1. Saleem Akram BEng(Civil) MSc(CM) PE MIoD MAPM FIE EurBE FCIOB Director, Construction Innovation & Development Director, European Affairs

2. 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

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 practice of building…..  Benefit of members and for the public good……  Raise standards in management of 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  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:

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

12. 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

13. 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

14. 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

15. 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:

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 considered at 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 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

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, that in September 2008, the CIOB set up a working group of varied professional interests from as far apart as Australia, America and the UK to develop a practical standard to which the 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: 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;

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): 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;

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): 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

25. The Time Model There is no concept of a “Master Programme” or a “Contract Programme” that is required to remain unaltered. The schedule is to be regularly reviewed and revised against improved information and updated and impacted with: 1.The progress actually achieved on all activities from 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): 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.

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 1 ST Nov 2012 Carried out consultation on draft of a new CIOB Contract and plan to publish the Contract in 2013.

29. New CIOB Contract for 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. 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

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: 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.”

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 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/eurbeEuropean Building Expert (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.org Twitter: @TheCIOB facebook.com/theciob linkedin.com (search CIOB)