the challenge of managing construction time in the 21st
TRANSCRIPT
The Challenge of Managing Construction Time in the 21st Century
Survey 2007
Research by: The Chartered Institute of Building
InTroduCTIon
Background
Quantity surveying was introduced in the early nineteenth century, as a way to manage the costs of building projects. However, by the 1980s it was widely recognised that managing costs, and achieving certainty of delivery and performance, was not possible without also managing time. This led to the introduction of the Project Manager (PM) role.
It was thought that the PM role in defining relationships, managing people and (as famously put by one developer) “being an enforcer with a big stick” would achieve what cost management alone could not. However, the focus on enforcement proved not only to be socially unacceptable, but also ineffective.
Time modelling; using computers to develop frameworks for the prediction of consequences that could be managed technically and objectively, has been available for about 50 years. Yet it is only in the last 10 years that using them effectively to control projects and manage time has developed into a realistic possibility.
Developments in hardware, software and communications services in the last decade has meant that nearly all business is now conducted by the use of computers and electronic services. The construction industry effectively uses those facilities in design, manufacture, procurement, assembly, finance and in virtually every other field except time management.
The need for Effective Time Management
There is a strong case for improving time management skills in today’s construction industry. Standard form construction contracts neither promote or encourage efficient time management. On the other hand, there is a trend towards developing contracts that are increasingly punishing if not executed efficiently, with good quality time management and project controls.
There is also:
I increasing demand for efficient and technologically complex solutions in shorter time scales and within tighter financial constraints
I high demand for an accurate completion date required by many commercial and public benefit projects
I a growing trend for employers to require the Contractor to take more of the risk that is traditionally taken by the Employer
I a growth in the use of Guaranteed Maximum Price (GMP) and Engineer Procure and Construct Contracts (EPC)
I potentially devastating consequences for all sectors of the community of getting it wrong
It may also be possible to address skills shortages by making more effective use of time and reduce work related stress.
Purpose of the research
The main purpose of this research is to further awareness in the industry of time management issues, identify the current level of understanding, gauge members’ opinions and determine the use of available technology.
The research will also help identify:
I the degree of incidence of unresolved delay in different types of building and building contracts
I the degree of understanding in the industry of project control techniques by different disciplines
I the need and support for training and accreditation of planners and programmers/schedulers
The findings will be used to prepare the foundation for a scheme of education and training for the
twenty-first century.
02
InsTruCTIons
The survey consists of 12 sections and is designed to be completed by senior members of your organisation.
It may require input from several people, according to areas of expertise, but we hope you will see the value of this exercise and be prepared to give it the time it needs.
Please be as candid as possible in your response. All responses will be treated as confidential, and the survey results will in no way identify your company.
Simply work through each section in turn and tick the response that applies to your organisation. You will be guided to different questions or sections depending on the responses you choose.
If you wish to contribute to the ongoing development work once the survey results are known, please complete question 12e - otherwise leave this blank.
Please return your completed survey, in the pre-paid envelope provided, by 14 January 2008.
rachael PetersThe Chartered Institute of Building EnglemereKings rideAscotBerkshiresL5 7TB
03
sECTIon 1 – TyPE of rEsPondEnT
Which of these job descriptions most closely fits your principle role in the construction industry?
Company wide site based
Arbitrator, adjudicator or mediator
Architecture
Building surveying
Civil engineering
Claims consultancy
Commercial management
Company administration
Construction management
Document controller
Electrical engineering
Facilities management
Financial management
Health and safety
Law
Mechanical engineering
Planning engineering
Programming and scheduling
Quality assurance
Quantity surveying
Structural engineering
Other (specify)
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04
1
1
sECTIon 2 – TyPE of BusInEss
Which of these trade descriptions most closely fits your principle business in the construction industry?
Professional services
Project management
General contracting
BMS
Brickwork and blockwork
Cladding and facades
Communications
Concrete frames
Decorations
Drainage and pipelines
Dry wall
Electrical
Floor laying
Fixtures and fittings
Glazing
HVAC
Joinery and carpentry
Piling and foundations
Plastering and wall tiling
Piped services
Pre-cast concrete
Roofing
Steel frames
Suspended ceilings
Utilities
Roads and paving
Landscaping
Other (specify)
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05
2
2
sECTIon 3 – InCIdEnCE of dELAyEd WorK
In the past 3 years approximately how many low rise building projects (1-6 storeys) have been completed
in each category?
on the scale of 0-10, in relation to the perceived delayed completion, indicate the extension of time and
compensation awarded to date.
06
3a
3b
none full
Extension of time 0 1 2 3 4 5 6 7 8 9 10
Compensation 0 1 2 3 4 5 6 7 8 9 10
number of contracts completed
onorbefore within3months between3and6 morethan6 contractdate aftercontractdate monthsafter monthsafter contractdate contractdate
Hospitals, clinics andhealth related buildings
Schools and educational buildings
Shops and shopping precincts
Offices and commercial developments
Industrial developments
Housing developments
Prisons and security related
Science and pharmaceuticals
Stadia and sports related
Railway stations
Airport buildings
Port authority
Other (specify)
3
In the past 3 years approximately how many high rise building projects (above 7 storeys) have been
completed in each category?
on the scale of 0-10, in relation to the perceived delayed completion, indicate the extension of time and
compensation awarded to date.
number of contracts completed
onorbefore within3months between3and6 morethan6 contractdate aftercontractdate monthsafter monthsafter contractdate contractdate
Hospitals, clinics andhealth related buildings
Schools and educational buildings
Shops and shopping precincts
Offices and commercial developments
Industrial developments
Housing developments
Prisons and security related
Science and pharmaceuticals
Stadia and sports related
Railway stations
Airport buildings
Port authority
Other (specify)
07
3c
3d
none full
Extension of time 0 1 2 3 4 5 6 7 8 9 10
Compensation 0 1 2 3 4 5 6 7 8 9 10
3
In the past 3 years approximately how many engineering projects have been completed in each category?
on the scale of 0-10, in relation to the perceived delayed completion, indicate the extension of time and
compensation awarded to date.
number of contracts completed
onorbefore within3months between3and6 morethan6 contractdate aftercontractdate monthsafter monthsafter contractdate contractdate
Oil and gas related
Roads and bridges
Railways
Airports
Water, gas, electricity distribution
Power generation
Water storage and treatment
08
3e
3f
none full
Extension of time 0 1 2 3 4 5 6 7 8 9 10
Compensation 0 1 2 3 4 5 6 7 8 9 10
3
sECTIon 4 – METhod of TIME-rIsK MAnAgEMEnT
In relation to one of the projects from section 3 that you are currently involved with, or if company wide,
one started within the last six months, please answer the following questions:
Project type ______________________________________________________________________________________
What procurement method is used?
Bespoke contract Partnering
Lump sum Design and build
Target cost Re-measure
Construction management Don’t understand the question
Other (specify)
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how is the timing of the works managed on site?
A master programme for the works
Short-term look ahead programmes
It’s left to the sub-contractors
A predetermined period is used
and worked backwards
Don’t understand the question
Don’t know
In what form is your principle tool for time-management produced?
A bar-chart
Partially linked network
Fully linked network
Time chainage diagram
Line of balance diagram
Flow chart
Minutes of meetings
Correspondence
Don’t understand the question Go to section 8
Don’t know Go to section 8
09
4a
4b
4c
4d
4
sECTIon 5 – METhod of ProJECT PLAnnIng
When identifying the construction process to be followed;
how is the planned sequence determined?
A method statement is written out Go to question 5b
By discussion in meetings Go to question 5c
By the programmer Go to section 6
By reference to previous projects
of a similar type Go to section 6
Other (specify) ___________________________________________________________________________________
If the planned sequence is determined by a method statement, which of the following usually participate
in the writing of it?
Commercial director Contract manager
Site manager Foreman
Tradesman Sub-contractors
Quantity surveyor Programmer
Project manager Architect
Structural engineer Mechanical engineer
Electrical engineer Client
Relevant specialist/subcontractor/supplier Don’t understand the question
Don’t know
If the planned sequence is determined by meetings, which of the following are usually involved
in the meeting?
Commercial director Contract manager
Site manager Foreman
Tradesman Sub-contractors
Quantity surveyor Programmer
Project manager Architect
Structural engineer Mechanical engineer
Electrical engineer Client
Relevant specialist/subcontractor/supplier Don’t understand the question
Don’t know
10
5a
5b
5c
5
sECTIon 6 – METhod of BAsELInE ProgrAMMIng
do you have occasion to write, read or consider construction programmes?
Yes Go to question 6b
No Go to section 8
When considering the most recent programme to be used for construction;
What software is used?
Primavera Enterprise (web based) Primavera P3
Primavera Suretrack Pertmaster
MSProject CA Superproject
Project Commander PowerProject
Teamplan CS Project Professional
Open Plan Project Scheduler
Time Line Don’t understand the question
Don’t know
Other (specify)
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how are the durations of activities arrived at?
Calculated by reference to resources and productivity in whole or in part
Estimated by judgment of the time reasonably necessary
Estimated by the time reasonably necessary plus a contingency
Estimated by reference to historical records of similar projects
Don’t understand the question
Don’t know
how is the value of the activities identified?
The costs are allocated to the activities in whole or in part in the programme
plus a contingency
By reference to a separate document cross referenced to the programme
By reference to another document not related to the programme
Value of activities is not generally identified
Don’t understand the question
Don’t know 11
6a
6b
6c
6d
6
how is the logic in the programme developed?
By meetings with the construction manager and other interested parties
By reference to previous projects of a similar type
By the planner or programmer writing the programme
We do not indicate logic on the programme
Don’t understand the question
Don’t know
how are date constraints used?
By reference to the contract documents
Where the logic cannot be determined
To control criticality
As the programmer writing the programme chooses
The company does not permit the use of date constraints
Don’t understand the question
Don’t know
how are float constraints used?
To control criticality
To identify dependant predecessors
As the programmer writing the programme chooses
The company does not permit the use float constraints
Don’t understand the question
Don’t know
What method is used to control the quality of the programme?
By review against an ISO9001 certified process
By independent, third-party review
By internal review by someone not associated with the project
By internal review by someone associated with the project
By submittal process under the contract
However the programmer writing the programme chooses
None
Don’t understand the question
Don’t know
12
6e
6f
6g
6h
6
sECTIon 7 – METhod of shorT-TErM ProgrAMMIng
do you work with short-term programmes?
Yes Go to question 7b
No Go to section 8
When considering the most recent short-term programme;
What software is used?
The same as that used for the master construction programme Go to question 7d
A different type than that for the master construction programme
None
Don’t understand the question
Don’t know
What type of software is used for short-term Programme?
Primavera Enterprise (web based) Primavera P3
Primavera Suretrack Pertmaster
MSProject CA Superproject
Project Commander PowerProject
Teamplan CS Project Professional
Open Plan Project Scheduler
Time Line Don’t understand the question
Don’t know
Other (specify)
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how are the durations of activities arrived at?
Calculated by reference to resources and productivity in whole or in part
Estimated by judgment of the time reasonably necessary
Estimated by the time reasonably necessary plus a contingency
By reference to the master construction programme
By reference to historical records of similar projects
Don’t understand the question
Don’t know
13
7a
7b
7c
7d
7
how is the value of the activities identified?
The costs allocated to the activities in whole or in part in the programme
By reference to a separate document cross referenced to the programme
By reference to another document not related to the programme
Value is not indicated on short-term programmes
Don’t understand the question
Don’t know
how is the logic in the programme developed?
By meetings with the construction manager and other interested parties
By reference to previous projects of a similar type
By the planner or programmer writing the programme
We do not indicate logic on short-term programmes
Don’t understand the question
Don’t know
how is the short-term programme related to the base-line programme?
It is incorporated in it as a sub-set of the baseline programme
It is created in the same software as a sub-project but not integrated
It is created in separate software but using related activity IDs
As the programmer writing the programme chooses
It is not related to the base-line programme
Don’t understand the question
Don’t know
What method is used to control the quality of the short-term programme?
By review against an ISO9001 certified process
By independent, third-party review
By internal review by someone not associated with the project
By internal review by someone associated with the project
By submittal process under the contract
However the programmer writing the programme chooses
None
Don’t understand the question
14
7e
7f
7g
7h
7
sECTIon 8 – METhod of ProgrEss-rECord KEEPIng
do you write, read or consider records of progress achieved?
Yes Go to question 8b
No Go to section 9
When considering the most recent example of records of progress of the works on site;
how are progress records kept?
On paper only
On paper but immediately transcribed into a database
By direct entry on to an Excel spreadsheet
By direct entry into an Access or other relational database
By automated electronic transfer to a database
Photography
Video films
Don’t understand the question
Don’t know
Other (specify) ___________________________________________________________________________________
What labour records are usually kept?
Date Day of week
Name Trade
Rank
Task identified by reference to
Description on programme Description on other document
Ad hoc description
Area worked on by reference to
Description on Programme Description on other document
Ad hoc description
Don’t understand the question
Don’t know
Other (specify) ___________________________________________________________________________________
15
8a
8b
8c
8
What plant/equipment/machineries records are usually kept?
Date Day of week
Name of plant/equipment/machineries Trade
Idling time/repair/servicing downtime
Task identified by reference to
Programme Other document
Ad hoc description
Area worked on by reference to
Programme Other document
Ad hoc description
Don’t understand the question
Don’t know
Other (specify) ___________________________________________________________________________________
What records are kept of work that is different from that contracted for?
An allocated Activity ID
AI/CVI or other contract document instructing the work
Task description
Labour allocation
Plant allocation
Materials allocation
Date of work carried out
Predecessor logic
Successor logic
Don’t understand the question
Don’t know
Other (specify) ___________________________________________________________________________________
16
8d
8e
8
sECTIon 9 – MonITorIng And uPdATIng
do you write, read or consider monitored or updated programmes?
Yes Go to question 9b
No Go to section 10
When considering the most recent example of a monitored or updated construction programme;
Are there any design activities in the programme?
Yes Go to question 9c
No Go to question 9d
how is the progress of design/engineering activities assessed?
By the earned value certified
By the number of drawings produced against those planned
Estimated % complete of identifiable stages of design
Estimated % complete of totality
Don’t understand the question
Don’t Know
how is the progress of work activities assessed?
There are no work activities in the programme
By reference to the earned value certified
By reference to the resources and materials used against those planned
By estimated time needed to complete
By estimated % complete of totality
Don’t understand the question
Don’t Know
how is the progress of the project assessed?
The work on site is assessed and reported upon in meetings or correspondence
Estimated % complete against the first construction programme for progress
Estimated % complete against previous degree of progress
Calculated % complete against updated/revised programme for progress
Don’t understand the question
Don’t know
17
9a
9b
9c
9d
9e
9
Is a programme update carried out?
No, the programme is not updated Go to section 10
Regularly at weekly intervals
Regularly at monthly intervals
When the contract management team chooses
When requested by the contract administrator
When requested by client
Don’t understand the question
Don’t know
how are programme updates presented?
Activities are progressed up to a straight, date related status line with
work actually done to the left and work to be done to the right of the line
and the programme resequenced
The degree of progress is attributed to activities without changing the order
and sequence of the programme
Don’t understand the question
Don’t know
Other (specify) ___________________________________________________________________________________
If updated from a status line and progress is inconsistent with the planned programme sequence,
is this dealt with by;
Progress achieved taking priority of logic
Planned logic taken in precedence to progress achieved
Logic corrected to conform to progress achieved
Don’t understand the question
Don’t know
18
9f
9g
9h
9
sECTIon 10 - noTICE of dELAy
In regard to the most recent project, if delay to progress is identified, is this immediately notified?
If it is likely to delay completion but not otherwise
If the contract requires it
Irrespective of whether the contract requires it
Occasionally, irrespective of predicted consequence
Never
Don’t Know
Don’t understand the question Go to section 11
If delay to progress is not immediately notified, is this because;
We are not generally aware of delay to progress until
The client complains
The contract administrator complains
Liquidated damages are deducted
Sub-contractors complain
The programme is updated and reissued
We don’t like to let anyone know we are in delay because
We might get over it
We might be able to blame someone else for it
We don’t want to upset the contract administrator
We don’t want to upset the client
It is not a contract obligation
don’t know
To whom is delay to progress usually notified to?
Contractor’s site management
Contractor’s board management
Client
Contract administrator
Don’t know
19
10a
10b
10c
10
of what does notice usually consist of?
A standard format document
Electronic communication
A standard letter
An updated impacted programme
Advice given in a meeting
Don’t know
Other (specify) ___________________________________________________________________________________
By whom are events that give entitlement to time or money usually identified?
Commercial director
Contract manager
Site manager
Foreman
Tradesman
Sub-contractors
Quantity surveyor
Programmer
Project manager
Architect
Structural engineer
Mechanical engineer
Electrical engineer
In-house legal department
Externally appointed lawyer
Independent expert
Claims consultant
Client
Don’t understand the question
Don’t know
20
10d
10e
10
sECTIon 11 – TrAInIng And ACCrEdITATIon of PLAnnIng EngInEErs
do you think there is a difference between the desired skills and experience of a planning engineer
and those of a project programmer/scheduler?
Yes Go to question 11b
No Go to section 12
In your experience, how are planning engineers trained?
By university or other full time education
By NVQD course or other part time education
By home study
By experience on the job
By software suppliers
Don’t know
on a scale of 0-10, do you think the quality of education and training of planning engineers is satisfactory
at the moment?
What qualifications can a planning engineer achieve by way of accreditation?
________________________________________________________________________________________________
Didn’t know there were any
Is there a current need in the industry for more training and accreditation of planning engineers?
No, it is satisfactory at the moment
Yes at pre-degree level
Yes at degree level
Yes at post-graduate diploma level
Don’t know
21
11a
11b
11c
11d
11e
11
deplorable Exemplary
0 1 2 3 4 5 6 7 8 9 10
sECTIon 12 – TrAInIng And ACCrEdITATIon of ProJECT ProgrAMMErs/sChEduLErs
In your experience, how are project programmers/schedulers trained?
By university or other full time education
By NVQD course or other part time education
By home study
By experience on the job
By software suppliers
Don’t know
on a scale of 0-10, do you think the quality of education and training of project programmers/schedulers
is satisfactory at the moment?
What qualifications can a project programmer/scheduler achieve by way of accreditation?
________________________________________________________________________________________________
Didn’t know there were any
Is there a current need in the industry for more training and accreditation of project programmers/schedulers?
No, it is satisfactory at the moment
Yes at pre-degree level
Yes at degree level
Yes at post-graduate diploma level
Don’t know
22
12a
12b
12c
12d
12
deplorable Exemplary
0 1 2 3 4 5 6 7 8 9 10
Would you be prepared to support a formal training and accreditation scheme for planning engineers
and/or project programmers/schedulers?
By financial sponsorship of courses
By presenting prizes for graduation
By making it a desired employment requirement
By sending employees on appropriate courses
By attending appropriate courses
By teaching on appropriate courses
By providing a help desk
No
If so, please enter your contact details. your details will not be identified in the results of the survey.
Name ___________________________________________________________________________________________
Company Address _________________________________________________________________________________
________________________________________________________________________________________________
Telephone _______________________________________________________________________________________
Email ___________________________________________________________________________________________
The CIOB processes all personal information in accordance with the Data Protection Act 1998.
This survey is anonymous and no personal data will be collected or retained.
If you wish to assist with the ongoing development work resulting from this survey, please submit your personal
details as requested. Your details will be held securely by the CIOB and will be used only for the purposes outlined
by this survey.
23
12e
12
The Chartered Institute of BuildingEnglemereKings Ride
AscotBerkshireSL5 7TB
Tel: 01344 630700Fax: 01344 630713
www.ciob.org.uk