[PDF] Construction Management Books Collection Free Download CONSTRUCTION PROJECT MANAGEMENT: PLANNING AND SCHEDULING BY HENRY. Construction Project Safety Management Best Practices Handbook Construction equipment operators/Operating engineers The Construction Chart Book, 5th. Construction Project Management. Handbook. MARCH FTA Report No. Federal Transit Administration. PREPARED BY. Kam Shadan, P.E.. Gannett.
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PDF | Emad Elbeltagi and others published LECTURE NOTES ON CONSTRUCTION PROJECT MANAGEMENT . (This book is available in Arabic) . This book is based on a series of lecture notes used by the author for Construction Management at the centre of both Company and Project Management. The objective of this book is to present and discuss the management of field construction projects. These projects involve a great deal of time.
If you have never downloadd a guided construction management book, this should be your first and is a good book to keep with you in the office or on the field.
Newitt The next book on our list is more of a comprehensive, detailed read written for skilled and experienced construction managers. This book contains detailed knowledge and packed text focusing on project scheduling. The book includes tutorials for the four most common scheduling software programs and how to integrate the two effectively.
Running a Successful Construction Company For Pros, By Pros by David Gerstel This book was written by a self-taught project manager who developed and applied all of his own methods and techniques to climb the ladder to success in the construction industry and is now a very respected figure in the business world.
In his book, he shares his methods on how to succeed in running your own construction company. This particular book is a well-organized guide that provides a step by step walk through of all stages of project management including project costs, administering contracts, monitoring performances and safety and more. The prime contractor assumes complete responsibility to the owner for the direction and accomplishment of the total work.
An important part of this responsibility is the coordination and supervision of the subcontractors. This sequence is still predominant in the industry and is referred to as the design-bid-construct procedure.
While completing one step before initiating the next may be acceptable to owners on some projects, it will be unacceptably slow to other owners.
It is possible to reduce the total design-construction time required for some projects by starting 7 1 Construction Practices the construction before complete design of the entire project has been accomplished.
Early phases of the project are under construction while later stages are still on the drawing boards. This procedure of overlapping the design and construction can appreciably reduce the total time required to achieve project completion. For obvious reasons, fast tracking and phased construction sometimes can offer attractive advantages to the owner and also can be the source of severe coordination problems.
The scope and nature of such services can be made to include almost anything the owner wishes. The selection of the proper contract form appropriate to the situation is an important decision for the owner and is one deserving of careful consideration and consultation.
The construction contract can be made to include construction, designconstruct, or construction management services, each of which is discussed in the next three sections. Under such an arrangement, the contractor is completely removed from the design process and has no input into it.
Its obligation to the owner is limited to constructing the project in full accordance with the contract terms. Under this arrangement, the design professional acts essentially as an independent design contractor during the design 1. The architect-engineer acts as a professional intermediary between the owner and contractor and often represents the owner in matters of construction contract administration.
This form of contract is usually negotiated, although occasionally it is competitively bid. Usually the contractor has its own design section with architects and engineers as company employees. The team concept is basic to design-construct. The owner, designer, and builder work cooperatively in the total development of the project.
The contractor provides substantial input into the design process on matters pertaining to materials, construction methods, cost estimates, and construction time schedules. In recent years, owners have shown increasing acceptance and usage of this concept, largely due to the economies of cost and time that can be realized by melding the two functions of design and construction.
Injecting contractor experience and expertise into the design process offers the possibility of achieving cost savings for the owner. The difference lies in the greater range of responsibilities that the contractor undertakes on behalf of the owner under a turnkey arrangement.
The objective of this approach is to treat project planning, design, and construction as integrated tasks within a construction system. Where construction management is used, a nonadversarial team is created consisting of the owner, construction manager, architect-engineer, and contractor. By striking a balance between construction cost, project quality, and completion schedule, the management team strives to produce for the owner a project of maximum value within the most economical time frame.
Usually, however, the construction management arrangement is considered to be a professional services contract and is negotiated. The owner is obligated to make only such total payment as is stipulated in the contractual agreement. With a lump-sum contract, the contractor agrees to complete a stipulated package of work in exchange for a single lump sum of money.
Use of this form of contract is obviously limited to those construction projects where both the nature and quantity of each work type can be accurately and completely determined before the contract sum is set. The total sum of money paid to the 1. This is subject to any contract provision for redetermination of unit prices when substantial quantity variations occur.
A guaranteed maximum cost is frequently included in cost-plus contracts. Under this form, the contractor agrees that it will construct the total project in full accordance with the contract documents and that the cost to the owner will not exceed some total price.
In such a situation, the owner may accomplish the work with its own forces and provide the supervision, materials, and equipment itself. Or the owner may choose to subcontract the entire project, assuming the responsibility of coordinating and supervising the work of the subcontractors.
Because public projects generally must be contracted out on a competitive-bid basis, force-account work by a public agency usually is limited to maintenance, repair, or cases of emergency. In such cases, the contractor performs the associated work at 11 12 1 Construction Practices the direction of the owner and bills for these services on a time and materials basis.
Project Management, Planning and Control, 7th Edition
It maintains a force of competent supervisors and workers and is equipped to do the job. These tasks distract the owners from their core business responsibilities. For this reason, some owners also contract these responsibilities to the contractor. Turnkey and build-operate-transfer BOT contracts provide a vehicle for complete project delivery by the contractor. In a turnkey arrangement, the owner provides the facility design requirements to the contractor, which designs and constructs the facility under a single contract.
Download Construction Project Management Book PDF by S. Keoki & Glenn A. Sears & others
The single contract eliminates the need for owner coordination and reduces project duration. Upon completion, the key to the project is turned over to the owner and the contract is closed out.
BOT contracts are an extension of the turnkey method. The contractor designs, constructs, operates, and maintains the facility for a predetermined concessionary period. In most cases, the contractor receives no payment from the owner for these services but retains all or a portion of the revenues earned by the project during the concession.
This contracting method generally is used for bridges, highways, power plants, and similar projects that generate a long-term revenue stream. At the end of the concession period, ownership transfers from the contractor to the owner.
Housing and commercial properties like shopping centers and warehousing facilities are common examples of such construction. This is a form of speculative construction through which 1. They build dwelling units on their own account and employ sales forces to market their products. In much speculative housing, contractors build for unknown downloaders. In commercial applications, however, construction does not normally proceed until suitable sale or lease arrangements have been made. Most speculative builders function more as land or commercial developers than as contractors, choosing to subcontract all or most of the actual construction work.
In the initial design stages, estimates such as annual cost to the owner and total life-cycle costs of the facility are made.
Technical job standards are weighed against cost, function, maintenance, and appearance with the objective of minimizing the full cost of constructing, operating, and maintaining the new facilities over their useful life. As the design develops, construction methods and material alternatives are subjected to value analysis as a rational means of optimizing the entire construction process in terms of cost and time.
Time control during the design stage is directed toward minimizing construction time consistent with project quality and total cost. The delivery times of materials and project equipment are checked. Construction methods are chosen whose cost characteristics are favorable and for which adequate labor and construction equipment will be available as needed. A preliminary project time schedule usually is prepared as the design progresses.
Depending on the methods used by the owner, this party may be the owner, the architect-engineer, a construction manager, or a general contractor. A good working relationship with a variety of outside persons and organizations, such as architects, engineers, owners, subcontractors, material and equipment dealers, labor unions, and regulatory agencies, is an important part of guiding a job through to its conclusion.
Field project management is directed toward pulling together all the diverse elements necessary to complete the project satisfactorily.
He acts as the focal point for all facets of the project and brings together the efforts of all organizations having input into the construction process. He coordinates matters relevant to the project and expedites project operations by dealing directly with the individuals and organizations involved. Because he has the overall responsibility, the project manager must have broad authority over all elements of the project.
The nature of construction is such that the manager often must take action quickly on his own initiative, and it is necessary that he be empowered to do so. To be effective, he must have full control of the job and be the one voice that speaks for the project.
Project management is a function of executive leadership and provides the cohesive force that binds together the several diverse elements into a team effort for project completion. When smaller contracts are involved, a single individual may act as project manager for several jobs simultaneously.
First, he must have a considerable background of practical construction experience so that he is thoroughly familiar with the workings and intricacies of the industry. Without such a basic grounding in construction fundamentals, the project manager would be completely unprepared to carry out his responsibilities. Second, the project manager must have, or have available to him, persons with expertise and experience in the application of specialized management techniques to the planning, scheduling, and control of construction operations.
Because much of the management system is usually computer based, the project manager must have access to adequate computer support services. Third, the project manager must have the capacity to step back from the complex details of daily construction operations and look into the future—planning for upcoming activities, checking material deliveries, determining manpower and training requirements, identifying possible changes to the work, and other future problem areas.
Fourth, the project manager must have the personality and insight that will enable him to work harmoniously with other people, often under very strained and trying circumstances. The manager, after all, cannot accomplish everything through his efforts alone. He must work with and through people in the performance of his duties.
Doing this requires an appreciation and understanding of the human factor. Without this, his other attributes, however commendable, will be of limited effectiveness.
Project conditions such as technical complexity, importance of timely completion, resource limitations, and substantial costs put great emphasis on the planning, scheduling, and control of construction operations. Unfortunately, the construction process, once set into motion, is not a self-regulating mechanism and requires expert guidance if events are to conform to plans. It must be remembered that projects are one-time and largely unique efforts of limited time duration that involve work of a nonstandardized and variable nature.
The presence of uncertainty in construction does not suggest that planning is impossible but rather that it will assume a monumental role in the success or failure of the project. The greater the level 17 18 2 Management System of uncertainty in the project, the greater the need for exhaustive project planning and skilled and unremitting management effort.
The surest way for the contractor to achieve its own objectives, and those of the owner in the bargain, is by applying some system of project management.
Serving the best interests of the owner is the primary emphasis of project control under other forms of contracts. Construction project management, however, applies to a given project, the various phases of which usually are accomplished by different organizations. Therefore, the management of a construction project is not so much a process of managing the internal affairs of a single company as it is one of coordinating and regulating all of the elements needed to accomplish the job at hand.
Thus, the typical project manager must work extensively with organizations other than his own. In such circumstances, much of his authority is conferred by contractual terms or power of agency and is therefore less direct than that of the usual business manager. Project management is accomplished largely through the personnel of different employers working closely together. Whether the owner, architectengineer, general contractor, or a construction manager performs such duties is very much a matter of context.
The basics of the pertinent management procedures are essentially the same, however, regardless of the implementing party. Nevertheless, to show detailed workings and examples 2.
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Popular Files. January June Trending on EasyEngineering.This contracting method generally is used for bridges, highways, power plants, and similar projects that generate a long-term revenue stream. Turnkey and build-operate-transfer BOT contracts provide a vehicle for complete project delivery by the contractor.
Keoki Sears Glenn A. Job monitoring must detect such aberrations quickly. Progress measurement for time-control purposes is an approximate process and is based on determining the time status of each individual job activity. A good working relationship with a variety of outside persons and organizations, such as architects, engineers, owners, subcontractors, material and equipment dealers, labor unions, and regulatory agencies, is an important part of guiding a job through to its conclusion.
This book contains detailed knowledge and packed text focusing on project scheduling. Many public agencies and large corporate owners maintain their own in-house design capability. The costs of labor, construction equipment, and materials are computed on the basis of the work quantities involved.
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