Advanced Construction Project Management : The Complexity of Megaprojects.
Brockmann, Christian.
Advanced Construction Project Management : The Complexity of Megaprojects. - 1st ed. - 1 online resource (307 pages)
Cover -- Title Page -- Copyright -- Contents -- Chapter 1 Introduction -- 1.1 Let me Start with a Story -- 1.2 Status of Megaprojects -- 1.3 Purpose -- 1.4 Methodological Approach -- 1.5 Readership -- 1.5.1 Managers and Engineers Working for Construction Companies -- 1.5.2 Owners of Megaprojects -- 1.5.3 Designers of Megaprojects -- 1.5.4 Project Managers and Quantity Surveyors Working for the Owner -- 1.5.5 Managers and Engineers of Large Civil Engineering Projects -- 1.5.6 Lecturers and Students -- 1.5.7 Academe -- 1.6 Structure of the Text -- Chapter 2 Theoretical Background -- 2.1 Definitions -- 2.2 Cognitive Maps -- 2.3 Descriptive Management Research -- 2.4 Guiding Theories -- 2.4.1 Luhmannian Systems Theory -- 2.4.2 Contingency Theory -- 2.4.3 New Institutional Economics -- Chapter 3 Advanced Construction Project Management -- 3.1 Construction -- 3.2 Management -- Chapter 4 Characteristics of Megaprojects -- 4.1 Project Typology -- 4.1.1 Conceptualizing Criteria -- 4.1.2 Choice of Dimensions -- 4.1.3 Typical Cases -- 4.1.4 Typology -- 4.2 Complexity of Megaprojects -- 4.2.1 Defining Complexity -- 4.2.2 Construct Dimensions of Complexity -- 4.2.3 Factors of the Construct Dimensions -- 4.2.4 Complexity Development -- Chapter 5 International Construction Management -- 5.1 International Construction Joint Ventures -- 5.2 Global Contractors -- 5.3 Goals for International Construction Joint Ventures -- 5.4 Success Factors for Megaprojects -- 5.5 Key Personnel -- 5.6 Expatriate Life -- Chapter 6 Megaproject Phases and Activity Groups -- 6.1 Project Idea and Project Development -- 6.2 Design Phases -- 6.3 Market Contacts, Bidding Period, and Contract Negotiations -- 6.3.1 Market Contacts -- 6.3.2 Bidding Period -- 6.3.3 Contract Negotiations -- 6.4 Construction and Maintenance -- 6.4.1 Planning and Procurement -- 6.4.1.1 Task Complexity. 6.4.1.2 Social Complexity -- 6.4.1.3 Cultural Complexity -- 6.4.1.4 Cognitive Complexity -- 6.4.1.5 Operative Complexity -- 6.4.2 Testing the Construction Technology -- 6.4.2.1 Task Complexity -- 6.4.2.2 Social Complexity -- 6.4.2.3 Cultural Complexity -- 6.4.2.4 Cognitive Complexity -- 6.4.2.5 Operative Complexity -- 6.4.3 Mastering the Construction Technology -- 6.4.3.1 Task Complexity -- 6.4.3.2 Social Complexity -- 6.4.3.3 Cultural Complexity -- 6.4.3.4 Cognitive Complexity -- 6.4.3.5 Operative Complexity -- 6.4.4 Stabilization of all Construction Processes -- 6.4.4.1 Task Complexity -- 6.4.4.2 Social and Cultural Complexity -- 6.4.4.3 Cognitive and Operative Complexity -- 6.4.5 Routine Processes -- 6.4.5.1 Task Complexity -- 6.4.5.2 Social and Cultural Complexity -- 6.4.5.3 Cognitive and Operative Complexity -- 6.4.6 Demobilization of the Project -- 6.4.6.1 Task Complexity -- 6.4.6.2 Social and Cultural Complexities -- 6.4.6.3 Cognitive Complexity -- 6.4.6.4 Operative Complexity -- 6.4.7 Management Roles During Construction -- 6.4.8 The Course of Complexity throughout the Activity Groups -- 6.4.8.1 Task Complexity -- 6.4.8.2 Social Complexity -- 6.4.8.3 Cultural Complexity -- 6.4.8.4 Cognitive Complexity -- 6.4.8.5 Operative Complexity -- Chapter 7 Descriptive Megaproject Management Model -- 7.1 Management Functions -- 7.1.1 Complex Engineering Tasks -- 7.1.1.1 Design/Design Management -- 7.1.1.2 Project Management -- 7.1.1.3 Production Planning -- 7.1.1.4 Site Installation -- 7.1.1.5 Construction Management -- 7.1.2 Management Functions -- 7.1.2.1 Planning and Controlling -- 7.1.2.2 Organizing and Staffing -- 7.1.2.3 Directing -- 7.1.3 Meta‐functions -- 7.1.3.1 Decision‐Making -- 7.1.3.2 Communication -- 7.1.3.3 Coordination -- 7.1.3.4 Learning -- 7.1.4 Basic Functions -- 7.1.4.1 Project Knowledge -- 7.1.4.2 Trust -- 7.1.4.3 Sensemaking. 7.1.4.4 Commitment -- 7.1.5 Cultural Dimensions -- 7.1.5.1 Power Distance -- 7.1.5.2 Uncertainty Avoidance -- 7.1.5.3 Individualism -- 7.1.5.4 Masculinity -- 7.1.5.5 Long‐term Orientation -- 7.1.5.6 Indulgence -- 7.2 Management Functions and Complexity -- 7.2.1 Management Functions and Task Complexity -- 7.2.2 Management Functions and Social Complexity -- 7.2.3 Cultural Dimensions and Cultural Complexity -- 7.2.4 Management Functions and Cognitive Complexity -- 7.2.5 Management Functions and Operative Complexity -- 7.3 Combining Management and Complexity -- Chapter 8 Engineering Management -- 8.1 Design and Design Management -- 8.1.1 Design Management -- 8.1.2 Design -- 8.2 Project Management -- 8.2.1 Integration Management -- 8.2.2 Scope Management -- 8.2.3 Time Management -- 8.2.4 Cost Management -- 8.2.5 Quality Management -- 8.2.6 Human Resource Management -- 8.2.7 Communication Management -- 8.2.8 Risk Management -- 8.2.9 Procurement Management -- 8.2.10 Stakeholder Management -- 8.2.11 Health, Safety, and Environmental Management -- 8.2.12 Contract Management -- 8.3 Production Planning -- 8.4 Site Installation -- 8.5 Construction -- Chapter 9 Management Functions -- 9.1 Planning -- 9.1.1 Analysis -- 9.1.2 Developing New Plans -- 9.1.3 Analytical Framework for Planning -- 9.1.4 Planning System for Megaprojects -- 9.1.4.1 Corporate Governance Plan -- 9.1.4.2 Legal Affairs Plans -- 9.1.4.3 Project and Quality Management Plans -- 9.1.4.4 Codification Management Plan -- 9.1.4.5 Document Management Plan -- 9.1.4.6 Schedule and Cost Management Plans -- 9.1.4.7 Change Management Plan -- 9.1.4.8 Risk Management Plan -- 9.1.4.9 Communication and Reporting Management Plans -- 9.1.4.10 Stakeholder Management Plan -- 9.1.4.11 Configuration Management Plan -- 9.1.4.12 HSE Management Plan -- 9.1.4.13 Design Management and Overall Design Requirements Plan. 9.1.4.14 Technical Interface and EIA Management Plans -- 9.1.4.15 Testing Procedures, Commissioning, and Operations/Inspection Plans -- 9.1.4.16 Construction, Logistics, and Traffic Management Plans -- 9.1.4.17 Commercial, Procurement, Contract, Financing, Controlling, and Tax/Insurance Management Plans -- 9.1.4.18 Administration Management Plans -- 9.2 Controlling -- 9.3 Organizing -- 9.3.1 Organizational Structure -- 9.3.2 Process Organization -- 9.3.3 Organizational Rules -- 9.4 Directing -- 9.5 Staffing -- Chapter 10 Meta‐Functions -- 10.1 Decision‐Making -- 10.2 Communication -- 10.2.1 Megaproject Communication -- 10.2.2 Communication Models -- 10.2.2.1 Dialog‐Based Model by Watzlawick -- 10.2.2.2 Encoder/Decoder Model by Shannon and Weaver -- 10.2.2.3 Four‐Aspect Model by Schulz von Thun -- 10.2.3 Communication Methods -- 10.2.4 Communication Organization -- 10.3 Coordination -- 10.3.1 Coordination Methods -- 10.3.2 Fragmented Supply Chain -- 10.4 Learning -- Chapter 11 Basic Functions -- 11.1 Project Knowledge -- 11.2 Trust -- 11.3 Sensemaking -- 11.4 Commitment -- Chapter 12 Cultural Management -- Chapter 13 Innovation in Construction Megaprojects -- 13.1 Aspects of Innovation -- 13.1.1 Methodology and Case Study Choice -- 13.1.2 Innovations and Trajectories -- 13.1.2.1 Product Innovations -- 13.1.2.2 Construction Technology Innovations -- 13.1.2.3 Innovations Within the Technical Organization -- 13.1.2.4 Innovations Within the Management Organization -- 13.1.2.5 Innovations Within the Legal Organization -- 13.1.3 Conclusions and Implications -- 13.1.3.1 Megaprojects are Innovative -- 13.1.3.2 Strings of Incremental Innovations -- 13.1.3.3 Innovation in Megaprojects is Systemic -- 13.1.3.4 Innovation is not Necessarily Beneficial to All Parties -- 13.1.3.5 Contractors Can Manage Single‐Project Innovations in Megaprojects into Good Currency. 13.1.3.6 Innovation Champions Act on All Hierarchical Levels -- 13.2 The Innovation Process -- 13.2.1 Introduction -- 13.2.2 Approaches to Generate Innovation and Definition -- 13.2.3 Innovation Process Models and Barriers to Innovation -- 13.2.4 Data Summary -- 13.2.5 The General Model of the Innovation Process -- 13.2.5.1 Project Planning -- 13.2.5.2 Nine Partially Overlapping Process Groups -- 13.2.6 Product and Process Innovations for the BangNa Expressway -- 13.2.7 Process Innovations for the Great Belt Tunnel -- 13.2.8 Conclusions -- 13.3 Progress Functions -- 13.3.1 Theory and Terminology -- 13.3.2 Literature Review -- 13.3.3 Research -- 13.3.4 Data Analysis and Discussion -- 13.3.5 Discussion and Conclusion -- Chapter 14 All in All, What Does It Mean? -- References -- Index -- EULA.
9781119554745
Engineering-Management.
Electronic books.
TA190 .B763 2021
624.068
Advanced Construction Project Management : The Complexity of Megaprojects. - 1st ed. - 1 online resource (307 pages)
Cover -- Title Page -- Copyright -- Contents -- Chapter 1 Introduction -- 1.1 Let me Start with a Story -- 1.2 Status of Megaprojects -- 1.3 Purpose -- 1.4 Methodological Approach -- 1.5 Readership -- 1.5.1 Managers and Engineers Working for Construction Companies -- 1.5.2 Owners of Megaprojects -- 1.5.3 Designers of Megaprojects -- 1.5.4 Project Managers and Quantity Surveyors Working for the Owner -- 1.5.5 Managers and Engineers of Large Civil Engineering Projects -- 1.5.6 Lecturers and Students -- 1.5.7 Academe -- 1.6 Structure of the Text -- Chapter 2 Theoretical Background -- 2.1 Definitions -- 2.2 Cognitive Maps -- 2.3 Descriptive Management Research -- 2.4 Guiding Theories -- 2.4.1 Luhmannian Systems Theory -- 2.4.2 Contingency Theory -- 2.4.3 New Institutional Economics -- Chapter 3 Advanced Construction Project Management -- 3.1 Construction -- 3.2 Management -- Chapter 4 Characteristics of Megaprojects -- 4.1 Project Typology -- 4.1.1 Conceptualizing Criteria -- 4.1.2 Choice of Dimensions -- 4.1.3 Typical Cases -- 4.1.4 Typology -- 4.2 Complexity of Megaprojects -- 4.2.1 Defining Complexity -- 4.2.2 Construct Dimensions of Complexity -- 4.2.3 Factors of the Construct Dimensions -- 4.2.4 Complexity Development -- Chapter 5 International Construction Management -- 5.1 International Construction Joint Ventures -- 5.2 Global Contractors -- 5.3 Goals for International Construction Joint Ventures -- 5.4 Success Factors for Megaprojects -- 5.5 Key Personnel -- 5.6 Expatriate Life -- Chapter 6 Megaproject Phases and Activity Groups -- 6.1 Project Idea and Project Development -- 6.2 Design Phases -- 6.3 Market Contacts, Bidding Period, and Contract Negotiations -- 6.3.1 Market Contacts -- 6.3.2 Bidding Period -- 6.3.3 Contract Negotiations -- 6.4 Construction and Maintenance -- 6.4.1 Planning and Procurement -- 6.4.1.1 Task Complexity. 6.4.1.2 Social Complexity -- 6.4.1.3 Cultural Complexity -- 6.4.1.4 Cognitive Complexity -- 6.4.1.5 Operative Complexity -- 6.4.2 Testing the Construction Technology -- 6.4.2.1 Task Complexity -- 6.4.2.2 Social Complexity -- 6.4.2.3 Cultural Complexity -- 6.4.2.4 Cognitive Complexity -- 6.4.2.5 Operative Complexity -- 6.4.3 Mastering the Construction Technology -- 6.4.3.1 Task Complexity -- 6.4.3.2 Social Complexity -- 6.4.3.3 Cultural Complexity -- 6.4.3.4 Cognitive Complexity -- 6.4.3.5 Operative Complexity -- 6.4.4 Stabilization of all Construction Processes -- 6.4.4.1 Task Complexity -- 6.4.4.2 Social and Cultural Complexity -- 6.4.4.3 Cognitive and Operative Complexity -- 6.4.5 Routine Processes -- 6.4.5.1 Task Complexity -- 6.4.5.2 Social and Cultural Complexity -- 6.4.5.3 Cognitive and Operative Complexity -- 6.4.6 Demobilization of the Project -- 6.4.6.1 Task Complexity -- 6.4.6.2 Social and Cultural Complexities -- 6.4.6.3 Cognitive Complexity -- 6.4.6.4 Operative Complexity -- 6.4.7 Management Roles During Construction -- 6.4.8 The Course of Complexity throughout the Activity Groups -- 6.4.8.1 Task Complexity -- 6.4.8.2 Social Complexity -- 6.4.8.3 Cultural Complexity -- 6.4.8.4 Cognitive Complexity -- 6.4.8.5 Operative Complexity -- Chapter 7 Descriptive Megaproject Management Model -- 7.1 Management Functions -- 7.1.1 Complex Engineering Tasks -- 7.1.1.1 Design/Design Management -- 7.1.1.2 Project Management -- 7.1.1.3 Production Planning -- 7.1.1.4 Site Installation -- 7.1.1.5 Construction Management -- 7.1.2 Management Functions -- 7.1.2.1 Planning and Controlling -- 7.1.2.2 Organizing and Staffing -- 7.1.2.3 Directing -- 7.1.3 Meta‐functions -- 7.1.3.1 Decision‐Making -- 7.1.3.2 Communication -- 7.1.3.3 Coordination -- 7.1.3.4 Learning -- 7.1.4 Basic Functions -- 7.1.4.1 Project Knowledge -- 7.1.4.2 Trust -- 7.1.4.3 Sensemaking. 7.1.4.4 Commitment -- 7.1.5 Cultural Dimensions -- 7.1.5.1 Power Distance -- 7.1.5.2 Uncertainty Avoidance -- 7.1.5.3 Individualism -- 7.1.5.4 Masculinity -- 7.1.5.5 Long‐term Orientation -- 7.1.5.6 Indulgence -- 7.2 Management Functions and Complexity -- 7.2.1 Management Functions and Task Complexity -- 7.2.2 Management Functions and Social Complexity -- 7.2.3 Cultural Dimensions and Cultural Complexity -- 7.2.4 Management Functions and Cognitive Complexity -- 7.2.5 Management Functions and Operative Complexity -- 7.3 Combining Management and Complexity -- Chapter 8 Engineering Management -- 8.1 Design and Design Management -- 8.1.1 Design Management -- 8.1.2 Design -- 8.2 Project Management -- 8.2.1 Integration Management -- 8.2.2 Scope Management -- 8.2.3 Time Management -- 8.2.4 Cost Management -- 8.2.5 Quality Management -- 8.2.6 Human Resource Management -- 8.2.7 Communication Management -- 8.2.8 Risk Management -- 8.2.9 Procurement Management -- 8.2.10 Stakeholder Management -- 8.2.11 Health, Safety, and Environmental Management -- 8.2.12 Contract Management -- 8.3 Production Planning -- 8.4 Site Installation -- 8.5 Construction -- Chapter 9 Management Functions -- 9.1 Planning -- 9.1.1 Analysis -- 9.1.2 Developing New Plans -- 9.1.3 Analytical Framework for Planning -- 9.1.4 Planning System for Megaprojects -- 9.1.4.1 Corporate Governance Plan -- 9.1.4.2 Legal Affairs Plans -- 9.1.4.3 Project and Quality Management Plans -- 9.1.4.4 Codification Management Plan -- 9.1.4.5 Document Management Plan -- 9.1.4.6 Schedule and Cost Management Plans -- 9.1.4.7 Change Management Plan -- 9.1.4.8 Risk Management Plan -- 9.1.4.9 Communication and Reporting Management Plans -- 9.1.4.10 Stakeholder Management Plan -- 9.1.4.11 Configuration Management Plan -- 9.1.4.12 HSE Management Plan -- 9.1.4.13 Design Management and Overall Design Requirements Plan. 9.1.4.14 Technical Interface and EIA Management Plans -- 9.1.4.15 Testing Procedures, Commissioning, and Operations/Inspection Plans -- 9.1.4.16 Construction, Logistics, and Traffic Management Plans -- 9.1.4.17 Commercial, Procurement, Contract, Financing, Controlling, and Tax/Insurance Management Plans -- 9.1.4.18 Administration Management Plans -- 9.2 Controlling -- 9.3 Organizing -- 9.3.1 Organizational Structure -- 9.3.2 Process Organization -- 9.3.3 Organizational Rules -- 9.4 Directing -- 9.5 Staffing -- Chapter 10 Meta‐Functions -- 10.1 Decision‐Making -- 10.2 Communication -- 10.2.1 Megaproject Communication -- 10.2.2 Communication Models -- 10.2.2.1 Dialog‐Based Model by Watzlawick -- 10.2.2.2 Encoder/Decoder Model by Shannon and Weaver -- 10.2.2.3 Four‐Aspect Model by Schulz von Thun -- 10.2.3 Communication Methods -- 10.2.4 Communication Organization -- 10.3 Coordination -- 10.3.1 Coordination Methods -- 10.3.2 Fragmented Supply Chain -- 10.4 Learning -- Chapter 11 Basic Functions -- 11.1 Project Knowledge -- 11.2 Trust -- 11.3 Sensemaking -- 11.4 Commitment -- Chapter 12 Cultural Management -- Chapter 13 Innovation in Construction Megaprojects -- 13.1 Aspects of Innovation -- 13.1.1 Methodology and Case Study Choice -- 13.1.2 Innovations and Trajectories -- 13.1.2.1 Product Innovations -- 13.1.2.2 Construction Technology Innovations -- 13.1.2.3 Innovations Within the Technical Organization -- 13.1.2.4 Innovations Within the Management Organization -- 13.1.2.5 Innovations Within the Legal Organization -- 13.1.3 Conclusions and Implications -- 13.1.3.1 Megaprojects are Innovative -- 13.1.3.2 Strings of Incremental Innovations -- 13.1.3.3 Innovation in Megaprojects is Systemic -- 13.1.3.4 Innovation is not Necessarily Beneficial to All Parties -- 13.1.3.5 Contractors Can Manage Single‐Project Innovations in Megaprojects into Good Currency. 13.1.3.6 Innovation Champions Act on All Hierarchical Levels -- 13.2 The Innovation Process -- 13.2.1 Introduction -- 13.2.2 Approaches to Generate Innovation and Definition -- 13.2.3 Innovation Process Models and Barriers to Innovation -- 13.2.4 Data Summary -- 13.2.5 The General Model of the Innovation Process -- 13.2.5.1 Project Planning -- 13.2.5.2 Nine Partially Overlapping Process Groups -- 13.2.6 Product and Process Innovations for the BangNa Expressway -- 13.2.7 Process Innovations for the Great Belt Tunnel -- 13.2.8 Conclusions -- 13.3 Progress Functions -- 13.3.1 Theory and Terminology -- 13.3.2 Literature Review -- 13.3.3 Research -- 13.3.4 Data Analysis and Discussion -- 13.3.5 Discussion and Conclusion -- Chapter 14 All in All, What Does It Mean? -- References -- Index -- EULA.
9781119554745
Engineering-Management.
Electronic books.
TA190 .B763 2021
624.068