| Description |
xiv, 478 pages : illustrations ; 24 cm |
| Contents |
Contents note continued: Acquiring a Database -- The purchased database -- Acquiring the in-house database -- The weekly field labor report -- Combining cost codes and daily reports to produce the database -- Analyzing Unit Costs -- Displaying unit costs -- Monitoring the reporting of costs -- When disparities in costs appear -- Bundling to create a unit cost -- Conceptual Estimating -- The various stages of the process -- The Postconstruction Project Review -- Mining Completed Projects to Enhance the Database -- The Project Parameter Cost Model Form -- The preparation of a project cost model data sheet -- Sources of Conceptual Estimating Data -- Cost index data -- Order-of-Magnitude Estimating -- Order-of-magnitude issues to consider -- Special Requirements Associated with Office Building Estimating -- Core and shell -- The Tenant Work Letter -- The Developer's Responsibility -- Subcontractor Responsibilities as They Relate to Tenant Fit-Ups -- ch. 9 Buying Out the Job -- |
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Contents note continued: C191-2009, Standard Form Multi-Party Agreement for Integrated Project Delivery -- C195-2008, Standard Form Single Purpose Entity Agreement for Integrated Project Delivery -- Exploring the Limited Liability Company Concept -- ConsensusDOCS -- ConsensusDOCS 200, Standard Agreement and General Conditions Between Owner and Contractor (Where the Contract Price Is a Lump Sum) -- ConsensusDOCS 200.1, Potentially Time and Price Impacted Materials -- ConsensusDOCS 200.2, Electronic Protocol Addendum -- ConsensusDOCS 300, Standard Form of Tri-Party Agreement for Collaborative Delivery -- ConsensusDOCS 400, Standard Design-Build Agreement and General Conditions Between Owner and Design-Builder (Where the Basis of Payment Is the Cost of the Work with a GMP) -- ConsensusDOCS 500, Standard Agreement and General Conditions Between Owner and Construction Manager (Where the Basis of Payment Is a Guaranteed Maximum Price with an Option for Pre-Construction Services) -- |
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Contents note continued: ConsensusDOCS 750, Standard Form of Agreement Between Contractor and Subcontractor -- Lean Construction -- Section 3, Relationship of the Parties -- Section 4, Formation and Functioning of the Core Group -- Section 5, Collaboration and Integrated Preconstruction Services -- Section 6, Project Planning and Scheduling -- Section 10, Development of Design Documents -- Section 11, Value Engineering, Constructability, and Work Structuring -- Section 12, Guaranteed Maximum Price Proposal and Contract Time -- Section 13, Financial Responsibilities and Project Contingencies -- Section 15, Construction Phase Operations -- Section 27, Quality of Work and Services -- These New Documents Raise Insurance, Legal, and Claims Concerns -- The Legal Concerns -- ch. 5 Bonds and Insurance -- This Risky Business -- Bonds for Projects in Government Projects---The Miller Act -- Why Contractors Fail -- Bonds and the Bonding Process -- The terminology of bonds -- |
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Contents note continued: Contract Provisions Unique to the Design-Build Process -- Special provisions of design-build contracts -- Contract provisions relating to defining the owner's program -- The role of the subcontractor in the design-build process -- Design-Build in the Public Sector -- Federal Design-Build Contracting -- U.S. Department of Transportation (USDOT) Design-Build Effectiveness Study of January 2006 -- Evaluation of the phase two proposers -- ch. 16 Sustainability and Green Buildings -- The Impact of Construction on the Environment -- What Do We Mean by Sustainability? -- What are some of these eco-friendly materials? -- Whole-building design -- Green buildings in the private sector -- Some Design-Build/Sustainable Building Guidelines -- Are green buildings more expensive than conventional construction? -- Projected savings -- Other revealing but not so apparent benefits of green buildings -- The Greening of Existing Buildings -- |
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Contents note continued: Cost proposal or cost estimate requests -- Conditions that impact completion time -- Documentation of close-out requirements -- Documentation to the Subcontractors -- Is the scope of the work fully understood by all? -- Avoiding problems related to subcontractor misunderstandings -- Linking the subcontract agreement with the owner's contract -- Subcontractor performance---the major concern -- Danger signs and how to interpret them -- That low subcontract bid---are problems waiting to surface? -- Documentation When Major Drawing Revisions Are Made -- What to do with all of those 8 1/2 [×] 11s -- What Impact Have These Major Revisions Had on Productivity? -- Documentation Required When Contracting with Public Agencies -- The Davis-Bacon Act -- Complying with other government requirements -- Project Documentation from the Field -- The superintendent's record of daily activities -- Photographs: important documentary components -- |
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Contents note continued: Factors Responsible for Declining Accident Rates -- Safety Pays---in More Ways Than One -- The positive effects of a good safety record -- Workers' compensation insurance -- Developing the Company Safety Program -- The statement of company policy -- The safety director/safety coordinator -- A hazard communication program -- ch. 15 Design-Build -- What Is Design-Build? -- Why has design-build garnered so much attention recently? -- Developing a Design-Build Capability -- Creating in-house design capability -- The Joint venture -- The limited liability corporation---the LLC -- An architect- or contractor-led design-build team? -- Developing a Design-Build Program -- Developing design-build proposals -- The two-phase design-build proposal -- The use of stipends -- Another approach -- How Owners Select Design-Builders -- The selection process -- Using Contract Incentives -- Several forms of design-build contracts -- The teaming agreement -- |
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Contents note continued: From Theory to Practice -- Quality control by observation -- Quality starts with a thorough review of the contract documents -- Quality Control and the Specifications -- The F factor -- Using trade organizations to learn about quality standards -- The Preconstruction Conference---QC and QA -- Sample panels and mock-ups -- The punch list and QC/QA -- Developing a Company QC/QA Program -- The inspection checklist method -- ch. 12 Project Documentation -- The Documentation Process -- Documentation to the Owner -- The unique provisions of a GMP contract with respect to documentation -- Documentation to an owner from the construction manager -- Documentation to the Architect and Engineer -- Shop drawing submittals, review, returns, and logs -- Requests for Clarification and Requests for Information -- Field Conditions Documentation -- The affect on "as-builts" -- The Coordination Process -- Other Important Documents -- |
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Contents note continued: JohnsonDiversey Continues to Innovate -- ch. 17 Interoperability and Building Information Modeling (BIM) -- Looking at the Last Several Decades -- Contractors Slow to Embrace Technology -- Interoperabilty---what is it and why is it so important? -- The steel industry becomes a leader -- What Is Building Information Modeling All About? -- Coordination and interference issues addressed |
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Contents note continued: Organizing in the Field -- Shop Drawing Organization -- The Future of Project Organization -- ch. 7 Successful Project Completion Demands a Successful Start -- Starting Off on the Right Foot -- Controlling the Project Start -- Review of the Contract with the Owner -- Review of the Project Specifications -- Specific items to look for when reviewing the specifications -- Record Drawings -- Inspections and Test Reports (Other Than Those Required by Local Officials) -- Operations and Maintenance Manuals -- Commissioning and TAB -- TAB---A Procedure That Requires Special Attention -- Commissioning -- The Punch List -- Is it a punch list or a warranty item? -- Attic stock, special tools, and spare parts -- Material safety data sheets -- Preparing for that First Project Meeting with the Subcontractors -- That Dangerous End-of-Project Syndrome -- A Building Systems Commissioning Checklist -- ch. 8 Estimating -- The 2010 Edition of CSI's MasterFormate -- |
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Contents note continued: Price protection and the purchase order -- Pitfalls to Avoid When Issuing Subcontracts and Purchase Orders -- Do Your Subcontract Agreements Include These Key Provisions? -- ch. 10 The Change Orders -- A Cardinal Rule -- Starting off on the right foot -- Other questions to consider as potential costs in addition to those above -- Reviewing the Important Contents of a Change-Order Request -- Time and material work -- The verbal authorization to proceed -- What Constitutes "Cost" -- Watch Those Hourly Payroll Costs -- Completion Time and the Change Order -- Consequential damages -- Will contract time remain the same, be reduced, or be extended? -- Small-tool costs -- What costs other than bricks and mortar should be considered? -- What overhead and profit fees can be included in change-order work? -- When credits and charges both apply -- The construction change directive---the CCD -- Be alert to other contract provisions relating to change-order work -- |
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Contents note continued: Public Works and the Change-Order Process -- Will this change affect productivity or overtime? -- Roadblocks to Acceptance of Change Orders -- The owner's perspective -- The contractor's perspective -- The architect and engineer's perspective -- Liquidated Damages and the Change-Order Process -- A typical liquidated damages clause -- Change Orders Reflecting Costs due to Job Delays -- Excusable delays -- Concurrent delays -- Compensable delays -- Documenting compensable delays -- The cost impact associated with delays, interruptions, suspension of work -- When submitting the change order -- Pitfalls to Avoid when Preparing Change Orders -- The Change-Order Cost Checklist -- Effective Change-Order Control -- ch. 11 Quality Control and Quality Assurance -- Quality Begins with Quality Design -- Strategies for Change -- Total Quality Management -- Benchmarking -- The International Standards Organization -- The Six Sigma Approach to Quality -- |
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Contents note continued: Reread the Contract with the Owner -- Awarding Subcontracts -- The subcontract interview form -- The Bid Summary Sheet -- Unit Prices -- Other items to consider during the solicitation of prices -- Combining Work to Best Advantage -- Subcontract or Do It Ourselves? -- The "we can do it cheaper" syndrome -- Key Questions to Ask Subcontractors during Negotiations -- Pitfalls to Avoid in Mechanical and Electrical Contract Negotiations -- Who Is the Contractor? -- Issues to Be Addressed -- Temporary light and temporary power -- Installation of underground utilities -- Designing to local utility standards -- Warranties and Guarantees -- Spare Parts, Special Tools, and "Attic" Stock -- Job Cleaning and the Contract -- Communicating the Terms and Conditions of the Subcontract Agreement -- Importance of lien waiver requirements in the subcontract agreement -- Purchase Orders -- Ordering when exact quantities are not known -- |
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Contents note continued: Ten things you should know about surety bonding -- The letter of credit -- The bonding process -- Prequalifying for a bond -- Insurance -- Builder's risk -- Workers' compensation insurance -- Subcontractor default insurance -- Subguard®-Default Insurance for Subcontractors -- Controlled insurance programs -- Insurance terms -- Are New Insurance Requirements on the Horizon? -- ch. 6 Organizing the Project Team -- Organizing the Job in the Office -- Changing CSI specification division numbering -- Addenda and bulletins -- Project files -- Organizing the Estimate -- Investigating allowance and bid alternates -- Alternates -- Shop drawings and the shop drawing log -- Informational copies -- The RFI log -- Job scheduling -- The critical path method (CPM) -- Activity duration times -- The importance of float and who owns it -- The project meeting minutes -- Other forms to consider when getting organized -- Lien waivers---for progress and final payment -- |
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Contents note continued: ch. 13 Claims, Disputes, Arbitration, and Mediation -- What Triggers Claims and Disputes? -- The Bid Proposal Process and the Potential for Disputes -- Do late bids count? -- Other Potentials for Disputes -- Oral contracts -- Disputes regarding contract interpretation -- Subsurface, changed, and differing conditions -- What is different about "differing conditions"? -- Differing Site Conditions (DSC) -- Using geotechnical disclaimers to advantage -- The court and differing site conditions -- Shift Work and Its Impact on Productivity -- Differing or changed conditions -- Changed Conditions -- Be wary of subcontractor input -- A word about lost productivity -- The courts and lost productivity issues -- Claims against professionals -- Acceleration: what it is and how it is used -- Arbitration and Mediation -- Mediation -- The arbitration process -- In Summation -- ch. 14 Safety in Construction -- The Occupational Safety and Health Act (OSHA) -- |
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Contents note continued: ch. 3 The General Conditions to the Construction Contract -- AIA A201---General Conditions of the Contract for Construction -- Article 1 General provisions -- Article 2 Owner -- Article 3 Contractor -- Article 4 The architect -- Article 5 Subcontractors -- Article 6 Construction by owner or by separate contractors -- Article 7 Changes in the work -- Article 8 Time -- Article 9 Payments and completion -- Article 10 Protection of persons and property -- Article 11 Insurance and bonds -- Article 12 Uncovering and correction of work -- Article 13 Miscellaneous provisions -- Article 14 Termination or suspension of the contract -- Article 15 Claims and disputes -- AIA Document A232---General Conditions for the Construction Manager Contract -- A Word to the Wise -- ch. 4 ConsensusDOCS, Integrated Project Delivery, and Lean Construction Contracts -- The American Institute of Architects---AIA Integrated Delivery Project -- |
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Machine generated contents note: ch. 1 An Introduction to the Construction Industry -- Critical Issues Facing Contractors in This New Millennium -- How our industry is perceived -- Information technology -- Human resources---the changing workforce -- Undocumented immigrant problem -- Productivity -- Quality control -- Project delivery systems -- The organization -- Construction technology -- Safety -- The changing marketplace -- ch. 2 The Start of the Construction Process -- The Letter of Intent -- Defining costs in the letter of intent -- Subcontractor commitments via the letter of intent -- The letter of intent termination clause -- Prevalent Types of Construction Contracts -- Cost of the work plus a fee -- The stipulated or lump-sum contract -- The cost-plus-a-fee with a GMP contract -- Construction manager contracts -- Program manager -- The joint venture agreement -- Turnkey contracts -- Build-operate-transfer -- Contracts with government agencies -- |
| Summary |
"A practical guide to running every phase of a construction project--updated to contain the latest green specification informationFully revised throughout, Project Management in Construction, Sixth Edition provides project managers, construction managers, and general contractors alike with the skills necessary to manage construction projects. You'll learn how to effectively control the teams of subcontractors, vendors, and field personnel required to provide the smooth flow of materials and tradespersons needed to complete a job. The book examines the basic tenets of managing a construction project and explores new technologies that impact how business is done now and will be done in the future.New to this Edition: Updated construction industry statistics and trends Review and comments on updated 2007 AIA contracts New quality control checklists Integrated project delivery (IPD) as formulated by AIA in 2010, including an in-depth look at the process and related contract documents Construction Specification Institute (CSI) Green Format Specifications and the U.S. Green Building Council (USGBC) 2009 Certification System Discussion of advances in building information modeling (BIM), including new U.S. General Service Administration (GSA) Guidelines on 3D and 4D BIM OSHA's Hazard Identification procedures and steps to develop an Injury and Illness Prevention Program Updated court decisions affecting the construction industry "-- |
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"Updated to contain the latest green specification information, this practical guide equips contractors and project managers with the tools they need to run every phase of a construction project"-- |
| Notes |
Includes index |
| Subject |
Building -- Superintendence.
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Construction industry -- Management.
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Project management.
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| LC no. |
2011027366 |
| ISBN |
0071753109 |
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9780071753104 |
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