Construction Program Management: 1st Edition (Hardback) book cover

Construction Program Management

1st Edition

By Joseph Delaney

Auerbach Publications

199 pages | 35 B/W Illus.

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Hardback: 9781466575042
pub: 2013-07-22
$90.95
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pub: 2016-04-19
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Description

Although construction is one of the largest industries in the United States, it lags behind other industries in its implementation of modern management techniques such as those contained in the Standard for Program Management (the Standard) by the Project Management Institute (PMI®). Construction Program Management details the successful use of the PMI® approach for the construction of capital programs. It demonstrates, through case studies, how implementation of PMI’s set of tools and techniques can improve the chances of program success.

Exploring tactical and strategic management methods, the book outlines a structured, process-based approach to construction program management that leverages structure to bring order to what can otherwise feel like an overwhelming challenge. The opening chapter focuses on basic definitions of project management and program management—highlighting their similarities and differences. A summary review of the Standard describes how these management concepts can be applied to capital construction programs.

  • Explains how to apply the principles of PMI®’s Standard for Program Management to construction programs
  • Describes the difference between leadership (strategic) and management (tactical) skills
  • Compares and contrasts the program management principles included in the PMI® Body of Knowledge with those of the Construction Management Association of America (CMAA®)

Through the use of case studies this book provides students, practitioners, and stakeholders with a guided tour through each phase of the program management life cycle. Using language that is easy to understand, the book shows that with the right team, the right leader, and the proper implementation of the steps outlined, all programs can obtain true success.

Table of Contents

Process-Based Management Approach

Introduction

Project Management

Program Management

Introduction to the Standard for Program Management by PMI

The Three Themes of Program Management

Program Management Life Cycle

Case Study of an Effective Process-Based Management Approach

Chapter Summary and Key Ideas

Chapter Summary

Key Ideas

Program Management Process Groups

Introduction

Process Groups as CM Processes

Initiation Process

Planning Process

Execution Process

Closure Process

Construction Program Management Life Cycle

Chapter Summary and Key Ideas

Chapter Summary

Key Ideas

Initiation Process

Introduction.

Management versus Leadership

Defining the Ultimate Purpose

Determining Justification and Feasibility

Program Charter

Identifying Risk

Case Study of an Effective CM Initiation Process

Chapter Summary and Key Ideas

Chapter Summary

Key Ideas

Planning Process

Introduction

Program Management Plan

Creating the Master Schedule

Creating the Master Budget

Developing the Quality Management Plan

Developing the Risk Management Plan

Developing the Safety Plan

Developing the Change Management Plan

Developing the Communications Management Plan

Establishing Rules of Engagement

Roles and Responsibilities of the Program Team

Planning and Scheduling Requirements

Critical Intermediate Construction Milestones

Critical Contract Milestones

Safety Policies and Procedures

Alternative Dispute Resolution

Developing the Transition Plan

Case Study of an Effective Planning Process

Chapter Summary and Key Ideas

Chapter Summary

Key Ideas

Execution Process

Introduction

Construction Execution Phases

Design

Constructability Analysis

Value Engineering

Scope Reduction

Procurement

Construction

Partnering and Project Labor Agreements

Monitoring and Controlling Schedule, Cost, and Quality

Case Study of an Effective Monitoring and Control Process

Chapter Summary and Key Ideas

Chapter Summary

Key Ideas

The Closure Process

Introduction

Acceptance of the Results

Managing Contract Closeout

Transitioning to Operations

Reporting Lessons-Learned

Chapter Summary and Key Ideas

Chapter Summary

Key Ideas

Endnotes

About the Author

Joseph Delaney is president and general manager of the construction management services group at Delaney CMS in Union Springs, New York. He is the former president of C&S Design Build Inc., C&S’s program and construction management company, where he started the agency construction management business, and in his 12-year career there, developed it into the fastest-growing and most profitable of the firms’ business units. At C&S, Joe was responsible for more than $1 billion in completed projects in the education, municipal, wastewater, airport, and private development sectors. In his 25 years as a construction professional, Joe has served in many roles including those of project engineer, design coordinator, superintendent, construction manager, program manager, general manager, and president. Joe is a licensed professional engineer, holds the Program Management Professional (PgMP®) credential, is a Certified Construction Manager (CCM®), and is a Leadership in Energy and Environmental Design (LEED®) accredited professional. Joe is the only person in the world with all of these credentials.

In addition, he is an expert critical path method scheduler and has presented both nationally and internationally on construction program management. Joe received his bachelor’s and master’s degrees in civil engineering from the State University of New York at Buffalo. He enjoys sharing his experience leading teams, and has provided leadership training to senior management including his colleagues at the American Council of Engineering Companies (ACEC) Senior Executive Institute and at Fortune 500 companies, including Johnson & Johnson, Inc. Joe was recently the keynote speaker at the Tri-State Diversity Summit where he shared Delaney CMS’s (a woman-owned business enterprise) vision for equality and empowerment.

About the Series

Best Practices in Portfolio, Program, and Project Management

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Subject Categories

BISAC Subject Codes/Headings:
BUS101000
BUSINESS & ECONOMICS / Project Management
TEC005000
TECHNOLOGY & ENGINEERING / Construction / General
TEC009160
TECHNOLOGY & ENGINEERING / Civil / Transport