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Managing Risk Of Delay – Schedule Preparation and Maintenance (Part 4)

April 11, 2011 By

This post is the fourth in a series of discussions regarding various aspects of time management.  More specifically, we have titled the series MANAGING RISK OF DELAY, since we focus heavily on the managerial aspects of program / project management.  This post addresses some ideas regarding preparation and maintenance of the time management baseline.  Some might refer to this baseline and As-Planned Schedule or Approved Programme.

When the subject of time management in larger and more complex projects is discussed, a common observation is that the industry lacks adequate structure and standards.  The notion can be expressed as frustration with the lack of some grand rules or laws that somehow reduce managerial challenges to simple procedures for widespread adherence.

Perhaps I will queue up the subject with a LinkedIn discussion skillfully initiated by L.H. Chin.  Mr. Chin is the source of frequent thoughtful discussions regarding contract-related risks and challenges in planning and managing large and complex projects.  Mr. Chin poses this challenge [Contract Risks Management Group – Construction Industry] [Read more…]

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Managing Risk Of Delay – As-Planned Schedule / Accepted Programme (Part 3)

April 5, 2011 By

This post is the third in a series of discussions regarding various aspects of time management.  More specifically, we have titled the series MANAGING RISK OF DELAY, since we focus heavily on the managerial aspects of program / project management.  This post addresses some ideas regarding the time management baseline.

Introduction

A Critical Path Management (CPM) plan and schedule (programme) is one of the most fundamental managerial tools used in professional project management.  It reflects (hopefully) the intention of the lead or prime contractor regarding project execution.  Further, it reflects (again, hopefully) the intentions of all key stakeholders, including the owner (owner, developer, employer).

Ideally, this meeting of the managerial minds can be achieved and documented through a schedule approval process.  Again ideally, the detailed schedule would be developed in a timely fashion and submitted to the owner.  Once revisions and improvements have been achieved, the owner would approve this tool.  Once approved, this baseline schedule would form the as-planned schedule (or accepted programme, as termed in United Kingdom). [Read more…]

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Managing Risk Of Delay – Time-Management Strategy (Part 2)

March 28, 2011 By

This post addresses the general topic of time management and the relationship to managing the risk of delay.  More specifically, this post addresses time management strategy issues.

Keith Pickavance is a prominent leader, speaker, expert and author in the construction industry.  His authoritative reference book, Delay and Disruption in Construction Contracts, is noted in our Resource Center.

Mr. Pickavance is President of The Chartered Institute of Building (CIOB).  As a member of Time-Management Working Group, Mr. Pickavance and the group authored and have published Guide to Good Practice in the Management of Time in Complex Projects.  This publication is noted in our Resource Center.

This work (hereinafter called “The Guide”) addresses, among other aspects, time-management strategy as viewed by CIOB.  The Guide is an important contribution to many time-related topics including managing risk of delay.

The topics addressed under the heading of Strategy are: [Read more…]

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