Guide to good practice in the management of time in major projects dynamic time modelling 2nd Edition by Ciob The Chartered Institute Of Building ISBN 1119428398 9781119428398

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Product details:

ISBN 10:    1119428398
ISBN 13: 978-1119428398
Author:   Ciob The Chartered Institute Of Building

A practical treatise on the processes and standards required for the effective time management of major construction projects 

This book 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 in the completion of construction projects. Integrating with the CIOB major projects contract, the new edition places increased emphasis on the dynamic time model as the way to manage time and cost in major projects, as opposed to the use of a static target baseline program. It includes a new chapter distinguishing the principal features of the dynamic time model and its development throughout the life of a project from inception to completion.

Guide to Good Practice in the Management of Time in Major Projects―Dynamic Time Modelling, 2nd Edition features new appendices covering matters such as complexity in construction and engineering projects, productivity guides (including specific references to the UK, Australia, and the USA), and a number of case studies dealing with strategic time management and high-density, resource-based scheduling. 

• Provides guidance for the strategic  management of time in construction and civil engineering projects
• Demonstrates how to use a dynamic time model to manage time pro-actively in building and civil engineering projects
• Sets out processes and standards to be achieved ensuring systematic documentation and quality control of time management
• Integrates with the CIOB major projects contract

Guide to Good Practice in the Management of Time in Major Projects―Dynamic Time Modelling, 2nd Edition is an ideal handbook for project and program management professionals working on civil engineering and construction projects, including those from contractors, clients, and project management consultants.

 

Guide to good practice in the management of time in major projects dynamic time modelling 2nd Table of contents:

Chapter 1: Introduction

1.1 Core principles of time management

1.2 The dynamic time model

1.3 Mission statement

1.4 Genesis of the Guide

1.5 Purpose of the Guide

1.6 Risk management

1.7 Planning and scheduling

1.8 The planning method statement

1.9 The project scheduler

1.10 Time management

1.11 Building information modelling

Chapter 2: Strategy

2.1 Planning method statement strategy

2.2 Consultant and contractor selection strategy

2.3 Contracting strategy

2.4 Project planning strategy

2.5 Progress record strategy

2.6 Schedule design strategy

2.7 Schedule update strategy

2.8 Schedule revision strategy

2.9 Time risk management strategy

2.10 Schedule quality control strategy

2.11 Building information modelling strategy

2.12 Communication strategy

Chapter 3: The dynamic time model

3.1 Introduction

3.2 The initial development schedule

3.3 The updated development schedule

3.4 Calculating the predicted effect of intervening events on the development schedule

3.5 Planning to overcome the predicted effects of an intervening event

3.6 Revision of the development schedule

3.7 Time management of pre-construction activities

3.8 The initial working schedule

3.9 The updated working schedule

3.10 Calculating the predicted effect of intervening events on the working schedule

3.11 Planning to overcome the predicted effects of an intervening event

3.12 Revision of the working schedule

3.13 Continuing time management of construction activities

3.14 Benchmarking

Chapter 4: Developing the dynamic time model

4.1 Introduction

4.2 Schedule density design

4.3 Planning method statement

4.4 Software considerations

4.5 The structure of the schedule

4.6 Schedule types

4.7 Schedule design

4.8 Schedule integration

4.9 Risk and contingencies

4.10 Scheduling techniques

4.11 Work breakdown structure

4.12 Schedule communication

4.13 Calendars

4.14 Work type definition

4.15 Activity identifier coding

4.16 Activity description

4.17 Activity content codes

4.18 Activity cost codes

4.19 Activity duration

4.20 Resource scheduling

4.21 Permits and licences

4.22 Utilities and third-party projects

4.23 Schedule logic

4.24 Density logic

4.25 Activity logic

4.26 Lags

4.27 Logical constraints

4.28 Float

4.29 Critical path

4.30 Schedule quality assurance

Chapter 5: Managing the dynamic time model

5.1 Introduction

5.2 Data communication systems

5.3 Building information modelling

5.4 Record-keeping

5.5 Progress records

5.6 Updating the schedule

5.7 Schedule review and revision

5.8 Change control

5.9 Progress monitoring

5.10 Acceleration and recovery

Chapter 6: Communicating the dynamic time model

6.1 Introduction

6.2 Proactive communication: promoting the plan

6.3 Reactive communication: reporting

6.4 Report types

6.5 Reporting formats

6.6 Feedback and benchmarking

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