Headquarter at Ascot, UK 12 Branches in UK
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Transcript of Headquarter at Ascot, UK 12 Branches in UK
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Saleem Akram BEng(Civil) MSc(CM) PE MIoD MAPM FIE EurBE FCIOBDirector, Construction Innovation & DevelopmentDirector, European Affairs
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• 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
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The Chartered Institute of Building started as a small but influential group of Victorian master builders in 1834.The Chartered Institute of Building, Ascot
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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
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Royal Charter…….
Promote the science and practiceof building…..
Benefit of members and for the public good……
Raise standards in managementof construction
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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
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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
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The CIOB works closely with Government, industry and education providers to raise standards, and promote professionalism throughout construction.
Sydney Opera House, Australia
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Code of Practice for Project Management for Construction and
Development
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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:
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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):
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• 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
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• 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
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• 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
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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:
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Research Conclusions
• Too many projects suffer from delayed
completion
• Projects that suffer from disputed about delay
also suffer from poor time control
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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
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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
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Why are we where we are?
• In time management, there is currently:
no effective standard
no formal education
no formal training
no accreditation
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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
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New Concepts in Time Management
Strategy
Planning and scheduling
The time model
Project control
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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;
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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;
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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
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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;
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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.
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A Guide to Good Practicein the Management of Time
in Complex Projects
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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.
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New CIOB Contractfor Use with Complex Projects
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Claims and Disputes Resolution System in the UK
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Procurement Strategy: • Traditional• Design and Build• Management Contracting• Construction Management
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Legal Framework:
• Form of Contract• Law of the Contract• Contract Language and understanding
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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
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Dispute Resolution
Traditional Types of Dispute Resolution
• Court of law• Arbitration
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Dispute Resolution
Alternative Types of Dispute Resolution
• Mediation • Adjudication • Expert Determination • Dispute Review Boards – DRB • Independent Dispute Avoidance Panel - IDAP
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Dispute Resolution
Mediation
• Parties meet with Mediator – 1 or 2 days• Both Parties put case• Mediator meets with Parties separately• Persuades Parties to settlement
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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
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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
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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.
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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
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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.”
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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.
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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)
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For more information, please contact:
Saleem AkramDirector, Construction Innovation and DevelopmentDirector, European [email protected]
Piotr NowakDevelopment Manager, European [email protected]
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You can find us at:-
www.CIOB.org
Twitter: @TheCIOB
facebook.com/theciob
linkedin.com (search CIOB)