Programme management in construction

Title:

Personal Author:

Barnes, Peter T., author

Publication Information:

London : ICE Publishing, 2015

Physical Description:

xii, 144 p. : ill. ; 25 cm.

ISBN:

9780727760142

Abstract:

Program Management in Construction introduces the application of program management to professionals in the construction industry through demonstrating how program management techniques could have been applied for a more optimal outcome in a real-life example. Encompassing the different activities of a program pre-design feasibility and master plan, design (including BIM), contracts and bill of quantities formation, qualification and appointment of contractor(s), supervision and control of the works, handover and facilities management, this book explains how program management methodology can enable a seamless flow of information between the major stakeholders allowing simultaneous management of the full scope of work and full range of activities necessary to keep complex multi-disciplinary projects on time, on budget and to required quality specifications.

Subject Term:

Project management

Construction industry -- Management

Added Author:

Farren, Roy,

Haidar, Ali D.,

Wells, Kenneth P.,

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010341856	TA190 B376 2015	Open Access Book	Book	Searching... Unknown

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Summary

Programme Management in Construction provides a comprehensive introduction to the application of programme management in the construction industry, demonstrating detailed coverage of programme management techniques through best practice guidance and case study examples.

Encompassing project, design and construction management, this book explains how programme management methodology can enable a seamless flow of information between the major stakeholders to allow simultaneous management of the full scope of work and the full range of activities necessary to deliver complex multidisciplinary projects on time, on budget and to the required quality specifications.

Programme Management in Construction:

* discusses design team formation and work stages, charter agreements, Building Information Management/Modelling and analyses current case studies such as financial and programme pre-planning illustrations
* presents the decision-making tools available to navigate potential pitfalls and effectively plan and co-ordinate large construction programmes
* provides an example of a programme, carried through the whole book, considering the successes and failures of the management of the programme
* examines the contractual and legal implications of challenges and opportunities faced by programme managers.

Programme Management in Constructionshares the visionary insights and practical experiences of four industry experts who present the multi-faceted nature of programme management for construction professionals. Setting out broad definitions, sound philosophy and theory, and specific practical implications of the applications of programme management, this book is essential reading for the client, stakeholders, contractors and other practitioners dealing with large projects and programmes in the construction industry worldwide.

Author Notes

Peter T. Barnes MSc, DiplCArb, FClArb, FCIOB, MRICS, MICE, MinstCES. Director, Blue Sky ADR Ltd, London, UK
Roy Farren BArch, AA Dip, RIBA, MIA, MCMI, ISAA. Director, Farren Design Consulting, London, UK
Ali D. Haidar BSc Civil Engineering, MSc Civil Engineering, PhD, MSc Construction Law. Consultant, Dar Al Riyadh, Kingdom of Saudi Arabia
Kenneth P. Wells BCN, CGC. Consultant, Dar Al Riyadh, Kingdom of Saudi Arabia

Dedication	p. ii
Preface	p. ix
About the authors	p. xi
01 Introduction to programme management	p. 1
1.1 An overview	p. 1
1.2 Programme management definitions	p. 2
1.3 Programme phases	p. 4
1.4 The role of the programme manager	p. 7
References	p. 12
02 Programme management concept and scope	p. 13
2.1 Programme process	p. 13
2.2 Programme requirements	p. 15
2.3 Scope management	p. 16
2.4 Cost management	p. 6
2.5 Schedule management	p. 17
2.6 Programme delivery methods	p. 17
2.7 Programme management plan	p. 17
2.8 Design stage management of a programme	p. 17
2.9 Delivering and measuring programme quality	p. 18
2.10 Programme cost stage management	p. 18
2.11 Building information modelling (BIM)	p. 18
2.12 Quality control	p. 19
2.13 Programme commissioning	p. 19
2.14 Programme management report	p. 19
2.15 Programme management quality assurance	p. 20
2.16 Programme management consultancies' scope of services - a case study	p. 21
2.17 Design and design activities	p. 27
2.18 Programme pre-construction documents	p. 29
2.19 Programme execution	p. 30
2.20 Programme management compared to portfolio management	p. 32
2.21 Summary objectives of programme management	p. 34
References	p. 35
03 Pre-planning and decision making	p. 37
3.1 Pre-planning framework in programme management	p. 37
3.2 Pre-goal-setting	p. 38
3.3 Execution modelling	p. 39
3.4 Decision makers' hierarchy in a programme	p. 41
3.5 Decision-making framework	p. 43
3.6 Programme management decision making	p. 46
3.7 Decision-making components	p. 46
3.8 The decision-making environment of a programme	p. 47
3.9 Decision-making models	p. 47
3.10 Contingency view	p. 48
References	p. 48
04 Case studies	p. 49
4.1 Description	p. 49
4.2 Case study: Programme One	p. 52
4.3 Case study: Programme Two	p. 57
4.4 Case study: Programme Three	p. 66
4.5 Case study: Programme Four	p. 71
4.6 Summary	p. 77
Reference	p. 78
05 Programme management contracts formation	p. 79
5.1 Introduction	p. 79
5.2 The contract between a client and a programme management consultancy practice	p. 80
5.3 Procurement routes	p. 80
5.4 A building information modelling (BIM) approach to contracts	p. 88
5.6 Main elements of a programme management contract	p. 91
References	p. 93
06 Planning in programme management	p. 95
6.1 Network-based scheduling - an introduction	p. 95
6.2 Project planning - a critical path method	p. 96
6.3 Programme planning	p. 99
6.4 Critical path method: an analytical review	p. 102
6.5 Impact of the critical path method on liquidated damages	p. 102
6.6 Extension of time	p. 103
6.7 Planning complexity and float	p. 104
6.8 Acceleration of a programme	p. 105
6.9 Risk distribution in managing delays	p. 106
6.10 Completion, early completion and acceleration	p. 107
6.11 Programme float ownership	p. 108
6.12 Programme structure within a programme	p. 109
6.13 Responsibilities and function within a structure	p. 110
References	p. 111
07 Design in programme management	p. 113
7.1 Design definition	p. 113
7.2 Design roles and responsibilities	p. 118
7.3 Design work stages	p. 122
7.4 Design tools for programme management	p. 125
7.5 Urban programme management	p. 128
7.6 Case studies in programme management	p. 129
References	p. 130
08 Programme management-the future	p. 131
8.1 Programme management trends	p. 131
8.2 Future challenges, tools, and new techniques for design in programme management	p. 133
8.3 Future trends in programme management	p. 135
8.4 Trends that dictate the need for change in programme management procedures	p. 136
8.5 Possible improvements in programme management in the future	p. 137
8.6 Conclusion	p. 138
Reference	p. 138
Index	p. 139

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Summary

Summary

Author Notes

Table of Contents