Efnisyfirlit

• Cover Page
• 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
• 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
• 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
• 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
• 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
• 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)
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 13 Digital Construction
• Digital Construction Strategies
• Integration and Collaboration
• Cloud Technology
• Building Information Modelling (Bim)
• Digital Information Management
• Other Technologies
• Conclusion
• Notes
• 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
• 15 Project Close Out and Systems Improvement
• Completion Stages
• Soft Landings
• Project Reviews and Benefit Realisation
• Integrating Facilities Management Issues
• Conclusion
• Notes
• 16 Conclusion: Future Construction
• Future City Systems
• Explaining the Model
• Quality
• Considerate Contractors
• Ownership
• Conclusion
• Notes
• Glossary
• Index