The disastrous state of schedule practice in the construction industry is detailed in the report Managing the Risk of Delayed Completion in the 21st Century or download the smaller executive summary. Between December 2007 and January 2008, The Chartered Institute of Building (CIOB) conducted a survey of the construction industry’s knowledge and experience of different methods of project control, and time management, record keeping, monitoring, and training. The findings suggest there is a lot of work needed to achieve general 'best practice', Based on the reports findings, the CIOB believes that it is essential to educate project planners and schedulers in time management best practice with an aim to reduce the incidence of delayed project completion. The key person driving the report and the on-going work by CIOB to develop the 'Best Practice' standard and scheduling certification was Keith Pickavance, former CIOB President, and Patrick Weaver has been a key contributor to this project. We are continuing working to support the CIOB initiative to develop 'The Guide' to scheduling practice 2nd Edition. This report highlights similar problems to those reported by PMI and the 'Gartner Group'. Around 50% of all projects finish late!
Good scheduling practice is the key to improving time outcomes.
Our guide to good scheduling practice is part of the core papers available from this website; we use and reference these three books in our courses and consultancy work:
The Practice Standard for Scheduling 2nd Edition
Price: $60.50 (Australia only)
Effective project scheduling is critical to the success of a project. PMI's The Practice Standard for Scheduling is a systematic guide describing the hallmarks of an effective scheduling methodology, as well as providing quantifiable means for assessing the maturity of a schedule model.
1 - Intro
2 - Schedule Model principles and concepts (methods and techniques)
3 - Good Practices Overview
4 - Scheduling Components
ie, a listing of items and their characteristics: name, required/optional, calculated/manual, data format, behaviour description, good practices, associated component, and definitions
5 - Conformance Index and Conformance Scoring in Appx D and E. See more on Schedule Conformance Scoring
Plus a lengthy Glossary.
Guide to Good Practice in the Management of Time in Complex Projects.
Publisher: Wiley-Blackwell & CIOB UK
Price: $99.oo (Australia only)
Without effective time management, there can be no effective resource management, cost management or delay management. The primary purpose of this Guide is to set down the standards necessary to facilitate the effective and competent management of time in complex projects. It defines the standards by which project schedules will be prepared, quality controlled, updated, reviewed and revised in practice and describes the standards of performance which should reasonably be required of a project scheduler. The Guide has been developed as a scheduling reference document capable of wide application. It is a practical treatise on the processes to be followed and standards to be achieved in
The Guide has been developed as a scheduling reference document capable of wide application. It is a practical treatise on the processes to be followed and standards to be achieved in the effective management of time. It can be used in any jurisdiction, under any form of contract, with any type of project and should be identified as the required standard for the preparation and updating of contract programs, progress reporting, and time management.
The concepts contained in The Guide are implemented by the CIOB Complex Projects Contract 2013 (CPC2013); see more on the contract.
GAO Schedule Assessment Guide: Best Practices for Project Schedules - GAO-16-89G
This schedule guide is a companion to the GAO Cost Estimating and Assessment Guide. The Schedule Assessment Guide and Cost Guide, together offer a consistent methodology for developing, managing, and evaluating capital program cost estimates includes the concept of scheduling the necessary work to a timeline. Simply put, schedule variances are usually followed by cost variances. Because some program costs such as labor, supervision, rented equipment, and facilities cost more if the program takes longer, a reliable schedule can contribute to an understanding of the cost impact if the program does not finish on time. In addition, management tends to respond to schedule delays by adding more resources or authorizing overtime. Further, a schedule risk analysis allows for program management to account for the cost effects of schedule slippage when developing the life-cycle cost estimate. A cost estimate cannot be considered credible if it does not account for the cost effects of schedule slippage.
Download the GAO Schedule Assessment Guide from: http://www.gao.gov/products/gao-16-89g
Download the GAO Cost Estimating and Assessment Guide from: http://www.gao.gov/products/GAO-09-3SP