Project Management in Construction 1st Edition by Dennis Lock ISBN 9780566086120 by Dennis Lock 9780566086120, 0566086123 instant download after payment.

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ISBN 13: 9780566086120
Author: Dennis Lock

The one thing that all well-run, profitable construction projects have in common is that they benefit from good project managers. People who have the skills to plan the project, manage it and keep it on track whenever tight timescales, costs, people or other difficulties threaten to derail it. The good news is that there is no secret art to project management. These are the skills that any manager can learn and use. Project Management in Construction is a practical, easy-to-read guide to defining, organizing, planning, and executing a construction project so that it is completed to the satisfaction of the principal stakeholders. The book is part of the Leading Construction Series co-published by Gower and CITB-ConstructionSkills. The Leading Construction Series is part of a CITB-ConstructionSkills initiative to develop management skills within the industry. The books in this series are designed to be essentially practical, with a firm grounding in the construction industry.

Project Management in Construction 1st Table of contents:

Chapter 1 – Introducing Project Management
Common-sense principles of project management
Project success or failure
Three primary objectives
Budget
Delivery or handover on time
Quality
Balancing the three primary objectives
Wider concerns of stakeholders
Chapter 2 – Planning Small Projects
Managing a very tiny project with simple logic and common sense
When common sense is not enough
Bar charts
Workshop project
Project definition and cost estimate
Below-the-line cost items
Bar chart – first attempt
Linked bar charts
Bar charts for resource scheduling
Bar chart pros and cons
What makes an effective schedule?
Chapter 3 – Planning Small Projects with Critical Path Networks
Critical path network analysis using the precedence system
Logical sequence of tasks
Practical ways of sketching precedence network diagrams
Milestones
Adding the dimension of time to the network
Time units
Estimating task durations
Time analysis
The forward pass
Day and night – computer style
The backward pass
Float and the critical path
Precedence network for the workshop project
What the network diagram cannot tell us
What the network diagram can tell us
Analysing and tabulating the time analysis results for the workshop project
Review of the time analysis calculations
Dangles and loops
Complex links in precedence network diagrams
Chapter 4 – Scheduling Project Resources
Three kinds of project resource
Exhaustible resources
Replaceable resources
Re-usable resources
Resources that can, or cannot, be scheduled
Do we really need to schedule any resources?
Circumstances where resource scheduling might not be needed
Circumstances where resource scheduling must be considered or is essential
Benefits of resource scheduling
Making a start
Naming and quantifying the resources to be scheduled
Estimating the resources needed for each task
Rate constancy
Scheduling rules
Resource aggregation
Resource-limited scheduling
Time-limited scheduling
Chapter 5 – Larger and More Complex Plans
Work breakdown structure (WBS)
Two work breakdown examples
WBS for the workshop project
WBS for a passenger railway
Introducing a larger project
WBS and coding system for the UFO shopping mall project
Form of the WBS
Developing a coding system for the UFO shopping mall project
Summary of the UFO shopping mall project WBS and its coding
Planning and scheduling phase 3 of the UFO shopping mall project
The top-level summary plan
Detailed hierarchical plans for phase 3 of the UFO shopping mall project
Putting things into perspective
Chapter 6 – Getting Help from the Computer
Capabilities of project management software
Data error checks
Time analysis
Resources and costs
Filtering and sorting
Changing or updating the schedule
The workshop project meets the computer
Material costs for the workshop project
Network links
Dates and calendars
Time analysis of the workshop project using Microsoft Project 2000
Data entry
Customized reports for the workshop project after time analysis
Cash outflow report
Resource scheduling of the workshop project by Primavera SureTrak Project Manager
Choosing project management software
Chapter 7 – Organizing the Larger Project
Charting the organization
A manager’s span of control
Project teams and task forces
Advantages and disadvantages of a project team or task force
Matrix organization for a single project
Coordination matrix
Matrix organizations for several simultaneous projects
Advantages and disadvantages of matrix organizations
A contract matrix for a single project
The client
The managing contractor
The bank
The financial guarantor
The independent consulting engineer
The purchasing agent
Vendors of project materials
Makers of major equipment
Construction site manager
Hybrid organizations
Joint venture organizations
Organizing project procedures: the project manual or handbook
Chapter 8 – Risk Management
Know your enemy: what are the risks?
Classifying risks
Putting priorities on different kinds of risk
Failure mode and effect analysis (FMEA)
Failure mode, effect and criticality analysis (FMECA)
Common sense
Risk countermeasures
Risk avoidance
Taking precautions
Risk acceptance
Risk sharing
Risk limitation
Risk transference through insurance
Insurance
Categories of insurance
Legally required insurances
Other risks that can be covered by insurance
Contractors’ all risks insurance for construction and engineering projects
Decennial (latent defects) insurance
Accident and sickness insurance
Key person insurance
Pecuniary insurance
Risks which cannot be covered by insurance
Obtaining insurance
Statistical methods for dealing with uncertainty in plans and cost budgets
Program evaluation and review technique (PERT)
Using a computer for PERT
Tailpiece
Chapter 9 – Controlling Project Costs
A brief introduction to project accounting
Direct and indirect costs
Cost estimating
Initial cost estimates
Above-the-line cost items
Below-the-line allowances
Pricing the project
Different estimating accuracies
Cost estimates and the work breakdown structure
Setting cost budgets
Basic departmental budgets
Treatment of below-the-line estimates
Budgets and project changes
The project manager’s responsibilities in cost accounting
Labour costs
Costs of materials and equipment
Cost reporting
A common system of project cost reporting using earned value analysis

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Tags: Dennis Lock, Management, Construction