Programme management in construction / Peter T. Barnes, Roy Farren, Ali D. Haidar and Kenneth P. Wells.
'Programme Management in Construction' provides a comprehensive introduction to the application of programme management in the construction industry, demonstrating detailed coverage of programme management techniques through best practice guidance and case study examples.
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Full Text (via Knovel) |
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| Main Authors: | , , , |
| Format: | eBook |
| Language: | English |
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Westminster, London :
ICE Publishing is a division of Thomas Telford Ltd, a wholly-owned subsidiary of the Institution of Civil Engineers (ICE),
[2015]
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Table of Contents:
- T309-00.pdf; T309-01.pdf; 1.1. An overview; 1.2. Programme management definitions; Figure 1.1; Figure 1.2; 1.3. Programme phases; Figure 1.3; Figure 1.4; 1.3.1 Pre-construction; 1.3.2 Construction; 1.3.3 Post-construction; 1.3.4 Facility management; 1.4. The role of the programme manager; Figure 1.5; Figure 1.6; Figure 1.7; References; Brown JT (2008); Martinsuo M and Lehtonen P (2006); Project Management Institute (2008); Ritz G and Levy S (2013); Tobis I and Tobis M (2002); T309-02.pdf; 2.1. Programme process; Figure 2.1; Figure 2.2; 2.2. Programme requirements; Figure 2.3.
- 2.3. Scope management2.4. Cost management; Figure 2.4; Figure 2.5; 2.5. Schedule management; 2.6. Programme delivery methods; 2.7. Programme management plan; 2.8. Design stage management of a programme; 2.9. Delivering and measuring programme quality; 2.10. Programme cost stage management; 2.11. Building information modelling (BIM); 2.12. Quality control; 2.13. Programme commissioning; 2.14. Programme management report; 2.15. Programme management quality assurance; 2.16. Programme management consultancies' scope of services
- a"!ase study; 2.16.1 Case study (consultant's role)
- 2.16.2 Organisation strengths and resources2.16.3 Preparation of detailed design and tender documents; Figure 2.6; 2.16.4 Programme supervision; Figure 2.7; Figure 2.8; 2.16.5 Contractual issues; 2.16.6 Quality control and quality control services; Table 2.1; 2.17. Design and design activities; 2.18. Programme pre-construction documents; Figure 2.9; 2.19. Programme execution; 2.19.1 Human resources; 2.19.2 Supervision and engineering; 2.19.3 Technical support; 2.20. Programme management compared to portfolio management; 2.21. Summary: objectives of programme management; Figure 2.10.
- 3.8. The decision-making environment of a programme3.9. Decision-making models; 3.10. Contingency view; References; Flyvbjerg B (2014); Hanford M (2004); T309-04.pdf; 4.1. Description; Figure 4.1; 4.2. Case study: Programme One; 4.2.1 Narrative; 4.2.2 Data; 4.2.3 Management structure; 4.2.4 Staff; 4.2.5 Milestone dates for condominiums; Figure 4.2; 4.2.6 Pricing and cost control; 4.2.7 Actual cost; 4.2.8 What went wrong and right; Table 4.1; 4.2.9 The benefits of programme management application; 4.3. Case study: Programme Two; 4.3.1 Narrative; Figure 4.3; 4.3.2 Data; 4.3.3 Structure.