Advanced Construction Management

1. Introduction 1 1.1. Let me start with a story 3 1.2. Status of megaprojects 6 1.3. Purpose 8 1.4. Methodological approach 9 1.5. Readership 11 1.6. Structure of the text 14 2. Theoretical background 17 2.1. Definitions 17 2.2. Cognitive maps 18 2.3. Descriptive management research 19 2.4. Guiding theories 20 2.4.1. Luhmannian systems theory 20 2.4.2. Contingency theory 21 2.4.3. New institutional economics 22 3. Advanced construction project management 26 3.1. Construction 27 3.2. Management 29 4. Characteristics of megaprojects 34 4.1. Project typology 35 4.1.1. Conceptualizing criteria 36 4.1.2. Choice of dimensions 37 4.1.3. Typical cases 38 4.1.4. Typology 39 4.2. Complexity of megaprojects 43 4.2.1. Defining complexity 44 4.2.2. Construct dimensions of complexity 46 4.2.3. Factors of the construct dimensions 47 4.2.4. Complexity development 49 5. International construction management 52 5.1. International construction joint ventures 52 5.2. Global contractors 54 5.3. Goals for international construction joint ventures 56 5.4. Success factors for megaprojects 60 5.5. Key personnel 63 5.6. Expatriate life 65 6. Megaproject phases and activity groups 67 6.1. Project idea and project development 70 6.2. Design phases 71 6.3. Market contacts, bidding period and contract negotiations 72 6.3.1. Market contacts 72 6.3.2. Bidding period 74 6.3.3. Contract negotiations 75 6.4. Construction and maintenance 76 6.4.1. Planning and procurement 78 6.4.2. Testing the construction technology 82 6.4.3. Mastering the construction technology 85 6.4.4. Stabilization of all construction processes 87 6.4.5. Routine processes 89 6.4.6. Demobilization of the project 90 6.4.7. Management roles during construction 91 6.4.8. The course of complexity throughout the activity groups 93 7. Descriptive megaproject management model 97 7.1. Management functions 98 7.1.1. Complex engineering tasks 98 7.1.2. Management functions 100 7.1.3. Meta-functions 101 7.1.4. Basic functions 102 7.1.5. Cultural dimensions 103 7.2. Management functions and complexity 104 7.2.1. Management functions and task complexity 105 7.2.2. Management functions and social complexity 106 7.2.3. Cultural dimensions and cultural complexity 107 7.2.4. Management functions and cognitive complexity 109 7.2.5. Management functions and operative complexity 110 7.2.6. Combining management and complexity 110 8. Engineering management 113 8.1. Design 114 8.1.1. Design management 114 8.1.2. Design 117 8.2. Project management 119 8.2.1. Integration management 121 8.2.2. Scope management 121 8.2.3. Time management 122 8.2.4. Cost management 122 8.2.5. Quality management 124 8.2.6. Human resource management 125 8.2.7. Communication management 127 8.2.8. Risk management 128 8.2.9. Procurement management 130 8.2.10. Stakeholder management 131 8.2.11. Health, safety and environmental management 133 8.2.12. Contract management 133 8.3. Production planning 135 8.4. Site installation 141 8.5. Construction 146 9. Management functions 150 9.1. Planning 152 9.1.1. SWOT analysis 154 9.1.2. Developing new plans 155 9.1.3. Analytical framework for planning 156 9.1.4. Planning system for megaprojects 157 9.2. Controlling 162 9.3. Organizing 167 9.3.1. Organizational structure 170 9.3.2. Process organization 175 9.3.3. Organizational rules 176 9.4. Staffing 178 9.5. Directing 181 10. Meta-functions 185 10.1. Decision-making 186 10.2. Communication 192 10.2.1. Megaproject communication 192 10.2.2. Communication models 193 10.2.3. Communication methods 197 10.2.4. Communication organization 200 10.3. Coordination 204 10.3.1. Coordination methods 205 10.3.2. Fragmented supply chain 207 10.4. Learning 210 11. Basic functions 216 11.1. Project knowledge 216 11.2. Trust 219 11.3. Sensemaking 224 11.4. Commitment 227 12. Cultural management 232 13. Innovation in construction megaprojects 241 13.1. Aspects of innovation 242 13.1.1. Methodology and Case Study Choice 245 13.1.2. Innovations and trajectories 248 13.1.3. Conclusions and implications 256 13.2. The innovation process 258 13.2.1. Introduction 259 13.2.2. Approaches to generate innovation and definition 260 13.2.3. Innovation process models and barriers to innovation 261 13.2.4. Data summary 263 13.2.5. The general model of the innovation process 264 13.2.6. Product and process innovations for the BangNa Expressway 269 13.2.7. Process innovations for the Great Belt Tunnel 270 13.2.8. Conclusions 272 13.3. Progress functions 274 13.3.1. Theory and terminology 274 13.3.2. Literature review 276 13.3.3. Research 279 13.3.4. Data analysis and discussion 285 13.3.5. Discussion and conclusion 289 14. All in all, what does it mean? 292 15. References 294