Programme management in construction / Peter T. Barnes, Roy Farren, Ali D. Haidar and Kenneth P. Wells.

Format:

Book

Author/Creator:

Barnes, Peter, 1954- author.

Farren, Roy, author.

Haidar, Ali D., author.

Wells, Kenneth P., author.

Language:

English

Subjects (All):

Project management.

Construction industry--Management.

Construction industry.

Physical Description:

1 online resource (156 pages)

Place of Publication:

London : ICE Publishing, 2015.

Summary:

'Programme Management in Construction' provides a comprehensive introduction to the application of programme management in the construction industry, demonstrating detailed coverage of programme management techniques through best practice guidance and case study examples.

Contents:

T309-00.pdf

T309-01.pdf

1.1. An overview

1.2. Programme management definitions

Figure 1.1

Figure 1.2

1.3. Programme phases

Figure 1.3

Figure 1.4

1.3.1 Pre-construction

1.3.2 Construction

1.3.3 Post-construction

1.3.4 Facility management

1.4. The role of the programme manager

Figure 1.5

Figure 1.6

Figure 1.7

References

Brown JT (2008)

Martinsuo M and Lehtonen P (2006)

Project Management Institute (2008)

Ritz G and Levy S (2013)

Tobis I and Tobis M (2002)

T309-02.pdf

2.1. Programme process

Figure 2.1

Figure 2.2

2.2. Programme requirements

Figure 2.3

2.3. Scope management

2.4. Cost management

Figure 2.4

Figure 2.5

2.5. Schedule management

2.6. Programme delivery methods

2.7. Programme management plan

2.8. Design stage management of a programme

2.9. Delivering and measuring programme quality

2.10. Programme cost stage management

2.11. Building information modelling (BIM)

2.12. Quality control

2.13. Programme commissioning

2.14. Programme management report

2.15. Programme management quality assurance

2.16. Programme management consultancies' scope of services - a™case study

2.16.1 Case study (consultant's role)

2.16.2 Organisation strengths and resources

2.16.3 Preparation of detailed design and tender documents

Figure 2.6

2.16.4 Programme supervision

Figure 2.7

Figure 2.8

2.16.5 Contractual issues

2.16.6 Quality control and quality control services

Table 2.1

2.17. Design and design activities

2.18. Programme pre-construction documents

Figure 2.9

2.19. Programme execution

2.19.1 Human resources

2.19.2 Supervision and engineering

2.19.3 Technical support

2.20. Programme management compared to portfolio management

2.21. Summary: objectives of programme management.

Figure 2.10

Dietrich, PH and Lehtonen, P (2005)

Eweje J, Turner R and Müller R (2012)

Pellegrinelli S (2008)

Reiss G and Rayner P (2012)

Teller J et al. (2012)

T309-03.pdf

3.1. Pre-planning framework in programme management

3.2. Pre-goal-setting

Figure 3.1

3.3. Execution modelling

Figure 3.2

Figure 3.3

3.4. Decision makers' hierarchy in a programme

Figure 3.4

Figure 3.5

3.4.1 Programme management team responsibilities during pre-planning

3.5. Decision-making framework

Figure 3.6

3.6. Programme management decision making

3.7. Decision-making components

3.8. The decision-making environment of a programme

3.9. Decision-making models

3.10. Contingency view

Flyvbjerg B (2014)

Hanford M (2004)

T309-04.pdf

4.1. Description

Figure 4.1

4.2. Case study: Programme One

4.2.1 Narrative

4.2.2 Data

4.2.3 Management structure

4.2.4 Staff

4.2.5 Milestone dates for condominiums

Figure 4.2

4.2.6 Pricing and cost control

4.2.7 Actual cost

4.2.8 What went wrong and right

Table 4.1

4.2.9 The benefits of programme management application

4.3. Case study: Programme Two

4.3.1 Narrative

Figure 4.3

4.3.2 Data

4.3.3 Structure

Table 4.2

Figure 4.4

4.3.4 Staff

4.3.5 Milestone dates for schools

4.3.6 Pricing and cost control

4.3.7 Actual cost

4.3.8 What went wrong and right

Table 4.3

Table 4.4

4.3.9 The benefits of programme management application

4.4. Case study: Programme Three

4.4.1 Narrative

4.4.2 Data

4.4.3 Structure

4.4.4 Staff

4.4.5 Milestone dates

Figure 4.5

Figure 4.6

4.4.6 Pricing and cost control

4.4.7 Actual cost

4.4.8 What went wrong and right

Table 4.5

4.4.9 The benefits of programme management application

4.5. Case study: Programme Four.

4.5.1 Narrative

4.5.2 Data

4.5.3 Structure

4.5.4 Staff

4.5.5 Milestone dates for housing programme

4.5.6 Pricing and cost control

4.5.7 Actual cost

Figure 4.7

Figure 4.8

Figure 4.9

Table 4.6

4.5.8 What went wrong and right

4.5.9 The benefits of programme management application

4.6. Summary

4.6.1 What went wrong and right

4.6.2 The benefits of programme management application

Reference

Flyvbjerg B (2006)

T309-05.pdf

5.1. Introduction

5.2. The contract between a client and a programme management consultancy practice

5.3. Procurement routes

5.3.1 The traditional approach

5.3.2 Design and build

Figure 5.1

Figure 5.2

5.3.3 Design, build and operate (DBO)

5.3.4 Design, build, operate and transfer (DBOT)

5.3.5 Design, build, operate and maintain (DBOM)

5.3.6 Single purpose entities (SPE)

5.3.7 Joint ventures (JV)

5.3.8 Consortia

5.3.9 Partnering

Figure 5.3

5.3.10 Collaboration

5.3.11 Programme alliancing

5.4. A building information modelling (BIM) approach to contracts

5.5. Main elements of a programme management contract

FIDIC (1999a)

FIDIC (1999b)

JCT (2011a)

JCT (2011b)

T309-06.pdf

6.1. Network-based scheduling - an introduction

6.2. Project planning - a critical path method

Figure 6.1

Figure 6.2

6.3. Programme planning

Figure 6.3

6.3.1 Activities in a programme

Figure 6.4

6.3.2 Planning and scheduling a programme

6.4. Critical path method: an analytical review

6.5. Impact of the critical path method on liquidated damages

6.6. Extension of time

6.7. Planning complexity and float

6.8. Acceleration of a programme

Figure 6.5

6.9. Risk distribution in managing delays

Figure 6.6

6.10. Completion, early completion and acceleration

6.11. Programme float ownership.

6.12. Programme structure within a programme

6.13. Responsibilities and function within a structure

Cooke B and Williams P (2009)

Haugan T (2002)

Lester A (2007)

Levy S (2012)

Lewis J (2011)

Nieminen A and Lehtonen M (2008)

Payne JH and Turner JR (1999)

T309-07.pdf

7.1. Design definition

7.1.1 Programme management definition for design

7.1.2 Good design principles

Figure 7.1

7.1.3 Integrated design approach

Figure 7.2

7.1.4 Good design - paradox

Figure 7.3

7.2. Design roles and responsibilities

7.2.1 Traditional UK design roles

7.2.2 Traditional US professional roles and responsibilities

7.2.3 Supporting discipline roles

7.2.4 Charter agreements

7.3. Design work stages

7.3.1 Seven broad stages of the design process

7.3.2 Design stages by professional international design entities

Figure 7.4

7.3.3 Royal Institute of British Architects (RIBA) work stages

7.3.4 American Institute of Architects (AIA) work stages

7.3.5 Simplified design work stages

7.4. Design tools for programme management

7.4.1 Parametric and algorithmic techniques for design in programme management

7.4.2 Parametric design

7.4.3 Algorithmic design

7.4.4 Building information modelling management (BIMM)

7.5. Urban programme management

7.5.1 Charter cities

7.5.2 Destination and place branding

7.6. Case studies in programme management

7.6.1 Case study 1: BBC programming for the 2012 London Olympics

7.6.2 Case study 2: Olympic design, venue and infrastructure delivery

American Institute of Architects (AIA) (2014)

BBC (2014)

T309-08.pdf

8.1. Programme management trends

8.1.1 International trends

8.1.2 National trends

8.1.3 Regional trends

8.1.4 Local trends.

8.2. Future challenges, tools, and new techniques for design in programme management

8.2.1 Parametric design trends

8.2.2 Algorithmic design trends

8.2.3 Building information modelling management (BIMM) trends

8.3. Future trends in programme management

8.3.1 Future city programmes

8.3.2 Resource programmes

8.3.3 The changing programme paradigm

8.4. Trends that dictate the need for change in programme management procedures

8.5. Possible improvements in programme management in the™future

8.6. Conclusion

Pajín L (2014)

T309-09ind.pdf.

Notes:

Includes bibliographical references and index.

Description based on online resource; title from home page (viewed on December 9, 2015).

ISBN:

1-5231-0555-0

0-7277-6015-7

OCLC:

954545846