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Time management -v- Contract administration

The greater danger for most of us is not that our aim is too high and we miss it but that it is too low and we hit it.
Michelangelo Buonarroti (1475 – 1564)

Keywords: Schedule, Float, Critical Path. 

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Time management -v- Contract administration   [P146]

Delayed completion affects IT, process plant, oil and gas, building, civil engineering, shipbuilding 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.

Without effective time management there can be no effective resource management, cost management or delay management. Unfortunately, despite the obviousness of this proposition, far too many contracts and contract programs seem designed as highly detailed, ridged mechanisms for measuring failure; rather than using the schedule as a tool for proactively managing time to the benefit of all of the parties to a contract.

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. This paper seeks to address this imbalance by focusing on the effective management of time in the 21st Century.

The presenter is part of an international team who are working to develop the standards, and educational framework, necessary to facilitate the effective and competent management of time in complex projects. Based on the team’s first major deliverable, a Guide to help construction professionals keep control of timescales on complex projects (published by the Chartered Institute of Building and Wiley Blackwell - Purchasing information).

This paper defines the standards by which project schedules should be prepared, quality controlled, updated, reviewed and revised in practice to effectively manage time. And then describes the standards of performance which should reasonably be required of a project scheduler. It will contrast the static approach to scheduling defined in most contracts with The Guide’s logical step by step procedures to manage time 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 complex projects. And will demonstrate that as a practical treatise on the processes to be followed and standards to be achieved in effective management of time, The Guide is a scheduling reference document capable of wide application. It can be used in any jurisdiction, under any form of contract, with any type of project and should be identified as the required standard for the preparation and updating of contract programmes, progress reporting and time management.

Author: Patrick Weaver

PMOZ 2011

2  to 5 August 
Novotel, Brighton Beach, Sydney

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