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Practical Project Management for Building and Construction

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 (R) 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.
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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

About the Author

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 OEresund, 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.

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