Managing Construction Projects,9780632058884

Managing Construction Projects

by
ISBN13: 9780632058884
ISBN10: 0632058889
Format: Paperback
Pub. Date: 2002-10-01
Publisher(s): Wiley-Blackwell
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Summary

The management of construction projects presents major problems with information - or rather the lack of it. In order to keep a project rolling decisions have to be made before all the necessary information is available. Drawing on a wide range of research to propose new ways of thinking about managing construction projects, this book explores the high grade management skills required to manage uncertainty, and offers improved techniques for thinking about challenging problems. Throughout the book theory is supported by vignettes and each chapter carries a complementary case study. The book will help all construction practitioners who want to extend and develop their ability to manage their projects as a cohesive and integrated whole, and for those students on masters courses who are training in those capabilities. A dedicated page for tutors to download powerpoint presentations to work from has been created. Please click below: http://www.blackwellpublishing.com/winch

Table of Contents

Preface xv
Part I Introduction 1(44)
The Management of Construction Projects
3(13)
Introduction
3(2)
Projects as the creation of new value
5(1)
The project as an information processing system
6(1)
Project management and the management of projects
7(2)
Projects and resource bases
9(1)
The five generic project processes
9(1)
The plan of the book
10(1)
Relationship to the project management bodies of knowledge
11(1)
Summary
12(4)
Case 1 The Channel Fixed Link
13(3)
The Context of Construction Project Management
16(29)
Introduction
16(1)
The concept of a national business system
16(1)
The concept of a construction business system: an actor/system perspective
17(1)
Analysing national construction business systems
18(4)
The regulatory context
22(4)
The construction cycle
26(2)
The development of concession contracting
28(2)
Summary
30(15)
Case 2 The UK Construction Business System
32(10)
Further reading
42(3)
Part II Defining the Project Mission 45(44)
Deciding What the Client Wants
49(17)
Introduction
49(1)
Facilities as new value
50(1)
Understanding the spatial aspects of business processes
50(2)
Indoor environmental quality and business processes
52(2)
Justifying the investment
54(3)
Defining the project mission: a conceptual framework for product integrity
57(2)
Output specifications in concession contracting
59(1)
Summary
60(6)
Case 3 Defining the Mission at the University of York
62(3)
Further reading
65(1)
Managing Stakeholders
66(23)
Introduction
66(1)
Which are the project stakeholders?
67(3)
Mapping stakeholders
70(3)
The regulatory context
73(3)
Managing consent
76(2)
Ethics in project mission definition
78(1)
The role of visualisation
79(1)
Summary
80(9)
Case 4 The Rebuilding of Beirut Central District
82(4)
Further reading
86(3)
Part III Mobilising the Resource Base 89(80)
Forming the Project Coalition
95(27)
Introduction
95(1)
The principal/agent problem in construction
96(1)
Procuring construction services
97(6)
The formation of project coalitions
103(4)
Selecting resource bases
107(3)
Forming more effective project coalitions
110(4)
The development of e-procurement
114(1)
Probity in procurement
115(2)
Summary
117(5)
Case 5 Partnering Between Marks & Spencer and Bovis
118(3)
Further reading
121(1)
Motivating the Project Coalition
122(23)
Introduction
122(1)
The problem of moral hazard in construction projects
123(1)
The problem of switching costs
124(2)
Managing the problem of moral hazard
126(1)
Contractual uncertainty and risk allocation
127(6)
Governing the contract and the role of third parties
133(2)
The dynamic of adversarial relations
135(2)
Alliancing
137(2)
Summary
139(6)
Case 6 The Andrew Project
139(4)
Further reading
143(2)
Managing the Dynamics of the Supply Chain
145(24)
Introduction
145(1)
Horizontal and vertical governance
146(1)
Internal resource mobilisation
147(3)
Shirking
150(1)
The role of sequential spot contracting in construction employment
151(3)
Managing the supply chain
154(3)
Managing consortia and joint ventures
157(1)
The dynamics of supply chains
158(2)
Clustering the supply chain
160(1)
Summary
161(8)
Case 7 Building Down Barriers
162(5)
Further reading
167(2)
Part IV Riding the Project Life Cycle 169(196)
Minimising Client Surprise
179(27)
Introduction
179(1)
The project life cycle and the facility feedback loop
180(1)
The gap analysis approach
181(4)
What do we mean by project success?
185(1)
The nature of information flows in problem-solving
186(3)
Moving from phase to phase: gating the process
189(1)
Process representation
189(3)
Business process redesign
192(1)
Knowledge management and learning from projects
193(3)
Summary
196(10)
Case 8 Riding the Life Cycle on the Glaxo Project
197(8)
Further reading
205(1)
Defining Problems and Generating Solutions
206(26)
Introduction
206(1)
Tame and wicked problems in the project process
207(1)
Solving the briefing problem
208(5)
Solving the design problem
213(4)
The cult of wickedness
217(1)
The management of design
218(1)
Tools for managing the briefing and design problems
219(6)
Summary
225(7)
Case 9 Designing the Sheffield Arena
225(6)
Further reading
231(1)
Managing the Budget
232(25)
Introduction
232(1)
Levels of accuracy in project budgets
233(2)
Developing a budgetary system
235(2)
Using the PBS to control the budget
237(1)
Value engineering and cost management
238(2)
Constructability
240(2)
Using the WBS to control the budget
242(2)
Controlling the budget
244(1)
Earned value analysis
245(2)
Budget overruns and escalating commitments
247(3)
Summary
250(7)
Case 10 The Centuria Project Budget
251(5)
Further reading
256(1)
Managing the Programme
257(27)
Introduction
257(1)
Critical path method
257(6)
Resourcing the project
263(2)
The limitations of the critical path method
265(2)
The critical chain method
267(3)
Reducing task duration variability -- last planner
270(1)
Programming reciprocating processes
270(2)
Visualising the programme
272(1)
Summary
272(12)
Case 11 Centuria Project Programme
274(9)
Further reading
283(1)
Managing Conformance
284(31)
Introduction
284(1)
The principles of quality management systems
285(5)
Inspection
290(1)
Quality control
291(3)
Quality assurance
294(3)
Integrated management systems for environment, safety and health
297(1)
Creating a culture of improvement
298(3)
Quality awards and self-assessment
301(1)
Conformance management in a project environment
302(2)
Standardisation and pre-assembly
304(3)
Summary
307(8)
Case 12 Safety Management Systems in France and Great Britain
308(6)
Further reading
314(1)
Managing Uncertainty and Risk on the Project
315(24)
Introduction
315(1)
What is risk?
316(3)
Project risk management
319(3)
Risk management practice
322(4)
The elicitation of subjective probabilities
326(1)
The strategic management of project risks
327(3)
Summary
330(9)
Case 13 Managing Front-end Risks Through Networks: Boston Central Artery/Tunnel
332(6)
Further reading
338(1)
Managing the Project Information Flow
339(26)
Introduction
339(1)
The principles of integrated project information
340(1)
The development of information and communication technologies
341(4)
Engineering information management systems
345(3)
Enterprise resource management systems
348(3)
e-construction
351(2)
Project extranets
353(2)
The role of the project manager in managing project information
355(2)
Summary
357(8)
Case 14 Engineering Information Management and Enterprise Resource Management at COWI Consult
359(4)
Further reading
363(2)
Part V Leading the Project Coalition 365(68)
Designing Effective Project Organisations
371(24)
Introduction
371(1)
The rise of the project management concept
372(3)
The responsibilities of the client
375(2)
Who is the project manager?
377(1)
Organising the project through the life cycle
378(2)
Project organisation in construction
380(2)
Determining the organisation breakdown structure
382(2)
Project teamworking
384(2)
Constructing the team
386(2)
Summary: Project organisation design
388(7)
Case 15 Glaxo Project Organisation
389(5)
Further reading
394(1)
Infusing the Project Mission
395(26)
Introduction
395(1)
Appropriate leadership
396(3)
Leadership style
399(2)
Construction project leadership
401(2)
Resolving conflict on the project
403(1)
The levers of power
404(3)
Project culture and leadership
407(2)
Summary: Infusing the project mission
409(3)
Case 16 Patrick Crotty: Project Director on the Waterloo International Project
411(1)
The project life cycle
412(4)
Keeping control
416(5)
Further reading
418(3)
Conclusions: Revaluing Construction Project Management
421(12)
Revaluing construction project management
422(1)
A design-led construction project management
423(2)
A performance-driven construction project management
425(2)
Systems thinking and project management
427(1)
Professionalism and bureaucracy in construction project management
428(2)
Summary of the book
430(1)
A concluding thought
431(2)
References 433(15)
People Index 448(2)
Project Index 450(2)
Subject Index 452

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