Launch of the Project Time Management Qualification (PTMQ) Framework in Australia

The free CIOB event scheduled for the 15th November in Melbourne will be the de facto launch of the CIOB PTMQ Framework in Australia covering the various routes to the Project Time Management Certificate (PTMC) examination. Depending on interest, training courses and examinations can be organised wherever there are sufficient numbers.

The PTMC has no prerequisites – whist the examination is rigorous, formal training courses are optional, experienced schedulers in particular may choose the self-study option.

The PTMQ framework is part of an overall strategy developed by the CIOB to improve project outcomes and address widely held misconceptions about the role of effective time management within project management.

As a starting point, effective time management, the courses and the credentials have nothing to do with tools. In exactly the same way a car is a means for a skilled driver to implement his/her objective, scheduling software is a means for a skilled scheduler to implement effective time management. Unfortunately most schedulers are taught how to run tools and virtually nothing about what planning and scheduling is supposed to achieve.

We all know a significant proportion of projects run late and many that finish on time have been de-scoped. The process led by the CIOB has been focused on defining the problem and building practical solutions to address these issues that cause $billions to be wasted on projects every year. The overall solution that is nearing completion includes:

• Publication in 2011 of the CIOB Guide to the management of time in complex projects.
• Development of a new form of contract for complex projects due for publication later this year.
• Development of the PTMQ framework, officially launched on the 1st November
• Running a sustained campaign to raise awareness of the importance of effective time management in achieving value from an investment in a project.

PTMC fills a major void in the publicly available project management qualifications. The certification tests a persons understanding of effective time management and is designed for people entering a project scheduling role. For the first time project managers, PMO managers and HR departments can require an impartial assessment of a job candidates understanding of the role of project scheduling in the successful delivery of projects!

Existing ‘time management’ qualifications either require years of experience prior to the candidate being eligible to sit the examination or are tools focused and simply certify the person knows how to ‘push buttons’ to make the designated software ‘go’.

PTMC complements these existing qualifications at the entry level, focusing on the objectives of good scheduling practice to support tools focused skills (you cannot do effective scheduling without the tools). Additionally, PTMC provides a stepping stone towards the more advanced certifications either within the CIOB framework or others such as the PMI-SP.

If you are based in Melbourne we look forward to seeing you on Thursday 15th November, to register and anyone else interested in this exciting development see: http://www.mosaicprojects.com.au/Training-CIOB-TM_Credential.html

CIOB launches Project Time Management Certificate

The Chartered Institute of Building has launched its Project Time Management Qualification (PTMQ) framework upon which the CIOB will assess and accredit Project Time Management professionals placing CIOB at the forefront of establishing the premier industry standard in planning, scheduling and project control.

The first element of the framework, the Project Time Management Certificate (PTMC) was launched at a gala function in London, by the CIOB President last week. Unlike existing certifications, this qualification is focused on assessing the candidates knowledge of practical project time management.   It is designed for new entrants to planning and scheduling as well as those who are already engaged in the management of time on projects. Holders of the PTMC will have demonstrated a rigorous understanding of the practice that underpins project planning and scheduling.

The launch of the PTMQ framework moves CIOB one step close to completing a five year strategy to provide standard education, training and accreditation in time management.

Back in 2008 CIOB research found that 67% of complex building projects were late. Of those delayed 13% were more than 3 months and 18% over 6 months. This finding prompted the CIOB to embark upon the development and publication in 2011 of the CIOB Guide to Good Practice in the Management of Time in Complex Projects which sets down the process and standards to be achieved in preparing and managing a time model.

The Guide underpins the new CIOB contract for the management of complex projects due for publication later this year, and the PTMQ framework for assessing and accrediting the Project Time Management professionals required as part of the CIOB contract.

The PTMC examination is open to CIOB members and non-members, those who have gone through Project Time Management training or those who have self-studied. It will appeal to anyone looking for a relevant and credible qualification in project time management. And in combination with the forthcoming Practitioner (PTMP) and Specialist (PTMS) credentials, it will offer a project time management qualification structure that will provide a progressive development path based on assessment of skills, knowledge and experience in planning, scheduling and project controls.

Mosaic is the exclusive CIOB partner for delivery of training in Australia and New Zealand, with rights to deliver training throughout the wider region. We are currently working on a planned series of public workshops and examinations commencing in Q1 of 2013. Courses and/or examinations can also be arranged for organised groups. For more information on this exciting development see: http://www.mosaicprojects.com.au/Training-CIOB-TM_Credential.html

UK and European readers contact: http://www.athenaprojectservices.com/

The Effective Management of Time – Free event 15th November

Despite the completion of many successful projects, research by the CIOB has found that many complex and mega projects fail to adequately manage time despite financial penalties. In response to these findings, the CIOB has developed the Guide to Good Practice in the Management of Time in Complex Projects (The Guide) supported by new contract forms and time management qualifications.

The CIOB Victorian Centre in conjunction with AIPM will host a free event on the 15th including my up-date on these important developments followed by networking and drinks.

Download the CIOB_Nov-12_Event Flyer (places are limited)

See more on the presentation.

Time Management Presentation – WITS University Johannesburg

Yesterday afternoon, I took time out from the work of the ISO TC 258 study group hosted in Pretoria, by the South African Bureau of Standards (SABS). The primary purpose of my trip to SA is to contribute to the work of this group, studying the current state of understanding of the concept of governance of project, program and portfolio management with a view to the possible development of an ISO standard. The ‘time out’ was to present a paper on ‘time management’ at WITS University; but this simple diversion turned into a fascinating day……

Apart from the storms hail and floods, a highlight of the visit to the university was a too quick tour of the recently opened ‘Origins Centre’ http://www.origins.org.za.

The centre showcases recent South African discoveries of two pieces of engraved ochre and, more than 60 marine-shell beads dated at 75 000 years. Theses finds, together with archaeological evidence emerging from other parts of Africa, suggest that symbolic thought and other forms of behaviour regarded as characteristic of modern human beings, began in Africa as far back as 200 000 years ago. This combination of palaeoanthropological and archaeological evidence confirms the hypothesis that fully modern human beings evolved in Africa first, and then left the continent to populate the entire world.

The two overwhelming impressions I took away from the displays were:
• Firstly the intrinsic oneness of mankind – the differences are minute compared to the common bonds and heritage.
• The second was the ever accelerating rate of change in the technologies we use. Every ‘new age’ of development occupied a fraction of the time of its predecessor starting with the ‘old stone age’ which lasted over 2 million years. The ‘middle stone’ age lasted some 250,000 years, followed by the ‘new stone age’ which lasted less than 10,000 years and finished with the start of the modern era some 5000 years ago – the modern era includes the Bronze and Iron ages, leading through to modern times.

After considering the ‘historical aspects of time’ it was onto the ‘management of time’ and planning the future… The presentation is on our website at http://www.mosaicprojects.com.au/Resources_Papers_163.htmlx. The three underlying messages in the presentation are:
• Plan what you know ‘budget the rest’
• Useful schedules are useful because they are used (ie, effective communication media)
• The future is unpredictable so expect change.

The last of these points was brought home immediately after the lecture concluded. My hosts had arranged a dinner at a local restaurant; however, the afternoon storms had flooded the bridge leading to the restaurant and it took a number of attempts to find a way around – the 8:00pm meal started nearer to 9:00pm! Good communication and adaptability led to a great evening but the original plan had to be revised to accommodate reality.

The pride passion and hospitality of South Africans is amazing I certainly hope to be able to return at some time in the not too far distant future.

South Africa

I will be heading to Pretoria in early September a part of the Australian delegation to ISO/TC 258 – Project, programme and portfolio management, primarily for the working sessions focused on project governance (see more on governance). This ISO Technical Committee is tasked with developing a range of international standards covering all aspects of project, program and portfolio management to build on from the success of ISO21500, Guide to Project Management. Many years work to come…

More immediately, whilst in South Africa, I will also be presenting an evening lecture focused on CIOB’s contribution to the effective management of time on complex projects at the University of the Witwatersrand, Johannesburg, if you can attend, download the flyer.

For more on CIOB’s contribution to time management see: http://www.mosaicprojects.com.au/Resources_Papers_163.html

The 4th Dimension of BIM

This post is being composed from the CIOB AGM, conference and Members Forum in Dublin, Ireland. The opening day focused on a broad reaching BIM Conference.

BIM = Building Information Modelling. BIM is likely to be a game changing evolution in the way the ‘built environment’ is designed, built and maintained through life to the eventual decommissioning and either renovation or demolition of the structure. It is an evolutionary process with escalating levels of sophistication and information:

For more on the various levels and elements see: http://www.mosaicprojects.com.au/WhitePapers/WP1082_BIM_Levels.pdf

BIM is becoming a world-wide trend; the UK Government has mandated the use of BIM on all major projects by 2016, contractors are taking the lead in the USA, BIM is routinely used in China and Hong Kong, and the Australian Sustainable Built Environment Council (ASBEC) is looking at implications in Australia. Used effectively BIM results in a significant reduction in waste, the CMMA-USA estimate up to 30% of construction costs are due to wasted materials, rework and wasted time waiting for information.

However using BIM is not just a technology issue. Some of the factors needed to implement BIM effectively include:

• Managing the culture change and stakeholder issues to allow collaborative working.
• Adapting contracts and insurance policies to allow the collaborative development and use of shared data. The CIOB have developed a new form of contract to assist in this, see: New CIOB Contract for Complex Projects. http://mosaicprojects.wordpress.com/2012/05/26/new-ciob-contract-for-complex-projects/
• Managing data exchange formats and other technical issues.
• Designing the BIM model and Execution Plan; including deployment, quality assurance, ownership (stewardship) of data, defining the audience for the information extracted from the model and selecting the appropriate level of detail to put into the model and to extract from the model for different audiences.

Incorporating the 4th Dimension – Virtual Construction

The intention of this blog is not to provide a BIM tutorial, rather to look at the opportunities created when the 4th D of time is integrated into a reasonably sophisticated BIM model.

Adding the ‘4th Dimension’ allows the schedule to be linked with data objects at an appropriate level of detail and the project to be built virtually, testing different options before deciding on the best approach. Data from the USA suggests time savings of up to 10% are not uncommon.

Using the 4D model has many advantages. As a starting point, because the work can be seen in 3D, implementing concepts such as lean construction and last planner become much simpler. The workers can see what the current situation is and contribute effectively to decisions as to what work will be done in what sequence during the next few days and then see the results in virtual reality before starting on the actual work. This involvement can operate at the detail level such as services integration in a congested ceiling space or at a higher level looking at plant and materials movements. Some of the other opportunities include:

• Using BIM to model the overall sequence of work on site. This is particularly useful for showing clients how the building will be constructed.
• Using the visualisation to develop stakeholder engagement with the schedule at all levels from client to on-site workers.
• Optimising phasing and temporary works, particularly on complex expansion and refurbishment projects.
• Modelling the optimum vehicle, plant and material movements for maximum efficiency, particularly if there is restricted access.

Considerable skill is needed to integrate the schedule with the BIM model and make effective use of the information; a BIM expert will typically work with a scheduling expert to pull the data together.

A future extension of BIM could see the need to manage supply items removed from the schedule. The construction schedule defines when the element is needed, the BIM system knows what data items are included in the element and it should not be too difficult in an integrated model to then work back from the ‘install date’ to the required manufacture date and before that, the required design date for each item. The integrated nature of the data would make tracking and managing the supply chain a real-time process with everyone fully informed of the current situation and any issues or problems.

BIM also has the potential to shift planning from activity based scheduling to location based scheduling allowing the optimisation of workflows through a project. In fact with the increasing power of computers, it is possible to foresee a time when the process of scheduling changes from using traditional tools to a virtual construction space where the planner physically moves elements of the building into place in the optimum sequence (or tests alternatives), in the same way a Lego model is built, and the BIM system creates the schedule from the optimum sequencing information created in ‘virtual space’.

Summary

The CIOB is leading a number of initiatives to integrate effective time management back into construction management. The key initiatives are:

• Developing the CIOB ‘Guide to the management of time in complex projects’; see: http://www.mosaicprojects.com.au/Book_Sales.html#CIOB
• Developing a series of time management credentials; see: http://www.mosaicprojects.com.au/Training-CIOB-TM_Credential.html 
• Developing innovative contracts that have BIM and the effective management of time risks as the fundamental foundation of the document rather than an afterthought bolted on; see: . http://mosaicprojects.wordpress.com/2012/05/26/new-ciob-contract-for-complex-projects/ 

For any non-construction person who has read this far…… BIM is not an exclusively construction management tool, it works on any engineering project: Boeing use very similar systems to manage the development and through life maintenance of the Dreamliner!

Scheduling Conference – Sydney

We are participating in the Project Management for Major Projects Symposium, in Sydney from 30th July to 1st August 2012.

My workshop on the morning of 1st August is focused on How to use project scheduling to drive project success. In this intensive workshop focuses on the key elements involved in effectively managing the use of time on major projects. Understanding how your scheduling tools work is only half the battle – this workshop will show you how to use your tools to proactively manage time to achieve success!

Five years of research by the CIOB is leading a paradigm shift in the way projects are managed with innovative techniques and new forms of contract focused on the proactive and realistic achievement of scheduled deadlines! I am heavily involved in this on-going work by the CIOB and this workshop will be the first time the full package of innovations is presented as an integrated solution in Australia. The workshop will cover:

• Project scheduling – what works, what does not
• The difference between planning & scheduling, the importance of both processes
• Schedule density – the art of keeping the schedule realistic and achievable
• An introduction to the ‘Guide to the Management of Time in Complex Projects’
• An introduction to the new CIOB form of contract for projects
• A suggested framework for successfully managing time on your projects.

For more information you can download the workshop brochure from: http://www.mosaicprojects.com.au/PDF/Sydney_Aug_Project_Management.pdf

If you decide to attend, we may even be able to arrange a small discount for you – drop me an email and I will see what can be done.

New CIOB Contract for Complex Projects

The Chartered Institute Of Building (CIOB) has launched a new contract for construction and engineering projects. The CIOB Contract for Complex Projects has been written for the 21st Century. It is designed to permit the CIOB’s Guide to Good Practice in the Management of Time in Complex Projects to be put into practice.

The contract can be used for collaborative design with a building information model (BIM) and anticipates and encourages competence in the use of computerised transmission of data. It requires collaborative working in the management of risks and transparency of data used in such management.

The contract has been drafted to be used in any country and legal jurisdiction around the world to provide a means of managing the causes and consequences of delay (the single most common cause of uncontrolled loss and cost escalation in complex building and engineering projects) where the design is produced by the employer, the contractor with or without a building information model.

The key principles embedded in the contract design include:

• It is written in plain English, suitable for both building and engineering projects and may be adopted for other types of work. It can be used for turnkey, design and build, for construction only, or for part contractor’s design, both in the UK and internationally.
• It permits a variety of contract documents including BIM (building information model) and requires electronic communications either via a file transfer protocol or a common data environment for collaborative working.
• The contract contains new roles for the Project Time Manager, Design Coordination Manager and Auditor, as well as the Contract Administrator and the design team.
• It requires complete transparency in planned and as-built information in compliance with the CIOB’s Guide to Good Practice in the Management of Time in Complex Projects. It is currently the only standard form of contract available which requires a resourced critical path network, a planning method statement and progress records to a specified, quality assured standard, with significant redress for a failure to comply with the contract requirements.
• The contractor’s schedule (or programme as it is called in other contracts) is to be a dynamic critical path network in varying densities, described and justified in a planning method statement. It is to be designed in different densities compatible with the information available, reviewed and revised in the light of better information as it becomes available, updated with progress and productivity achieved and resources used and impacted contemporaneously to calculate the effect of intervening events on time and cost (see more on Schedule Density).
• The contractor’s schedule is not only the time control tool but also the cost control tool against which interim valuations are made and the predicted cost of the works is calculated contemporaneously permitting out-turn cost and total time prediction on a daily basis though the updated working schedule.
• The contract contains detailed requirements for the identification and use of time and cost contingencies, defines float and concurrency and sets down rules for their use. It provides the power for the contractor to keep the benefit of any time it saves by improved progress as its own contingency, which cannot be taken away.
• It contains a procedure for contemporaneous expert resolution of issues arising during construction. In the absence of reference to experts specified issues concerning submittal rejections and conditional approvals are deemed to be agreed, helping to avoid doubt about responsibilities and escalation of disputes. The experts used during the course of the works can be called as a witness by either party in any subsequent adjudication and/or arbitration proceedings and, in order to help to give transparency to the way dispute resolvers deal with the contract and help to make sure it functions in the way it is supposed to, the adjudicator’s decision and/or arbitrator’s award is to be a public document, unless the parties agree otherwise.

The Chartered Institute of Building would like to receive your comments and criticism on the Review Edition of the CIOB Contract by Monday, 30 July 2012. All comments will be acknowledged and taken into consideration in future review and revision of the form and its constituent standard form documents. To review the contract see: http://www.ciob.org.uk/CPC

Project Manager Articles

We have started a monthly series of articles on the Project Manager website.

The focus of these posts will be the current state of scheduling, the emergence of planning and scheduling as a profession and ideas for enhancing the practice of scheduling.

The first article looks at the project scheduling conundrum and some of the initiatives underway to create/improve the profession. The project scheduling conundrum is simple: We know effective scheduling makes a significant difference to project success and we know what effective scheduling looks like but in most projects, the schedule is ignored, bad scheduling practice is the norm and most projects finish late.

To read the first article (and follow the series) see: http://projectmanager.com.au/author/pat-weaver

Carbon Action 2050

The negative approach to carbon reduction emanating from sections of Australian industry and political structure is to say the least short sighted and disappointing, particularly given the devastating floods and cyclones of the last year or two. These local changes have been repeated by tornados, hurricanes and floods around the world.

For anyone to suggest the climate is not changing is simply ignoring the facts. Defining the cause of change may be more debatable. Correlation is not causation! From a pragmatic viewpoint man made carbon pollution may be causing the change in the climate, contributing to the change or simply polluting the atmosphere without any effect.

Depending on which of the three options is correct, cleaning up our carbon footprint to levels the natural systems can absorb will either, solve the climate change problem, reduce the climate change problem or merely reduce our contamination of the environment we live in.

However, not taking appropriate and immediate action on carbon pollution will either, push the climate change problem to greater extremes, increase the effect of climate change or simply continue to contaminate the environment we live in.

From a risk management perspective, doing nothing or minimal change is not really a sensible option until there is conclusive proof that carbon has no effect on the weather and sea levels. That proof has not been demonstrated by anyone, and whilst proof that carbon is adding to the climate change problem is far from conclusive, the strong weight of evidence is trending to support the view carbon is either the cause of the change or a major contributor to the change.

The very short term arguments raised by miners, industry and some politicians that doing anything is too expensive ignores the long term costs to every industry in favour of the next quarterly profit statement –ignoring the impact of floods, cyclones and rising sea levels on profits and value generation.

Outside of Australia, practical action is being taken by a wide range of organisations. The Chartered Institute of Building – CIOB – has launched Carbon Action 2050, a free interactive online tool that provides key guidance on every facet of a building’s lifecycle from design through construction to end use and beyond.

There is advice on education, skills and leadership and how to move those agendas towards a low carbon built environment. The portal has been developed over the last twelve months by CIOB members who work in design, building control, education, project management, facilities management, conservation and sustainability. Its overall aim is to focus on innovation and best practice that will make an immediate difference on the ground. To find out more visit: http://www.carbonaction2050.com/

Locally, we need to start taking similar actions, as a minimum we will start cleaning up our mess, more likely we will contribute to saving the planet (or at least reducing the impact of climate change)!