Category Archives: CIOB

Project Time Management Workshops for Planners & Schedulers

We are pleased to be part of the team launching the Project Time Management Certificate (PTMC) in Australasia. Mosaic’s Project Time Management Workshops are designed to:
– Offer a practical one-day scheduling and planning course.
– Underpin studies for the CIOB PTMC examination.
– Start a Blended training course for the PMI-SP credential.

In cooperation with the Chartered Institute of Building, Mosaic will be running a series of practical 1 Day Project Time Management Workshops that will be followed by a PTMC examination conducted by CIOB in the same city a few weeks later. Our first workshop will be held in Canberra as part of the Project Governance and Controls Symposium on the 9th & 10th April:
Project Time Management Workshop – 9th April
Free Controls Professional networking evening – 9th April (follows workshop)
Project Governance and Controls Symposium – 10th April
PTMC Examination – 4th May

These events are designed to re-frame project controls in Australia and provide an on-going forum for cross-industry, cross-association, cross-discipline discussions to advance the status and understanding of project controls. 2013 is the foundation year for what is planned to be a regular annual event.

The PTM Workshop is a valuable 1 Day course as well as providing a foundation leading to professional credentials.

The PTM Workshop is a valuable 1 Day course as well as providing a foundation leading to professional credentials.

Unlike the PMI-SP credential which requires formal training and a minimum of 3 years of experience for a candidate to be eligible for the examination, the PTMC is designed as a rigorous knowledge test that is open to anyone. Potential candidates can choose to self-study or take a course or any combination that works for them:

PTMC_Routes-500

The PTMC is designed to provide experienced schedulers with proof they understand their discipline and offer graduates and others wishing to become a scheduler an opportunity to learn the art and skills associated with being a professional planner and scheduler – there is far more to the profession than simply using software!

More information:
– The PTMC Credential.
PTM workshops (full schedule of dates).
– Book into the Canberra PTM workshop.
– Book into the free networking evening  (scroll down page – cash bar)
– Join us at the Project Governance and Controls Symposium.

The Symposium and networking events are underwritten by the not-for-profit PM Global Foundation and apart from physical costs, all of the income from the PTM workshop will be used to help develop this important initiative. We look forward to your support.

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/

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.

Back from Europe…

The last major event on my travels was a trip to Belfast – organised by the CIOB months in advance as part of the Ireland meetings, but we were bounced by the Queen’s 60th Jubilee visit to the province (anyone would think they owned the place… 🙂 ); after frenetic last minute reorganisation by CIOB staff and the conference visit went ahead with a new plan.

The highlight was a visit to the Titanic Quarter a major redevelopment of the old Harland and Wolf docks – the ‘Titanic Signature Building’ with its Titanic experience was fantastic, apparently the Queen enjoyed it too and I have it on very good advice I sat in the same car on the experience ride she did a couple of hours earlier.

My one question though is why do dockland redevelopers make a point of providing very bad access into the area? Traffic access into and out of the Melbourne Docklands redevelopment is terrible, the ‘Titanic Quarter’ has exactly the same problem and its access appears to be worse! Whilst the mixed development may eventually lead to most people living near to their work within the precinct, this takes years to occur and in the interim commuters to the area and residents commuting out of the area deserve better basic planning.

Now to catch up on a month’s backlog.

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. https://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:

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!

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

Lessons Learned

The London Olympic Delivery Authority’s Learning Legacy is designed to facilitate the dissemination of the lessons learned from the London 2012 construction project for the benefit of future projects and programmes, academia and government with the intention of raising the bar within the construction sector.

The ODA are on the verge of delivering a massive program of works on-time and on-budget, the learning from this major undertaking can benefit everyone.  To browse and download the 250 documents see: http://learninglegacy.london2012.com/

There are four types of reports:

    • Micro reports: Short examples of lessons learned, best practice and innovations from the construction programme.
    • Case studies: Peer reviewed papers on lessons learned, best practice and innovations from across the Programme.
    • Research summaries: Summary reports of research projects undertaken by academia and industry on the London 2012 construction.  These organisations will also publish full research papers as they are finalised throughout 2012.   Over 600 interviews were undertaken by researchers on the ODA and its supply chain as part of the learning legacy research.
    • Champion products: Examples of tools and templates used successfully on the programme.

    The reports have been classified into 10 themes:

  • Programme and project management;
  • Design and engineering innovation
  • Equality, inclusion, employment and skills;
  • Health and safety;
  • Masterplanning and town planning;
  • Procurement and supply chain management;
  • Sustainability;
  • Systems and technology;
  • Transport;
  • Archaeology.

This is a highly recommended rich source of information.