The ICS-Compendium

Commenced in early 2010, the ICS-Compendium is a five-year project with the goal of producing a ten-volume set of books that will have been crafted specifically for Construction Project Management in North America. Literary works take time, and the production schedule for the ten volumes is expected to take years, with the last volume hitting bookshelves in December 2015.

The ICS-Compendium is divided into three distinct groups:

The Dominant Project Management Series
The Cognitive Project Management Series
The Essential Reference Series

To learn more about each Series, and each volume, click the buttons to the right. For a better understanding of the philosophy and general characteristics of the ICS-Compendium overall, read the sections below. These Quick Links should help you navigate.

How the ICS-Compendium Came About
ICS-Compendium Overview
Cognitive Project Management T.I.M.E. Framework
ICS-Compendium Production and Release Schedule
Wanted: Development Partners and Silent Investors

How the ICS-Compendium Came About

The exciting and promising innovations of Cognitive Project Management and Momentum Management would remain theoretical if they were not written down and taught to others. And so, the ICS-Compendium was initially intended to be a four-volume set of books that would explain Cognitive Project Management.

But before the ICS-Compendium Development Team had finished our first full week of conceptual discussions it became apparent that we were assuming that a sound, comprehensive, well-designed, and skillfully-developed Project Schedule would be in place. Yet, the collective experiences of Development Team members was that the vast majority of Project Schedules are not especially "sound, comprehensive, well-designed, and skillfully-developed."

This led us to the thought of including (by reference) within the ICS-Compendium a few good texts (written by others) that would explain the fundamentals of Construction Project Time Management. However, upon carefully reviewing the substantial and broad spectrum of literature on Project Time Management, we discovered both individual and collective shortcomings. See Individual and Collective Shortcomings

Finally, we decided to take the bull by the horns and craft a completely thorough lexicon for Project Time Management. We were surprised to find how many texts failed to provide a glossary of even the most basic terms. Of course even when they did, there was no consistency in choice of terms or their meanings, across different authorities.

This is how ICS-Research came to decide that before starting to write any of the books within the Dominant Project Management Series or Cognitive Project Management Series, we would need to create two foundational references:

ICS-Dictionary: The ICS-Dictionary is a continuing piece of work, and with the writing of each additional volume of the ICS-Compendium, additional terms are added to the ICS-Dictionary. Volume Nine of the ICS-Compendium,"Project Time Management: Essential Desk Reference," contains the infamous ICS-Dictionary, which is quickly becoming an international reference standard for Construction Project Time Management.
ICS-White Papers: This collection of white papers explains the underlying rationale pertaining to various Ecological, Ideological, Methodological, and Technological Project Time Management topics, no matter which model one is talking about. Volume Ten of the ICS-Compendium, "Project Time Management: Critical Thinking," is a container for a growing set of cross-referenced and integrated White Papers. [Note: All White Papers use the same terminology as defined in the ICS-Dictionary. (Top of Page)

ICS-Compendium Overview

The overall ICS-Compendium approaches Project Time Management from the General Contractor's perspective. It is intended to provide a comprehensive treatment of all that a contractor would need to know in order to practice effective Project Time Management.

Dominant Project Management Series: This set of books teaches how to achieve maximum results from application of the current Project Management model, as espoused by virtually all leading Project Management authorities.
Cognitive Project Management Series: These four volumes are for those who wish to "push the envelope," and explore the latest innovations in Project Time Management, by adopting Momentum Management as a Project Time Management model.
Essential Reference Series: These two volumes contain general information that transcends any particular Project Time Management model. (Top of Page)

Dominant Project Management Series

The first four volumes of the ICS-Compendium constitute the Dominant Project Management Series.

While these books can be read in any order, we recommend that you digest them in numerical order. If you are pressed for time and can only read two of the books, then consider Volume 1 followed by Volume 3.
Again we point to one of the most salient features of the ICS-Compendium, that all volumes utilize the same terminology, as defined by the ICS-Dictionary. (Top of Page)

ICS COMPENDIUM
Volume 1

CPM Mechanics

The Critical Path Method of Modeling
Project Execution Strategy

DOMINANT SERIES
Volume 1

This is not only the first book in the Dominant Project Management Series, it is also the first and most fundamental book in all of the ICS-Compendium. This is because if one does not truly understand how the Critical Path Method works "under the hood," it is nearly impossible to create a finely tuned and well functioning Project Schedule. (Top of Page)

ICS COMPENDIUM
Volume 2

Understanding Project Time Management

The Critical Path Method of Managing
Project Execution Strategy

DOMINANT SERIES
Volume 2

To be sure, Project Time Management is more than just creating a Project Schedule and issuing periodic reports and analyses. The culmination and true essence of Project Time Management is on how it is integrated into the greater fabric of Construction Project Management (the subject of Volume 4).

Before one can utilize the Project Schedule (and its important informational content) however, one must first create and then consistently maintain the Project Schedule (the subject of Volume 3).

But before one can create a credible Project Schedule, in addition to knowing how the Critical Path Method works "under the hood" (the subject of Volume 1), one must have a solid and comprehensive understanding of the performing organization's ideological approach to the project. This is the focus of Volume 2.

Project Time Management, even according to Dominant Project Management, is highly subjective and reflective of the unique culture and ideology of the performing organization. This book teaches how Owners and Contractors can examine, recognize, evaluate, and better understand their own Project Time Management ideology. (Top of Page)

ICS COMPENDIUM
Volume 3

Construction
Planning & Scheduling

The Critical Path Method of Scheduling
Project Execution Strategy

DOMINANT SERIES
Volume 3

At last we are ready to talk the reader through the various phases of Schedule Design, Schedule Development, Schedule Maintenance, and Schedule Usage. This is a practical book aimed at helping the organization to craft its own unique approach to Planning and Scheduling that (a) is in concert with the overarching Ideology of the performing groups, and (b) is well within the practical capabilities of the prevailing (Planning and Scheduling) Technology. (Top of Page)

ICS COMPENDIUM
Volume 4

Understanding Construction Project Management

Achieving Consistent and Reliable
Project Time Management

DOMINANT SERIES
Volume 4

The final book in the Dominant Project Management Series steps up one level from Project Time Management, and looks candidly at Project Management itself, with an eye toward spotting how the latter can, and often does, negatively affect the former.

Project Time Management is a subset of Project Management. Consequently, the ultimate achievement of effective Project Time Management is directly affected by the culture, ideology, approach, and capacity of the Construction Project Management program that embraces it.

The secret to successful Project Time Management entails four things:
Collaboration, Coordination, Cooperation, and Communication.

Collaboration means that we are all working ("labor") together ("co"). This fact alone does not mean or imply that we are working harmoniously, only that we are working alongside one another.
Coordination suggests that we have taken the trouble to figure out how to orchestrate our separate efforts so that they do not interfere with one another, and that maximum synergy is achieved.
Cooperation speaks to the attitude of the players. It suggests that we have respect for one another, and trust in one another. Our word is our bond, not some contract language that a clever lawyer can show us how to circumvent.
Communication implies that we are not islands unto ourselves, but that we interact with others as a natural part of performing our work. Because the only constant in life is change, there is an ever-present need to communicate with one another. This is a key ingredient in Improvisational Management, a Cognitive Project Management innovation discussed in Volume 8.
(Top of Page)

Cognitive Project Management Series

The Cognitive Project Management Series is for those who wish to elevate their current Project Time Management approach to a model better suited for the Construction Industry, or wishes to learn about the latest innovations in Project Time Management: collectively called Momentum Management.

ICS COMPENDIUM
Volume 5

Fundamentals of
Momentum Science

Introducing Performance Intensity, Dilemma Forecasting, Momentum Checkpoints, Etc.

COGNITIVE SERIES
Volume 1

This book explores the most technical aspects of Momentum Management, its underlying science. Here one can find a full discussion of Performance Intensity, Dilemma Forecasting, Flow Rate Analysis, and much more. (Top of Page)

ICS COMPENDIUM
Volume 6

Introduction to
Momentum Management

Applied Cognitive Project Management
Using Practical Tools and Processes

COGNITIVE SERIES
Volume 2

This book explains the thinking behind Momentum Management. There is too much to summarize on this web page, but a single example might serve to illustrate the book's purpose. Consider the very idea of managing the momentum of the project (a causative factor), as opposed to managing the consequences of actions after-the-fact.

Picture walking through a crowded shopping mall, where droves of people move at different paces. If you are rushing to a destination and want to maintain your momentum, you study the crowd ahead, note their respectives rates of travel, and make decisions about your own pace and direction. You may temporarily speed up to slide around and in front of two senior citizens who are about to block a doorway. You may slow down in order to let other pedestrians cross your path in front of you.

We define momentum as "pace and direction," and the concept is that Project Executors are far more effective (and their projects far more successful) if the primary management focus is on establishing and maintaining a collective momentum across the Project Team. When we manage to momentum, we take a pro-active posture. When we manage to statistics (Total Float and Earned Value), we take a reactive posture. (Top of Page)

ICS COMPENDIUM
Volume 7

Applied Momentology: Introduction to PAGUSYS

Cognitive Project Management's
Project Administration & Guidance System

COGNITIVE SERIES
Volume 3

This is the methodological counterpart to Volume 3 where we discussed how to design, develop, maintain, and use a broad range of Project Time Management products and services. This book teaches how the entire Project Team can greatly enhance their individual efforts through a comprehensive and all-inclusive Project Time Management approach. (Top of Page)

ICS COMPENDIUM
Volume 8

Principles of Cognitive Project Management

Improvisational Management; Construction Currency; Neautralizing Zero Sum Game Effect

COGNITIVE SERIES
Volume 4

Momentum Management -- while chock full of new ideas, concepts, tools, and processes -- cannot operate properly within the context of an opposing Dominant Project Management mind set. Needed is a rather sweeping overhaul of the "operational context" (Ecology) of the project management effort. This book recommends changes in attitude, contract language, motivation techniques (rewards versus penalties), conflict avoidable measures, and so forth. (Top of Page)

Essential Reference Series

The final two volumes are containers for continually evolving work product. Owners of any of the above ICS-Compendium volumes are automatically enrolled to receive notice of revisions to these final two volumes.

The most salient features of the ICS-Compendium is that all volumes utilize the same terminology, as defined by the ICS-Dictionary.

ICS COMPENDIUM
Volume 9

Project Time Management: Essential Desk Reference

ICS-Dictionary, ICS-Glossatree

ESSENTIAL REFERENCE SERIES
Volume 1

The ICS-Compendium master design calls for this volume to contain the ICS-Dictionary, along with other reference materials. For instance, there are plans to produce an ICS-Encyclopedia to discuss certain technical concepts in greater detail than the ICS-Dictionary would allow, and yet more succinctly than a full-blown White Paper. We are also planning to produce the ICS-Glossatree, a clever map that charts all of the definitions in the ICS-Dictionary, such that their interrelationships are depicted graphically.

This volume is available to anyone in the world, free of charge, in PDF format. Simply go to the ICS-Store, and then to ICS-FreeSearch.

ICS COMPENDIUM
Volume 10

Project Time Management:
Critical Thinking

The ICS-Compendium White Papers

ESSENTIAL REFERENCE SERIES
Volume 2

The final volume of the ICS-Compendium is a growing collection of White Papers, collectively intended to elevate the discussion about Project Time Management in the Construction Industry. ICS-White Papers are individually available for a modest charge. Annually all existing White Papers will be abridged into Volume 10 and sold as a PDF for a great savings over the individual prices. (Top of Page)

The Cognitive T.I.M.E. framework

There is an interesting dychotomy between the order of learning about Project Time Management, versus the order of implementing Project Time Management.

The best order for implementing a Project Time Management program is, Ecology > Ideology > Methodology > Technology as this diagram illustrates:

TIMEStudy

Yet when it comes to learning about Project Time Management, the order is essentially reversed, as show in this diagram.

TIMEStudy

Since Project Time Management, at its core, depends on a competent Project Schedule --- the initial and primary learning focus is on the design, development, maintenance, and usage of the Project Schedule (Methodology). And yet, how can one design or develop a Critical Path schedule, without fully understanding how the Critical Path Method really works!

That is why this book, CPM Mechanics, is the first book one should read along the route to learning about Construction Project Time Management -- no matter whether one intends to follow Dominant Project Management's advice, or Cognitive Project Management's advice. At the center of all Project Time Management, and indeed of Project Management itself, is a solid Project Schedule. (Top of Page)

The ICS-Compendium Release Schedule

The ICS-Compendium Project is a five-year effort that commenced in June 2011. The production schedule for ICS-Compendium development calls for the release of another key volume every six months, commencing with Volume 1, CPM Mechanics, in June 2012.

Here is the most current Production and Release Schedule for the ICS-Compendium:


ICS-COMPENDIUM VOLUME	DUE DATE	STATUS
Volume 1: CPM Mechanics	Jun 2012	Released
Volume 3: Planning & Scheduling	Dec 2012	On schedule
Volume 2: Project Time Management	Jun 2013	In development
Volume 4: Construction Project Management	Dec 2013	In development
Volume 8: Cognitive Project Management	Jun 2014
Volume 6: Intro to Momentum Management	Dec 2014
Volume 7: Introduction to PAGUSYS	Jun 2015
Volume 5: Fundamentals of Momentum Science	Dec 2015
Volume 9: Essential Desk Reference	Ongoing	Availalble
Volume 10: PTM Critical Thinking (White Papers)	Ongoing	Available

Wanted: Development Partners
and Silent Investors

The protracted development schedule reflected in the above table is a consequence of ICS-Global being a small organization with limited resources. If you believe in what we are trying to accomplish, and would be interested in investing financially to our effort, please contact us at DevelopmentPartners@ics-global.com. With modest contributions from only a few key investors, we could cut in half our production time. All investors will be richly rewarded with deep discounts on all ICS-Global products and services. (Top of Page)

Individual and Collective Shortcomings

Individual Shortcomings: Individually, each book suffered from shortcomings too major to ignore:

Some Treatments Too General: Some (perhaps even most) books were written for the broadest possible market, possibly hoping to sell more copies. Adopting the common Dominant Project Management belief that all projects are essentially the same, regardless of industry, these books tended to remain above the details, where the practical nuances of different project management approaches would disintegrate the "recommended practices."
Some Treatments Too Specific: Other books seemed to have a decided "angle" to them. Either they were written from the Owner's perspective, or from the Scheduling Practitioner's perspective. Many were software-specific, some sponsored by a software vendor, or their licensed representative. Some were written with a blatant bias -- toward cost, risk, or claims.
Some Treatments Outdated or Confusing: We found quite a few texts containing content that was grossly outdated or, worse still, confusing in their presentation of fairly complex and technical content.

Collective Shortcomings: Collectively, though, the books suffered another even more harmful shortcoming:

They spoke different languages. That is, each author seemed to have a different set of technical terms. Even when several authors used the same terms, they held different meanings for those common terms. Hence, what one called a Task another called an Activity. What one called Float, another called Slack. But even among those who used the same term, such as Leads and Lags or Critical Path, each had a different definition of the term. There was little to no consonance among these well-respected Project Time Management authorities.
They held different ideologies, too. There are certainly many different ways to manage projects, and to accomplish Project Time Management. These texts lacked any real consistency from one to the next. (Top of Page)

For more information, write to: compendium@cpmmechanics.com or visit its page on the ICS-Global website