Project Management in Construction By Dennis Lock.
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Contents:
Chapter 1 – Introducing Project Management
Common-sense principles of project management
Project success or failure
Chapter 2 – Planning Small Projects
Managing a very tiny project with simple logic and common sense
When common sense is not enough
Bar charts
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
Practical ways of sketching precedence network diagrams
Adding the dimension of time to the network
Precedence network for the workshop project
Dangles and loops
Complex links in precedence network diagrams
Chapter 4 – Scheduling Project Resources
Three kinds of project resource
Resources that can, or cannot, be scheduled
Do we really need to schedule any resources?
Making a start
Scheduling rules
Chapter 5 – Larger and More Complex Plans
Work breakdown structure (WBS)
Introducing a larger project
WBS and coding system for the UFO shopping mall project
Planning and scheduling phase 3 of the UFO shopping mall project
Putting things into perspective
Chapter 6 – Getting Help from the Computer
Capabilities of project management software
The workshop project meets the computer
Time analysis of the workshop project using Microsoft Project 2000
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
Matrix organization for a single project
Matrix organizations for several simultaneous projects
A contract matrix for a single project
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
Risk countermeasures
Insurance
Statistical methods for dealing with uncertainty in plans and cost budgets
Tailpiece
Chapter 9 – Controlling Project Costs
A brief introduction to project accounting
Cost estimating
Setting cost budgets
The project manager’s responsibilities in cost accounting
Cost reporting
Cost control
Chapter 10 – Controlling Cash and Progress
Scheduling cash outflows
Scheduling cash inflows
Scheduling net cash flow
The financial status of external organizations
Managing progress
Managing progress in a larger organization
Progress reports
Meetings
Chapter 11 – Controlling Changes
Types of change
General change administration procedures
Contract variations
Daywork sheets
Changes and contract administration
Chapter 12 – Handover and Close-out
Lessons learned
Handover timing and snagging lists 173
As-built condition
Closure administration
Handover and close-out
Selected Bibliography
Index
Preface: Innovations in production and project management over the last 100 years were driven first by the manufacturing companies and, later, by the aerospace and defence industries. The construction industry has a long record of project management practice and is well recognized for using or adapting appropriate project management methods and software to good effect. Even in the early 1970s I knew of construction companies that were planning their projects in novel and imaginative ways that today might still be considered advanced. It’s always good to be writing for an appreciative audience, so when I was invited to work on this book in collaboration with the Construction Industry Training Board I jumped at the chance. I have not been disappointed, and this has proved to be one of my most enjoyable writing engagements.
Project management spans many management disciplines and relies on a wide range of diverse technical and managerial skills. The average construction project manager must be able to communicate and work with the client, the company accountant, the bank, the purchasing manager, the architect, the design engineer, specialists and contractors in specialist trades, site supervisors, the human resources manager, lawyers, insurers, various professional bodies, and with local authority officers and other statutory bodies. The construction industry, like many others, is awash with regulations, some of which carry severe penalties if they are flouted. So project management can be a very broad subject, impossible to cover fully in a single introductory textbook.
However, if we pare away all the ancillary topics, a small group of essential core project management skills remains. These are the methods by which a project is organized, planned and controlled. These are the essential processes needed to ensure that the project meets the three primary objectives of cost, time and performance or, in other words, that the project is finished to the mutual satisfaction of the client and the contractor. But confining the discussion to these core elements still leaves a wide range of possible topics because the project management methods chosen will depend to a large extent on the size and nature of the project. Even the objectives themselves are not always clear-cut, and there will always be other ‘stakeholders’, apart from the client and the contractor, whose wishes must be taken into account.
So, writing about project management could be seen as a daunting task. What should I have included and what should have been left out? However, my work was made considerably easier by the knowledge that this book has companion volumes that deal specifically with other important related topics. That left me free to concentrate on the core issues, so that is what I have done.
A few large projects need very sophisticated techniques but most projects are relatively small and can be managed with a mix of common sense and fairly straightforward methods. Every successful modern construction company of significant size has at least one project support office or planning group. Thus the large construction groups are not short of experts when it comes to dealing with very large projects. So this book is intended as an introduction for those who are new to the subject, starting with projects at the smaller end of the scale.
I start by describing topics that are best suited to very small projects. Later chapters are organized to some extent so that they gradually become more relevant to larger and more complex projects. So the reader who has a small family business will probably need to read only the first few chapters. But, as that family business expands and the projects (and, we hope, the profits) become larger, he or she can revisit this book and delve into the later chapters. There is a short list of titles at the end for those who would like to read further into the subject of this rewarding profession.
I cannot end this Preface without acknowledging the support that I have received from senior members of the Construction Industry Training Board. I must also thank Robert Pow, whose wide experience of the insurance industry was invaluable for Chapter 8. Finally, I am indebted to Dr David J. Cooper of the University of Salford, consulting editor for this series, for his advice and constructive criticism, both of an early draft and of the final manuscript.
Dennis Lock
St Albans
2004
Suggested Reading Guide:
This book starts with chapters for those new to project management – people who are carrying out simple construction projects in small (perhaps family-run) businesses. Some of the later chapters will be of more interest to those who already have some experience of project management and explain methods that are more applicable to larger companies and more complex projects. Thus some readers will not need to read all the chapters, at least on their first visit to this book. Here, therefore, is a suggested initial reading plan.
For all readers, irrespective of company size:
Chapters 1, 2, 3, 9, 10, 11 and the last section of Chapter 12.
For readers working in medium- to large-sized companies, especially those handling larger
projects:
Chapters 4, 5, 6, 7, 8 and all of Chapter 12.
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Project Management in Construction by Dennis Lock pdf.
Book Details:
⏩Author: Dennis Lock
⏩Published November 1st 2007 by Gower Publishing Company
⏩first published September 2004
⏩Language: English
⏩Pages: 209
⏩Size: 1.37 MB
⏩Format: PDF
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