The Challenge of Managing Construction Time in the 21st

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?





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


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?





Oil and gas related

Roads and bridges

Railways

Airports

Water, gas, electricity distribution

Power generation

Water storage and treatment

08

3e

3f

none full


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 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 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 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 know

how are float constraints used?

To control criticality

To identify dependant predecessors


The company does not permit the use float constraints


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 know

12

6e

6f

6g

6h

6

sECTIon 7 – METhod of shorT-TErM ProgrAMMIng

do you work with short-term programmes?


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 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 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 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 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


It is not related to the base-line programme


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


14

7e

7f

7g

7h

7

sECTIon 8 – METhod of ProgrEss-rECord KEEPIng

do you write, read or consider records of progress achieved?


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 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 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 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 know

Other (specify) ___________________________________________________________________________________

16

8d

8e

8

sECTIon 9 – MonITorIng And uPdATIng

do you write, read or consider monitored or updated programmes?


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 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 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 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 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 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 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 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?


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

Documents

The Challenge of Managing Construction Time in the 21st