Project management in construction
Project management is now regarded as the key to effective design and construction of building and engineering projects, and it is an increasingly important part of construction, surveying and civil engineering undergraduate and postgraduate courses.This book provides a systems approach to management, as applied to construction, and is particularly concerned with integration of the contributors and the ways in which decisions are made. The revised edition provides a general update on recent research and new coverage of partnering and its underpinning theory.
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Evolution of Project Organisation
Systems Thinking and Construction Project
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achieve activities appointed approach appropriate architect arrangement authority Banwell bill of quantities boundary control building industry client's objectives client's organisation client's representative co-ordination competition complex concept conflicting construction industry construction process consultants contingency theory contractor contribution contributors control loop conventional demands depend design and construction design team design-and-build differentiation effect engineer ensure environment environmental forces established example Executive project manager feedback firm identified illustrated in fig important In-house expertise influences input integration interdependency involved Job Pos job positions Liverpool Polytechnic management contracting management structure manager Non-executive project managing system ment monitoring Non-executive project manager normally operating system operational decisions organisation design organisation structure output pattern practice problems professional project management process project manager Non-executive project team quantity surveying quantity surveyor recognised relationship responsibility result role sations sentience Separate trade contracts skills specialist stage sub-systems subcontractors systems theory tasks techniques tender