not just for the contractor but also for the client, its consultants, and for the rest of the supply chain. This Guide is a step-by-step illustration of how the parties can work collaboratively to meet this challenge using traditional project procurement routes or the most advanced Building Information Modelling (BIM), from the adoption of a workable time-management strategy through to the day to day detail of risk management, using a predictive time model.”
The publication includes new materials, such as a chapter distinguishing the principal features of the dynamic time model and its development throughout the life of a project, from inception to completion. It also includes new appendices covering matters such as complexity in construction and engineering projects, productivity guides and case studies.
The publication is the ideal handbook for project and program management professionals working in civil engineering and construction projects, including those from contractors, clients and project management consultants.