This new edition of a core undergraduate textbook for construction managers reflects current best practice, topical industry preoccupations and latest developments in courses and fundamental subjects for students.
While the construction process still requires traditional skills, changes over recent decades today demand improved understanding of modern business, production and contractual practices. The authors have responded accordingly and the book has undergone a thorough re-write, eliminating some of the older material and adding new processes now considered essential to achieving lean construction. Particular emphasis is given, for example, to supply chains and networks, value and risk management, BIM, ICT, project arrangements, corporate social responsibility, training, health and welfare and environmental sustainability.
Modern Construction Management presents construction as a socially responsible, innovative, carbon-reducing, manager-involved, people-orientated, crisis-free industry that is efficient and cost effective. The overall themes for the Seventh Edition are:
* Drivers for efficiency: lean construction underpinning production management and off-site production methods.
* Sustainability: reflecting the transition to a low carbon economy.
* Corporate Social Responsibility: embracing health & safety, modernistic contracts, effective procurement, and employment issues.
* Building Information Management: directed towards the improvement of construction management systems.
The comprehensive selection of worked examples, based on real and practical situations in construction management and methods will help to consolidate learning. A companion website at www.wiley.com/go/MCM7 offers invaluable support material for both tutors and students:
* Solutions to the self-learning exercises
* PowerPoint slides with discussion topics
* Journal and web references
Structured to reflect site, business and corporate responsibilities of managers in construction, the book continues to provide strong coverage of the salient elements required for developing and equipping the modern construction manager with the competencies and skills for both technical and business related areas.
Rezensionen / Stimmen
"This is a comprehensive and in-depth book covering an evolving discipline that is undergoing a technological modernisation, particularly with building information modelling." (Civil Engineering, 1 August 2014)
"Modern Construction Management is a textbook for advanced studies in construction management. It is a substantial volume of 572 pages with general descriptions, partly detailed texts, numerous examples and references." (Construction Management and Economics, 8 January 2014)
"I highly recommend the landmark and very modern best practices oriented textbook Modern Construction Management, Seventh Edition by Frank Harris, Ph.D., and Ronald McCaffer, Ph.D., to any students and graduates in civil engineering, construction management, building and quantity surveying, corporate leaders, and government policy makers seeking a clear and all encompassing guide to the current business, technical, environmental, and societal issues and challenges of modern construction management. This book is a tremendous starting point for students and professionals at any level of construction project management." (Blog Business World, 10 May 2013)
Auflage
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Maße
Höhe: 24.1 cm
Breite: 17.2 cm
Dicke: 2.3 cm
Gewicht
ISBN-13
978-0-470-67217-4 (9780470672174)
Schweitzer Klassifikation
Frank Harris, BEng, MSc, PhD, DSc, CEng, MICE, FCIOB is Emeritus Professor of Construction Science at the University of Wolverhampton.
Ronald McCaffer, BSc, PhD, DSc, FREng, FRSE, FICE, FCIOB, is Emeritus Professor of Construction Management at Loughborough University.
Francis Edum-Fotwe, BSc, MSc, PhD, MASCE is Lecturer in Construction and Project Management at Loughborough University.
Autor*in
Emeritus Professor of Construction Science, University of Wolverhampton
BSc, PhD, DSc, FREng, FRSE, FICE, FCIOB, is Emeritus Professor of Construction Management at Loughborough University
BSc, MSc, PhD, MASCE is Lecturer in Construction and Project Management at Loughborough University
Preface to the sixth edition xi
Preface to the seventh edition xii
1 Introduction 1
Structure of the book 2
Objectives and contents 3
Section 1 4
Section 2 4
Section 3 5
Section 4 5
2 Quality management 7
Summary 7
Introduction 7
Notions of quality 7
Quality in transition 8
Quality control and inspection 9
Quality assurance 11
Total Quality Management 20
A systems approach to managing quality 25
Reference 31
Section 1: Project production management 33
3 Production process improvement 35
Summary 35
Introduction to lean construction 35
Productivity 36
Economic development 37
Energy consumption 39
Sustainability 40
International environmental protocols 41
UK emissions 44
Productivity improvement 44
Management systems 48
Management processes (BSI (2002), BS 6079-1:2002) 53
Employee participation 61
Macro key performance indicators 77
References 78
4 Planning techniques 80
Summary 80
Introduction 80
Planning in construction 80
Who plans? 81
Planning techniques 83
Other planning techniques 101
Modern construction planning 107
Data exchange 111
Planning multiple projects 113
Reference 116
Appendix 4.A: Normal probability distribution tables 116
5 Workforce motivation 117
Summary 117
Introduction 117
Motivation theories 117
Payment systems, remuneration and performance 121
References 131
6 Project cost control 133
Summary 133
A cost-control procedure for construction works 133
Systems in current use 134
Points to consider when choosing a cost-control system 145
Management of the carbon footprint 146
7 Management of equipment 147
Summary 147
Acquisition of plant and equipment 147
The financing of equipment 148
Systematic plant selection 150
The essential characteristics of a decision situation 151
Setting hire rates 159
Marginal costing 166
Plant maintenance 167
Monitoring of maintenance servicing and exhaust emissions 168
References 168
Section 2: Business management 169
8 Project procurement 171
Summary 171
Introduction 171
The construction process (BS 6079-1:2002) 172
ISO/BS procurement standards 175
Appointing the team/parties to the contract 176
Public contracts and supplies 178
Project manager/leader 178
The contract 182
Health and safety considerations 186
Categories of contract 190
Separated and cooperative contracts 190
Management-oriented contracts 193
Integrated contracts 197
Discretionary contracts 205
Performance of different contract categories 209
References 210
9 Estimating and tendering 211
Summary 211
Introduction 211
Parties involved in estimating and tendering 213
The estimating process 214
BOQ estimating 215
Collection and calculation of cost information 217
Project study 225
Preparing the estimate 226
Tendering adjustments 232
Submitting the tender 234
Estimating in management contracting 235
Use of estimating software 237
Methods of estimating 240
Reference 241
10 Competitive bidding 242
Summary 242
Introduction 242
Part 1: A brief review of bidding strategy 243
Part 2: The importance of accuracy in estimating 250
Part 3: Some ways of using the existing theories 257
Recent developments in bidding 263
Client evaluation of bids 265
References 266
11 Company budgetary control 268
Summary 268
Introduction 268
Preparation of budgets 269
The carbon footprint 275
12 Cash flow and interim valuations 277
Summary 277
Introduction 277
The need for cash flow forecasting by contractors 277
The requirements of a forecasting system 279
Capital lock-up 284
The factors that affect capital lock-up 285
Interim valuations and cash flow 289
Measurement of work in activities 293
Computers and cash flow 294
Cash flow forecast by standardised models 296
Concluding remarks 297
References 297
13 Economic assessments 298
Summary 298
Introduction 298
Interest 300
Economic comparisons 303
Profitability measures 305
Inflation 310
Accuracy of future estimates 314
Financial modelling 319
Cost-benefit analysis 323
Some worked examples 324
Appendix 13.A: Tabulations of interest and time relationships 332
Section 3: Administration and company management 335
14 Company organisation 337
Summary 337
Introduction 337
The function of a manager 337
Company organisational structures 339
Departments/functions 348
Health, safety, occupational welfare and pensions 356
Educational qualifications and vocational training 358
Corporate Social Responsibility 365
Management attitude 366
Reference 368
15 Market planning and business development 369
Summary 369
Introduction 369
Market planning 369
The business-development process 370
References 381
16 International construction logistics and risks 382
Summary 382
Introduction 382
The international environment 383
Conclusions 389
17 Information resources and ICT systems 390
Summary 390
Introduction 390
The construction company's business 390
Processes involved in construction business 391
Information needs to support business processes 393
Management of contractors' information resources 394
Construction information systems 397
The construction information manager 400
ICT in construction 401
ICT change within construction 402
Enablers of current construction IT 402
Using ICT resources in construction 403
Construction in a wireless world 414
Information security 415
18 Financial management 416
Summary 416
Introduction 416
Types of businesses 417
Types of capital 421
The control of capital 426
The company accounts 430
Regulatory authorities 444
References 445
Section 4: Self-learning exercises (solutions to the questions are provided on the book's companion website) 447
19 Questions - construction management 449
Questions 451
20 Questions - operational research (OR) 499
Summary 499
Questions 501
21 Questions - Six Sigma 511
Six Sigma 512
Problems 512
Reference 531
Bibliography 533
Abbreviations and acronyms 543
Index 548
