Construction project management : an integrated approach

Select an Action

Place Hold(s)
Add to My Lists
Email
Print

Title:

Personal Author:

Fewings, Peter

Publication Information:

London : Taylor & Francis, 2005

ISBN:

9780415359054

9780415359061

Subject Term:

Construction industry -- Management

Industrial project management

Building -- Superintendence

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010100253	TH438 F48 2005	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000010100255	TH438 F48 2005	Open Access Book	Book	Searching... Unknown

As increasing demands and higher expectations are placed on project managers a need has arisen for an innovative book to enable managers to take on the ever-changing challenges involved in overseeing whole works and dealing with the conflicting needs of the many people involved in a construction project.

Based on the author's observations and extensive experience, this book offers the practitioner or the student reader a new approach to project management in construction and engineering, increasing efficiency and communication at all stages while reducing costs, time and risk. It considers integrated project management, emphasizing the importance of effectively handling external factors in order to best achieve an on-schedule, on-budget result and focuses on good negotiation with clients and skilled team leadership.

Author Notes

Peter Fewings is a senior lecturer in project, production and financial management at the University of the West of England

Martyn JonesTony WestcottMartyn JonesMartyn Jones

List of figures	p. xiii
List of tables	p. xvii
List of case studies	p. xix
Foreword	p. xxi
Acknowledgements	p. xxiii
Introduction	p. 1
Definitions	p. 3
Body of Knowledge	p. 4
References	p. 5
1 Project life cycle and success	p. 7
Project life cycle	p. 7
Project management	p. 11
Project team roles	p. 12
Choosing the project manager: skills and functions	p. 15
Project complexity	p. 17
Determining the critical factors for success	p. 17
Conclusion	p. 21
References	p. 22
2 Building the client business case	p. 23
Project constraints and client objectives	p. 24
Presenting a business case	p. 29
Developing value in construction: the Gateway framework for decision making	p. 32
Project stakeholders	p. 34
Conclusion	p. 38
Notes	p. 39
References	p. 39
3 Project definition	p. 40
Determining the elements of project definition	p. 40
The design brief	p. 43
Process mapping	p. 43
Feasibility and viability	p. 46
Funding and investment appraisal	p. 49
External factors in feasibility assessment	p. 57
Project scope management	p. 60
Building value and risk allocation	p. 60
Conclusion	p. 61
References	p. 62
4 Strategic issues	p. 63
Project systems	p. 64
Project subsystems	p. 65
Project scope: planning and controlling	p. 67
The development of the master plan	p. 69
Risk identification and allocation	p. 70
Project control	p. 74
Cost planning and control	p. 78
Procurement principles	p. 84
Contracts	p. 85
Quality planning and satisfaction	p. 86
Information and communications management	p. 88
Conclusion	p. 91
Notes	p. 93
References	p. 93
5 Construction performance and planning	p. 94
The performance of individual contractors	p. 94
Performance benchmarking	p. 97
Construction performance	p. 103
Construction programming and control	p. 111
Conclusions	p. 113
Appendix	p. 115
References	p. 118
6 Organisation, culture and leadership	p. 119
Organisational structure	p. 120
Centralisation	p. 124
Mapping the project environment	p. 126
Corporate culture and behaviour	p. 131
The external environment, strategic issues and forces for change	p. 136
The market environment	p. 136
The role of partnering	p. 138
World-class performance	p. 142
Leadership	p. 145
What is an integrated project team (IPT)?	p. 152
Conclusion	p. 153
Note	p. 155
References	p. 155
7 Engineering the psycho-productive environment	p. 157
Teamwork	p. 158
Leadership and motivation	p. 159
Psycho-engineering the team	p. 170
Change and developing a project culture	p. 176
Conclusion	p. 179
References	p. 180
8 Managing risk and value	p. 182
Historical approaches to RM and VM	p. 183
VM and RM as decision-making tools	p. 186
VM in practice	p. 188
Functional analysis and FAST diagrams	p. 191
Definition and evaluation of risk	p. 195
RM process	p. 197
Risk response and RM	p. 200
Risk, value and procurement	p. 204
Risk attitude and behaviour	p. 207
Whole life costing	p. 209
Appointing consultants and contractors	p. 211
Change management	p. 216
Conclusion	p. 219
Notes	p. 222
References	p. 222
9 Design management	p. 224
Nature of design	p. 225
Engineering design	p. 226
Implications for design management	p. 227
Design and construction co-ordination	p. 229
Information flow	p. 231
The role of urban design	p. 233
Conclusion	p. 237
References	p. 237
10 Project safety, health and the environment	p. 239
Introduction	p. 239
Principles of modern health and safety legislation and the HSW Act 1974	p. 241
Liability	p. 244
CDM: the responsibilities	p. 245
Health and safety management	p. 247
Health and safety policy	p. 248
Organisation	p. 249
Risk assessment	p. 250
Improving the effectiveness of accident prevention	p. 254
Safe design	p. 257
Safe construction	p. 259
Protecting the public	p. 264
Related environmental issues	p. 265
Emerging issues for project safety, health and the environment	p. 267
Integrated systems for quality, health, safety and the environment	p. 271
Conclusion	p. 272
Appendix Guidelines to minimum practice requirements	p. 274
Notes	p. 277
References	p. 278
11 The PFI model	p. 279
Introduction	p. 280
How does PFI work?	p. 280
The culture of PFI	p. 290
Risk identification and allocation	p. 293
Sector differences in PFI	p. 295
Issues affecting the operation of PFI projects	p. 298
Construction performance in PFI projects	p. 303
Private DBFO or BOOT	p. 304
Conclusions	p. 305
Note	p. 306
References	p. 306
12 Supply chain management in construction	p. 308
Introduction	p. 308
The theoretical roots of SCM	p. 312
SCM in construction	p. 327
Conclusion	p. 335
References	p. 337
13 Quality and customer care	p. 340
The Egan threshold	p. 340
Handy's principles of customer care	p. 342
Models of quality	p. 345
TQM and customer focus	p. 348
Relationship marketing	p. 351
Conclusion	p. 353
References	p. 354
14 Project close and systems improvement	p. 356
Finishing a project off	p. 356
Project reviews	p. 360
Systems improvement	p. 361
Conclusion	p. 366
References	p. 368
15 Towards a more integrated approach	p. 369
Integration	p. 371
References	p. 382
Appendix The Andover North Site Redevelopment Project	p. 383
Glossary	p. 390

Available:*

On Order

Summary

Summary

Author Notes

Table of Contents