3rd Edition

Construction Project Management An Integrated Approach

    524 Pages
    by Routledge

    524 Pages
    by Routledge

    Construction Project Management: An Integrated Approach is a management approach to leading projects and the effective choice and use of project management tools and techniques. It seeks to push the boundaries of project management to take on board future needs and user issues.

    Integration of the construction project, meaning closer relations between the project team, the supply chain and the client, is long overdue; however, despite some signs of growth in this area, the industry nonetheless remains fragmented in its approach. The role of the project manager is to integrate diverse interests and unify objectives to achieve a common goal. This has now broadened to include a responsibility, on the parts of both client and team, to ensure that construction addresses current and future societal needs. From an economic perspective, a great deal of waste is connected with conflict, thus a holistic approach that increases the efficiency and effectiveness of the task at hand will inject energy into project management. This third edition now takes on board the impact of technology in building information modelling and other digitised technologies such as artificial intelligence. Together, they open up avenues for more direct and incisive action to test creative design, manufacture directly and communicate spontaneously and intuitively. In time, such technologies will change the role of project managers but will never take away their responsibility to be passionate about construction and to integrate the team. A new chapter has been added that considers future societal needs. This edition is also reordered to make the project life cycle and process chapters clearer.

    This book combines best practice in construction with the theories underpinning project management and presents a wealth of practical case studies – many new. It focuses on all construction disciplines that may manage projects. The book is of unique value to students in the later years of undergraduate courses and those on specialist postgraduate courses in project management and also for practitioners in all disciplines and clients who have experienced the frustration caused by the fragmentation of construction projects.

    1. Introduction

    • Project management process and product
    • the need for integration (Diagram)
    • Definitions, standards and codes
    • Body of Knowledge (BoK) and methodologies
    • PRINCE2TM methodology
    • A conceptual model of integration

    2. Project process and success

    • Integrated approach
    • Project management
    • Programme & portfolio management
    • Project team roles
    • Project manager: skills and functions
    • Ethical project leadership
    • Project complexity
    • Project management maturity model
    • Determining critical success factors

    3. Client Business Case

    • Why, what and how?
    • Strategic issues and Diagram of Business-project integration
    • Business needs
    • Client Brief – risk and value
    • Project constraints and client objectives
    • Presenting a business case
    • Managing change in the business case
    • Developing value in construction - the gate way framework
    • Project stakeholders
    • Conclusions

    4. Project development and evaluation

    • Why, what and how?
    • Work and product scope definition
    • Determining the element of project definition
    • Project feasibility and cost-benefit analysis
    • Developing project options
    • Project finance and investment appraisal
    • Assessing external factors
    • Risk-value based decision making
    • Developing a project plan
    • Conclusions

    5. Integrated construction project procurement

    • Why, what and how?
    • Lifecycle procurement analysis
    • procurement design implications
    • Procurement for integration: principles and practice
    • Planning and managing integrated procurement
    • procurement main types -Design and build management procurement, Frameworks
    • Hybrids
    • PPP models
    • Building contracts
    • Conclusions

    6. Planning and cost

    • Why, what and how?
    • Project systems and subsystems
    • Project scope – planning and controlling
    • Strategic planning and cost
    • Cost control
    • The development of the master plan
    • Critical path methods – leaner construction approach
    • Risk and value planning- identification and allocation
    • Project and programme control
    • Information & communication management
    • Conclusion

    7. Project structure and leadership

    • Why, what and how?
    • Project governance
    • Organisation structure
    • Leadership and risk
    • Corporate culture and behaviour
    • The external environment, mapping, strategic issues and forces for change
    • The role of partnering
    • World-class performance and EFQM
    • Conclusion

    8. Design value and management

    • Why, what and how?
    • Nature of construction design
    • Engineering the design
    • Design management
    • Client value
    • Value and risk management in design
    • Value management process
    • Design and construction co-ordination
    • Design waste design types
    • Prefabrications and off-site manufacturing
    • Buildability
    • Change management in design
    • The role of urban design
    • Conclusions

    9. Engineering the production process

    • Why what and how?
    • Construction production process
    • The performance of the construction industry
    • Value engineering
    • Risk management
    • The 3E’s measure of construction
    • Process analysis and mapping
    • Integrated construction process
    • Offsite manufacturing and waste reduction
    • Just in time delivery
    • Conclusions

    10. Engineering the psycho productive environment (people mgmt)

    • Why, what and how?
    • What is integrated project team (IPT)?
    • Conflict management risk and value
    • Team model and leadership
    • A communication model
    • Psycho engineering the team
    • Belbin team roles
    • Myers Briggs
    • Change and developing a project culture
    • Conclusions

    11. Managing risk and value

    • Introduction
    • Risk and value imperatives
    • Historical approaches to risk and value desegregation
    • Integrated value approach – process to product
    • Definition and evaluation of risks
    • Risk attitude and behaviour
    • Risk management process
    • Risk response and mitigation
    • Risk allocation and apportioning
    • Conclusions

    12. Project Health and Safety

    • Why, what and how?
    • Principles of modern health and safety legislation and the HSW Act 1974
    • Health and safety policy – risk and value
    • Organisation of H&S and reporting
    • Workers environment
    • H&S for SMEs and domestic builders
    • Health and safety management
    • Culture and behavioural health and safety
    • Product safety and reliability
    • Risk assessment and control
    • Improving the effectiveness of accident prevention
    • Safe design
    • Safe construction
    • Communication, information and training
    • Protecting the public
    • Conclusions

    13. Environment and sustainable delivery

    • Why, what and how?
    • The scope of sustainability in construction design and delivery – risk and value
    • Sustainability agenda and target
    • The planning systems and sustainability
    • Private client’s corporate social responsibility
    • Environmental assessment schemes
    • Sustainable procurement and outsourcing
    • Carbon reduction and climate change in delivery
    • Reducing waste and recycling more
    • Carbon reduction in design and services
    • Carbon reduction in production
    • Environmental management systems
    • site environmental approaches
    • Conclusions

    14. Digital construction and Collaboration.

    • Why, what and how?
    • Digitisation technology and impacts – risk and value
    • Collaboration in construction
    • The BIM environment
    • Integrative collaborative environment
    • Collaborative Culture
    • Social media and virtual reality
    • Integrated systems and technologies
    • The future of digital construction
    • Conclusion

    15. Quality and Customer care

    • Why, what and how?
    • The thresholds for construction quality – risk and value
    • Handy’s principles of customer care
    • Model of quality
    • Implementing a construction project quality plan
    • EFQM
    • Relationship marketing
    • Conclusions

    16. Project close and improvement

    • Why, what and how?
    • Completion stages
    • Project reviews
    • Systems improvement
    • Learning and improvement cycle
    • Soft landing
    • Facilities management issues
    • FM integration and communication
    • Conclusions

    17. Towards integration

    • Lessons from other industries creating risk and value
    • Nurturing project integration
    • Collaborative construction case study
    • Collaborative technologies
    • Innovation and leadership for integration
    • Holistic integration
    • Conclusions


     Peter Fewings has worked in the construction industry for 40 years, including developing and leading Master’s courses in construction project management for many years. He has led projects in and lectured to most built environment disciplines. More recently, he acted as the client’s representative on a new build church, and has also renewed his interest in historic structures as a practising priest in the Church of England. He is a Myers–Briggs practitioner and has also published books and chapters in the area of ethics and health and safety. He worked abroad, in Zambia, for some years.

    Christian Henjewele has extensive industrial experience in the construction industry. He began his career in construction working as a site engineer for leading contractors in Tanzania. He then joined the public sector to lead and manage infrastructural projects. He is now leading Master’s courses in Project Management, Construction Project Management and Construction Management at Anglia Ruskin University.