1 / 45

Headquarter at Ascot, UK 12 Branches in UK

Saleem Akram BEng(Civil) MSc(CM) PE MIoD MAPM FIE EurBE FCIOB Director, Construction Innovation & Development Director, European Affairs. The Chartered Institute of Building . Headquarter at Ascot, UK 12 Branches in UK

haig
Download Presentation

Headquarter at Ascot, UK 12 Branches in UK

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Saleem AkramBEng(Civil) MSc(CM) PE MIoD MAPM FIE EurBE FCIOBDirector, Construction Innovation & DevelopmentDirector, European Affairs

  2. The Chartered Institute of Building • Headquarter at Ascot, UK • 12 Branches in UK • Regional Offices in: China, South Africa,Malaysia, Singapore,Hong Kong and Australia

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

  4. 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

  5. Royal Charter……. • Promote the science and practiceof building….. • Benefit of members and for the public good…… • Raise standards in managementof construction

  6. 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

  7. 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

  8. The CIOB works closely with Government, industry and education providers to raise standards, and promote professionalism throughout construction. Sydney Opera House, Australia

  9. Code of Practice for Project Management for Construction and Development

  10. CIOB Research • Carried out in late 2007, concerning: • 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 roleof the planning engineer and project scheduler

  11. CIOB Research • Carried out in late 2007, concerning (cont): • 73 respondents covering 2000 projects overa three year period • Report titled: “Managing the risk of delayed completion in the 21st century” publishedon 20th June 2008

  12. Summary of Results • The more complex the project, the less likelyit is to be completed on time • A high proportion of complex projectsare likely to be completed more thansix months late

  13. Summary of Results • The design team are rarely consultedby the contractor about time management strategy • The contractor is usually held to be predominantly at fault for delayed completion

  14. 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 incidenceof delayed completion • Records of resources used and work performed are usually inadequate for effective time control

  15. Research Conclusions • In construction, time is largely managed: • 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

  16. Research Conclusions • Too many projects suffer from delayed completion • Projects that suffer from disputed about delay also suffer from poor time control

  17. Research Conclusions • Time efficiency is rarely consideredat the design stage • Current forms of contract do not encourage effective time control • Time control is generally left to the contractor

  18. 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 understandthe 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

  19. Why are we where we are? • In time management, there is currently: • no effective standard • no formal education • no formal training • no accreditation

  20. 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 UKto develop a practical standard to whichthe industry could work, entitled: A Guide to Good Practice in the Management of Time in Complex Projects

  21. New Concepts in Time Management • Strategy • Planning and scheduling • The time model • Project control

  22. 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: • durations, sequence, and the interface withany other contracts incidental to the work • dates and logic by which informationis to be supplied;

  23. The Time Model Only the quality assured and independently audited schedule is to be used for indentifying, from time to time, the intended (cont): • dates and logic by which plant, materials,or goods are to be supplied, or workto be carried out by others; • free float and total float;

  24. The Time Model Only the quality assured and independently audited schedule is to be used for indentifying, from time to time, the intended (cont): • 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

  25. 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: • The progress actually achieved on all activitiesfrom time to time;

  26. The Time Model The schedule is to be regularly reviewed and revised against improved information, and updated and impacted with (cont): • the likely and actual effect of any delay to progress on completion of any sequence; and • the likely effect of any proposed accelerativeor recovery measures.

  27. A Guide to Good Practice in the Management of Time in Complex Projects

  28. 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.

  29. New CIOB Contractfor Use with Complex Projects

  30. Claims and Disputes Resolution System in the UK

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

  32. Legal Framework: • Form of Contract • Law of the Contract • Contract Language and understanding

  33. 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

  34. Dispute Resolution • Traditional Types of Dispute Resolution • Court of law • Arbitration

  35. Dispute Resolution • Alternative Types of Dispute Resolution • Mediation • Adjudication • Expert Determination • Dispute Review Boards – DRB • Independent Dispute Avoidance Panel - IDAP

  36. Dispute Resolution • Mediation • Parties meet with Mediator – 1 or 2 days • Both Parties put case • Mediator meets with Parties separately • Persuades Parties to settlement

  37. 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

  38. Case: ODA - Olympic Delivery Authority 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.

  39. 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.

  40. 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

  41. Case: WembleyStadium 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.”

  42. 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.

  43. AEEBC LaunchEurBEcard The AEEBC(The Association of European Building Surveyorsand 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 EuropeanBuildingExpert (EurBE)

  44. For more information, please contact: Saleem Akram Director, Construction Innovation and Development Director, European Affairs sakram@ciob.org.uk Piotr Nowak Development Manager, European Projects pnowak@ciob.org.uk

  45. You can find us at:-www.CIOB.orgTwitter: @TheCIOBfacebook.com/thecioblinkedin.com (search CIOB)

More Related