Chartered Institute of Building - Code of practice for programme management: in the built environment

1. Introduction
2. Chapter 01
3. Chapter 02
4. Chapter 03
5. Chapter 04
6. Chapter 05
7. Chapter 06
8. Chapter 07

This edition first published 2016
2016 by John Wiley & Sons, Ltd

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Library of Congress Cataloging-in-Publication Data

Names: Chartered Institute of Building (Great Britain), author.
Title: Code of practice for programme management in the built environment / The Chartered Institute of Building.
Description: Chichester, UK ; Hoboken, NJ : John Wiley & Sons, 2016. | Includes bibliographical references and index.
Identifiers: LCCN 2015051191| ISBN 9781118717851 (pbk.) | ISBN 9781118717844 (epub)
Subjects: LCSH: BuildingSuperintendenceGreat Britain. | Project managementGreat Britain.
Classification: LCC TH438 .C46 2016 | DDC 658.4/04dc23
LC record available at http://lccn.loc.gov/2015051191

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The concept of programme management is relatively new in the built environment. Its need, and continued growth, arises from the expectation that benefits obtained through coordinated management of multiple linked projects are greater than the sum of the individual project benefits. Therefore, programme management provides a systemic approach to achieve common goals and overall benefits.

Having started its life as a public sector tool, programme management has been gaining popularity in the private sector. There are now a significant number of organisations in both sectors, which are involved in the practice of programme management either in the capacity of client, programme manager, or both.

There are a number of documents and publications currently available for the general discipline of programme management. However, when it comes to the specific nature of the built environment in which there are growing numbers of large and significant programmes this new Code of Practice leads the way in being an authoritative document for both public and private sector practitioners.

Developed by representatives from the major professional institutions associated with construction and real estate, and from the key public sector organisations, practices and corporations involved with our industry, this document sets out best practice for programme management in the built environment.

I strongly commend the effort by this cross-institutional, public and private practice working group, in leading the way to produce this excellent Code of Practice for our industry. This will be of great value to all the associated clients, programme managers and supply chain professionals, as well as all students of the subject and their mentors. The benefits should be felt by not only those practising in the United Kingdom but also those globally, wherever programme management is gaining in importance as a delivery tool for programmes within the built environment.

This Code of Practice for Programme Management represents a continued effort over a sustained period of time, under the stewardship of Roger Waterhouse FCIOB and David Woolven FCIOB, to produce a practical document for a discipline which spans many industries. Programme management has no single universal definition or accepted standards, it aims to achieve benefits instead of just being time, cost and quality efficient; there are various types and a plethora of associated procedures and processes.

When the CIOB published the first edition of the Code of Practice for Project Management for construction and development in 1992, it was unique in many ways and has since found its place within our industry as an authoritative document. Its popularity has led to successive editions. Now into its fifth iteration, this pioneering document, I believe, will continue to serve the industry well.

This new Code of Practice for Programme Management, has similarly been prepared by a broad representation of the industry, with contributions from built environment specialists and interdisciplinary cooperation between professional institutions which represent our industry. I congratulate their perseverance and persistence in producing this excellent document and thank them all for their valued assistance in the process. A list of participants and the organisations represented is included in this book.

I would take this opportunity to extend a special note of thanks to Arnab Mukherjee FCIOB, for giving the document its final shape and coordinating the editing process.

Chris Blythe

Chief Executive

Chartered Institute of Building