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Guide to Good Practice in the Management of Time in Major Projects: Dynamic Time Modelling 2nd edition [Pehme köide]

  • Formaat: Paperback / softback, 256 pages, kõrgus x laius x paksus: 295x211x13 mm, kaal: 748 g
  • Ilmumisaeg: 09-Mar-2018
  • Kirjastus: Wiley-Blackwell
  • ISBN-10: 1119428394
  • ISBN-13: 9781119428398
Teised raamatud teemal:
Guide to Good Practice in the Management of Time in Major Projects: Dynamic Time Modelling 2nd editionSuurem pilt
  • Formaat: Paperback / softback, 256 pages, kõrgus x laius x paksus: 295x211x13 mm, kaal: 748 g
  • Ilmumisaeg: 09-Mar-2018
  • Kirjastus: Wiley-Blackwell
  • ISBN-10: 1119428394
  • ISBN-13: 9781119428398
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781119428398.html
Märksõnad:

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.

 

Preface xi
Introduction to Second Edition xiii
Acknowledgements xv
Table of Figures
xvii
1 Introduction
1(12)
1.1 Core principles of time management
1(3)
1.2 The dynamic time model
4(2)
1.3 Mission statement
6(1)
1.4 Genesis of the Guide
7(1)
1.5 Purpose of the Guide
7(1)
1.6 Risk management
8(1)
1.7 Planning and scheduling
9(1)
1.8 The planning method statement
10(1)
1.9 The project scheduler
10(1)
1.10 Time management
11(1)
1.11 Building information modelling
12(1)
2 Strategy
13(12)
2.1 Planning method statement strategy
13(1)
2.2 Consultant and contractor selection strategy
14(1)
2.3 Contracting strategy
15(1)
2.4 Project planning strategy
16(1)
2.5 Progress record strategy
17(1)
2.6 Schedule design strategy
18(1)
2.7 Schedule update strategy
18(1)
2.8 Schedule revision strategy
19(1)
2.9 Time risk management strategy
20(2)
2.10 Schedule quality control strategy
22(1)
2.11 Building information modelling strategy
22(1)
2.12 Communication strategy
23(2)
3 The dynamic time model
25(16)
3.1 Introduction
25(2)
3.2 The initial development schedule
27(1)
3.3 The updated development schedule
28(2)
3.4 Calculating the predicted effect of intervening events on the development schedule
30(1)
3.5 Planning to overcome the predicted effects of an intervening event
31(1)
3.6 Revision of the development schedule
32(1)
3.7 Time management of pre-construction activities
33(1)
3.8 The initial working schedule
33(1)
3.9 The updated working schedule
34(2)
3.10 Calculating the predicted effect of intervening events on the working schedule
36(1)
3.11 Planning to overcome the predicted effects of an intervening event
37(1)
3.12 Revision of the working schedule
38(1)
3.13 Continuing time management of construction activities
39(1)
3.14 Benchmarking
40(1)
4 Developing the dynamic time model
41(66)
4.1 Introduction
41(1)
4.2 Schedule density design
42(2)
Scheduling at Low Density
43(1)
Scheduling at Medium Density
43(1)
Scheduling at High Density
44(1)
4.3 Planning method statement
44(3)
Planning method statement at Low Density
45(1)
Planning method statement at Medium Density
46(1)
Planning method statement at High Density
46(1)
Documentation of corrections
46(1)
4.4 Software considerations
47(1)
4.5 The structure of the schedule
48(1)
4.6 Schedule types
48(2)
The Development schedule
49(1)
Tender schedule
49(1)
Working schedule
49(1)
Occupational commissioning schedule
50(1)
As-built schedule
50(1)
4.7 Schedule design
50(1)
4.8 Schedule integration
51(2)
Schedule subcontracting
52(1)
Master schedule and subproject
52(1)
Milestone management
53(1)
4.9 Risk and contingencies
53(3)
Contingencies at Low Density
54(2)
Contingencies at Medium Density
56(1)
Contingencies at High Density
56(1)
4.10 Scheduling techniques
56(6)
Bar charts
57(1)
Line-of-balance diagram
57(1)
Time chainage diagram
58(1)
Arrow diagram method (ADM)
59(1)
Precedence diagram method (PDM)
60(1)
Linked bar chart
61(1)
Building information modelling
61(1)
4.11 Work breakdown structure
62(2)
4.12 Schedule communication
64(3)
Executive summary report
66(1)
Senior management report
66(1)
Project manager's report
66(1)
Section manager's report
66(1)
Short-term look-ahead report
67(1)
4.13 Calendars
67(3)
Calendars at Low Density
70(1)
Calendars at Medium Density
70(1)
Calendars at High Density
70(1)
4.14 Work type definition
70(1)
4.15 Activity identifier coding
70(4)
Activity ID at Low Density
71(1)
Activity ID at Medium Density
71(1)
Activity ID at High Density
71(1)
Activity ID trailing numbers
72(1)
Simplified Activity ID
73(1)
4.16 Activity description
74(1)
Descriptions at Low Density
74(1)
Descriptions at Medium Density
74(1)
Descriptions at High Density
74(1)
4.17 Activity content codes
75(1)
4.18 Activity cost codes
76(2)
Cost coding at Low Density
77(1)
Cost coding at Medium Density
77(1)
Cost coding at High Density
77(1)
4.19 Activity duration
78(4)
Estimating durations using industry standards
79(1)
Estimating durations using benchmarking
79(1)
Estimating activity duration by comparison with other projects
79(1)
Calculating activity duration from resources and work content
80(1)
Specified activity duration
80(1)
Activity duration at Low Density
81(1)
Activity durations at Medium Density
81(1)
Activity durations at High Density
81(1)
4.20 Resource scheduling
82(4)
Resources at Low Density and Medium Density
83(1)
Resources at High Density
83(2)
Strategic resource allocation
85(1)
4.21 Permits and licences
86(1)
4.22 Utilities and third-party projects
87(1)
4.23 Schedule logic
87(1)
Engineering logic
87(1)
Preferential logic
88(1)
Resource logic
88(1)
Zonal logic
88(1)
4.24 Density logic
88(1)
4.25 Activity logic
89(1)
Start-to-start
89(1)
Finish-to-finish
89(1)
Finish-to-start
90(1)
Start-to-finish
90(1)
Computational Inconsistencies
90(1)
4.26 Lags
90(4)
Lagged finish-to-finish
91(1)
Lagged finish-to-start
91(1)
Lagged start-to-start
92(1)
Lagged start-to-start and finish-to-finish
92(1)
Negative lag
93(1)
Lags at Low Density
93(1)
Lags at Medium Density
93(1)
Lags at High Density
93(1)
4.27 Logical constraints
94(2)
Flexible constraints
94(1)
Moderate constraints
94(1)
Inflexible constraints
95(1)
Inflexible combinations of constraints
96(1)
4.28 Float
96(1)
Free float
97(1)
Total float
97(1)
Negative float
97(1)
4.29 Critical path
97(2)
4.30 Schedule quality assurance
99(8)
Review for buildability
100(1)
Review for schedule content
100(2)
Review for schedule integrity
102(1)
Review for constraints
103(1)
Review for open ends
103(1)
Review for long lags
103(1)
Review for negative lags
104(1)
Review for ladders
104(1)
Review for scheduling options
105(1)
Review for critical paths
105(2)
5 Managing the dynamic time model
107(34)
5.1 Introduction
107(2)
5.2 Data communication systems
109(1)
5.3 Building information modelling
110(1)
5.4 Record-keeping
111(3)
Spreadsheet-recorded data
111(1)
Database-recorded data
111(3)
Record types
114(1)
5.5 Progress records
114(4)
Progress record content
114(1)
Activity identification data
115(1)
Activity description
115(1)
Date of record
115(1)
The resource
115(1)
Start and finish dates
116(1)
Author of the record
116(1)
Progress data
116(1)
Quality control records
117(1)
Information flow records
117(1)
5.6 Updating the schedule
118(1)
5.7 Schedule review and revision
119(5)
Review for better information
120(1)
Better design information
120(1)
Better procurement information
120(1)
Refinements to work content
120(1)
Review for short-term work
120(1)
Change in methodology
121(1)
Repetitive activities
121(1)
Change in activity descriptions
122(1)
Change in estimated activity durations
122(1)
Change in logic
122(1)
Change in cost profile
122(1)
Consequential change In criticality
123(1)
5.8 Change control
124(7)
Identifying intervening events
124(2)
Voluntary and implied variations and other instructed changes
126(1)
Variations
126(1)
Prime cost and provisional sums
126(1)
Employer's acts or omissions
127(2)
Acts or omissions of third parties
129(1)
Neutral events
129(1)
Disruption
129(1)
Calculating the effect of intervening events
129(2)
5.9 Progress monitoring
131(7)
Schedule comparison
131(1)
Baseline target schedule (static)
132(1)
Variable baseline target (dynamic)
133(1)
Delay caused by a contractor's risk event
133(1)
Delay caused by an employer's risk event
134(1)
Jagged line
134(1)
Count the squares
134(1)
Milestone monitoring
135(1)
Cash-flow monitoring
136(1)
Earned-value management
136(2)
Resource monitoring
138(1)
Building information modelling
138(1)
5.10 Acceleration and recovery
138(3)
6 Communicating the dynamic time model
141(10)
6.1 Introduction
141(1)
6.2 Proactive communication: promoting the plan
141(1)
6.3 Reactive communication: reporting
142(1)
6.4 Report types
143(4)
Contractual notice
143(2)
Managerial reports
145(1)
Executive summary
145(2)
6.5 Reporting formats
147(1)
6.6 Feedback and benchmarking
147(4)
APPENDICES
151(42)
Appendix 1 Time risks that may be borne by the employer
151(4)
Appendix 2 Case studies in strategic planning
155(12)
Appendix 3 The nature of complex projects
167(2)
Appendix 4 The dynamic time model -- a flow chart
169(4)
Appendix 5 Case studies in high density scheduling contents
173(6)
Appendix 6 Desirable attributes of scheduling software
179(10)
Appendix 7 Industry productivity guides
189(2)
Appendix 8 Sample notice of delay
191(2)
Glossary of terms 193(20)
Index 213
The Chartered Institute of Building is at the heart of a management career in construction. It is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 46,000 members worldwide, the CIOB is the international voice of the building professional.