There is a clue in the title and on the cover of the newly released second edition of the CIOB’s Guide to the focus and direction of effective project scheduling, planning and controls. “Dynamic Time Modelling” is a reference to both the very essence of the management of schedule risk, and the need to embrace new technologies such as 4D / 4D BIM modelling. As with the first edition, the second edition Guide is designed to be adopted as general good practice, without consideration of any contractually specific constraints.
As a contributor to both the first edition of the Guide and also to this version too, I feel empowered to advocate good solid planning practices, whilst also balancing those practices with technologies that assist with clear, proactive and focused communication of schedule risk. This, I would suggest, is at the heart of the new Guide.
“Dynamic Time Modelling” is as much about the need to derive real value from the project schedule and associated project controls as it is to technologies such as 4D Planning that may significantly enhance the ability to communicate the schedule in a clear and focused manner. However, I would suggest that 4D planning has “come of age” and now represents a practical means to engage project stakeholders with an intelligent, clear and dynamic means of communicating performance, sequencing and risk. From representations of key interfaces and trade work area demands, to illustrations of critical change impact and disruption, a “Dynamic Time Model” should be a feature of every project. With this in mind, the following advice is offered in the Guide:
“The benefits of 4D modelling are maximised when adopted in the early stages of a project. Starting early will engrain the use of 4D modelling within the design development process, which will assist time related decision making, and facilitate communication both within the project team and with external third-parties such as development control authorities.”
It is clear that the use of 4D Planning is set to become standard practice rather than a “nice to have” feature of a project. And why not, if projects are engineered through the use of a 3D model, in addition to the development of a competently established project schedule, then the resultant 4D model affords an array of possibilities that a ‘static’ model or schedule simply can’t achieve.
Further information about the new Guide can be found via the following link:
David Tyerman – Director, Kingsfield Planning