Project Management for Construction profkrishna com

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Project Management for Construction Page 2 of 3, costs or delays occur elsewhere For example saving money on the design process will be a false. economy if the result is excess construction costs. z Fragmentation of project management among different specialists may be necessary but good. communication and coordination among the participants is essential to accomplish the overall. goals of the project New information technologies can be instrumental in this process especially. the Internet and specialized Extranets, z Productivity improvements are always of importance and value As a result introducing new. materials and automated construction processes is always desirable as long as they are less. expensive and are consistent with desired performance. z Quality of work and performance are critically important to the success of a project since it is the. owner who will have to live with the results, In essence adopting the viewpoint of the owner focuses attention on the cost effectiveness of facility. construction rather than competitive provision of services by the various participants. While this book is devoted to a particular viewpoint with respect to project management for. construction it is not solely intended for owners and their direct representatives By understanding the. entire process all participants can respond more effectively to the owner s needs in their own work in. marketing their services and in communicating with other participants In addition the specific. techniques and tools discussed in this book such as economic evaluation scheduling management. information systems etc can be readily applied to any portion of the process. As a result of the focus on the effective management of entire projects a number of novel organizational. approaches and techniques become of interest First and foremost is the incentive to replace. confrontation and adversarial relationships with a spirit of joint endeavor partnership and. accomplishment For example we discuss the appropriate means to evaluate risks and the appropriate. participants to assume the unavoidable risks associated with constructed facilities Scheduling. communication of data and quality assurance have particular significance from the viewpoint of an. owner but not necessarily for individual participants The use of computer based technology and. automation also provides opportunities for increased productivity in the process Presenting such. modern management options in a unified fashion is a major objective of this book. The unified viewpoint of the entire process of project management in this book differs from nearly all. other literature on the subject Most textbooks in the area treat special problems such as cost estimating. from the viewpoint of particular participants such as construction managers or contractors This. literature reflects the fragmentation of the construction process among different organizations and. professionals Even within a single profession such as civil engineering there are quite distinct groups. of specialists in planning design management construction and other sub specialties Fragmentation of. interest and attention also exists in nearly all educational programs While specialty knowledge may be. essential to accomplish particular tasks participants in the process should also understand the context. and role of their special tasks, This book is intended primarily as a text for advanced undergraduates beginning graduate students or. professionals continuing their education in engineering construction architecture or facilities. management Examples and discussion are chosen to remind readers that project management is a. challenging dynamic and exciting enterprise and not just a record of past practices It should also be. useful to professionals who wish an up to date reference on project management. Chapters 1 to 3 present an overview of the construction management and design process which should. be of interest to anyone engaged in project management for construction One need not have detailed. knowledge about individual tasks or techniques for this part Individuals can read these chapters and. http pmbook ce cmu edu 4 16 2012,Project Management for Construction Page 3 of 3.
understand the basic philosophy and principles without further elaboration. Chapters 4 through 14 describe specific functions and techniques useful in the process of project. management This part presents techniques and requirements during project planning including risk. assessment cost estimation forecasting and economic evaluation It is during this planning and design. phase in which major cost savings may be obtained during the eventual construction and operation. phases It also addresses programming and financing issues such as contracting and bidding for. services financing organizing communication and insuring effective use of information It further. discusses techniques for control of time cost and quality during the construction phase Beginning. courses in engineering economics including cash flow analysis and discounting use of computers. probability and statistics would be useful Furthermore access to a personal computer with spreadsheet. or equation solving software would be helpful for readers attempting some of the problems in Chapters 4. to 14 Numerous software programs could be used for this purpose including both spreadsheet and. equation solving programs Problems in some chapters could also be done on any number of existing. software packages for information management and project scheduling However the use of personal. computers in this fashion is not required in following the text material Each instructor may exercise. discretion in omitting some of the material in these chapters if they are redundant with other classes or. too advanced for students in his or her own class, It is our hope that students beginning their career in project management for construction will be. prepared to adopt the integrated approach emphasized in this book Furthermore experienced. professionals in various fields may discover in this book some surprises that even they have not. anticipated High level decision makers in owner organizations who are not directly involved in the. project management process may find the basic philosophy and principles of interest especially in. Chapters 1 through 3 as owners must invariably pay for constructed facilities for better or worse If the. book can fulfill even a small part of its promises to influence the future of project management for. construction our efforts will have been amply rewarded. For version 2 1 Summer 2003 a number of new examples updates and references have been inserted. throughout the text For example there are new discussions of lean construction and green buildings. However the basic structure and methods remain the same The fundamentals of project management. treated here are timeless, Numerous individuals helped with the preparation of the first and second editions of this book In. particular we wish to acknowledge Burcu Akinci William J Hall Paul Christiano Steven Fenves. Daniel Rehak Debbie Scappatura and Shirley Knapp Iavor Kostov Tommy Hendrickson Curt Yeske. and In Soo Jung were instrumental in developing the web version of this book This book also reflects. the contributions of numerous students and colleagues in industry who have challenged us with. problems and shared their own ideas and experience over many years We are grateful to all of these. individuals, Some material in this book has been taken from several papers authored by us and published by the. American Society of Civil Engineers Materials taken from other sources are acknowledged in footnotes. tables or figures We gratefully acknowledge the permissions given to us by these individuals publishers. and organizations, A series of photographs depicting various stages of construction of the PPG building in Pittsburgh PA is. inserted in sequence between chapters We wish to thank PPG Industries for its cooperation in providing. these photographs,Chris Hendrickson and Tung Au,http pmbook ce cmu edu 4 16 2012.
Project Management for Construction The Owners Perspective Page 1 of 21. Go Up to Table of Contents,Go To Chapter 2,Organizing for Project. Management,The Owners Perspective,Introduction,The Project Life Cycle. Major Types of Construction,Selection of Professional Services. Construction Contractors,Financing of Constructed Facilities. Legal and Regulatory Requirements http pmbook ce cmu. The Changing Environment of the edu 01 The Owners Pe. Construction Industry rspective html,The Role of Project Managers.
References,1 The Owners Perspective,1 1 Introduction. Like the five blind men encountering different parts of an elephant each of the numerous participants in. the process of planning designing financing constructing and operating physical facilities has a. different perspective on project management for construction Specialized knowledge can be very. beneficial particularly in large and complicated projects since experts in various specialties can provide. valuable services However it is advantageous to understand how the different parts of the process fit. together Waste excessive cost and delays can result from poor coordination and communication among. specialists It is particularly in the interest of owners to insure that such problems do not occur And it. behooves all participants in the process to heed the interests of owners because in the end it is the. owners who provide the resources and call the shots. By adopting the viewpoint of the owners we can focus our attention on the complete process of project. management for constructed facilities rather than the historical roles of various specialists such as. planners architects engineering designers constructors fabricators material suppliers financial. analysts and others To be sure each specialty has made important advances in developing new. techniques and tools for efficient implementation of construction projects However it is through the. understanding of the entire process of project management that these specialists can respond more. effectively to the owner s desires for their services in marketing their specialties and in improving the. productivity and quality of their work, The introduction of innovative and more effective project management for construction is not an. academic exercise As reported by the Construction Industry Cost Effectiveness Project of the. Business Roundtable 1, By common consensus and every available measure the United States no longer gets it s. money s worth in construction the nation s largest industry The creeping erosion of. construction efficiency and productivity is bad news for the entire U S economy. http pmbook ce cmu edu 01 The Owners Perspective html 4 16 2012. Project Management for Construction The Owners Perspective Page 2 of 21. Construction is a particularly seminal industry The price of every factory office building. hotel or power plant that is built affects the price that must be charged for the goods or. services produced in it or by it And that effect generally persists for decades Too much. of the industry remains tethered to the past partly by inertia and partly by historic. Improvement of project management not only can aid the construction industry but may also be the. engine for the national and world economy However if we are to make meaningful improvements we. must first understand the construction industry its operating environment and the institutional. constraints affecting its activities as well as the nature of project management. Back to top,1 2 The Project Life Cycle, The acquisition of a constructed facility usually represents a major capital investment whether its owner. happens to be an individual a private corporation or a public agency Since the commitment of. resources for such an investment is motivated by market demands or perceived needs the facility is. expected to satisfy certain objectives within the constraints specified by the owner and relevant. regulations With the exception of the speculative housing market where the residential units may be. sold as built by the real estate developer most constructed facilities are custom made in consultation. with the owners A real estate developer may be regarded as the sponsor of building projects as much as. a government agency may be the sponsor of a public project and turns it over to another government unit. upon its completion From the viewpoint of project management the terms owner and sponsor are. synonymous because both have the ultimate authority to make all important decisions Since an owner is. essentially acquiring a facility on a promise in some form of agreement it will be wise for any owner to. have a clear understanding of the acquisition process in order to maintain firm control of the quality. timeliness and cost of the completed facility, From the perspective of an owner the project life cycle for a constructed facility may be illustrated.
schematically in Figure 1 1 Essentially a project is conceived to meet market demands or needs in a. timely fashion Various possibilities may be considered in the conceptual planning stage and the. technological and economic feasibility of each alternative will be assessed and compared in order to. select the best possible project The financing schemes for the proposed alternatives must also be. examined and the project will be programmed with respect to the timing for its completion and for. Langer Department of Civil and Environmental Engineering Carnegie Mellon University Pittsburgh PA 15213 This book develops a specific viewpoint in discussing the participants the processes and the techniques of project management for construction This viewpoint is that of owners who desire completion of

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