Code of practice for project management for construction and development.

Coordinated by CIOB.

Includes bibliographical references and index.

Introduction -- 1. Inception -- Stage checklist -- Stage process and outcomes -- The client -- Client obligations and responsibilities -- Client project objectives -- Client engagement: Internal team -- Project manager -- Project manager's objectives -- Project manager's duties -- Project manager's appointment -- Project mandate -- Environmental mandate -- BIM mandate -- Briefing Note 1.01 Leadership in project management -- Briefing Note 1.02 Typical terms of engagement: Project manager -- Briefing Note 1.03 Typical project mandate outline -- Briefing Note 1.04 Project handbook -- Briefing Note 1.05 Government Soft Landings -- 2. Feasibility -- Stage process and outcomes -- Client's objectives -- Outline project brief -- Feasibility studies -- Energy in a building environment -- Lifecycle costing and sustainability -- Sustainability in the built environment -- Towards sustainable development -- Responsible sustainable development -- Achieving sustainable development -- Site selection and acquisition -- Project brief -- Design brief -- Funding and investment appraisal -- Development planning and control -- Stakeholder identification -- Business case -- Approval to proceed -- BIM brief -- Briefing Note 2.01 Key sustainability issues -- Briefing Note 2.02 Environmental sustainability assessment methods -- Briefing Note 2.03 Guidance on environmental impact assessment -- Briefing Note 2.04 Site investigation -- Briefing Note 2.05 Business case development -- 3. Strategy -- Stage process and outcomes -- Client's objectives -- Project governance -- Strategy outline and development -- Project organisation and control -- Project team structure -- Selecting the project team -- Project management procedures and systems -- Information and communication technology -- Project planning -- Cost planning and controls -- Cost control -- Design management process (managing the design delivery) -- Risk identification and management -- Environmental management and controls -- Environmental statements -- Contractor's environmental management systems -- Stakeholder management -- Quality management -- Commissioning strategy -- Selection and appointment of project team consultants -- Collaborative arrangements -- Framework arrangements -- Private public partnership/private finance initiative (PPP/PFI) -- Procurement strategy -- Traditional -- Design and build -- Management contracting -- Construction management -- Hybrid procurement approaches -- Characteristics of procurement options -- Procuring the supply chain -- Responsible sourcing -- Tender procedure -- Procurement under EU directives -- e-Procurement -- Employer's requirement document -- Facility management strategy/considerations -- Project execution plan -- Checklist for the PEP -- Essential contents -- Approval to PEP -- BIM strategy -- Briefing Note 3.01 Health and safety in construction including CDM guidance -- Briefing Note 3.02 Guidance on value management -- Briefing Note 3.03 Project risk assessment -- Briefing Note 3.04 Information and communication technology -- Briefing Note 3.05 Building information modelling -- Briefing Note 3.06 Project planning -- Briefing Note 3.07 Characteristics of different procurement options -- Briefing Note 3.08 Framework agreements -- Briefing Note 3.09 Procedure for the selection and appointment of consultants -- Briefing Note 3.10 Selection and appointment of contractors -- Briefing Note 3.11 Guidance on EU procurement rules -- Briefing Note 3.12 Project governance -- Briefing Note 3.13 Change management -- Briefing Note 3.14 Strategic collaborative working -- Briefing Note 3.15 PPP / PFI arrangements -- Briefing Note 3.16 Guidance on e-procurement -- Briefing Note 3.17 Design management process -- 4. Pre-construction -- Stage checklist -- Stage process and outcomes -- Design process -- Managing the design delivery -- Project coordination and progress meetings -- Design team meetings -- Managing design team activities -- Statutory consents -- Planning approval -- Planning consultants -- Legislation -- Timing -- Negotiations -- Presentations -- Refusal -- Appeal -- Enforcement powers -- Other statutory consents -- Building Regulations -- Disability Discrimination Act (DDA) -- Impact of utilities on project planning/scheduling -- Technical design and production information -- Value management -- Contract award -- Pre-start meeting -- Agenda items at pre-start meeting -- Introduction -- Contract -- Contractors' matters -- Resident engineer/clerk of works' matters -- Consultants' matters -- Quantity surveyor's matters -- Meetings -- Communications and procedures -- Meetings -- Contractual arrangements -- Establish site -- Control and monitoring systems -- Contractor's working schedule -- Value engineering (related to construction methods) -- Management of the supply chain -- Risk management -- Payments -- Benchmarking -- Change and variation control -- Dispute resolution -- BIM strategy -- Briefing Note 4.01 Regular report to client -- Briefing Note 4.02 Dispute resolution methods -- Briefing Note 4.03 Implications of Housing Grants, Construction and Regeneration Act 1996, Amended 2011 -- Briefing Note 4.04 Typical meetings and "their" objectives -- 5. Construction -- Stage checklist -- Stage process and outcomes -- Project team duties and responsibilities -- Client -- Project manager -- Design team -- Quantity surveyor -- Contractor -- Construction manager -- Management contractor -- Subcontractors and suppliers -- Other parties -- Performance monitoring -- Health, safety and welfare systems -- Environmental statements -- Contractor's environmental management systems -- Compliance with site waste management plan regulations 2008 -- Monitoring of the works -- Reporting -- Public liaison and profile -- Quality management systems -- Commissioning and production of operation and maintenance manuals -- Commissioning -- Operation and maintenance manuals -- BIM strategy -- Briefing Note 5.01 Performance management plan -- 6. Testing and commissioning -- Stage processes and outcomes -- Project manager's duties and responsibilities -- Commissioning generally -- Procurement of commissioning services -- Smaller projects -- Larger projects -- Role of the commissioning contractor -- The testing and commissioning process and its programming -- Differences between testing and commissioning -- Testing -- Commissioning -- Performance testing -- Main tasks to be undertaken -- Pre-construction -- Construction and post-construction -- Seasonal commissioning -- Commissioning documentation -- O & M manual (building owner's manual) -- As-built documentation -- Health and safety file -- Occupier's handbook -- BIM strategy -- Briefing Note 6.01 Contents of the health and safety file -- Briefing Note 6.02 Contents of building owner's manual -- Briefing Note 6.03 Contents of occupier's handbook -- 7. Completion, handover and operation -- Stage checklist -- Stage process and outcomes -- Planning and scheduling handover -- Procedures -- Client commissioning and occupation -- Operational commissioning -- Main tasks -- Client occupation -- Structure for implementation -- Scope and objectives -- Methodology -- Organisation and control -- Soft landings -- BIM strategy -- Briefing Note 7.01 Client commissioning checklist -- Briefing Note 7.02 Introduction to facilities management -- Briefing Note 7.03 Engineering services commissioning checklist -- Briefing Note 7.04 Engineering services commissioning documents -- Briefing Note 7.05 Handover checklists -- Briefing Note 7.06 Practical completion checklist -- 8. Post-completion review and in use -- Stage checklist -- Stage process and outcomes -- Post-occupancy evaluation -- Project audit -- Cost and time study -- Human resources aspects -- Performance study -- Project feedback -- Close-out report -- Benefits realisation -- Occupation/in-use strategy -- Client's BIM strategy -- Briefing Note 8.01 Post-occupancy evaluation process chart.

"The first edition of the Code of Practice for Project Management for Construction and Development, published in 1992, was groundbreaking in many ways. Now in its fifth edition, prepared by a multi-institute task force coordinated by the CIOB and including representatives from RICS, RIBA, ICE, APM and CIC, it continues to be the authoritative guide and reference to the principles and practice of project management in construction and development.Good project management in construction relies on balancing the key constraints of time, quality and cost in the context of building functionality and the requirements for sustainability within the built environment. Thoroughly updated and restructured to reflect the challenges that the industry faces today, this edition continues to drive forward the practice of construction project management. The principles of strategic planning, detailed programming and monitoring, resource allocation and effective risk management, widely used on projects of all sizes and complexity, are all fully covered. The integration of Building Information Modelling at each stage of the project life is a feature of this edition. In addition, the impact of trends and developments such as the internationalisation of construction projects and the drive for sustainability are discussed in context.The Code of Practice will be of particular value to clients, project management professionals and students of construction, as well as to the wider construction and development industries. Much of the information will also be relevant to project management professionals operating in other commercial spheres. Also AvailableGuide to Good Practice in the Management of Time in Complex Projects Chartered Institute of Building"-- Provided by publisher.

"Provides guidance for project management of increasingly complex construction projects, ensuring systematic documentation and quality control"-- Provided by publisher.

Description based on print version record and CIP data provided by publisher.