Introduction to Construction Management

Cover
Half Title
Title
Copyright
Dedication
Contents
Preface
Acknowledgements
Introduction
Part 1 The construction industry
	Introduction
	1.1 What is the ‘construction industry’?
	1.2 Construction projects
		1.2.1 What starts a construction project?
		1.2.2 How is construction work allocated?
		1.2.3 How are construction projects organised?
		1.2.4 Who forms the construction project team?
	1.3 Construction people
		1.3.1 Construction professions
		1.3.2 Construction trades
	1.4 Construction bodies
		1.4.1 Construction Leadership Council
		1.4.2 Construction Industry Council
		1.4.3 Build UK
		1.4.4 Constructing Excellence
	1.5 The construction industry: summary
	Further reading and discussion
Part 2 Construction management in theory
	Introduction
	2.1 What is management?
	2.2 Management functions: what do managers do?
		2.2.1 Forecasting
		2.2.2 Planning
		2.2.3 Organising and coordinating
		2.2.4 Commanding
		2.2.5 Controlling
		2.2.6 How important are these functions for a construction manager?
	2.3 Principles of management: how do managers do it?
	2.4 Managing people: the key to successful management?
		2.4.1 Communication
		2.4.2 Motivation
		2.4.3 Leadership
		2.4.4 Teamwork
		2.4.5 Managing people in construction: summary
	2.5 What is construction management?
	2.6 Construction management in theory: summary
	Further reading and discussion
Part 3 Construction management in practice
	Introduction
	3.1 Production planning and control
		3.1.1 Production parameters
		3.1.2 Where do these production parameters come from?
		3.1.3 Production planning
		3.1.4 Effective production planning
		3.1.5 Production control
		3.1.6 Production planning and control: summary
	3.2 Site management
		3.2.1 Introduction
		3.2.2 Legislative requirements
		3.2.3 Site layout
		3.2.4 Being a good neighbour
		3.2.5 Site management control
		3.2.6 Site management: summary
	3.3 Time management
		3.3.1 Introduction
		3.3.2 Producing a construction programme
		3.3.3 Establishing key dates and milestones
		3.3.4 Establishing key activities
		3.3.5 Establishing durations
		3.3.6 Allocating resources
		3.3.7 Establishing the sequence
		3.3.8 Applying logic
		3.3.9 Controlling time: monitoring the programme
		3.3.10 Time management: summary
	3.4 Cost management
		3.4.1 Introduction
		3.4.2 Client cost planning
		3.4.3 Contractor cost planning
		3.4.4 Client cost control
		3.4.5 Contractor cost control
		3.4.6 End-of-contract reconciliations as a form of cost control
		3.4.7 Cash flow
		3.4.8 Cost management: summary
	3.5 Quality management
		3.5.1 Introduction
		3.5.2 What is quality?
		3.5.3 Defining quality management
		3.5.4 Quality management standards
		3.5.5 Managing quality production on site: planning and control
		3.5.6 Benefits of quality management
		3.5.7 Quality management: summary
	3.6 Health and safety management
		3.6.1 Introduction: Kieron's story
		3.6.2 The construction industry's health and safety profile
		3.6.3 A safe industry?
		3.6.4 A healthy industry?
		3.6.5 How is health and safety managed?
		3.6.6 What happened to Kieron?
		3.6.7 Health and safety management: summary
	3.7 Mental health and wellbeing management
		3.7.1 Introduction
		3.7.2 Why mental health and wellbeing?
		3.7.3 The scale of the problem in construction
		3.7.4 What causes poor mental health and wellbeing in construction?
		3.7.5 UK legal obligations for mental health and wellbeing
		3.7.6 Managing mental health and wellbeing in construction
		3.7.7 What can construction managers do to help?
		3.7.8 Mental Health and wellbeing management: summary
	3.8 Environmental management
		3.8.1 Introduction
		3.8.2 What is sustainability?
		3.8.3 Sustainability and construction
		3.8.4 A sustainable construction industry for the future
		3.8.5 What is environmental management?
		3.8.6 Environmental management tools
		3.8.7 Environmental management on site
		3.8.8 Corporate social responsibility
		3.8.9 Environmental management: summary
	3.9 Construction management in practice: summary
	Further reading
Part 4 New directions in construction management
	Introduction
	4.1 Ambitions for change
		4.1.1 Industry reviews
		4.1.2 Government strategies and more
		4.1.3 Barriers to change
	4.2 Project delivery
		4.2.1 Whole life-cycle construction
		4.2.2 Project delivery as a process
		4.2.3 Integrated project delivery
		4.2.4 Integrated supply chains
		4.2.5 Off-site construction
		4.2.6 Challenges for project delivery
	4.3 Construction 4.0
		4.3.1 On and off-site technologies
		4.3.2 Design technologies
		4.3.3 Digital construction management
		4.3.4 Challenges for Construction 4.0
		4.3.5 The future of Construction 4.0
	4.4 The ethical construction manager
		4.4.1 Introduction
		4.4.2 Ethical and unethical behaviour
		4.4.3 Ethics and the law
		4.4.4 Four case studies: ethical challenges in construction
		4.4.5 How to be an ethical construction manager
	4.5 The changing role of the construction manager
	4.6 New directions in construction management: summary
	Further reading and discussion
Introduction to Construction Management: summary
Sources
Glossary of key terms
Appendix
	Suggested exercise solutions
	Blank programme template
	Blank risk assessment template
Index