1st Edition

Practical Project Management for Building and Construction




ISBN 9781439896556
Published July 23, 2012 by Auerbach Publications
328 Pages 109 B/W Illustrations

USD $87.95

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Book Description

Practical Project Management for Building and Construction covers the 14 knowledge areas of project management that are essential for successful projects in the construction industry. For each knowledge area, it explains the processes for scope, time, risk, cost, and resource management. Filled with work and process flow diagrams, it demonstrates how projects progress throughout the project life cycle.

The book details the processes that must be included in the management process to deliver projects on time and within budget. The processes and knowledge areas described reference the ISO 10006 Standard (guidelines for quality management in projects), the international project management standards of the PMBOK® Guide, and the rapidly emerging ISO 21500 standard. Coverage includes change management, working environment, quality and communication, and procurement management. Illustrating the entire project process, this pioneering reference:

  • Reports on regulations from the European Union and the United States that impact construction projects
  • Identifies the knowledge areas a project manager must control
  • Examines time-tested strategies, various types of contracts, remuneration forms, and contract close out
  • Includes many examples and templates to help you generate essential project documents

The book supplies accessible information on a range of helpful tools such as work breakdown structure and earned value. Explaining how to use a network diagram with its gaps and critical paths, the methods described in the text will help you control the WHAT, HOW, and WHEN to do things as well as WHO is responsible for doing them, which will lead to successful project management. Because a large part of the book addresses general project management concepts, the lessons learned will also be helpful to project managers outside the building and construction industry.

Table of Contents

Introduction

General Information on Projects in the Building, Construction, and Installation Industries
Project Roles
Stakeholders and Organizations
     Examples of Project Organizations
Interest Groups 
     Interest Groups in the Building and Construction Industry
Ways to Implement Contracts 
     Types of Procurement
Types of Contract Agreements 
     General 
     Types of Contracts  
     Consultant Agreements
Types of Remuneration
Types of Cooperation 
     Cooperation with Building Information Management
Types of Project Management
Regulatory Requirements for the Construction Industry

Projects
Project Basics
     Project Management
     What Is a Project?
     Project Management Process
Project Flow
     Project Flow for DBC Construction
     Project Flow for DC and Turnkey Construction
Project Goals
     Project Charter and Project Requirement Specification
Project Structure
     Create a Project Structure with WBS and Work Packages
Project Management
     Project Management Processes
     Control
     Tropical Projects

Generic Main Processes
Initiating Processes
     General
     Preliminary Activities for the Whole Project
     Initial Activities for Consultants
     Initial Activities for Contractors
The Planning Process
     General
     Planning Processes and Knowledge Areas
Producing Processes
     General
     Design and Engineering
     Production
Tests on Completion and Client’s Taking Over
Project Close Out

Project Phases
Introduction
Initiating Processes/Conceptual Study
Project Planning/Feasibility Study and Programming
Project Implementation and Design
     System/Basic Design, Principal Drawings, Documents
     Building Document Design and Preparation of Inquiry Documents for DBC Contracts
     Detailed Design: Inquiry and Building Documents for DC/TK Contracts
Production and Installation Phase
Guarantee Phase

Knowledge Areas
Contacts with Authorities
     Permits for Building, Demolition, Earthwork, and Temporary Measures
     Quality Manager for Approval of Permits
     Approvals of Elevators, Pressure Vessels, Refrigeration Plants, Transformers, and Other Electrical Plants
     CE Marking, the EMC Requirement, and Testing
     Fire Prevention and Fire Safety Documentation
Decisions, Coordination, and Integration
     General
     General Meetings
     Coordination
     Integration
Scope, Characteristics, and Interfaces
     General
     Product Description and Design Guidelines
Change Management
     General
     Change Control
Environment and Health Management
     General
     Environmental Concepts and Definitions
     Common Environmental Objectives
     Legal and Other Environmental Requirements
     Environmental Activities in the Project
     Environmental Risk, Health and Safety Risk Management for Future Operations.
     Establish an Environmental Assurance Plan and Environmental Control Plans
     Work Environment Management in Projects
     Fire Protection
Quality Management
     Organization
     Different Elements in Quality Work
     Project Quality Assessment
     Practical Quality Control during Design
     Practical Quality Control during Production
     Validation and Compliance
     Deviation
     Quality Audit
Time Management
     General
     Definitions of Scheduling Terms
     Time Control Process
     Network Diagramming
     Resource Optimization
     Uncertainty Analysis
     Monitor, Act, Replan
     Flow-Line Plan/Site Disposal Schedule
Cost Management
     General
     Cost Estimation
     Cost Reference Plan
     Cash-Flow Plan
     Cost Control
Resource Management
     General
     Human Resources, Organization
     Staff Relationships
     Equipment and Computer Systems
     Premises
Communications Management
     Notable Energy and Dashing Spirit
     Information about Changes
     Information Exchanges
     Documentation
     Archiving
Risk and Uncertainty Management
     Introduction to Risk Management
     Introduction to Risk Management
     The Risk Management Process
     Risks in Projects
     Risk Management—A Full Project-Life Activity
     Practical Risk Management
     Risk Identification
     Risk Analysis
     Priority
     Risk Response
     Risk Management during the Implementation Phase
     Evaluation and Documentation
Procurement: Purchasing and Delivery Control
     General
     Plan Procurement
     Delivery, Type of Contract
     Request/Bid Documents
     Buyer/Supplier Assessment
     Evaluation of Bids
     Negotiation
     Securities, Bonds, and Insurance
     Contract Administration in the Design Phase
     Contract Administration of the Production Phase
     Normative Inspections and FATs
     Claims, Disputes, and Arbitration
Approval Management
     Construction and Installation Inspections, Performance Certificate
     Administrative Finish of the Project

Common Acronyms

Appendices

Index

 

 

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Author(s)

Biography

Hans Ottosson has extensive experience in project management. It began in 1972 with a post as assistant project manager for a new brewery in Sweden. In the spring of 1998 he was persuaded to become project manager for the railway contract above and below the Öresund, between Denmark and Sweden.

Hans, who holds an MSc, started his professional career in 1969 as a structural engineer and a teacher of bridge design at Chalmers Technical University in Gothenburg, Sweden. He has worked as project manager for projects in the United States, Saudi Arabia, and Scandinavia. In 1977 he started his project management company, Projsam Quality AB, and has had clients such as Volvo, AstraZeneca, Avesta Sheffield, Skandia, Swedish Transport Administration, and a number of national and local companies.

He has worked as a client representative, structural designer, and contractor and been the project manager for various projects such as construction of production facilities, housing, medical research facilities, and schools. He has organized public conferences and reorganized companies in the IT sector; he has been responsible for international marketing projects.

Hans has developed project management procedures over many years. He was awarded a "Gold Palm" at the PMI conference in 2002 in Nice for best "tools and techniques." Hans teaches at Chalmers Technical University and for ESI in Stockholm.