| Description |
xxv, 143 pages : color illustrations ; 30 cm |
| Contents |
Machine generated contents note: 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 -- Simple projects -- Complex projects -- 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 -- Development schedule -- Tender schedule -- Working schedule -- Occupational commissioning schedule -- As-built schedule -- 3.4.Scheduling techniques -- Bar charts -- Line-of-balance diagram -- Time-chainage diagram -- Arrow-diagram method (ADM) -- Precedence-diagram method (PDM) -- Linked bar chart -- |
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Contents note continued: 3.5.Resource planning and scheduling -- Resource planning -- Resource scheduling -- 3.6.Software considerations -- General matters -- 3.7.Schedule design -- Introduction -- The nature of the work -- Schedule integration -- The time unit -- The scheduling technique -- Colours, fonts and graphics -- The structure of the schedule -- Work-breakdown structure -- Activity-identifier codes -- Work type -- Schedule density -- Scheduling at low density -- Scheduling at medium density -- Scheduling at high density -- Calendars -- Resources -- Permits and licences -- Utilities and third-party projects -- Contingencies -- Activity-content coding -- Activity-cost coding -- Schedule reporting -- 3.8.Schedule preparation -- Work-breakdown structure -- Activity-identifier code -- Activity description -- Descriptions at low density -- Descriptions at medium density -- Descriptions at high density -- Ascertaining activity durations -- Durations at low density -- |
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Contents note continued: Durations at medium density -- Durations at high density -- Experience -- Industry standards -- Benchmarking -- Comparison with other projects -- Calculation from resources and work content -- Specification -- Calendars -- Calendars at low density -- Calendars at medium density -- Calendars at high density -- Activity content codes -- Cost codes -- Cost coding at low density -- Cost coding at medium density -- Cost coding at high density -- Logic -- Engineering logic -- Perferential logic -- Resource logic -- Zonal logic -- Logical possibilities -- Start-to-start -- Finish-to-Finish -- Finish-to-start -- Start-to-finish -- Lags -- Lagged finish-to-finish -- Lagged finish-to-start -- Lagged start-to-start -- Lagged start-to-start and finish-to-finish -- Negative lag -- Lags at low density -- Lags at medium density -- Lags at high density -- Constraints -- Flexible constraints -- Moderate constraints -- Inflexible constraints -- |
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Contents note continued: Inflexible combinations of constraints -- Float -- Free float -- Total float -- Negative float -- Risk and contingencies -- Contingencies at low density -- Contingencies at medium density -- Contingencies at high density -- The critical path -- Planning method statement -- Method statement at low density -- Method statement at medium density -- Method statement at high density -- Quality assurance -- Review for buildability -- Review for schedule content -- Review for schedule integrity -- Review for constraints -- Review for open ends -- Review for long lags -- Review for negative lags -- Review for ladders -- Review for scheduling options -- Review for critical paths -- Documentation of corrections -- 4.Managing the time-model -- 4.1.Introduction -- 4.2.Schedule review and revision -- Managing the review and revision process -- General matters for review -- Consquential changes -- Review for better information -- Better design information -- |
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Contents note continued: Better procurement information -- Refinements to work content -- Review for short-term work -- 4.3.Record keeping -- Introduction -- Spreadsheet-recorded data -- Database-recorded data -- Record types -- Progress records -- Progress-record content -- Coordinating code -- Activity description -- Date of record -- The resource -- Start and finish dates -- Author of the record -- Progress data -- Information-flow records -- 4.4.Updating the schedule -- 4.5.Change control -- Indentifying intervening events -- Voluntary and implied variations and other instructed changes -- Variations -- Prime cost and provisional sums -- Employer's acts or omissions -- Acts or omissions of third parties -- Neutral events -- Disruption -- Calculating the effect of intervening events -- 4.6.Progress monitoring -- Target schedule -- Jagged line -- Count the squares -- Milestone monitoring -- Cash-flow monitoring -- Earned-value management -- Resource monitoring -- |
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Contents note continued: Acceleration and recovery -- 5.Communicating and integrating the model -- 5.1.Introduction -- 5.2.Report types -- Contractual notice -- Managerial reports -- Executive summary -- In the last reporting period -- In the medium-term and long-term future -- In the next reporting period -- Informational reports -- 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 |
| Summary |
Delayed completion affects IT, process plant, oil and gas, civil engineering, shipbuiling 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. -- |
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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. -- |
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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. -- |
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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. --Book Jacket |
| Notes |
Includes index |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Online version of the print title |
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System requirements: Internet connectivity, World Wide Web browser, and Adobe Acrobat reader |
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Mode of access: World Wide Web |
| Subject |
Construction projects -- Management.
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Time management.
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Project management.
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Building -- Superintendence.
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Production scheduling.
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| Author |
Chartered Institute of Building (Great Britain)
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| LC no. |
2010029193 |
| ISBN |
9781444334937 paperback alkaline paper |
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144433493X paperback alkaline paper |
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