Construction Project Manager's Pocket Book.

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of contents -- Preface -- 1 Project management - an overview -- What is a project? -- What is project management? -- Development of modern project management -- Frederick Taylor -- Henry Gantt -- William Edwards Deming -- Modern project management timeline -- 1950-1959 -- 1960-1979 -- 1980-1994 -- 1995-present -- Project management governance and professional bodies -- Association for Project Management (APM) www.apm.org.uk -- Project Management Institute (PMI) www.pmi.org/uk -- The Royal Institution of Chartered Surveyors (RICS) www.rics.org -- The Chartered Institute of Building (CIOB) www.ciob.org -- Concepts of ethics -- Where do ethics come from? -- Ethics and the project manager -- Why is ethics important for project managers? -- Ethics and the law -- Unethical behaviours, activities and policies -- Ethics - the business case -- Ethical decision-making models -- Defining the role -- Constraint - scope -- Constraint - cost -- Constraint - time -- Constraint - quality -- Constraint - risk -- Generic / soft project management skills -- Leadership -- Autocratic leadership -- Participative leadership -- Delegative leadership -- The correct approach -- Motivation -- Classifying needs -- Communication -- Types of communication -- Running a productive meeting -- Conversation -- Avoid ambiguity -- Have a purpose -- Assertiveness -- Confrontations -- Seeking information -- Letting others speak -- To finish -- Budgetary control -- Change management -- Change management models -- Lewin's Change Management Model -- McKinsey 7-S Model -- Kotter's 8 Step Change Model -- Organisational development -- Business process re-engineering -- Project management tools and techniques -- PRINCE2 -- Benefits of using PRINCE2 -- PRIME -- Microsoft Project -- Newforma -- Project management phases.

1. Initiating the project -- SWOT analysis -- PESTLE or PEST analysis -- 2. Planning / organisation -- Developing a project plan -- 3. Executing / implementation -- 4. Monitoring and controlling -- 5. Closing / evaluation -- The construction project manager -- Deciding on the project team structure -- The role of the project manager and JCT (16) -- The role of the project manager and NEC4 -- Flexibility -- Clarity and simplicity -- The construction project manager and digital construction -- Building Information Modelling (BIM) -- Cloud-based software applications -- Robots and drones on-site -- 3D printing -- Artificial intelligence (AI) -- Blockchain technology -- Managing multiple projects -- 2 Pre-construction / RIBA Plan of Work Stages 0-4 / OGC Gateway Stages 1-3C -- Early stages -- RIBA Plan of Work (2013) -- Task bar 8: BIM Information Exchanges -- Choice of project team members -- Roles of project team members -- Client or project sponsor -- Project manager -- Architect / lead designer -- Contract administrator -- Information manager -- BIM manager / co-ordinator -- Cost consultant / quantity surveyor -- Structural engineer -- Civil engineer -- Construction manager -- Main contractor / subcontractors / suppliers -- Environmental health officer -- Building control / warrant officer -- Local planning authorities (LPAs) -- Fire safety inspector -- The police -- Preparation -- Strategic Definition / Preparation (RIBA Stages 0 &amp -- 1) -- Terms of engagement / appointment -- BSRIA Soft Landings and Government Soft Landings (GSL) -- Professional indemnity insurance for project managers -- Preparation / briefing -- The business case -- The strategic brief -- Feasibility studies / business case development -- IT / software packages / BIM -- Sustainability / green issues -- BREEAM -- LEED -- EcoHomes points / Code for Sustainable Homes.

Value engineering / management -- Design -- Design management / specialist design / BIM -- Lead consultant -- Design co-ordination at each stage of the RIBA Plan of Work (BIM outputs) -- Stages 0 &amp -- 1 Strategic Definition and Preparation and Brief -- Data Drop 1: Model represents requirements and constraints -- Stage 2 Concept Design -- Stage 3 Design Development -- Data Drop 2: Model represents outline solution -- Stage 4 Technical Design -- Data Drop 3: Model represents construction information -- Stage 5 Construction -- Data Drop 4: Model represents operations and maintenance information -- Stages 6 &amp -- 7 Handover and Close Out -- Data Drop 5 (and subsequent drops): Model represents post-occupancy validation information and ongoing o&amp -- m -- Design changes -- Contractor involvement in the design process -- Contractor designed portions -- Planning permission -- Enterprise Zones -- Role of project manager in planning -- Building Regulations -- Party wall issues -- Rights of light -- Disability legislation -- Health and safety in construction -- Construction (Design and Management) (CDM) Regulations 2015 -- Construction Phase Plan -- Health and Safety Plan -- Dangerous substances -- Asbestos -- Cost advice / whole life costs -- Criticisms of whole life costing -- Whole life cost procurement - critical success factors -- RICS NRM 3 - order of cost estimating and cost planning for building maintenance works -- Risk -- Who carries the risk? -- Risk accountability -- How to deal with risk -- Risk attitude -- Risk management -- Risk identification -- Risk assessment -- Qualitative assessment -- Quantitative assessment -- Risk monitoring and control -- Risk response -- Risk avoidance -- Risk reduction -- Risk transfer -- Risk retention -- Risk and procurement strategies -- Tools and techniques of risk identification -- Ishikawa diagram.

Risk register -- Decision trees -- Software packages -- Qualitative risk analysis -- Sensitivity analysis -- Cost-benefit analysis (CBA) -- Procurement strategies -- Negotiation -- Competition -- Procurement routes -- Single-stage selective tendering -- Two-stage competitive tendering -- Design and build (D&amp -- B) and variants -- Traditional design and build -- Management procurement -- Management contracting -- Construction or contract management -- Design and manage -- Cost reimbursement contracts -- Cost-plus contracts -- Contractor designed portion -- Pre-qualification questionnaires -- Target cost -- Term contracts / schedule of rates -- Negotiated contracts -- Partnering / frameworks -- Partnering -- Alliancing -- Prime contracting -- Frameworks -- New models of construction procurement -- EU public procurement / environmental impact assessment -- EU public procurement and Brexit -- European public procurement law -- The Directives - theory and practice -- The EU procurement procedure -- Award procedures -- Competitive procedure with negotiation -- Innovative partnerships -- Concessions -- Electronic tendering -- Electronic auctions -- Technical specifications -- Public procurement beyond Europe -- Environmental impact assessment (EIA) -- About the EIA Directive -- Public-private partnerships (PPPs) -- Sustainable procurement -- Procurement paths and risk -- Single-stage -- Design and build -- Management contracting -- Cost advice -- Gross external area (GEA) -- Gross internal floor area (GIFA) -- Net internal area (NIA) -- The RICS New Rules of Measurement 1: Order of Cost Estimate and Cost Planning for Capital Building Works -- RICS New Rules of Measurement - order of cost estimate format -- Initial risk register: Risk allowance estimate -- 3 Construction / RIBA Plan of Work Stage 5 -- Roles for the project team -- Client -- Architect.

Clerk of works -- Structural engineer -- Quantity surveyor -- Main contractor's team -- Project quality management -- Quality audit -- Off-site construction and modern methods of construction -- Environmental management systems (EMS) -- What is an environment management system? -- Works on-site -- Meetings -- Site meetings -- Project meetings -- Initial meeting -- Ongoing meetings -- General review meetings -- Ten rules for running productive meetings -- Construction -- Cost control / financial reporting -- Financial statements -- Interim payments -- Cash flow forecasting -- Variations and change orders -- Payments to the supply chain -- Payment Notices -- Withholding Notices -- Default Notices -- Payee-led payment process -- Suspension of performance -- Adjudication -- In conclusion -- Cash flow -- Acceleration -- How can acceleration be achieved? -- NEC4 -- Insolvency / bankruptcy / sequestration -- Suspension of payment -- Stage payments / cash flow projections -- Supply chain relationships and management -- What is a supply chain? -- Insurances - injury, damages and insurance -- Injury to persons and property -- Insurance of the works -- Contractor-designed portion professional indemnity insurance -- Joint Code of Practice: Fire prevention on construction sites (Ninth Edition) -- Bonds -- Guarantees - collateral warranties -- Collateral contracts -- Collateral warranties between employer and subcontractor -- 4 Post-construction / OGC Gateway 4-5 / RIBA Plan of Work Stage 6 -- Post-construction -- What happens at practical completion? -- What does completion mean? -- Sectional completion -- Partial completion -- Latent and patent defects -- Taking possession -- To note -- Facilities / data migration -- Handover and operation -- Handover schedule -- Post-project review -- End of contract report -- Facilities management.

Use and aftercare - Soft Landings / Government Soft Landings.

The second edition of the Construction Project Manager's Pocket Book maintains its coverage of a broad range of project management skills, from technical expertise to leadership, negotiation, team building and communication.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.