Cover
Title Page
Copyright
Preface
Introduction to Second Edition
Acknowledgements
Table of Figures
Chapter 1: Introduction
1. 1.1 Core principles of time management
2. 1.2 The dynamic time model
3. 1.3 Mission statement
4. 1.4 Genesis of the Guide
5. 1.5 Purpose of the Guide
6. 1.6 Risk management
7. 1.7 Planning and scheduling
8. 1.8 The planning method statement
9. 1.9 The project scheduler
10. 1.10 Time management
11. 1.11 Building information modelling
Chapter 2: Strategy
1. 2.1 Planning method statement strategy
2. 2.2 Consultant and contractor selection strategy
3. 2.3 Contracting strategy
4. 2.4 Project planning strategy
5. 2.5 Progress record strategy
6. 2.6 Schedule design strategy
7. 2.7 Schedule update strategy
8. 2.8 Schedule revision strategy
9. 2.9 Time risk management strategy
10. 2.10 Schedule quality control strategy
11. 2.11 Building information modelling strategy
12. 2.12 Communication strategy
Chapter 3: The dynamic time model
1. 3.1 Introduction
2. 3.2 The initial development schedule
3. 3.3 The updated development schedule
4. 3.4 Calculating the predicted effect of intervening events on the development schedule
5. 3.5 Planning to overcome the predicted effects of an intervening event
6. 3.6 Revision of the development schedule
7. 3.7 Time management of pre-construction activities
8. 3.8 The initial working schedule
9. 3.9 The updated working schedule
10. 3.10 Calculating the predicted effect of intervening events on the working schedule
11. 3.11 Planning to overcome the predicted effects of an intervening event
12. 3.12 Revision of the working schedule
13. 3.13 Continuing time management of construction activities
14. 3.14 Benchmarking
Chapter 4: Developing the dynamic time model
1. 4.1 Introduction
2. 4.2 Schedule density design
3. 4.3 Planning method statement
4. 4.4 Software considerations
5. 4.5 The structure of the schedule
6. 4.6 Schedule types
7. 4.7 Schedule design
8. 4.8 Schedule integration
9. 4.9 Risk and contingencies
10. 4.10 Scheduling techniques
11. 4.11 Work breakdown structure
12. 4.12 Schedule communication
13. 4.13 Calendars
14. 4.14 Work type definition
15. 4.15 Activity identifier coding
16. 4.16 Activity description
17. 4.17 Activity content codes
18. 4.18 Activity cost codes
19. 4.19 Activity duration
20. 4.20 Resource scheduling
21. 4.21 Permits and licences
22. 4.22 Utilities and third-party projects
23. 4.23 Schedule logic
24. 4.24 Density logic
25. 4.25 Activity logic
26. 4.26 Lags
27. 4.27 Logical constraints
28. 4.28 Float
29. 4.29 Critical path
30. 4.30 Schedule quality assurance
Chapter 5: Managing the dynamic time model
1. 5.1 Introduction
2. 5.2 Data communication systems
3. 5.3 Building information modelling
4. 5.4 Record-keeping
5. 5.5 Progress records
6. 5.6 Updating the schedule
7. 5.7 Schedule review and revision
8. 5.8 Change control
9. 5.9 Progress monitoring
10. 5.10 Acceleration and recovery
Chapter 6: Communicating the dynamic time model
1. 6.1 Introduction
2. 6.2 Proactive communication: promoting the plan
3. 6.3 Reactive communication: reporting
4. 6.4 Report types
5. 6.5 Reporting formats
6. 6.6 Feedback and benchmarking
Appendix 1: Time risks that may be borne by the employer
1. Introduction
2. Risks that are within the employer’s control
3. Risks that are not normally within the employer’s or contractor's control
Appendix 2: Case studies in strategic planning
1. Introduction
2. Case study 1: Pipeline in South America
3. Case study 2: Railway in Australia
4. Case study 3: Administrative offices in Europe
5. Case study 4: A viaduct in Asia
6. Summary
Appendix 3: The nature of complex projects
1. Simple projects
2. Complex projects
Appendix 4: The dynamic time model - a flow chart
Appendix 5: Case studies in high density scheduling contents
1. Introduction
2. Case study 1: Piling within an existing railway station
3. Case study 2: High Density network at tender/bidding stage
4. Summary
Appendix 6: Desirable attributes of scheduling software
1. Primary considerations
2. Secondary considerations
Appendix 7: Industry productivity guides
Appendix 8: Sample notice of delay
Glossary of terms
Index
End User License Agreement

List of Illustrations

Chapter 2: Strategy
1. Figure 1 Profile of risk of delay to progress.
Chapter 4: Developing the dynamic time model
1. Figure 2 Graph of schedule density in relation to predictability.
2. Figure 3 Illustration of schedule density.
3. Figure 4 Triangular distribution of duration risk.
4. Figure 5 Typical line-of-balance diagram.
5. Figure 6 Typical time chainage diagram.
6. Figure 7 Typical activity diagram showing node–activity relationships.
7. Figure 8 A four-activity ADM network.
8. Figure 9 A precedence diagram method node.
9. Figure 10 A four-activity PDM network.
10. Figure 11 A simple linked bar-chart network.
11. Figure 12 An example of a functional project WBS.
12. Figure 13 A typical WBS showing work-packages/professions/trades.
13. Figure 14 An integrated WBS, CBS and OBS.
14. Figure 15 WBS levels and schedule density.
15. Figure 16 Example of activity ID coding structure.
16. Figure 17 Unique activity descriptions.
17. Figure 18 Example of descriptive activity-content codes and values.
18. Figure 19 Multiple resources prior to levelling.
19. Figure 20 Start-to-start relationship.
20. Figure 21 Finish-to-finish relationship.
21. Figure 22 Finish-to-start relationship.
22. Figure 23 Start-to-finish relationship.
23. Figure 24 Lagged finish-to-finish relationship.
24. Figure 25 Lagged finish-to-start relationship.
25. Figure 26 Lagged start-to-start relationship.
26. Figure 27 Lagged start-to-start coupled with lagged finish-to-finish.
27. Figure 28 Contract milestones and network milestones.
28. Figure 29 Differing types of float in relation to activities and completion.
29. Figure 30 The problem with ladders.
Chapter 5: Managing the dynamic time model
1. Figure 31 Relationship between review, revision, monitoring, updating and impacting.
2. Figure 35 A database containing supplier data and bill of quantities data.
3. Figure 32 Simple database relationship.
4. Figure 33 What, when and resource table.
5. Figure 34 Simple data input form.
6. Figure 36 Target schedule comparison.

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

Dynamic Time Modelling

Second Edition

The Chartered Institute of Building

This edition first published 2018

Edition History

John Wiley & Sons (1e, 2011)

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Library of Congress Cataloging-in-Publication Data

Names: The Chartered Institute of Building (Great Britain)

Title: Guide to good practice in the management of time in major projects : dynamic time modelling / by The Chartered Institute of Building.

Description: Second edition. | Hoboken, NJ, USA : Wiley, 2018. | Includes bibliographical references and index. |

Identifiers: LCCN 2017052026 (print) | LCCN 2017055842 (ebook) | ISBN 9781119428459 (pdf) | ISBN 9781119428435 (epub) | ISBN 9781119428398 (pbk.)

Subjects: LCSH: Building-Superintendence. | Production scheduling.

Classification: LCC TH438.4 (ebook) | LCC TH438.4 .G85 2018 (print) | DDC 690.068/5-dc23

LC record available at https://lccn.loc.gov/2017052026

Cover design by Wiley

Cover image: The CIOB wish to thank Freeform Advanced 4D Modelling for the images used in the design of the front cover.

Preface

As with a well-cut diamond, project success has many facets that work in unison to create a brilliant result; and as with a well-cut diamond, some facets contribute far more to the overall impression than others. This book is focused on a major facet of project success, effective project time management, which underpins the cost-effective use of resources and contributes to achieving a time- and cost-efficient project without compromising quality, safety or risk management objectives.

This book is the second edition (retitled to better reflect its objective) of CIOB's highly successful Guide to Good Practice in the Management of Time in Complex Projects,¹ first published in 2011. Since 2011, leading authorities globally have increasingly recognised ‘schedule is king’² and have placed increased emphasis on the proactive management of time, using dynamic modelling, as a precursor to project success. In keeping with this theme, the USA Government Accountability Office (GAO) published its Schedule Assessment Guide: Best Practices for Project Schedules in 2015³ to complement its well-regarded Cost Estimating and Assessment Guide.⁴ The CIOB has also updated its Complex Projects Contract, 2013⁵ as the Time and Cost Management Contract suite 2015,⁶ including back-to-back Consultancy Appointment and Subcontract, and many other standards and guides requiring effective project time management have also been updated or published since the first edition of the Guide was released.

This Guide to Good Practice in the Management of Time in Major Projects – Dynamic Time Modelling does not seek to duplicate these standards; rather it provides the practical and rigorous framework needed to guide scheduling practice to achieve the objectives defined by these standards. Applying the guidance contained in this book will offer any project team the best way to achieve the effective management of the time available to complete their project, conform to recognised good practices, and consequently create the best opportunity for a successful project outcome.

Introduction to Second Edition

The Guide to Time Management in Major Projects – Dynamic Time Modelling (the Guide) is a revised edition of what was previously the CIOB's Guide to Good Practice in the Management of Time in Complex Projects, published in 2011.¹ The name has been changed to reflect more clearly the core strengths of the Guide and its application to the management of major projects; however, whilst the Guide is focused on construction and engineering projects, the concepts and procedures can be adapted for use in any type of project.

The Guide is a practical treatise on the processes to be followed and standards to be achieved in the effective management of time. Subject to the amendment of existing forms of contract to remove inconsistencies, the Guide can be used in any jurisdiction, under any form of contract, with any type of project.

The Guide promotes competence in critical path network modelling, resource allocation and productivity analysis by the use of a dynamic time model (DTM).² The Guide does not recommend a single density,³ static baseline target programme, but requires a dynamic critical path network, in differing densities, updated and revised on the rolling wave principle which constantly predicts the currently attainable completion date, sectional completion dates and key dates as a result of the current sequencing.

Although the Guide is not based upon any contractual regime or procurement process, the CIOB's ‘Time and Cost Management Contract’ suite (2015)⁴ has been written for use with the Guide to provide a uniform approach to cost and time risk management from initiation to completion of major building and engineering projects in accordance with the Guide's recommendations.

A dynamic time model is a critical path network of which the essential characteristics are: 1.a high-quality critical path network without any constraints that will inhibit the schedule from reacting dynamically to change; 2.a combination of the short-term look ahead using resource and location based logic in High Density with the schedule for the whole of the work using activity based logic in Medium Density and Low Density; 3. activity durations in the High Density part of the network are calculated by reference to the planned resources and their expected productivity and updated with records of the resources actually used and the amount of work actually achieved in the update period; 4. the schedule is revised to incorporate fuller and better information as it become available on a ‘rolling wave’ principle going forward so that the next 3 months work is always scheduled in High Density; 5. the schedule is impacted by intervening events that have occurred, are occurring or are likely to occur in the future in order that their predicted effect can be managed. See also Parts 1 and 3 and Appendix 4 for a description of the dynamic time model in use.

Acknowledgements

The Guide is the result of the combined efforts of the editorial committee, comprising:

Robert Clark, BSc (Hons) MRICS FCIOB, Director, Failand Consultancy Ltd. robac49@gmail.com
Trevor Drury, Barrister, MBA, PG Dip Project Management, FRICS, FCIOB, MCIArb, 12 Old Square Chambers, and Managing Director, Morecraft Drury. trevor.drury@morecraft-drury.com
Dr David-John Gibbs, MEng, EngD, ICIOB, Managing Consultant for BIM, HKA. davidjohngibbs@hka.com
Paul Kidston, FCIOB, Project Control Director, Costain Group. paul.kidston@costain.com
Keith Pickavance, LLb (Hons.) Dip Arch, Dip IC Arb, PPCIOB, keithpickavance@live.co.uk (editor)
David Tyerman, MBA, LLM, FCIOB, Director, Kingsfield Consulting. david.tyerman@kingsfieldconsulting.com
Patrick Weaver, FCIOB, Managing Director, Mosaic Project Services Pty Ltd. patw@mosaicprojects.com.au

Table of Figures

Part 2
Figure 1 Profile of risk of delay to progress.
Part 4
Figure 2 Graph of schedule density in relation to predictability.
Figure 3 Illustration of schedule density.
Figure 4 Triangular distribution of duration risk.
Figure 5 Typical line-of-balance diagram.
Figure 6 Typical time chainage diagram.
Figure 7 Typical activity diagram showing node–activity relationships.
Figure 8 A four-activity ADM network.
Figure 9 A precedence diagram method node.
Figure 10 A four-activity PDM network.
Figure 11 A simple linked bar-chart network.
Figure 12 An example of a functional project WBS.
Figure 13 A typical WBS showing work-packages/professions/trades.
Figure 14 An integrated WBS, CBS and OBS.
Figure 15 WBS levels and schedule density.
Figure 16 Example of activity ID coding structure.
Figure 17 Unique activity descriptions.
Figure 18 Example of descriptive activity-content codes and values.
Figure 19 Multiple resources prior to levelling.
Figure 20 Start-to-start relationship.
Figure 21 Finish-to-finish relationship.
Figure 22 Finish-to-start relationship.
Figure 23 Start-to-finish relationship.
Figure 24 Lagged finish-to-finish relationship.
Figure 25 Lagged finish-to-start relationship.
Figure 26 Lagged start-to-start relationship.
Figure 27 Lagged start-to-start coupled with lagged finish-to-finish.
Figure 28 Contract milestones and network milestones.
Figure 29 Differing types of float in relation to activities and completion.
Figure 30 The problem with ladders.
Part 5
Figure 31 Relationship between review, revision, monitoring, updating and impacting.
Figure 35 A database containing supplier data and bill of quantities data.
Figure 32 Simple database relationship.
Figure 33 What, when and resource table.
Figure 34 Simple data input form.
Figure 36 Target schedule comparison.