Table of contents

Abbreviations ....................................................................................................................... 3

1. Effective Time Management and Its Importance for Construction Projects ............ 4

2. Time Management Processes ......................................................................................... 6

3. Time Management Tools ................................................................................................ 8

I. Resource Levelling .................................................................................................. 8

II. Daily, Weekly, Monthly PM Grids/Timesheets and Timesheet Register .......... 8
III. Time Recording and Control Tools for Construction Site ................................. 8
IV. PM Estimating, Planning and Control Software Tools ...................................... 8
V. Collaborative PM Tools ......................................................................................... 8

References .......................................................................................................................... 10

Bibliography ...................................................................................................................... 11

Feedback Form ................................................................................................................... 12

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 Abbreviations

AEC – Architecture, Engineering and Construction

BIM – Building Information Modelling/Model

CPM – Construction Project Management

EU – European Union

IT – Information Technology

KPI – Key Performance Indicator

LOB – Line of Balance

PM – Project Management

PMBOK – Project Management Book of Knowledge

PMI – Project Management Institute

R&D – Research and Development

TM – Time Management

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1. Effective Time Management and Its Importance for Construction Projects

Time Management is a vital part of Construction Project Management. Jason Westland (2006) gives the
following definition for TM: “TM is the process of recording and controlling time spent by staff on the project.”

Max Wideman (1990) represents a wider definition for TM: “TM is the function required to maintain
appropriate allocation of time to the overall conduct of the project through the successive stages of its natural
life-cycle, (i.e. concept, development, execution, and finishing) by means of the processes of time planning, time
estimating, time scheduling, and schedule control.”

Of course definitions can vary, but it’s obvious that TM is about time, its planning and control during all stages
of the project. And success of the project highly depends on appropriate implementation of TM procedures
within a project team.

Over the last several years, companies in AEC industry around the globe have met new economic challenges,
related to crisis in national economies and collapsing of several significant property bubbles (USA, Ireland,
Spain, Eastern Europe, Gulf Bay, China and so on). In particular these challenges have driven changes in attitude
of EU companies, where a number of contracting opportunities is sharply declined and a number of companies
available on national markets even increased after the enlargement of the EU up to 27 countries.

As the number of contracting opportunities is falling, it is driven companies to cost-saving actions. One of
traditional approaches to cost-saving is cutting work force and as a result increasing work-load, and improving
overall productivity.

Recent tensions in AEC industry related to reducing staff are easy to justify. The construction industry is
known not only for its low productivity, but also as a conservative industry with traditional approaches to
construction processes and low level of investments into R&D. The industry is also known for a high level of
local and national protectionism and a strong trade union influence.

The low productivity is the old problem for construction. The statistics of U.S. Bureau of Labour Statistics
(Figure 1) shows that production of construction industry in the U.S. has been declining during last 40 years with
average rate – 0.6%. At the same time, despite declining in productivity, the construction industry still has better
payment conditions than the average payment conditions in manufacturing industry (Teicholz, 2004).

Figure 1. Construction industry and all non-farm labour industries productivity index from 1964
through 2003 (Sources: U.S. Department of Commerce, and The Bureau of Labour Statistics)

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 Despite such unimpressive results from the U.S., U.S. construction productivity is still higher than construction
productivity in some other countries. Merrow et al. (2009) research shows that the productivity in the U.S. is
11% better than in the UK and 6 % better than in Western continental Europe. Another research demonstrates
that productivity in the UK construction is improving in comparison with U.S, and gap between them had
narrowed from 14% in 1990 to 5.5% in 2001, but this gap is still significant (Griffith et al., 2003).

The recent reports and publications highlighted the problem of low productivity, time waste and enormous
delays happened on construction projects in the UK. CRINE (1994), Latham (1994), ACTIVE (1996), Egan
(1998) advised about possible cost reduction of construction products up to 40%, with significant reduction in
time spent on projects and serious improvement of productivity in construction industry within the UK.

According to Construction Excellence (2010) a use of the Strategic Forum for Construction’s Integration
Toolkits can deliver 35% saving on time and Constructing Excellence Demonstration projects are over 65% more
productive than industry average; and have more than 40% better environmental performance than the industry
average. Better productivity saves money and time, and better environmental performance means using less
resources, less waste and lower costs.

At present, the improvement of productivity and effective time management procedures become extremely
important for completion of projects with positive results and even for surviving of a construction company as a
business structure. Inappropriate TM and low productivity create a negative impact on project environment,
particularly increased cost, losses in profit and damage to reputation.

Effective TM is vitally important for construction project, but at the same time, project team should pay
appropriate attention to other objectives of CPM. “Project manager is key figure in making trade-offs between
project cost, schedule, and scope. Another type of trade-offs occurs between projects.” (Mantel et al, 2011, p.52).
In case of cutting workforce and implementation of intensive methods of work and effective TM, problems of
“time cost”, “time safety” and “time quality” trade-offs relationship shall be treated carefully. After workforce
cutting, the allocation of remaining scarce resources is getting upmost important for project/s outcomes.

The cutting of work force is often forcing the construction company to move from time-limited resource
scheduling to resource-limited resource scheduling. Such resource limited scheduling creates a serious problem
for time objective by extending time for project execution and places a company in danger of paying liquidation
damages, late completion penalty, losing current and future contracts, and company’s reputation scathe. So,
cutting of work force and attempt to achieve higher productivity must be managed carefully in conjunction with
quality and safety.

Effective TM also improves related Key Performance Indicators, which were developed by UK working
groups on KPIs, in response to Egan’s (1998) report. Figure 2 identifies a range of indicators for the UK
construction industry (Takim,R., Akintiye,A., 2002).

Figure 2. Performance Indicators for Industry Measures (Source: Mbugua et al., 1999; Takim,R., Akintiye,A., 2002)

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2. Time Management Processes

Chapter 6 of the last edition of PMBOK Guide (2008) describes six processes under Project Time
Management. The Construction Extension of PMBOK (2007) adds three additional processes for construction
PM. The inputs, outputs, tools and techniques involved in these nine processes are summarized in Figure 4.
Here is the list of the nine processes:

1) Activity Definition
2) Activity Sequencing
3) Activity Resource Estimating
4) Activity Duration Estimating
5) Schedule Development
6) Schedule Control
7) Activity Weights
8) Progress Curves Development
9) Progress Monitoring

First five processes listed above mostly happen during the planning stage of the project, as well as processes
No. 7-8. As a result of the first five processes a project schedule and other outputs for schedule control are
prepared. Activity Weights process runs with the rest Activity related processes (No. 1-4) and outputs of this
process along with outputs of Schedule Development process (Project schedule) allow to prepare progress
curves. Data Flow Diagram for Develop Schedule process with links to other processes in various Knowledge
Areas of PMBOK is shown in Figure 3. Schedule Control and Progress Monitoring processes are used to control
and monitor actual project progress and as a result of these two processes outputs for required project correction
are developed (schedule updates, PM plan updates, progress curves update, corrective actions and lessons
learned).

Figure 3. Develop Schedule Data Flow Diagram (Source: PMBOK)

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Figure 4. Inputs, tools, techniques and outputs for nine TM processes (Sources: PMBOK, 2008 & Cons. Ext. to PBMOK, 2007)

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 Obviously that nine processes described by both PMI Guides can be overlapped during project stages or run
simultaneously. In practice, especially for small and medium size construction project, TM activity is narrowed
to a few major processes. Some practitioners in their publications narrowed a number of processes required for
effective TM. For example, McGraw & Leonoudakis (2009) named five main processes:

Schedule Management
Time Reporting
Time Approval
Task/Assignment Changes
Reporting

It is clear that effective TM as entire PM is about planning, scheduling, monitoring, control, and reporting as
well as about making decisions on required changes and their implementation during construction project. For
TM other activities such as resource allocating, setting goals, prioritizing tasks, and analysis of time spent are
also vital.

Poor planning, lack of updated project plans and a failure to apply a critical path analysis technique affect
project performance and results. The most common way to design a project plan for construction project is by
using a Gantt chart which is developed from a precedence network diagram indicating a critical path of the
project. Bottom-up estimating, analogous estimating and expert judgment are most popular techniques for
activity resource and duration estimating, the accuracy of these estimating is vital for project plan, effective TM
and project result outcomes.

The use of priority for project tasks within project can be vital and very effective for TM. The priority is also
helpful, if project manager is required to make some time related trade-offs between projects. For priority
implementation, project manager can use various tools, from basic, such as Covey’s Matrix (Covey et al., 1994)
to IT applications.

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3. Time Management Tools

There are various time management tools that can be used during projects. Webster (1982) counted 32 tools
and techniques for TM. The last edition of Construction Extension to PMBOK Guide (2007) accounted 38 tools,
techniques and their groups. Tools involved in TM process can vary from basic used for a long period of time in
PM to modern tools, especially associated with IT. During the last decade, the IT project management software
applications have received a wider implementation within PM, huge majority of these applications can be
involved as a tool in many processes of TM and served for effective TM during different stages of the project.

The following five tools below can be used on construction project for effective TM:

I. Resource Levelling

Resource Levelling is a powerful tool used for effective TM during the planning stage. This tool is the key tool
for maximizing resource effectiveness. It allows levelling available resources for reaching the most effective use
of them during the execution stage. Resource levelling is easily implemented with the help of PM software such
as Microsoft Project and Primavera.

II. Daily, Weekly, Monthly PM Grids/Timesheets and Timesheet Register

These tools can be used for activity planning and recording of actual involvement of project members in
project activity. It is vital for effective TM to record the time spent by each member of project team into such
timesheets. The timesheet enables Project Manager to control the level of resource allocated to a particular
activity. Timesheet Register includes a summary of the time currently spent on the project. These tools can be
used for lessons learned and collective actions. Either paper or software can be used for this tool.

III. Time Recording and Control Tools for Construction Site

Good range of tools is available for use of construction site for recording and controlling actual working time.
These tools include a wireless time clock, GPS mobile clock, mobile devices (JobClock and PocketClock
www.etaktime.com/cc, Ace Project www.aceproject.com, Data Maxx www.data-maxx.com, etc.)

IV. PM Estimating, Planning and Control Software Tools

These multi-task construction applications involve drawing, visualization, estimating, planning and control
activities. Most of these tools belong to BIM. Some of these tools are based on popular 3D drawing applications
such as ArchiCAD, Revit with additional features. An excellent example of such a tool is Vico Construction.
Application consists of six separate software and allows to estimate project according to drawings, plan and
control project execution and represent visual information. This tool uses various TM techniques namely
Network Diagram, Gantt Chart, LOB.

V. Collaborative PM Tools

Collaborative PM tool is getting very popular. A lot of vendors offer software applications specifically for
CPM teams. Example of such applications: AceProject, TeamLab, 4Projects, PivotalTracker, MavenLink,
ZohoProjects. Some applications use cloud computing, which makes them very valuable to construction project
teams working in modern construction environment, where such team members as directors, managers,
engineers, quantity surveyors, foremen can be involved in several projects at the same time.

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 ZohoProjects www.zohoprojects.com is one of the most popular collaborative TM tool. This tool is super
effective for PM users, as they are able to create, change, schedule, track and control entire set of project
information (schedule, plans, progress, assignments, meetings, etc.) even on the move (Figures 5-7). As the tool
is cloud based, it is available from any Internet access point including smart phones.

Figure 5. The list of milestones for construction project

Figure 6. The task list Figure 7. Zoho Projects tool on iPhone

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References
Ace Project www.aceproject.com

ACTIVE (1996). ACTIVE Engineering Construction Initiative: The Action Plan, ACTIVE, London

Construction Excellence (2010). UK Construction 2010. Available from:

www.constructingexcellence.org.uk/pdf/document/uk_construction_2010_part1.pdf [Accessed 18/03/2012]

Construction Extension to PMBOK Guide (2007). Project Management Institute, Inc. Newtown Square,
Pennsylvania, USA

Covey, S., Merrill, A.R., Merrill, R. R. (1994) First Things First: To Live, to Love, to Learn, to Leave a Legacy.
New York: Simon and Schuster, 1994.

Griffith, R., Harrison, R., Haskel, J., Sako, M. (2003). The UK productivity gap and the importance of the service
sectors. Available from: http://www.aimresearch.org/uploads/pdf/Academic%20Publications/rgbrief.pdf
[Accessed 18/03/2012]

CRINE (1994). CRINE Report, Institute of Petroleum, London

Data Maxx www.data-maxx.com

Egan, J. (1998). Rethinking Construction. HMSO, London

ExakTime www.exaktime.com

Latham, M. (1994). Constructing the Team, HMSO, London

Mantel, S.J., Meredith, J.R., Shafer, S.M., Sutton M.M. (2011). Project Management in Practice. John Wiley &
Sons, Inc., Hoboken, NJ, USA

Mbugua, L.M., Harris, P., Holt, G.D., Olomolayie, P.O. (1999). A framework for determining critical success
factors influencing construction business performance. In: Hughes, W. (ed.) Procs. 15 th Annual ARCOM
Conference. September 5-7, Reading: ARCOM. 1 p. 255-264

McGraw, B. A., Leonoudakis, R. (2009). Project Time Management: The Foundation for Effective Resource
Management. Available from:
http://www.rbryanpeterson.com/files/Project_Time_Management_v2_2_Feb_2009-1.pdf [Accessed 18/02/2012]

Merrow, E.W., Sonnhalter, K.A., Somanchi, R., Griffith, A.F. (2009). Productivity in the UK Construction
Engineering Industry. Prepared for Department for Business, Innovation and Skills. Available from:
http://webarchive.nationalarchives.gov.uk/+/http:/www.bis.gov.uk/files/file53815.pdf [Accessed 14/02/2012]

PMBOK Guide (2008). Project Management Institute, Inc. Newtown Square, Pennsylvania, USA

Takim, R., Akintiye, A. (2002). Performance Indicators for Successful Construction Project Performance. In:
Greenwood, D (Ed.), 18th Annual ARCOM Conference, 2-4 September 2002, University of Northumbria.
Association of Researchers in Construction Management, Vol. 2, 545-55.

Teicholz, P. (2004). Labor Productivity Declines in the Construction Industry: Causes and Remedies. AECbytes
Viewpoint. Issue 4. April 14, 2004.

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U.S. Department of Commerce http://www.commerce.gov

U.S. Department of Labour, Bureau of Labor Statistics. http://www.bls.gov/data

Webster, F.M. (1982). Tools for Managing Projects. Project Management Quarterly.June 1982, XIII, 2, pp.47-48

Vico Construction http://www.vicosoftware.com

Westland, J. (2006). The Project Management Life Cycle: A Complete Step-by-step Methodology for Initiating
Planning Executing and Closing the Project. Kogan Page Limited, London, UK

Wideman, M. (1990). Total Project Management of Complex Projects – Improving Performance with Modern
Techniques. A Presentation to the Construction Industry in the cities of Bangalore, Bombay, Calcutta, Madras
and New Delhi on behalf of the Consultancy Development Centre, New Delhi, India - January 1990. Available
from: http://www.maxwideman.com/papers/performance/appendixc.htm [Accessed 12/02/2012]

Zoho Projects www.zohoprojects.com

Bibliography
4Projects http://www.4projects.com

Cartlidge, D. (2011). New Aspects of Quantity Surveying Practice. Spon Press, Abington, Oxon, UK

Fewings, P. (2005). Construction Project Management: An Integrated Approach. Taylor & Francis Group,
Abington, Oxon, UK

HM Treasury. (1999). Achieving Excellence – Constructing the Best Government Client, HM Treasury

MavenLink www.mavenlink.com

Microsoft Project http://www.microsoft.com/project/en-us/project-management.aspx

Milosevic, D. Z. (2003). Project Management ToolBox: Tools and Techniques for the Practicing Project
Manager. New Jersey: John Wiley & Sons, Inc.

Pivotal Tracker www.pivotaltracker.com

Primavera http://www.oracle.com/us/corporate/Acquisitions/primavera

TeamLab www.teamlab.com

Wikipedia. www.wikipedia.org

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