Saleem Akram BEng(Civil) MSc(CM) PE MIoD MAPM FIE EurBE FCIOBDirector, Construction Innovation & DevelopmentDirector, European Affairs

• Headquarter at Ascot, UK• 12 Branches in UK• Regional Offices in:

China, South Africa,Malaysia, Singapore,Hong Kong and Australia

The Chartered Institute of Building

The Chartered Institute of Building started as a small but influential group of Victorian master builders in 1834.The Chartered Institute of Building, Ascot

Established in 1834 – 178 Years

Royal Charter - granted in 1980

48,000+ individual members in 115 Countries

300 Chartered Building Companies

325 Chartered Building Consultancies

Maintains standards, practice and discipline, in the UK

building and construction industry

Itself an Awarding body

Royal Charter…….

Promote the science and practice

of building…..

Benefit of members and for the public

good……

Raise standards in management

of construction

Today we are the international voice of the building professional, representing an unequalled body of knowledge concerning the management of the total building process.

Buckingham Palace, London

We have over 48,000 members working in more than 100 countries worldwide. Our membership is the most diverse of any professional body in the built environment, with hundreds of different job functions represented. 1 in 5 of our members are based outside the UK.

Houses of Parliament, London

The CIOB works closely with Government, industry and education providers to raise standards, and promote professionalism throughout construction.

Sydney Opera House, Australia

Code of Practice for Project Management for Construction and

Development

CIOB Research

The incidence of delayed completion in differing

project types and contracts

The way time is managed in design and on site

The understanding of the industry of the role

of the planning engineer and project scheduler

• Carried out in late 2007, concerning:

CIOB Research

73 respondents covering 2000 projects over

a three year period

Report titled: “Managing the risk of delayed

completion in the 21st century” published

on 20th June 2008

• Carried out in late 2007, concerning (cont):

• The more complex the project, the less likely

it is to be completed on time

• A high proportion of complex projects

are likely to be completed more than

six months late

Summary of Results

• The design team are rarely consulted

by the contractor about time management

strategy

• The contractor is usually held to be

predominantly at fault for delayed completion

Summary of Results

• Very few projects are currently managed by

reference to modern methods of time control

• The type of contract and procurement method

has no discernable effect on the incidence

of delayed completion

• Records of resources used and work

performed are usually inadequate for effective

time control

Summary of Results

Research Conclusions

By the contractor

Intuitively, without reliance on the programme

Largely by way of diary dates

Rarely by way of a dynamic time model

Rarely an reliable QA process

Without excessive intra-disciplinary discussion

• In construction, time is largely managed:

Research Conclusions

• Too many projects suffer from delayed

completion

• Projects that suffer from disputed about delay

also suffer from poor time control

Research Conclusions

• Time efficiency is rarely considered

at the design stage

• Current forms of contract do not encourage

effective time control

• Time control is generally left to the contractor

Research Conclusions

• In regard to project planners and schedulers:

It is difficult to distinguish the good from the bad

before it is too late

Few industry professionals understand

the contribution that they make to time control

There is a dire shortage of them in the industry

Improvements must be made in standards,

education and training

Why are we where we are?

• In time management, there is currently:

no effective standard

no formal education

no formal training

no accreditation

The Guide

It is against this background, thatin September 2008, the CIOB set up a working

group of varied professional interests fromas far apart as Australia, America and the UK

to develop a practical standard to whichthe industry could work, entitled:

A Guide to Good Practicein the Management of Time

in Complex Projects

New Concepts in Time Management

Strategy

Planning and scheduling

The time model

Project control

The Time Model

The schedule is to be prepared and distributed electronically, no on paper. Only the quality assured and independently audited schedule is to be used for indentifying, from time to time, the intended:

1.durations, sequence, and the interface with

any other contracts incidental to the work

2.dates and logic by which information

is to be supplied;

The Time Model

Only the quality assured and independently audited schedule is to be used for indentifying, from time to time, the intended (cont):

3.dates and logic by which plant, materials,

or goods are to be supplied, or work

to be carried out by others;

4. free float and total float;

The Time Model

Only the quality assured and independently audited schedule is to be used for indentifying, from time to time, the intended (cont):

5. time contingency required by any designer, utility,

contractor, or any sub-contractor and /or supplier

for whom the contractor is responsible

for whom the employer is responsible

The Time Model

There is no concept of a “Master Programme” or a “Contract Programme” that is requiredto remain unaltered.

The schedule is to be regularly reviewedand revised against improved informationand updated and impacted with:

1.The progress actually achieved on all activities

from time to time;

The Time Model

The schedule is to be regularly reviewed and revised against improved information, and updated and impacted with (cont):

2. the likely and actual effect of any delay to progress

on completion of any sequence; and

3. the likely effect of any proposed accelerative

or recovery measures.

A Guide to Good Practicein the Management of Time

in Complex Projects

Where we are at?

• The next step after publication of the Guide has

been to provide an educational framework for time

management qualification.

• PTMC –Entry level certificate qualification launched

on 1ST Nov 2012

• Carried out consultation on draft of a new CIOB

Contract and plan to publish the Contract in 2013.

New CIOB Contractfor Use with Complex Projects

Claims and Disputes Resolution System in the UK

Procurement Strategy: • Traditional• Design and Build• Management Contracting• Construction Management 

Legal Framework:

• Form of Contract• Law of the Contract• Contract Language and understanding

Main Forms of Contract:

• FIDIC - Federation Internationale des Ingenieurs Conseils

• EPC – Engineering Procurement Construction• JCT – Joint Contracts Tribunal• PFI – Private Finance Initiative• PPP – Public Private Partnership• ECC – Engineering and Construction Contract• BOT – Build Operate Transfer• DBFO – Design Build Finance Operate

Dispute Resolution

Traditional Types of Dispute Resolution

• Court of law• Arbitration

Dispute Resolution

Alternative Types of Dispute Resolution

• Mediation • Adjudication • Expert Determination • Dispute Review Boards – DRB • Independent Dispute Avoidance Panel - IDAP

Dispute Resolution

Mediation

• Parties meet with Mediator – 1 or 2 days• Both Parties put case• Mediator meets with Parties separately• Persuades Parties to settlement

Dispute Resolution

Adjudication

• Housing Grants, Construction and Regeneration Act 1996 known as Construction Contract

• Parties can request appointment of Adjudicator• CIOB is a nominating body• Appointment and Referral within 7 days• Decision within 28 days of Referral

Independent Dispute Avoidance Panel (IDAP) was set up to smooth London 2012 Olimpic construction

ODA appointed an Independent Dispute Avoidance Panel (IDAP) to help avoid contractual disputes during the work to deliver the venues and infrastructure for the London 2012 Olympic and Paralympic Games.

Case: ODA - Olympic Delivery Authority

IDAP was made up of experienced adjudicators appointed based on the nominations from the: • Institution of Civil Engineers• Royal Institution of Chartered Surveyors • Royal Institution of British Architects• Chartered Institute of Building • Institution of Engineering and Technology If either party decided to challenge an adjudicator’s decision, the final tribunal was the Technology and Construction Court.

Case: Wembley Stadium

• Multiplex – v- Cleveland Bridge

• Multiplex Awarded £6.2 Millions

• Both parties legal costs of the case were: £22 Millions

• Photocopying was for £1 Millions

Case: Wembley Stadium

The Judge, Mr Justice Jackson observed “That level of expenditure far exceeds the sums which are seriously in dispute. Each party has thrown away golden opportunities to settle this litigation on favorable terms.”

Case: Wembley Stadium

Multiplex now known as Brookfield was claiming £253M from Mott MacDonald for alleged design failures on the £798M project.

Justice Coulson told the parties in April 2010 to settle out of court or face costs likely to be in excess of £74M. The firms headed the advice of the judge presiding over the case at the Technology and Construction Court and settled outside court in June 2010.

AEEBC Launch EurBE card

The AEEBC (The Association of European Building Surveyors and Construction Experts) objective is to create a Europe wide qualification and common title that will gain increasing recognition by regulating authorities and organisations, thus helping to promote cross border recognition and the free movement of professionals across Europe.

http://aeebc.org/eurbe European Building Expert (EurBE)

For more information, please contact:

Saleem AkramDirector, Construction Innovation and DevelopmentDirector, European Affairssakram@ciob.org.uk

Piotr NowakDevelopment Manager, European Projectspnowak@ciob.org.uk

You can find us at:-

www.CIOB.org

Twitter: @TheCIOB

facebook.com/theciob

linkedin.com (search CIOB)