Contribution to the Effective Management of Time
in Construction Projects
only constant is change, continuing change, inevitable change.
Scheduling, Planning, CPM.
Contribution to the Effective
Management of Time in Construction
construction industry’s ability to effectively manage time is
getting worse. Despite outstanding examples of successful projects
including the Beijing and London Olympics, research by the CIOB has
found most complex/mega projects fail to adequately mange time, most
finished late and the situation is getting worse over time. The degree
of failure seems to be similar regardless of the size of the penalties
imposed for late completion and regardless of the form of contract
used. CIOB research has clearly
demonstrated time is not money and the
effective management of time cannot be achieved by measuring cost
performance or imposing cost penalties (download a copy of the CIOB
the Risk of Delayed Completion in the 21st Century [or
download the smaller executive
The CIOB development team conculded that the cost outcome on a project
is a symptom of two controllable factors:
- First how effectively resources are being
procured for a
- Second how efficiently the resources are being
To change the cost outcome you need to change one or both of theses
factors and the CIOB Time Management
approach is focused on making
the most efficient use of the
resources actually available to the project to optimise time outcomes
which should flow through to affect/improve cost outcomes.
Attempts by management to simply to cut costs, without changing one of
the two root causes identified above, starts a negative feedback loop
that typically destroys quality and usually leads to increased costs in
the long term.
In response to these findings, the CIOB has developed the Guide
to Good Practice in the Management of Time in Complex Projects
(see more on The
which introduces a range of practical ideas to enhance the effective
management of time in mega-projects including:
Implementing the ideas contained within The
Guide requires changes in
the way projects are managed. CIOB have a long-term plan to
achieve these changes including:
difference between project planning and scheduling.
‘schedule density’, download
the White Paper.
need for on-going dynamic
scheduling to manage time.
need to contemporaneously
assess the impact of delaying events.
This paper outlines the major
advances in the practice of project
planning and scheduling introduced by The
Guide and give an up-to-date
report on current developments in the effective management of time
being led by CIOB.
a new form of
contract that requires the effective management of time in a
collaborative environment. The new Complex
Projects Contract puts time
management at its heart and can be used with, or without, Building
Information Modelling (BIM) and has been drafted to work within any
country and legal jurisdiction around the world. Work on
this new contract
is approaching completion - for an update see Mosaic's Blog.
managers and clients world-wide about the The
benefits that can be achieved if time is managed pro-actively.
First Presented to
Sydney Centre, July 2012
(Presentation + 1/2 day workshop)
of the Witwatersrand, Johannesberg, Sept. 2012
Melbourne Nov. 2012 - PTMC