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Project Management in Construction By Dennis Lock.

Project Management in Construction By Dennis Lock

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Contents:
Chapter 1 – Introducing Project Management
Common-sense principles of project management 
Project success or failure 

Chapter 2 – Planning Small Projects
Managing a very tiny project with simple logic and common sense 
When common sense is not enough 
Bar charts 
Bar chart pros and cons 
What makes an effective schedule? 

Chapter 3 – Planning Small Projects with Critical Path Networks
Critical path network analysis using the precedence system
Practical ways of sketching precedence network diagrams
Adding the dimension of time to the network
Precedence network for the workshop project 
Dangles and loops 
Complex links in precedence network diagrams 

Chapter 4 – Scheduling Project Resources
Three kinds of project resource 
Resources that can, or cannot, be scheduled 
Do we really need to schedule any resources? 
Making a start 
Scheduling rules 

Chapter 5 – Larger and More Complex Plans
Work breakdown structure (WBS) 
Introducing a larger project 
WBS and coding system for the UFO shopping mall project 
Planning and scheduling phase 3 of the UFO shopping mall project 
Putting things into perspective 

Chapter 6 – Getting Help from the Computer
Capabilities of project management software 
The workshop project meets the computer 
Time analysis of the workshop project using Microsoft Project 2000 
Resource scheduling of the workshop project by Primavera SureTrak Project Manager 
Choosing project management software 

Chapter 7 – Organizing the Larger Project
Charting the organization 
A manager’s span of control 
Project teams and task forces 
Matrix organization for a single project 
Matrix organizations for several simultaneous projects 
A contract matrix for a single project 
Hybrid organizations 
Joint venture organizations 
Organizing project procedures: the project manual or handbook 

Chapter 8 – Risk Management
Know your enemy: what are the risks? 
Classifying risks 
Putting priorities on different kinds of risk 
Risk countermeasures
Insurance 
Statistical methods for dealing with uncertainty in plans and cost budgets
Tailpiece 

Chapter 9 – Controlling Project Costs
A brief introduction to project accounting 
Cost estimating 
Setting cost budgets 
The project manager’s responsibilities in cost accounting 
Cost reporting 
Cost control 

Chapter 10 – Controlling Cash and Progress
Scheduling cash outflows 
Scheduling cash inflows 
Scheduling net cash flow 
The financial status of external organizations 
Managing progress 
Managing progress in a larger organization 
Progress reports 
Meetings 

Chapter 11 – Controlling Changes
Types of change 
General change administration procedures
Contract variations 
Daywork sheets 
Changes and contract administration 

Chapter 12 – Handover and Close-out 
Lessons learned 
Handover timing and snagging lists 173
As-built condition
Closure administration 
Handover and close-out 

Selected Bibliography 
Index 

Preface: Innovations in production and project management over the last 100 years were driven first by the manufacturing companies and, later, by the aerospace and defence industries. The construction industry has a long record of project management practice and is well recognized for using or adapting appropriate project management methods and software to good effect. Even in the early 1970s I knew of construction companies that were planning their projects in novel and imaginative ways that today might still be considered advanced. It’s always good to be writing for an appreciative audience, so when I was invited to work on this book in collaboration with the Construction Industry Training Board I jumped at the chance. I have not been disappointed, and this has proved to be one of my most enjoyable writing engagements. 

Project management spans many management disciplines and relies on a wide range of diverse technical and managerial skills. The average construction project manager must be able to communicate and work with the client, the company accountant, the bank, the purchasing manager, the architect, the design engineer, specialists and contractors in specialist trades, site supervisors, the human resources manager, lawyers, insurers, various professional bodies, and with local authority officers and other statutory bodies. The construction industry, like many others, is awash with regulations, some of which carry severe penalties if they are flouted. So project management can be a very broad subject, impossible to cover fully in a single introductory textbook. 

However, if we pare away all the ancillary topics, a small group of essential core project management skills remains. These are the methods by which a project is organized, planned and controlled. These are the essential processes needed to ensure that the project meets the three primary objectives of cost, time and performance or, in other words, that the project is finished to the mutual satisfaction of the client and the contractor. But confining the discussion to these core elements still leaves a wide range of possible topics because the project management methods chosen will depend to a large extent on the size and nature of the project. Even the objectives themselves are not always clear-cut, and there will always be other ‘stakeholders’, apart from the client and the contractor, whose wishes must be taken into account. 

So, writing about project management could be seen as a daunting task. What should I have included and what should have been left out? However, my work was made considerably easier by the knowledge that this book has companion volumes that deal specifically with other important related topics. That left me free to concentrate on the core issues, so that is what I have done. 

A few large projects need very sophisticated techniques but most projects are relatively small and can be managed with a mix of common sense and fairly straightforward methods. Every successful modern construction company of significant size has at least one project support office or planning group. Thus the large construction groups are not short of experts when it comes to dealing with very large projects. So this book is intended as an introduction for those who are new to the subject, starting with projects at the smaller end of the scale.

 I start by describing topics that are best suited to very small projects. Later chapters are organized to some extent so that they gradually become more relevant to larger and more complex projects. So the reader who has a small family business will probably need to read only the first few chapters. But, as that family business expands and the projects (and, we hope, the profits) become larger, he or she can revisit this book and delve into the later chapters. There is a short list of titles at the end for those who would like to read further into the subject of this rewarding profession. 

I cannot end this Preface without acknowledging the support that I have received from senior members of the Construction Industry Training Board. I must also thank Robert Pow, whose wide experience of the insurance industry was invaluable for Chapter 8. Finally, I am indebted to Dr David J. Cooper of the University of Salford, consulting editor for this series, for his advice and constructive criticism, both of an early draft and of the final manuscript.
Dennis Lock
St Albans
2004 


Suggested Reading Guide:
This book starts with chapters for those new to project management – people who are carrying out simple construction projects in small (perhaps family-run) businesses. Some of the later chapters will be of more interest to those who already have some experience of project management and explain methods that are more applicable to larger companies and more complex projects. Thus some readers will not need to read all the chapters, at least on their first visit to this book. Here, therefore, is a suggested initial reading plan.

For all readers, irrespective of company size:
 Chapters 1, 2, 3, 9, 10, 11 and the last section of Chapter 12.
For readers working in medium- to large-sized companies, especially those handling larger
projects:
 Chapters 4, 5, 6, 7, 8 and all of Chapter 12. 

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Project Management in Construction by Dennis Lock pdf.

Book Details:
⏩Author: Dennis Lock
⏩Published November 1st 2007 by Gower Publishing Company 
⏩first published September 2004
⏩Language: English
⏩Pages: 209
⏩Size: 1.37 MB
⏩Format: PDF

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