Construction Project Management: An Integrated Approach

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of illustrations
Acknowledgements
Preface for third edition
Foreword for third edition
Introduction: an integrated approach
	Project management process and product
	Structure of the book
	Definitions, standards and codes
	Uses
	Notes
Chapter 1: Project life cycle and success
	Project life cycle
	Integrating construction
	Project management
	Programme and portfolio management
	Project team roles
	Project manager skills and functions
	Ethical project leadership
	Project complexity
	Project management maturity models
	Determining the critical factors for success
	Conclusion
	Notes
Chapter 2: Building the client business case
	Strategic issues: a case for business–project integration
	Project constraints and client objectives
	Presenting a business case
	Managing change in the business case
	Developing value in construction: the Gateway framework for decision making
	Project stakeholders
	Conclusion
	Notes
Chapter 3: Project development and evaluation
	Project definition
	Scope management
	Determining the elements of project definition
	A fuller picture of integration
	Managing the client
	Managing the design brief
	Development management
	Public view: cost–benefit analysis
	Feasibility and affordability
	Appraisal techniques
	External factors in feasibility assessment
	Risk-based decision making
	Conclusion
	Notes
Chapter 4: Construction procurement
	Definition of the context
	Life cycle procurement analysis
	Risk and value
	Change management
	Planning and managing integrated procurement
	Public–private partnership models
	Appointing consultants and contractors
	Product and services liability
	Standard construction contracts
	Conclusion
	Notes
Chapter 5: Planning and control
	Definition and context
	Project integration and systems
	Project scope and breakdown
	The master plan
	Risk planning: identification and allocation
	Project control
	Time schedule (programme)
	Cost planning and control
	Quality planning and control
	Conclusion
	Notes
	Appendix: the critical path method (CPM)
Chapter 6: Design management and value
	Nature of design
	Integrated design
	Design management
	Client value systems
	Value in design
	Buildability
	Evidence-based design
	Ethics of design and value enhancement
	Design and construction integration
	Offsite manufacture (OSM)
	Standardised design solutions
	Futuristic and innovative design
	Information flow
	Change management in design
	The role of urban design
	Conclusion
	Notes
Chapter 7: Project organisation and leadership
	Organisational structure
	Supply chain management
	Corporate culture and the business environment
	International considerations
	The role of partnering
	World-class performance
	Leadership of projects
	What is an integrated project team?
	Conclusion
	Notes
Chapter 8: Engineering the psycho-productive environment
	Teamwork
	Team leadership
	Proactive behaviour
	Motivation
	Managing conflict
	Stress and conflict
	Communication
	Meetings
	Psycho-engineering the team
	Appreciative inquiry
	Developing an integrated project culture
	Conclusion
	Notes
Chapter 9: Engineering the production process
	Construction production process
	Construction industry performance
	Measuring performance
	Mapping the process
	Principles of lean and value
	Lean construction
	Modern methods of construction
	Construction performance
	Conclusion
	Notes
Chapter 10: Managing risk and value
	Risk and value imperatives
	Approaches to risk and value management
	Integrating risk and value
	Sustainable value and the whole life cycle
	The value management process
	Definition and evaluation of risk
	The risk management process
	Risk attitude
	Risk response and management
	Risk management techniques
	Conclusion
	Notes
Chapter 11: Project safety, health and the environment
	Accidents and near misses
	Principles of modern health and safety
	Health and Safety at Work Act 1970 (HSWA)
	Organisation of health and safety
	Construction (Design and Management) Regulations (CDM)
	Health and safety behaviour and culture
	Behavioural health and safety
	Product safety and liability
	Risk assessing health and safety
	Risk controls
	Active and reactive measurement
	Using causal factors to improve H&S
	Good practice
	Inspection and supervision: human factors
	Conclusion
	Notes
	Appendix A: health and safety legislation
	Appendix B: corporate manslaughter
Chapter 12: Sustainable delivery of construction projects
	The scope of sustainability in construction design and delivery
	Government targets
	The development control system and sustainability
	Corporate social responsibility (CSR)
	Environmental assessment schemes
	Carbon use in the construction industry
	Sustainability onsite
	Sustainable procurement
	Carbon reduction and climate change in delivery
	Carbon reduction in design and services
	Carbon reduction in production
	Environmental management systems (EMSs)
	Conclusion
	Notes
Chapter 13: Digital construction
	Digital construction strategies
	Integration and collaboration
	Cloud technology
	Building information modelling (BIM)
	Digital information management
	Other technologies
	Conclusion
	Notes
Chapter 14: Quality and customer care
	Definition
	The threshold for construction quality
	Handy’s principles of customer care
	Quality management
	Quality management and culture
	Implementing a construction project quality plan
	Conclusion
	Notes
Chapter 15: Project close out and systems improvement
	Completion stages
	Soft landings
	Project reviews and benefit realisation
	Integrating facilities management issues
	Conclusion
	Notes
Chapter 16: Conclusion: future construction
	Future city systems
	Explaining the model
	Quality
	Considerate contractors
	Ownership
	Conclusion
	Notes
Glossary
Index