IS 15883-2: Construction project management - Guidelines, Part 2: Time Management

2013·1.2 MB·English

by  Bureau of Indian Standards

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IS 15883-2 (2013): Construction project management -
Guidelines, Part 2: Time Management [CED 29: Construction
Management including safety in Construction]
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IS 15883 (Part 2) : 2013
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Indian Standard
CONSTRUCTION PROJECT
MANAGEMENT — GUIDELINES
PART 2 TIME MANAGEMENT
ICS 03.100.40
© BIS 2013
B U R E A U O F I N D I A N S T A N D A R D S
MANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG
NEW DELHI 110002

February 2013 Price Group 11
Construction Management (Including Safety in Construction) Sectional Committee, CED 29
FOREWORD
This Indian Standard (Part 2) was adopted by the Bureau of Indian Standards, after the draft finalized by the
Construction Management (Including Safety in Construction) Sectional Committee had been adopted by the
Civil Engineering Division Council.
A construction project is an endeavour undertaken by a project team on behalf of owner/client to create a built
facility suited to the defined functional objectives. From inception to commissioning, the project goes through
various distinct stages leading to progressive achievement of project objectives. Each stage involves specific
inputs, processes (both technical and managerial) and deliverables. Typically, the life cycle of a project from
commencement to completion involves the following stages:
a) Project appraisal — Inception, feasibility and strategic planning;
b) Project development — Project brief development, planning and design, finalization of proposals,
procurement strategy, construction documentation including tender drawings, construction drawings,
specifications, cost estimates, bills of quantities, procurement documents;
c) Planning for construction — Sequencing of project components, planning tools, resource planning and
time cost trade off;
d) Tender action — Open competitive bidding/pre-qualification of agencies, issue of tender documents,
evaluation of bids, negotiation if required and award of work;
e) Construction — Execution, monitoring, control, work acceptance; and
f) Commissioning and handing over — Contractual closeout, financial closeout, defect liability
commencement, facility handing over.
The distinct features of a construction project include the temporary nature of the project team involved, the
evolutionary process of project deliverables during project development stages and the unique output as the built
facility. As a result of these features, unless there is efficient and effective project management, a construction
project is faced with challenges of uncertainties leading to time over-runs, cost over-runs, changes in project
parameters, loss of quality and inability to meet the functional objectives. While technical soundness of a proposal
is an important aspect of a construction project, the management aspects, which involve techno-legal, financial and
other issues, have also a significant role in the success of a project. Therefore, management functions and technical
processes in a construction project need to be integrated towards achieving project objectives. Top management
commitment plays an important role in harmoniously achieving these project objectives. In some of the public
domain projects, it may be necessary to share relevant information with public at large through appropriate means.
To provide necessary guidance on effective construction project management, a series of standards are being
developed as part of IS 15883 ‘Construction project management — Guidelines’. Part 1 General, of the standard
since published, covers general aspects of overall construction project management. The other parts of the standard
are under preparation which will cover functions such as scope management, procurement management, cost
management, quality management, risk management, communication management, human resources management,
safety, health and environment management and integration management.
This standard on time management has been formulated with the aim to provide guidelines for completing the
project within the allocated time as many a times, even the viability of a project hinges on the timely completion
of the project. This standard is intended to cover aspects on time management as part of construction project
management and information regarding the applicable tools and techniques. It gives guidelines on time planning,
time monitoring and time control as part of the time management process. Users of this standard are encouraged
to employ suitable construction management software as an aid to implement provisions of this standard.
The guidelines may be applicable in general to all construction projects. However, for smaller projects, the
applicability of various provisions may be decided appropriately by the parties concerned.
The composition of the Committee responsible for the formulation of this standard is given in Annex D.
For the purpose of deciding whether a particular requirement of this standard is complied with, the final value,
observed or calculated, expressing the result of a test or analysis, shall be rounded off in accordance with IS2:1960
‘Rules for rounding off numerical values (revised)’. The number of significant places retained in the rounded off
value should be the same as that of the specified value in this standard.
IS 15883 (Part 2) : 2013
Indian Standard
CONSTRUCTION PROJECT
MANAGEMENT — GUIDELINES
PART 2 TIME MANAGEMENT
1 SCOPE 3 TERMINOLOGY
1.1 This standard (Part 2) covers guidelines for time For the purpose of this standard, the definitions given
management aspects of construction project in IS 7337, IS 10400 and IS 15198 shall apply.
management.
4 GENERAL
1.2 The time management aspects regarding project
formulation and appraisal up to the stage of preparation 4.1 Need for Time Management
of preliminary proposals for financial approval are not
A project is generally a non-recurring endeavour
covered in this standard. The scope of this standard,
having a definable start and finish, with a definite
therefore, covers the stages subsequent to the stage of
mission and has a set of objectives and achievements.
approval (when a decision to implement the project
A construction project is initiated to create a built
including its financing is taken) till commissioning and
facility within a given time period. Time management
handing over of the project.
of the project is necessary because of the following
1.3 The provisions of this standard are to be read in reasons:
conjunction with IS 15883 (Part 1).
a) Project may be required within a defined time
period for fulfilling an identified need.
2 REFERENCES
b) Project may be part of a larger project, which
The following standards contain provisions which,
cannot be made operational until this project
through reference in this text, constitute provisions of
is completed.
this standard. At the time of publication, the editions
c) Availability of resources such as personnel,
indicated were valid. All standards are subject to
funds, equipment and facilities have to be
revision and parties to agreements based on this
matched with the progress of the project.
standard are encouraged to investigate the possibility
d) Project is intended to be utilized by the
of applying the most recent editions of the standards
concerned users who have to also organize
indicated below:
their infrastructure in a certain time frame. It
IS No. Title may be necessary to match the time frame of
IS 7272 (Part 1):Recommendations for labour output users with the time frame for completion of
1974 constants for building work: Part 1 project in phases.
North zone e) To provide the required directions and for
7337 : 2010 Glossary of terms in project organization of project functions and to
management analysis coordinate the activities and responsibilities
10400 : 1992 Glossary of terms in inventory of various stakeholders.
control
4.2 Holistic View of Time Management: Time, Cost
14580(Part 1) : Use of network analysis for project
and Quality Integration
1998 management: Part 1 Management,
planning, review, reporting and 4.2.1 While the goal of these guidelines is to describe
termination procedures time management, the same cannot be viewed in
14580 (Part 2) : Use of network analysis for project isolation and shall be considered along with other
2006 management: Part 2 Use of graphic dimensions of construction project management such
techniques as cost, quality, safety, scope, etc.
15198 : 2002 Glossary of terms in human resource
It shall be necessary to draw up an optimum time frame
development
keeping in view the following:
15883 (Part 1) : Construction project management —
2009 Guidelines: Part 1 General a) Past experience of similar projects.

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b) Location and weather conditions. 2) coordination with and supervision of
c) Time and other constraints laid down by the work of consultants, contractors/
owner and other stakeholders. construction agencies as per the
agreements drawn up with them.
d) Availability of resources such as personnel,
funds, equipment, etc. b) Organizational structure of consultants/
PMCs/contractors/construction agencies to
e) Time required for proper execution of various
fulfil their commitments as per the agreements
activities without compromising quality and
entered into by them for,
safety.
1) works to be carried out in-house by these
4.2.1.1 The activities may be grouped under the
units.
following stages:
2) works to be carried out by these units
a) Pre-construction stage: through sub-contractors, sub-consultants
1) Project development, and supervision thereof.
2) Planning for construction, and
The organizational structure for the time management
3) Tender action. process will vary from project to project. It may be
b) Construction stage. necessary to clearly identify the persons or stakeholders
c) Commissioning and handing over stage. who are delegated the functions of time management.
On large and medium projects, it may be necessary to
4.2.2 It is important to draw a rational and realistic
have a separate individual or a unit for time
time schedule for the various activities of the project.
management. In small sized projects, this role may be
Working on too short time frame may adversely affect
merged with some other functions.
the quality, safety and economy of execution, whereas
if the project time frame is larger than the optimum, 4.4 Methods and Processes for Time Management
the cost escalation, overheads, etc, increase the cost
Time management essentially involves the following
besides the delay in intended benefits of the project.
processes:
4.3 Organizational Structure for Time Management
a) Time planning;
During the stages of a construction project, activities b) Time monitoring; and
may be undertaken in-house by the owner of the project c) Time control.
or may be outsourced to the specialized agencies/
consultants/contractors, as follows: The procedures for above processes involve the
following steps:
a) Pre-construction — This may be carried out
in-house and/or through a consultant(s). a) Defining project scope;
b) Construction — This is carried out generally b) Activity duration estimating;
through one or more contractors. Each
c) Activity sequencing with interactivity
contractor may engage sub-contractors,
dependencies;
although the main contractor remains
d) Project schedule development; and
responsible for the overall performance of the
e) Project schedule monitoring and control.
contract. The construction work may be
supervised in-house or through a Project
For, network preparation and analysis required under
Management Consultant (PMC)
(c) above, which are the basic tools for time
c) Commissioning and Handing Over — While
management processes, reference shall be made to IS
the construction agency or agencies may hand
14580 (Part1) and IS 14580 (Part 2).
over the project or the concerned component,
owner may also be involved in The entire process of time management is dynamic and
commissioning and subsequent operation of shall require periodic monitoring, control and updating
the project. of the schedule.
Appropriate organizational structure is required for The time management process should also take into
meeting the objective of time management under the account the interface at various stages among the
following units: different disciplines involved in the project.
a) Organizational structure of owner for, Users of this standard are encouraged to employ
1) works to be carried out in-house, for suitable construction management software as an aid
example, planning and operation. to the provisions of this standard.

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5 SCOPE OF TIME MANAGEMENT to activities on critical path(s) and, those
which are close to becoming critical.
5.1 General
f) Where time variance has already occurred, the
5.1.1 The time earmarked for pre-construction, targets/baselines may have to be revised and
construction and commissioning and handing over intimated to all concerned. Performance shall,
activities shall be as per the optimum time frame thereafter, be monitored against such revised
(see 4.2.1). In order to achieve the optimum time targets. The impact of this change shall be
frame, analyzed and the revised time frame drawn
up, if necessary in consultation with all
a) the overall programme shall be available in
affected stakeholders.
the shape of (1) Work breakdown structures
g) At the beginning of next performance period,
(WBS), (2) Bar charts, and (3) Network
the above cycle shall be started again.
showing various activities and milestones, as
considered necessary for the timely
5.2 During Pre-construction Stage
completion of the project;
5.2.1 In addition to the procedure stated in 5.1, during
b) all concerned with the project work shall be
the pre-construction stage, the following shall also be
well aware of the overall programme and their
kept in view:
role in it; and
c) a suitable management information system a) A proper and effective co-ordination is
shall be adopted for regular reporting and ensured among the different groups engaged
review of the progress achieved in various in pre-construction activities.
activities with respect to the programme laid b) A person/group is assigned and performs the
down and corrective actions required in case interface management.
of shortfall.
c) Value engineering exercise of the project is
5.1.2 The procedure given below shall be followed for carried out.
review of progress achieved:
5.2.2 The time management process shall be applied
a) Project phases may be divided into suitable to various activities of the tender action as described
performance periods. under 5.1.3 of IS15883 (Part 1).
b) At the start of each performance period, it 5.2.3 In order to be fruitful, the time planning outputs
shall be confirmed that all concerned are shall be reviewed jointly with the stakeholders so as to
aware of the activities to be performed during have the concurrence of the concerned with the pre-
that period, and the dates fixed for relevant construction activities.
milestones to be achieved in that period.
5.3 During Construction Stage
c) At the end of each performance period, the
persons concerned shall submit performance 5.3.1 In order to achieve the optimum time frame,
reports as laid down in the management during the review of the progress, the provisions given
information system. The progress achieved in 5.1 shall be followed. In addition, during the
shall be reviewed with respect to the targets construction stage, the following shall also be kept in
laid down. In case of time variance in certain view:
activities, reasons for the same shall be
a) A proper and effective co-ordination is
examined and corrective action taken. Major
ensured among the different disciplines of
reason for time variance may be on account
construction.
of a significant change in the scope or the
specifications of the project work. b) A person/group is assigned and performs the
interface management.
d) Minor changes in scope of work from time to
time, may not individually lead to significant c) During monitoring, the activities historically
changes in time schedule, but such changes associated with higher uncertainties are
over a period of time may collectively add up specially looked into.
and contribute to significant time variance.
5.4 During Commissioning and Handing-Over
Therefore, the cumulative impact of all such
Stage
changes shall be assessed with respect to
project schedule and resources required for 5.4.1 The scope of work consists of two main activities,
taking corrective action. that is (a) Commissioning, and (b) Handing-over. It is
e) During monitoring, importance shall be given preferable that the operation and maintenance team is

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IS 15883 (Part 2) : 2013
also associated at appropriate stage. It is considered calculate the realistic or workable time schedule of
that the time earmarked for these activities has been the project considering the project characteristics,
estimated while determining the time frame for the complexities and quantum of work to be executed.
overall project as indicated in 4.2.1. A preliminary The step-wise approach to time planning is given in
testing and commissioning plan shall be worked out 6.1.2 to 6.1.10. The typical overall process is given
which shall include all the testing and commissioning in Fig.1.
activities and their time estimates.
6.1.2 Project Characteristics
Similarly, sufficient time shall be earmarked for
handing-over activity which shall generally include Approach to project time planning depends on the
preparation of documents, verification of test results, characteristics and complexity of the project; and
list of inventories, operation and maintenance manuals accordingly for the purpose, the projects may be
and snag list. classified as follows:
5.4.2 Both for planning and progress review of this a) With respect to the type of work, construction
stage, the procedure described in 5.1 may be followed. projects may be broadly categorized as:
5.4.3 Typically, the items involved at this stage are: 1) Building projects;
2) Infrastructure projects;
a) Testing and commissioning:
3) Industrial projects; and
1) Availability of bulk services, that is, water
supply, electricity supply, sewerage 4) Other projects.
connection, telephone lines and other
b) With respect to project completion time,
project specific requirements.
projects may be categorized as:
These may be available from the service
1) Long duration projects (over 5 years);
provider or may have been installed
2) Medium duration projects (3 to 5
specially for the project. In case it is
years);
arranged through service provider,
necessary approvals/connections for the 3) Short duration projects (1 to 3 years) ;
same will have to be ensured. and
2) A core unit created for management and 4) Special short-term projects (less than
supervision of testing and commissioning 1 year).
shall be in place.
c) With respect to project value, projects may
3) Trial runs of all services for ensuring be categorized as:
satisfactory performance.
1) Mega value projects;
b) Handing-over of project:
2) Large value projects;
1) Preparation of a list of any unfinished
3) Medium value projects; and
project activity(ies).
4) Small value projects.
2) Preparation of a list of all required
acceptances and approvals from various d) With respect to speed of project execution,
authorities. projects may be categorized as:
3) Preparation of final project completion 1) Fast track projects; and
reports including as built drawings. 2) Normal pace projects.
4) Compiling operation and maintenance
Project characteristics shall be assessed based on the
manual.
above categorizations, in addition to its location,
5) Reassignment of resources, including organizational setup and contract structure. Also,
project personnel assembled during ‘Method statement’ and ‘Design basis’ shall be
construction stages which are now to be finalized. Accordingly, project time schedules shall be
transferred/disposed off. prepared.
c) Handing-over/taking-over and issuance of
6.1.3 Work Breakdown Structure (WBS)
completion certificate.
6.1.3.1 The project shall be divided into manageable
6 TIME MANAGEMENT
components at a level of detail appropriate for the
6.1 Time Planning duration and the complexity of the project. It shall be
done with the help of work breakdown structure (WBS)
6.1.1 General
technique that divides the project in an hierarchical
Time planning or scheduling is conducted to order till the desired level of detail is reached. The

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IS 15883 (Part 2) : 2013
FIG. 1 TYPICAL TIME PLANNING/SCHEDULING PROCESS

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