Tuesday, April 5, 2011

Time Management of Complex Projects

Lynda Bourne has a post about a new book to be published in the United States this month: "Guide to Good Practice in the Management of Time in Complex Projects" . It was written by the Chartered Institute of Building in the UK.

I was intrigued by the title, and although I have not read the book, there is a nice 8 page Preamble at the publisher's site that invites more reading.

From that free document come the principles shown below. Of the four principles listed, three deal with risk--I guess that follows naturally from the topic of the book which is complex projects, complex enough to require some serious analaysis to synthesize a schedule from the project plan.

I like the one second one because it speaks directly to the role of architecture in the design of the project narrative and the management of risk. I don't necessarily agree that parallel structures are needed, but definitely there needs to be loose coupling between problematic elements, even in sequence.
In order to achieve effective time management there must be:

■ A competent appraisal of the risks which are likely to severely disrupt and delay the progress of the work;

■ A design which permits the work sequences that are likely to be severely disrupted and delayed by foreseeable events to be separated into parallel, rather than sequential paths;

■ A‘ time - model ’ for the project against which progress, or lack of it, can be measured;

■ A practically achievable strategy for dealing with intervening events during the design, procurement and construction processes.

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