| Description |
xxviii, 592 pages ; 24 cm |
| Contents |
Contents note continued: Case Study 11.15 Large contractor environment management system -- Conclusion -- References -- 12.Supply chain management in construction -- Martyn Jones -- Introduction -- Changes in the business environment -- Outsourcing in construction -- The theoretical roots of SCM -- Case Study 12.1 ProCure21 frameworks -- Case Study 12.2 SCM tiers in a construction firm -- Having the appropriate governance, ethics and the exercise of power -- Case Study 12.3 World-class supply chains for the 21st century (SC21) -- Case Study 12.4 Contractor code of practice -- Case Study 12.5 Supply chain alliance ten commandments -- Case Study 12.6 Targeting the supply chain sustainability performance -- Case Study 12.7 A main contractor's SCM approach -- Case Study 12.8 ProCure2+ and Principal Supply Chain Partners -- Conclusion -- Case Study 12.9 Pavement team framework agreement -- References -- 13.Quality and customer care -- Introduction -- |
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Contents note continued: Case Study 11.2 Cross Valley Link Road -- Case Study 11.3 Comparison of Green Globe and BREEAM ratings -- Case Study 11.4 The United Welsh Passivhaus -- Case Study 11.5 Sustainable school design to improve learning -- Sustainable procurement -- Case Study 11.6 Considerate Constructors Scheme -- Case Study 11.7 The Olympics London 2012 -- Case Study 11.8 Eco Reinforcement company registration scheme -- Case Study 11.9 Local straw bale modular panels -- Carbon reduction and climate change in delivery -- Case Study 11.10 Zero carbon building targets -- Reducing waste and recycling more -- Case Study 11.11 Biomass boiler -- Carbon reduction in design and services -- Case Study 11.12 Asda Stockton retail base case -- Case Study 11.13 Design and build for further education assessment -- Carbon reduction in production -- Case Study 11.14 Clayfield construction -- Environmental Management System (EMS) -- |
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Contents note continued: Case Study 13.1 UK construction waste -- The threshold for construction quality -- Handy's principles of customer care -- Case Study 13.2 Customer care in private housing -- Case Study 13.3 The use of a pact to gain mutual commitment -- Models of quality -- Case Study 13.4 Quality control of piling -- Quality culture -- Case Study 13.5 Quality improvement -- sparklemeters -- Case Study 13.6 Bekaert fencing -- Case Study 13.7 The developing TQM culture -- Implementing a construction project quality plan -- Relationship marketing -- Case Study 13.8 Client accounts -- Conclusion -- References -- 14.Project close and systems improvement -- Peter Fewings and Martyn Jones -- Completion stages -- Case Study 14.1 Centre for Mathematical Sciences -- Case Study 14.2 Stage visits on housing project -- Project reviews -- Case Study 14.3 Heathrow Terminal 5 -- Systems improvement -- Case Study 14.4 Constructing Excellence -- improvement by information exchange -- |
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Contents note continued: Case Study 14.5 Fusion -- Case Study 14.6 Integrating business improvements -- Conclusion -- References -- 15.PPP models -- The need for public sector expansion -- How does PFI work? -- Case Study 15.1 A hospital PFI -- Case Study 15.2 Redevelopment of major NHS teaching hospital, part one -- Contract and tender -- Case Study 15.3 Lincolnshire schools PFI -- Risk transfer -- Case Study 15.4 Competitive dialogue on hospital PFI -- Case Study 15.5 Redevelopment of major NHS teaching hospital, part two -- Value for money considerations -- Case Study 15.6 Value for money calculation -- Affordability -- Case Study 15.7 New college building, affordability and funding -- When is it right to use PFI? -- The culture and leadership of PPP -- Risk identification and allocation -- Sector differences in PFI -- Issues affecting the operation of PFI projects -- Conclusions -- References -- 16.Towards a more integrated approach -- Integration -- |
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Contents note continued: Case Study 16.1 Andover North Site Redevelopment -- References |
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Contents note continued: Case Study 6.12 Transformational leadership 2 -- What is an integrated project team (IPT)? -- Conclusion -- References -- 7.Engineering the psycho-productive environment -- Teamwork -- Team leadership and motivation -- Case Study 7.1 Exhibition centre communications -- A communication model -- Case Study 7.2 Health and safety information -- Psycho engineering the team -- Belbin team roles -- Myers Briggs -- Case Study 7.3 Typical characteristics of a common Myers Briggs type -- Change and developing a project culture -- Case Study 7.4 A best practice of the use of this contract by EDF Energy at Heathrow T5 -- Conclusion -- References -- 8.Managing risk and value -- Risk and value imperatives -- Historical approaches to risk and value management -- Sustainable value and whole life cycle -- Definition and evaluation of risk -- Risk management process -- Risk attitude -- Risk response and management -- Risk management techniques -- |
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Contents note continued: Critical path method (CPM) precedence diagrams -- References -- 6.Organisation, culture and leadership -- With Martyn Jones -- Organisation structure -- Case Study 6.1 Typical pure project organisation -- Centralisation of authority -- Case Study 6.2 Major development projects' organisation structure -- Mapping the project environment -- The organisational context -- Case Study 6.3 Multi-project mixed use development -- Corporate culture and behaviour -- The external environment, strategic issues and forces for change -- The role of partnering -- Case Study 6.4 BAA Frameworks -- Case Study 6.5 Strategic business units -- World-class performance -- Case Study 6.6 European use of EFQM -- Case Study 6.7 Highways Agency capability assessment -- Case Study 6.8 EFQM RBD 50 -- Case Study 6.9 The use of KPIs in a contractor organisation -- Leadership -- Case Study 6.10 What it feels like to be led -- Case Study 6.11 Transformational leadership -- |
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Contents note continued: Developing value in construction -- the Gateway framework for decision making -- Project stakeholders -- Case Study 2.4 Stakeholder conflict -- Case Study 2.5 Community stakeholder pressure -- Case Study 2.6 Internal stakeholder, relocate HQ -- Case Study 2.7 External stakeholders for a new swimming pool -- Conclusion -- References -- 3.Project definition -- The design brief -- Product scope definition -- Determining the elements of project definition -- Process mapping -- Case Study 3.1 Managing the estate -- Building information modelling (BIM) -- Case Study 3.2 BIM hospital -- Case Study 3.3 Manchester public library -- Feasibility and affordability -- Funding and investment appraisal -- Case Study 3.4 Option appraisal on university accommodation -- External factors in feasibility assessment -- Building value and risk allocation -- Conclusion -- References -- 4.Strategic issues -- Project systems -- Project subsystems -- |
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Contents note continued: Principles of lean and value -- Case Study 5.2 Toyota production improvements -- Ohno's seven wastes -- Case Study 5.3 Cultural development waste -- Case Study 5.4 Just in time accommodation -- Lean construction -- Case Study 5.5 Building Down Barriers pilot projects -- Case Study 5.6 Mechanical and electrical contractor on six floor new build office -- Difference between lean manufacturing and lean construction -- Offsite construction, MMC and prefabrication -- Identifying construction waste in procurement -- Case Study 5.7 Global cost comparisons -- Measuring performance -- Case Study 5.8 Benchmarking -- continuous improvement -- Construction performance -- Case Study 5.9 Logistical planning on construction management fit out -- Case Study 5.10 Prefabricated construction -- Construction programming and control -- Case Study 5.11 Programme management -- Case Study 5.12 Package management -- Conclusions -- Appendix -- critical path method (CPM) -- |
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Contents note continued: Project scope -- planning and controlling -- The development of the master plan -- Risk planning -- identification and allocation -- Case Study 4.1 Building Schools for the Future (BSF) -- Case Study 4.2 Design risks -- Case Study 4.3 Risk control at Heathrow Airport Terminal 5 -- Project control -- Programme control -- Cost planning and control -- Case Study 4.4 Slippage in design programme -- Procurement principles -- Contracts -- Case Study 4.5 Multi-project single site procurement -- Quality planning and satisfaction -- Case Study 4.6 Contract flexibility -- Information and communications management -- Case Study 4.7 Example for extranet protocol -- Case Study 4.8 A knowledge based system for project cost -- Conclusion -- References -- 5.Lean construction and benchmarking -- The performance of the construction industry -- Case Study 5.1 Great structures -- Defining the terms of productivity -- Standard ways of measuring productivity -- |
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Contents note continued: Risk assessment -- Risk controls -- Improving the effectiveness of accident prevention -- Case Study 10.8 A risk assessment pro forma -- Case Study 10.9 Major disaster reports -- Case Study 10.10 Staircase collapse (hypothetical) -- Case Study 10.11 Plasterboard fixing -- improvements -- Safe design -- Buildings in use -- Safe Construction -- Case Study 10.12 CSCS cards -- Case Study 10.13 Site safe management system -- hospital site -- Communications, information and training -- Protecting the public -- Integrated systems for quality, health, safety -- Conclusion -- References -- 11.Sustainable delivery of construction projects -- The scope of sustainability in construction design and delivery -- UK government targets -- Case Study 11.1 Greater Manchester Housing Retrofit Partnership -- The planning system and sustainability -- Private clients' corporate social responsibility (CSR) -- Environmental assessment schemes -- |
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Contents note continued: Risk, value and procurement -- Risk behaviour -- Appointing consultants and contractors -- Conclusion -- References -- 9.Design and value management -- Nature of design -- Engineering design -- Design management -- Case Study 9.1 Office fit out -- Client values -- Value management in design -- Value engineering -- The value management process -- Case Study 9.2 Functional definition -- Case Study 9.3 VM at the early concept stage -- Case Study 9.4 VM at the early concept stage -- Design and construction co-ordination -- Design waste and design types -- Case Study 9.5 Design co-ordination on specialist physical research facility -- Prefabrication -- Case Study 9.6 Panelised construction -- Case Study 9.7 Component type prefabrication -- Standard design solutions -- Case Study 9.8 Standardised schools -- Information flow -- Buildability -- Change management in design -- Case Study 9.9 Design development change -- Case Study 9.10 Scope change -- |
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Contents note continued: The role of urban design -- Case Study 9.11 Commission for the Built Environment in the UK -- Case Study 9.12 City centre mixed use development -- Conclusion -- References -- 10.Project safety, health and the environment -- Introduction -- Case Study 10.1 Accident figures in the UK 2001--2010 -- Principles of modern health and safety legislation and the HSW Act 1974 -- Health and safety policy -- Organisation of H&S -- Worker involvement -- Case Study 10.2 Timber yard worker involvement -- Case Study 10.3 Manchester Royal Infirmary -- Reporting -- Case Study 10.4 Tower crane accidents -- CDM and the management and design responsibilities -- Impact of H&S legislation on SMEs -- Health and safety management -- Culture and behavioural health and safety -- Case Study 10.5 Cultural development of health and safety -- Product safety and liability -- Case Study 10.6 Manslaughter sentence for ignoring improvement notices -- Case Study 10.7 Door set compliance -- |
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Machine generated contents note: Project management process and product -- People -- Definitions, standards and codes -- Body of Knowledge (BoK) and methodologies -- PRINCE2[™] methodology -- Uses -- References -- 1.Project life cycle and success -- Project life cycle -- Project management -- Programme and portfolio management -- Project team roles -- Project manager: skills and functions -- Ethical project leadership -- Case Study 1.1 Considerate Constructors Scheme -- Project complexity -- Case Study 1.2 Construction complexity -- Project management maturity model -- Determining the critical factors for success -- Conclusion -- References -- 2.Building the client business case -- Project constraints and client objectives -- Presenting a business case -- Case Study 2.1 Student accommodation feasibility -- Analysis -- Managing change in the business case -- Case Study 2.2 Olympic business legacy -- Case Study 2.3 Birmingham City Council 2006 -- |
| Summary |
"The role of the project manager continues to evolve, presenting new challenges to established practitioners and those entering the field for the first time. This fully revised second edition of Peter Fewings' groundbreaking textbook now includes topical chapters addressing lean construction, modern off-site construction methods, sustainable project delivery, and the ethical role of the project manager. The author's observations and extensive experience are still central to this book, which remains a fresh approach to project management in construction and engineering. It considers integrated project management, emphasizing the importance of effectively handling external factors in order to best achieve an on-schedule, on-budget result and focuses on good negotiation with clients and skilled team leadership. Its holistic approach provides readers with a thorough guide in how to increase efficiency and communication at all stages while reducing costs, time and risk"-- |
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The role of the project manager continues to evolve, presenting new challenges to established practitioners and those entering the field for the first time. Thissecond edition of Fewings' groundbreaking textbook has been thoroughly revised to recognise the increasing importance of sustainability and lean construction in the construction industry |
| Analysis |
Structural engineering & construction |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Building -- Superintendence.
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Construction industry -- Management.
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Project management.
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| LC no. |
2012003781 |
| ISBN |
9780203831199 (ebook) |
|
9780415613446 (hardback) |
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9780415613453 (paperback) |
