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Construction Project Management.

By: Contributor(s): Publisher: New York : John Wiley & Sons, Incorporated, 2015Copyright date: ©2015Edition: 6th edDescription: 1 online resource (352 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781118745250
Subject(s): Genre/Form: Additional physical formats: Print version:: Construction Project ManagementDDC classification:
  • 690.068/4
LOC classification:
  • TH438 .S384 2015
Online resources:
Contents:
Intro -- Construction Project Management -- Contents -- Preface -- 1 Construction Practices -- 1.1 Introduction -- 1.2 The Construction Industry -- 1.3 The Construction Project -- 1.4 Project Stages -- 1.5 Owner -- 1.6 Architect‐Engineer -- 1.7 Prime Contractor -- 1.8 Competitive Bidding -- 1.9 Negotiated Contracts -- 1.10 Combined Bidding and Negotiation -- 1.11 Subcontracting -- 1.12 Design‐Bid‐Construct -- 1.13 Fast Tracking -- 1.14 Construction Contract Services -- 1.15 Construction Services -- 1.16 Design‐Construct -- 1.17 Construction Management -- 1.18 Fixed‐Sum Contract -- 1.19 Cost‐Plus‐Fee Contracts -- 1.20 Work‐by‐Force Account -- 1.21 Turnkey and BOT Contracts -- 1.22 Integrated Project Delivery -- 1.23 Speculative Construction -- 1.24 Management during the Design Phase -- 1.25 Management of Field Construction -- 1.26 Project Manager -- 1.27 Project Manager Qualifications -- Key Points and Questions -- 2 Systematic Project Management -- 2.1 Introduction -- 2.2 Need for Project Management -- 2.3 Project Management Characteristics -- 2.4 Discussion Viewpoint -- 2.5 Management Procedures -- 2.6 Time and Cost Management -- 2.7 Planning and Scheduling -- 2.8 CPM Procedure -- 2.9 Time Monitoring and Control -- 2.10 Project Cost System -- 2.11 Estimating the Project -- 2.12 Project Cost Accounting -- 2.13 Resource Management -- 2.14 Project Financial Control -- 2.15 Automating Project Management Tasks -- 2.16 Manual Methods -- 2.17 Discussion Format -- 2.18 Example Projects -- Key Points and Questions -- 3 Project Estimating -- 3.1 Introduction -- 3.2 Project Cost System -- 3.3 Preliminary Cost Estimates -- 3.4 Final Cost Estimate -- 3.5 Example Projects -- 3.6 Quantity Survey -- 3.7 Management Input -- 3.8 Field Supervision -- 3.9 Construction Methods -- 3.10 General Time Schedule -- 3.11 Construction Equipment -- 3.12 Summary Sheets.
3.13 Material Costs -- 3.14 Labor Costs -- 3.15 Indirect Labor Costs -- 3.16 Labor Unit Costs -- 3.17 The Cost of Heavy Equipment -- 3.18 Bids from Subcontractor -- 3.19 Project Overhead -- 3.20 Home Office Overhead -- 3.21 Markup -- 3.22 Contract Bonds -- 3.23 Recap Sheet -- 3.24 Cost Models -- 3.25 Project Budget -- 3.26 Progress Estimate -- 3.27 Estimating for Changes -- Key Points and Questions -- 4 Project Planning -- 4.1 Introduction -- 4.2 CPM Procedure -- 4.3 Planning Phase -- 4.4 Job Activities -- 4.5 Job Logic -- 4.6 Restraints -- 4.7 Beginning‐to‐End Planning -- 4.8 Top‐Down Planning and the Work Breakdown Structure -- 4.9 Precedence Notation -- 4.10 Precedence Diagram -- 4.11 Network Format -- 4.12 Lag Relationships -- 4.13 Precedence Diagram for the Example Projects -- 4.14 Value of Precedence Network -- 4.15 Repetitive Operations -- 4.16 Network Interfaces -- 4.17 Master Network -- 4.18 Subnetworks -- 4.19 Computer Applications for Planning -- Key Points and Questions -- 5 Project Scheduling Concepts -- 5.1 Introduction -- 5.2 Scheduling Procedure -- 5.3 Activity Times -- 5.4 Rules for Estimating Activity Durations -- 5.5 Estimating Activity Durations -- 5.6 Time Contingency -- 5.7 Project Weather Delays -- 5.8 Network Time Computations -- 5.9 Early Activity Times -- 5.10 Project Duration -- 5.11 Late Activity Times -- 5.12 Total Float -- 5.13 Critical Path -- 5.14 Free Float -- 5.15 Activity Time Information -- 5.16 Float Paths -- 5.17 Early‐Start Schedule -- 5.18 Tabular Time Schedules -- 5.19 Activities and Calendar Dates -- 5.20 Calendars for Weather -- 5.21 Lags between Activities -- 5.22 Pipeline Scheduling Computations -- 5.23 Pipeline Summary Diagram -- 5.24 Interface Computations -- 5.25 Hammock Activity -- 5.26 Milestones -- 5.27 Time‐Scaled Networks -- 5.28 Nature and Significance of Floats -- 5.29 Bar Charts.
5.30 Computer Applications for Scheduling -- Key Points and Questions -- 6 Production Planning -- 6.1 Introduction -- 6.2 Planning Team -- 6.3 Reengineering the Project -- 6.4 Planning for Production -- 6.5 Support Planning -- 6.6 Technical Problems -- 6.7 Personnel Planning -- 6.8 Safety Planning -- 6.9 Planning for Quality -- 6.10 Material Ordering and Expediting -- 6.11 Material Handling, Storage, and Protection -- 6.12 Equipment Planning -- 6.13 The New Production Model -- Key Points and Questions -- 7 Managing Time -- 7.1 Introduction -- 7.2 Time Schedule Adjustments -- 7.3 Need for Time Reduction -- 7.4 General Time‐Reduction Procedure -- 7.5 Shortening the Longest Time Path -- 7.6 Project Direct Costs -- 7.7 Variation of Activity Direct Cost with Time -- 7.8 Project Indirect Costs -- 7.9 Practical Aspects of Time Reduction -- 7.10 Reduction of the Highway Bridge Duration -- 7.11 Time Reduction of Highway Bridge by Expediting -- 7.12 Least‐Cost Expediting of the Highway Bridge -- 7.13 Limitations on Time‐Reduction Steps -- 7.14 Variation of Total Project Cost with Time -- 7.15 Expedited Highway Bridge Schedule -- 7.16 Milestone and Interface Events -- 7.17 Project Extension -- 7.18 Time Management System -- 7.19 Aspects of Time Management -- 7.20 Key‐Date Schedules -- 7.21 Adjustment of Move‐in Date -- Key Points and Questions -- 8 Resource Management -- 8.1 Introduction -- 8.2 Objective of Resource Management -- 8.3 Project Resource Management -- 8.4 Aspects of Resource Management -- 8.5 Tabulation of Labor Requirements -- 8.6 Project Labor Summary -- 8.7 Variation in Labor Demand -- 8.8 Manpower Leveling -- 8.9 Heuristic Manpower Leveling -- 8.10 Numerical Example -- 8.11 Labor Leveling in Practice -- 8.12 Restricted Labor Supply -- 8.13 Complex Labor Scheduling -- 8.14 Equipment Management and Scheduling -- 8.15 The Construction Supply Chain.
8.16 Material Scheduling -- 8.17 Resource Expediting -- Key Points and Questions -- 9 Project Scheduling Applications -- 9.1 Introduction -- 9.2 Role of the Schedule -- 9.3 Operational Schedules -- 9.4 Organizing Schedule Data -- 9.5 Schedule Presentation Formats -- 9.6 Schedules for Repetitive Operations -- 9.7 Impacted Baseline Schedule -- 9.8 But‐for or Collapsed As‐Built Schedule -- 9.9 Legal Schedules -- 9.10 Handling Weather Effects and Other Unknowns -- 9.11 Presenting the Schedule -- Key Points and Questions -- 10 Project Coordination -- 10.1 Introduction -- 10.2 Schedule Information on the Job -- 10.3 Detailed Schedules -- 10.4 Subcontractor Scheduling -- 10.5 Activity Planning -- 10.6 The Last Planner Process© -- 10.7 Production Checklists -- 10.8 Look‐Ahead Schedules -- 10.9 Planning the Paperwork -- 10.10 Putting the Plans on Paper -- 10.11 Progress Measurement -- 10.12 Progress Reporting -- 10.13 Bar Charts -- 10.14 Highway Bridge as of July 14 -- 10.15 Weekly Progress Reports -- 10.16 Field Progress Narrative -- 10.17 July 21 Status of Highway Bridge -- 10.18 Progress Analysis -- 10.19 Schedule Analysis to Determine Project Delays -- 10.20 Corrective Action -- 10.21 Network Updating -- 10.22 Updating Calculations Manually -- 10.23 Scheduling Software -- 10.24 Project Progress Curves -- Key Points and Questions -- 11 Project Cost System -- 11.1 Introduction -- 11.2 The Construction Cost Cycle -- 11.3 Objectives of a Cost System -- 11.4 Project Cost Control -- 11.5 Data for Estimating -- 11.6 Project Cost Code -- 11.7 Usage of Project Cost Code -- 11.8 Project Cost Accounting -- 11.9 Labor and Equipment Costs -- 11.10 Cost Accounting Reports -- 11.11 Labor Time Reporting -- 11.12 Time Card Preparation -- 11.13 Measurement of Work Quantities -- 11.14 Work Quantities from Network Activities -- 11.15 Cost Records and Reports.
11.16 Weekly Labor Reports -- 11.17 Weekly Labor Cost Report -- 11.18 Equipment Cost Accounting -- 11.19 Monthly Cost Forecast -- 11.20 Time‐Cost Envelope -- 11.21 Earned Value Management System -- 11.22 Forecasting Final Project Results Using the EVMS -- 11.23 Special Cost Accounting Problems -- 11.24 Production Cost Reduction -- 11.25 Information for Estimating -- 11.26 Postproject Evaluation -- 11.27 Software Applications -- 11.28 Accuracy of Estimating -- Key Points and Questions -- 12 Project Financial Management -- 12.1 Introduction -- 12.2 Financial Control -- 12.3 Progress Payments -- 12.4 Pay Requests for Unit‐Price Contracts -- 12.5 Project Cost Breakdown -- 12.6 Pay Requests for Lump‐Sum Contracts -- 12.7 Use of Time‐Control Activities for Pay Requests -- 12.8 Pay Requests for Cost‐Plus Contracts -- 12.9 Payments to Subcontractors -- 12.10 Schedule of Payments by Owner-Unit‐Price Contract -- 12.11 Schedule of Payments by Owner-Lump‐Sum Contract -- 12.12 Final Payment -- 12.13 Cash Flow -- 12.14 Cash Disbursement Forecasts -- 12.15 Cash Income Forecasts -- 12.16 Disbursement Controls -- 12.17 Project Changes -- 12.18 Contract Change Orders -- 12.19 Claims -- 12.20 Daily Job Log -- Key Points and Questions -- Index -- EULA.
Summary: A thoroughly updated edition of the classic guide to project management of construction projects For more than thirty years, Construction Project Management has been considered the preeminent guide to all aspects of the construction project management process, including the Critical Path Method (CPM) of project scheduling, and much more. Now in its Sixth Edition, it continues to provide a solid foundation of the principles and fundamentals of project management, with a particular emphasis on project planning, demonstrated through an example project, along with new pedagogical elements such as end-of-chapter problems and questions and a full suite of instructor's resources. Also new to this edition is information on the Earned Value Analysis (EVA) system and introductory coverage of Building Information Modeling (BIM) and Lean Construction in the context of project scheduling. Readers will also benefit from building construction examples, which illustrate each of the principles of project management. This information, combined with the case studies provided in the appendix, gives readers access to hands-on project management experience in the context of real-world project management problems. Features two integrated example projects-one civil and one commercial-fully developed through the text Includes end-of-chapter questions and problems Details BIM in scheduling procedures, Lean Construction, and Earned Value Analysis, EVA Provides teaching resources, including PowerPoint slides, interactive diagrams, and an Instructor's Manual with solutions for the end-of-chapter questions Construction Management and Civil Engineering students and professionals alike will find everything they need, to understand and to master construction project management in this classic guide.
Holdings
Item type Current library Call number Status Date due Barcode Item holds
Ebrary Ebrary Afghanistan Available EBKAF-N0001449
Ebrary Ebrary Algeria Available
Ebrary Ebrary Cyprus Available
Ebrary Ebrary Egypt Available
Ebrary Ebrary Libya Available
Ebrary Ebrary Morocco Available
Ebrary Ebrary Nepal Available EBKNP-N0001449
Ebrary Ebrary Sudan Available
Ebrary Ebrary Tunisia Available
Total holds: 0

Intro -- Construction Project Management -- Contents -- Preface -- 1 Construction Practices -- 1.1 Introduction -- 1.2 The Construction Industry -- 1.3 The Construction Project -- 1.4 Project Stages -- 1.5 Owner -- 1.6 Architect‐Engineer -- 1.7 Prime Contractor -- 1.8 Competitive Bidding -- 1.9 Negotiated Contracts -- 1.10 Combined Bidding and Negotiation -- 1.11 Subcontracting -- 1.12 Design‐Bid‐Construct -- 1.13 Fast Tracking -- 1.14 Construction Contract Services -- 1.15 Construction Services -- 1.16 Design‐Construct -- 1.17 Construction Management -- 1.18 Fixed‐Sum Contract -- 1.19 Cost‐Plus‐Fee Contracts -- 1.20 Work‐by‐Force Account -- 1.21 Turnkey and BOT Contracts -- 1.22 Integrated Project Delivery -- 1.23 Speculative Construction -- 1.24 Management during the Design Phase -- 1.25 Management of Field Construction -- 1.26 Project Manager -- 1.27 Project Manager Qualifications -- Key Points and Questions -- 2 Systematic Project Management -- 2.1 Introduction -- 2.2 Need for Project Management -- 2.3 Project Management Characteristics -- 2.4 Discussion Viewpoint -- 2.5 Management Procedures -- 2.6 Time and Cost Management -- 2.7 Planning and Scheduling -- 2.8 CPM Procedure -- 2.9 Time Monitoring and Control -- 2.10 Project Cost System -- 2.11 Estimating the Project -- 2.12 Project Cost Accounting -- 2.13 Resource Management -- 2.14 Project Financial Control -- 2.15 Automating Project Management Tasks -- 2.16 Manual Methods -- 2.17 Discussion Format -- 2.18 Example Projects -- Key Points and Questions -- 3 Project Estimating -- 3.1 Introduction -- 3.2 Project Cost System -- 3.3 Preliminary Cost Estimates -- 3.4 Final Cost Estimate -- 3.5 Example Projects -- 3.6 Quantity Survey -- 3.7 Management Input -- 3.8 Field Supervision -- 3.9 Construction Methods -- 3.10 General Time Schedule -- 3.11 Construction Equipment -- 3.12 Summary Sheets.

3.13 Material Costs -- 3.14 Labor Costs -- 3.15 Indirect Labor Costs -- 3.16 Labor Unit Costs -- 3.17 The Cost of Heavy Equipment -- 3.18 Bids from Subcontractor -- 3.19 Project Overhead -- 3.20 Home Office Overhead -- 3.21 Markup -- 3.22 Contract Bonds -- 3.23 Recap Sheet -- 3.24 Cost Models -- 3.25 Project Budget -- 3.26 Progress Estimate -- 3.27 Estimating for Changes -- Key Points and Questions -- 4 Project Planning -- 4.1 Introduction -- 4.2 CPM Procedure -- 4.3 Planning Phase -- 4.4 Job Activities -- 4.5 Job Logic -- 4.6 Restraints -- 4.7 Beginning‐to‐End Planning -- 4.8 Top‐Down Planning and the Work Breakdown Structure -- 4.9 Precedence Notation -- 4.10 Precedence Diagram -- 4.11 Network Format -- 4.12 Lag Relationships -- 4.13 Precedence Diagram for the Example Projects -- 4.14 Value of Precedence Network -- 4.15 Repetitive Operations -- 4.16 Network Interfaces -- 4.17 Master Network -- 4.18 Subnetworks -- 4.19 Computer Applications for Planning -- Key Points and Questions -- 5 Project Scheduling Concepts -- 5.1 Introduction -- 5.2 Scheduling Procedure -- 5.3 Activity Times -- 5.4 Rules for Estimating Activity Durations -- 5.5 Estimating Activity Durations -- 5.6 Time Contingency -- 5.7 Project Weather Delays -- 5.8 Network Time Computations -- 5.9 Early Activity Times -- 5.10 Project Duration -- 5.11 Late Activity Times -- 5.12 Total Float -- 5.13 Critical Path -- 5.14 Free Float -- 5.15 Activity Time Information -- 5.16 Float Paths -- 5.17 Early‐Start Schedule -- 5.18 Tabular Time Schedules -- 5.19 Activities and Calendar Dates -- 5.20 Calendars for Weather -- 5.21 Lags between Activities -- 5.22 Pipeline Scheduling Computations -- 5.23 Pipeline Summary Diagram -- 5.24 Interface Computations -- 5.25 Hammock Activity -- 5.26 Milestones -- 5.27 Time‐Scaled Networks -- 5.28 Nature and Significance of Floats -- 5.29 Bar Charts.

5.30 Computer Applications for Scheduling -- Key Points and Questions -- 6 Production Planning -- 6.1 Introduction -- 6.2 Planning Team -- 6.3 Reengineering the Project -- 6.4 Planning for Production -- 6.5 Support Planning -- 6.6 Technical Problems -- 6.7 Personnel Planning -- 6.8 Safety Planning -- 6.9 Planning for Quality -- 6.10 Material Ordering and Expediting -- 6.11 Material Handling, Storage, and Protection -- 6.12 Equipment Planning -- 6.13 The New Production Model -- Key Points and Questions -- 7 Managing Time -- 7.1 Introduction -- 7.2 Time Schedule Adjustments -- 7.3 Need for Time Reduction -- 7.4 General Time‐Reduction Procedure -- 7.5 Shortening the Longest Time Path -- 7.6 Project Direct Costs -- 7.7 Variation of Activity Direct Cost with Time -- 7.8 Project Indirect Costs -- 7.9 Practical Aspects of Time Reduction -- 7.10 Reduction of the Highway Bridge Duration -- 7.11 Time Reduction of Highway Bridge by Expediting -- 7.12 Least‐Cost Expediting of the Highway Bridge -- 7.13 Limitations on Time‐Reduction Steps -- 7.14 Variation of Total Project Cost with Time -- 7.15 Expedited Highway Bridge Schedule -- 7.16 Milestone and Interface Events -- 7.17 Project Extension -- 7.18 Time Management System -- 7.19 Aspects of Time Management -- 7.20 Key‐Date Schedules -- 7.21 Adjustment of Move‐in Date -- Key Points and Questions -- 8 Resource Management -- 8.1 Introduction -- 8.2 Objective of Resource Management -- 8.3 Project Resource Management -- 8.4 Aspects of Resource Management -- 8.5 Tabulation of Labor Requirements -- 8.6 Project Labor Summary -- 8.7 Variation in Labor Demand -- 8.8 Manpower Leveling -- 8.9 Heuristic Manpower Leveling -- 8.10 Numerical Example -- 8.11 Labor Leveling in Practice -- 8.12 Restricted Labor Supply -- 8.13 Complex Labor Scheduling -- 8.14 Equipment Management and Scheduling -- 8.15 The Construction Supply Chain.

8.16 Material Scheduling -- 8.17 Resource Expediting -- Key Points and Questions -- 9 Project Scheduling Applications -- 9.1 Introduction -- 9.2 Role of the Schedule -- 9.3 Operational Schedules -- 9.4 Organizing Schedule Data -- 9.5 Schedule Presentation Formats -- 9.6 Schedules for Repetitive Operations -- 9.7 Impacted Baseline Schedule -- 9.8 But‐for or Collapsed As‐Built Schedule -- 9.9 Legal Schedules -- 9.10 Handling Weather Effects and Other Unknowns -- 9.11 Presenting the Schedule -- Key Points and Questions -- 10 Project Coordination -- 10.1 Introduction -- 10.2 Schedule Information on the Job -- 10.3 Detailed Schedules -- 10.4 Subcontractor Scheduling -- 10.5 Activity Planning -- 10.6 The Last Planner Process© -- 10.7 Production Checklists -- 10.8 Look‐Ahead Schedules -- 10.9 Planning the Paperwork -- 10.10 Putting the Plans on Paper -- 10.11 Progress Measurement -- 10.12 Progress Reporting -- 10.13 Bar Charts -- 10.14 Highway Bridge as of July 14 -- 10.15 Weekly Progress Reports -- 10.16 Field Progress Narrative -- 10.17 July 21 Status of Highway Bridge -- 10.18 Progress Analysis -- 10.19 Schedule Analysis to Determine Project Delays -- 10.20 Corrective Action -- 10.21 Network Updating -- 10.22 Updating Calculations Manually -- 10.23 Scheduling Software -- 10.24 Project Progress Curves -- Key Points and Questions -- 11 Project Cost System -- 11.1 Introduction -- 11.2 The Construction Cost Cycle -- 11.3 Objectives of a Cost System -- 11.4 Project Cost Control -- 11.5 Data for Estimating -- 11.6 Project Cost Code -- 11.7 Usage of Project Cost Code -- 11.8 Project Cost Accounting -- 11.9 Labor and Equipment Costs -- 11.10 Cost Accounting Reports -- 11.11 Labor Time Reporting -- 11.12 Time Card Preparation -- 11.13 Measurement of Work Quantities -- 11.14 Work Quantities from Network Activities -- 11.15 Cost Records and Reports.

11.16 Weekly Labor Reports -- 11.17 Weekly Labor Cost Report -- 11.18 Equipment Cost Accounting -- 11.19 Monthly Cost Forecast -- 11.20 Time‐Cost Envelope -- 11.21 Earned Value Management System -- 11.22 Forecasting Final Project Results Using the EVMS -- 11.23 Special Cost Accounting Problems -- 11.24 Production Cost Reduction -- 11.25 Information for Estimating -- 11.26 Postproject Evaluation -- 11.27 Software Applications -- 11.28 Accuracy of Estimating -- Key Points and Questions -- 12 Project Financial Management -- 12.1 Introduction -- 12.2 Financial Control -- 12.3 Progress Payments -- 12.4 Pay Requests for Unit‐Price Contracts -- 12.5 Project Cost Breakdown -- 12.6 Pay Requests for Lump‐Sum Contracts -- 12.7 Use of Time‐Control Activities for Pay Requests -- 12.8 Pay Requests for Cost‐Plus Contracts -- 12.9 Payments to Subcontractors -- 12.10 Schedule of Payments by Owner-Unit‐Price Contract -- 12.11 Schedule of Payments by Owner-Lump‐Sum Contract -- 12.12 Final Payment -- 12.13 Cash Flow -- 12.14 Cash Disbursement Forecasts -- 12.15 Cash Income Forecasts -- 12.16 Disbursement Controls -- 12.17 Project Changes -- 12.18 Contract Change Orders -- 12.19 Claims -- 12.20 Daily Job Log -- Key Points and Questions -- Index -- EULA.

A thoroughly updated edition of the classic guide to project management of construction projects For more than thirty years, Construction Project Management has been considered the preeminent guide to all aspects of the construction project management process, including the Critical Path Method (CPM) of project scheduling, and much more. Now in its Sixth Edition, it continues to provide a solid foundation of the principles and fundamentals of project management, with a particular emphasis on project planning, demonstrated through an example project, along with new pedagogical elements such as end-of-chapter problems and questions and a full suite of instructor's resources. Also new to this edition is information on the Earned Value Analysis (EVA) system and introductory coverage of Building Information Modeling (BIM) and Lean Construction in the context of project scheduling. Readers will also benefit from building construction examples, which illustrate each of the principles of project management. This information, combined with the case studies provided in the appendix, gives readers access to hands-on project management experience in the context of real-world project management problems. Features two integrated example projects-one civil and one commercial-fully developed through the text Includes end-of-chapter questions and problems Details BIM in scheduling procedures, Lean Construction, and Earned Value Analysis, EVA Provides teaching resources, including PowerPoint slides, interactive diagrams, and an Instructor's Manual with solutions for the end-of-chapter questions Construction Management and Civil Engineering students and professionals alike will find everything they need, to understand and to master construction project management in this classic guide.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2019. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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