Ciob (the Chartered Institute of Building)

Code of Practice for Programme Management

In the Built Environment

• Broschiertes Buch

Produktbeschreibung

The CIOB Code of Practice Programme Management for Construction & Development is intended to complement the popular CIOB Code of Practice for Project Management for Construction and Development, providing practical coverage of general processes and procedures to be followed when managing a construction programme or portfolio of projects. It sets out the necessary requirements for effective and efficient programme management, but is not intended to be a manual of operating procedures for the manager of such programmes.

Produktdetails

• Verlag: John Wiley & Sons / Wiley
• Seitenzahl: 192
• Erscheinungstermin: 1. August 2016
• Englisch
• Abmessung: 295mm x 211mm x 10mm
• Gewicht: 612g
• ISBN-13: 9781118717851
• ISBN-10: 1118717856
• Artikelnr.: 43611597

Autorenporträt

About the CIOB The Chartered Institute of Building is at the heart of a management career in construction. It is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 48,000 members worldwide, the CIOB is the international voice of the building professional.

Inhaltsangabe

Foreword ix Acknowledgements xi List of Figures xiii Working Group (WG) of
the Code of Practice for Programme Management xv Summary of Key Terminology
xvii Introduction 1 Building information modelling (BIM) and programme
management 4 Chapter 1 The Context of Programme Management 5 1.1
Definitions of projects, programmes and portfolios 5 1.2 Understanding
programme management: is there a programme? 10 1.3 Programme management in
the built environment 10 1.3.1 Corporate social responsibility (CSR) 12
1.3.2 Sustainability and the environmental mandates 13 1.3.3 Ethics in
programmes: business and professional 13 1.3.4 Health and safety standards
and requirements 13 1.4 Types of programmes 13 1.5 Range and scope of
programmes 14 1.6 Need for programme management 15 1.7 Programme management
process and stages 15 1.8 Programme organisation structure 18 1.8.1 Types
of clients who may initiate programmes 18 1.8.2 Client organisation
structure 20 1.8.3 Programme management structure 21 1.8.4 Business
partners 23 1.8.5 Stakeholders 23 1.9 Portfolio management 25 Chapter 2
Stage A: Inception 27 2.1 Purpose of stage 27 2.2 Stage outline 27 2.3
Stage organisation structure 29 2.3.1 Stage structure and relationships 29
2.3.2 Stage roles of key participants 29 2.4 Programme management practices
31 2.4.1 Strategic change 31 2.4.2 Funding policy and strategy/arrangements
35 Chapter 3 Stage B: Initiation 37 3.1 Purpose of stage 37 3.2 Stage
outline 37 3.3 Stage organisation structure 39 3.3.1 Stage structure and
relationships 39 3.3.2 Stage roles of key participants 39 3.4 Programme
management practices 42 3.4.1 Benefits management 42 3.4.2 Feasibility
study 43 3.4.3 Funding arrangements 44 Chapter 4 Stage C: Definition 47 4.1
Purpose of stage 47 4.2 Stage outline 47 4.3 Stage organisation structure
52 4.3.1 Stage overall structure and relationships 52 4.3.2 Stage roles of
key participants 52 4.3.3 External environment and relationships: mapping
the landscape 57 4.4 Programme management practices 58 4.4.1 Scope
management 58 4.4.2 Benefits management 60 4.4.3 Risk Management 60 4.4.4
Governance of programme management: steering for success 64 4.4.5 Issues
management 67 4.4.6 Time scheduling 67 4.4.7 Financial management 68 4.4.8
Cost management 69 4.4.9 Change control 72 4.4.10 Information management 72
4.4.11 Communication/stakeholder management 75 4.4.12 Quality management 77
4.4.13 Procurement and commercial management 78 4.4.14 Health and safety
management 80 4.4.15 Sustainability/environmental management 80 Chapter 5
Stage D: Implementation 83 5.1 Purpose of stage 83 5.2 Stage outline 83 5.3
Stage organisation structure 84 5.3.1 Stage structure and relationships 84
5.3.2 Stage roles of key participants 85 5.4 Programme management practices
89 5.4.1 Performance monitoring, control and reporting 90 5.4.2 Risk and
issue management 90 5.4.3 Financial management 91 5.4.4 Change management
91 5.4.5 Information management 92 5.4.6 Stakeholder/communications
management 92 5.4.7 Quality management 92 5.4.8 Procurement and commercial
management 92 5.4.9 Health and safety management 93 5.4.10
Sustainability/environmental management 93 5.4.11 Transition management -
projects closure 94 Chapter 6 Stage E: Benefits Review and Transition 95
6.1 Purpose of stage 95 6.2 Stage outline 95 6.3 Stage organisation
structure 97 6.3.1 Stage structure and relationships 97 6.3.2 Roles of key
participants 97 6.4 Programme management practices 98 6.4.1 Benefits
management 98 6.4.2 Benefits and dis-benefits 100 6.4.3 Transition strategy
and management 107 Chapter 7 Stage F: Closure 109 7.1 Purpose of stage 109
7.2 Stage outline 109 7.3 Stage organisation structure 110 7.3.1 Stage
structure and relationships 110 7.3.2 Stage roles of key participants 111
7.4 Programme management practices 112 7.4.1 Programme closure 112
Appendices 115 T1 Vision Statement Template 115 T2 Programme Mandate
Template 117 T3 Programme Brief Template 118 T4 Business Case Template 121
T5 Monthly Programme Report Template 125 T6 Programme Highlight Report
Template 126 T7 Benefits Profile Template 129 T8 Tracking Benefits:
Benefits-Monitoring Template 130 T9 Programme Closure Report Template 131
Key Roles: Skills and Competencies 133 Programme Management Case Studies
145 Case Study 1 - Example of a Vision-Led Programme: London Olympics 2012
145 Case Study 2 - Example of an Emergent Programme: High Street Retail
Store Re-branding 150 Case Study 3 - Example of an Emergent Programme:
Highways England 155 Bibliography 163 Index 165