Image from Syndetics
Project management in construction / by Dennis Lock.
Material type:
TextPublication details: Burlington, VT : Ashgate Pub. Co., 2004.Description: xiv, 190 p. : ill. ; 25 cmISBN: - 0566086123
- 658.924 LOC
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Standard Loan | Moylish Library Main Collection | 658.924 LOC (Browse shelf(Opens below)) | 1 | Available | 39002000366907 |
Enhanced descriptions from Syndetics:
The one thing that all well-run, profitable construction projects have in common is that they benefit from good project managers. People who have the skills to plan the project, manage it and keep it on track whenever tight timescales, costs, people or other difficulties threaten to derail it. The good news is that there is no secret art to project management. These are the skills that any manager can learn and use. Project Management in Construction is a practical, easy-to-read guide to defining, organizing, planning, and executing a construction project so that it is completed to the satisfaction of the principal stakeholders. The book is part of the Leading Construction Series co-published by Gower and CITB-ConstructionSkills. The Leading Construction Series is part of a CITB-ConstructionSkills initiative to develop management skills within the industry. The books in this series are designed to be essentially practical, with a firm grounding in the construction industry.
Includes bibliographical references and index.
Table of contents provided by Syndetics
- List of Figures (p. ix)
- List of Tables (p. xi)
- Preface (p. xiii)
- Suggested Reading Guide (p. xv)
- Chapter 1 Introducing Project Management
- Common-sense principles of project management (p. 2)
- Project success or failure (p. 4)
- Chapter 2 Planning Small Projects
- Managing a very tiny project with simple logic and common sense (p. 10)
- When common sense is not enough (p. 11)
- Bar charts (p. 12)
- Bar chart pros and cons (p. 19)
- What makes an effective schedule? (p. 19)
- Chapter 3 Planning Small Projects with Critical Path Networks
- Critical path network analysis using the precedence system (p. 22)
- Practical ways of sketching precedence network diagrams (p. 25)
- Adding the dimension of time to the network (p. 27)
- Precedence network for the workshop project (p. 32)
- Dangles and loops (p. 38)
- Complex links in precedence network diagrams (p. 39)
- Chapter 4 Scheduling Project Resources
- Three kinds of project resource (p. 42)
- Resources that can, or cannot, be scheduled (p. 43)
- Do we really need to schedule any resources? (p. 44)
- Making a start (p. 45)
- Scheduling rules (p. 47)
- Chapter 5 Larger and More Complex Plans
- Work breakdown structure (WBS) (p. 52)
- Introducing a larger project (p. 55)
- WBS and coding system for the UFO shopping mall project (p. 56)
- Planning and scheduling phase 3 of the UFO shopping mall project (p. 62)
- Putting things into perspective (p. 67)
- Chapter 6 Getting Help from the Computer
- Capabilities of project management software (p. 70)
- The workshop project meets the computer (p. 72)
- Time analysis of the workshop project using Microsoft Project 2000 (p. 74)
- Resource scheduling of the workshop project by Primavera SureTrak Project Manager (p. 79)
- Choosing project management software (p. 83)
- Chapter 7 Organizing the Larger Project
- Charting the organization (p. 86)
- A manager's span of control (p. 88)
- Project teams and task forces (p. 89)
- Matrix organization for a single project (p. 92)
- Matrix organizations for several simultaneous projects (p. 93)
- A contract matrix for a single project (p. 96)
- Hybrid organization (p. 102)
- Joint venture organizations (p. 102)
- Organizing project procedures: the project manual or handbook (p. 103)
- Chapter 8 Risk Management
- Know your enemy: what are the risks? (p. 106)
- Classifying risks (p. 107)
- Putting priorities on different kinds of risk (p. 108)
- Risk countermeasures (p. 112)
- Insurance (p. 114)
- Statistical methods for dealing with uncertainty in plans and cost budgets (p. 120)
- Tailpiece (p. 123)
- Chapter 9 Controlling Project Costs
- A brief introduction to project accounting (p. 126)
- Cost estimating (p. 128)
- Setting cost budgets (p. 131)
- The project manager's responsibilities in cost accounting (p. 132)
- Cost reporting (p. 133)
- Cost control (p. 138)
- Chapter 10 Controlling Cash and Progress
- Scheduling cash outflows (p. 143)
- Scheduling cash inflows (p. 145)
- Scheduling net cash flow (p. 146)
- The financial status of external organizations (p. 148)
- Managing progress (p. 149)
- Managing progress in a larger organization (p. 152)
- Progress reports (p. 153)
- Meetings (p. 155)
- Chapter 11 Controlling Changes
- Types of change (p. 160)
- General change administration procedures (p. 161)
- Contract variations (p. 162)
- Daywork sheets (p. 164)
- Changes and contract administration (p. 166)
- Chapter 12 Handover and Close-out
- Lessons learned (p. 170)
- Handover timing and snagging lists (p. 173)
- As-built condition (p. 175)
- Closure administration (p. 177)
- Handover and close-out (p. 178)
- Selected Bibliography (p. 185)
- Index (p. 187)