Enhanced descriptions from Syndetics:

In 1991 the Chartered Institute of Building initiated a multi-institute task force and a Code of Practice for Project Management was published in 1992, with a second edition in 1996. Like previous editions, this third edition has been substantially revised to embody the results of intensive consultation between the CIOB and representatives of the professional bodies concerned with construction and development.

The Code is divided into two sections:

The third edition features new guidance on:

Effective project management involves the assessment and management of risk, and this is a strong theme throughout the Code.

The Code of Practice provides an authoritative guide to the principles and practice of construction project management. It will be a key reference source for clients, contractors and professionals, irrespective of the size and nature of the project. Much of the information is also relevant to project managers in other commercial spheres.

On the last edition

The code is an outstanding example of collaboration between key professional industry bodies working in a team ... it represents a significant step forward ... to help achieve successful outcomes for both clients and the construction industry.

Sir Michael Latham

I strongly recommend this valuable multi-institutional code of practice to all who are involved in construction project management and development

Sir Stuart Lipton

Table of contents provided by Syndetics

• Foreword (p. xi)
• Preface (p. xiii)
• Acknowledgements (p. xv)
• List of tables and figures (p. xix)
• From the President (p. xxi)
• Introduction (p. xxiii)
• Project management (p. xxiii)
• Role (p. xxiii)
• Purpose of construction project management (p. xxiv)
• Structure of project management (p. xxiv)
• Part 1 Project management (p. 1)
• 1. Inception stage (p. 3)
• Introduction (p. 3)
• Client's objectives (p. 3)
• Client's internal team (p. 4)
• Project manager (p. 4)
• Project manager's objectives (p. 4)
• Project manager's duties (p. 5)
• Appointment of project manager (p. 5)
• Managing people (p. 7)
• People: the most important resource (p. 7)
• Establishing objectives (p. 8)
• 2. Feasibility stage (p. 9)
• Client's objectives (p. 9)
• Outline project brief (p. 9)
• Site selection and acquisition (p. 12)
• Detailed project brief (p. 14)
• Detailed design brief (p. 15)
• Scheme design (p. 16)
• Funding and investment appraisal (p. 16)
• Project/market suitability (p. 17)
• Decision to go ahead (p. 17)
• Project execution plan (PEP) (p. 18)
• Checklist for the PEP (p. 18)
• Essential contents (p. 18)
• 3. Strategy stage (p. 20)
• Client's objectives (p. 20)
• Interlinking with feasibility (p. 20)
• Project team structure (p. 21)
• Selecting the project team (p. 22)
• Strategy outline and development (p. 23)
• Project organisation and control (p. 25)
• Information technology (p. 25)
• Project planning (p. 25)
• Cost planning (p. 25)
• Cost control (p. 26)
• Procurement (p. 29)
• Traditional (p. 29)
• Design and build (p. 29)
• Prime contracting (p. 30)
• Public private partnerships (PPP) (p. 30)
• Private finance initiatives (p. 30)
• Framework agreements (p. 30)
• Management contracting (p. 30)
• Contruction management (p. 30)
• Relevant issues (p. 30)
• Characteristics of alternative procurement options (p. 31)
• Appointment of project team (p. 31)
• Partnering (p. 33)
• 4. Pre-construction stage (p. 34)
• Client's objectives (p. 34)
• Interlinking with previous stages (p. 34)
• Design management (p. 36)
• Suggested task list for design team leader (p. 36)
• Duties of project manager at this stage (p. 37)
• Project co-ordination and progress meetings (p. 37)
• Design team meetings (p. 37)
• Managing consultants' activities (p. 37)
• Statutory consents (p. 40)
• Planning approval (p. 40)
• Other statuory consents (p. 41)
• Detail design and production information (p. 42)
• Tender action (p. 43)
• Bringing the contractor on board (p. 45)
• Pre-start meeting (p. 45)
• Agenda items at pre-start meeting (p. 47)
• Meetings (p. 49)
• Fee payments (p. 50)
• Quality management (p. 50)
• Dispute resolution (p. 50)
• 5. Construction stage (p. 51)
• Client's objectives (p. 51)
• Interlinking with previous stages (p. 51)
• Responsibilities of the project manager at this stage (p. 51)
• To be the proactive 'driver' of the project (p. 51)
• To set the project objectives (p. 52)
• To ensure achievement of objectives (p. 52)
• Achieving client's satisfaction (p. 52)
• Roles of project team members (p. 52)
• Client (p. 52)
• Project manager (p. 52)
• Design team (p. 53)
• Quantity surveyor (p. 54)
• Main/principal management contractor (p. 54)
• Construction manager (p. 54)
• Subcontractors and suppliers (p. 54)
• Other parties (p. 55)
• Team building (p. 55)
• Health, safety and welfare (p. 56)
• Environment management systems (p. 57)
• Environmental statements (p. 57)
• Contractor's environment management systems (p. 57)
• Contractural arrangements (p. 57)
• Establish site (p. 58)
• Control and monitoring systems (p. 59)
• Contractor's schedule (p. 59)
• Value engineering (related to construction methods) (p. 60)
• Management of the supply chain (p. 61)
• Risk register (p. 61)
• Benchmarking (p. 62)
• Change and variation control (p. 62)
• Supervision of the works (p. 64)
• Reporting (p. 65)
• Public liaison and profile (p. 65)
• Commissioning and operating and maintenance (O&M) manuals (p. 66)
• Commissioning (p. 66)
• Operating and maintenance manuals (p. 66)
• Payment (p. 66)
• Construction completion report (including lessons learnt) (p. 68)
• 6. Engineering services commissioning stage (p. 69)
• Client's objectives (p. 69)
• Interlinking with construction (p. 69)
• Commissioning generally (p. 69)
• Procurement of commissioning services (p. 70)
• Smaller projects (p. 70)
• Larger projects (p. 70)
• Role of the commissioning contractor (p. 71)
• The testing and commissioning process and its scheduling (p. 71)
• Differences between testing and commissioning (p. 71)
• Main tasks to be undertaken (p. 73)
• Pre-construction (p. 73)
• Construction and post-construction (p. 75)
• 7. Completion, handover and occupation stage (p. 79)
• Client's objectives (p. 79)
• Completion (p. 79)
• Project management actions (p. 79)
• Actions by consultants (p. 80)
• Planning and scheduling handover (p. 81)
• Procedures (p. 81)
• Client commissioning and occupation (p. 82)
• Operational commissioning (p. 83)
• Main tasks (p. 83)
• Client occupation (p. 85)
• Structure for implementation (p. 87)
• Scope and objectives (p. 88)
• Methodology (p. 89)
• Organisation and control (p. 90)
• 8. Post-completion review/project close-out report stage (p. 92)
• Client's objectives (p. 92)
• Introduction (p. 92)
• Project audit (p. 92)
• Cost and time study (p. 93)
• Human resources aspects (p. 93)
• Performance study (p. 93)
• Project feedback (p. 94)
• Appendices
• 1. Typical terms of engagement (p. 95)
• 2. Health and safety in construction including CDM guidance (p. 101)
• 3. Project planning (p. 108)
• 4. Site investigation (p. 109)
• 5. Guidance on EU procurement directives (p. 112)
• 6. Performance management plan (PMP) (p. 114)
• 7. Implications of the Housing Grants, Construction and Regeneration Act 1996 (p. 116)
• 8. Partnering (p. 119)
• 9. Project risk assessment (p. 121)
• 10. Guidance to value management (p. 127)
• 11. Guidance to environmental impact assessment (p. 130)
• 12. Application of project management software (p. 139)
• 13. Change management (p. 141)
• 14. Procedure for the selection and appointment of consultants (p. 145)
• 15. Characteristics of different procurement options (p. 148)
• 16. Dispute resolution methods (p. 152)
• 17. Regular reports to the client (p. 154)
• 18. Practical completion checklist (p. 156)
• 19. Facilities management (p. 157)
• 20. Value for money project framework (p. 158)
• Part 2 Project handbook (p. 159)
• Introduction (p. 161)
• Aims of the handbook (p. 161)
• Parties to the project (p. 161)
• Third parties (p. 162)
• Roles and duties of the project team (p. 162)
• Project site (p. 162)
• General administration including communication and document control (p. 162)
• Contract administration (p. 163)
• Contract conditions (p. 163)
• Contract management and procedures (p. 163)
• Tender documentation (p. 163)
• Assessment and management of variations (p. 163)
• Indemnities, insurances and warranties (p. 164)
• Design co-ordination (p. 164)
• Change management (p. 165)
• Site instructions (p. 166)
• Cost control and reporting (p. 166)
• Planning schedules and progress reporting (p. 167)
• Meetings (p. 168)
• Selection and appointment of contractors (p. 169)
• Pre-tender (p. 169)
• Tendering process (p. 170)
• Safety, health and environmental protection (p. 170)
• Quality assurance (QA)--outline (p. 171)
• Disputes (p. 171)
• Signing off (p. 171)
• Reporting (p. 171)
• Project manager's progress report (p. 171)
• Consultant's report (p. 172)
• Financial control (QS) report (p. 172)
• Daily/weekly diary (p. 173)
• Construction stage (p. 173)
• Operating and maintenance (O&M) (p. 174)
• Engineering services commissioning (p. 174)
• Pre-construction (p. 174)
• Construction and post-construction (p. 175)
• Completion and handover (p. 175)
• Completion (p. 175)
• Handover (p. 176)
• Client commissioning and occupation (p. 176)
• Client commissioning (p. 176)
• Occupation (p. 177)
• Appendices
• A Typical meetings and their objectives (p. 181)
• B Selection and appointment of contractors (p. 183)
• B1 Pre-tender process (p. 183)
• B2 Initial questionnaire (p. 184)
• B3 Selection questionnaire (p. 185)
• B4 Pre-qualification interview agenda (p. 187)
• B5 Tendering process checklist (p. 188)
• B6 Tender document checklist (p. 189)
• B7 Mid-tender interview agenda (p. 190)
• B8 Returned tender review process (p. 191)
• B9 Returned tender bids record sheet (p. 192)
• B10 Post-tender interview agenda (p. 193)
• B11 Final tender evaluation report (p. 194)
• B12 Approval to place contract order (p. 195)
• B13 Final general checklist (p. 196)
• C Engineering services commissioning checklist (p. 197)
• D Engineering services commissioning documents (p. 199)
• E Handover checklists (p. 200)
• F Client commissioning checklist (p. 203)
• Glossary (p. 205)
• Bibliography (p. 207)
• Index (p. 213)