Code of practice for project management

In 1991 the Chartered Institute of Building (CIOB) initiated a multi-institute task force which published the Code of Practice for Project Management for Construction and Development in 1992. It set out for the first time a comprehensive specification for the role of project manager.

The second edition, published in 1996, included new information about public procurement, partnering and risk. Changes included in the third edition, published in 2002, reflected the core stages of the project management processes and the fourth edition, published in 2010, absorbed a range of new themes emerging in the industry.

The latest edition, the 5th Edition, published in September 2014 was completely overhauled to make it more contemporary and was updated and restructured to reflect the new challenges face by the industry. It was prepared in collaboration with a number of key professional bodies.

According to CIOB, good project management relies on balancing time, quality and cost in relation to building functionality and requirements for sustainability. The principles of strategic planning, detailed programming and monitoring, resource allocation and effective risk management, are covered by the guide. The integration of Building Information Modelling (BIM) is also featured. In addition, the impact of trends and developments such as the internationalisation of construction projects and the drive for sustainability are discussed.

Chris Blythe, CIOB chief executive said; “I am pleased to see that the 5th edition of this document is being published at a time where the built environment is gathering great momentum, with a number of high profile projects as well as the resurgence of the housing sector, where construction project management, as a professional service and discipline, is at the forefront of ensuring delivery management.

“The Code of Practice will retain its position as the primary source of guidance on the principles and practice of construction project management irrespective of the size, nature or complexity of the project.”

David Woolven, Chair of the CIOB Working Group said, “This publication is a result of many hours of debate, discussion and re-drafting and a lot of effort has gone into the information contained within this edition. The result I believe has been a truly impressive and highly authoritative guide to the current practice of construction project management, for those who are either involved or likely to be involved in managing projects, irrespective of their previous experience and knowledge in built environment.”

Table of contents:

Introduction.
Inception.
Feasibility.
Strategy.
Pre-construction.
Construction.
Testing and commissioning.
Completion, handover and operation.
Post-completion review and in use.
Glossary.
Bibliography.

NB: On 26 September 2016, CIOB launched its first Code of Practice for Programme Management. Programme management is the process of managing several related projects, often with the intention of improving an organisation’s performance. The code sets out the requirements for effective programme management, ensuring systematic quality control and documentation through governance arrangements and explains the benefits of managing a number of connected projects as a programme.