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E-raamat: Code of Practice for Programme Management: In the Built Environment

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  • Formaat: EPUB+DRM
  • Ilmumisaeg: 01-Jun-2016
  • Kirjastus: Wiley-Blackwell
  • Keel: eng
  • ISBN-13: 9781118717844
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Code of Practice for Programme Management: In the Built EnvironmentSuurem pilt
  • Formaat: EPUB+DRM
  • Ilmumisaeg: 01-Jun-2016
  • Kirjastus: Wiley-Blackwell
  • Keel: eng
  • ISBN-13: 9781118717844
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CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT

This is the first Code of Practice for Programme Management for the Built Environment. It is a natural development from the highly successful Code of Practice for Project Management for Construction & Development, which was first published in 1992 and is currently in its fifth edition. Both Codes of Practice were developed by representatives from the major professional institutions associated with the built environment, including the CIOB, RICS, RIBA, ICE and APM, as well as from key government departments, domestic and international corporations and the university sector.

By aligning, coordinating and managing a number of related projects as a programme, benefits that would not have been possible to realise had the projects been managed independently can be delivered.

This Code of Practice is intended to provide practical coverage of the general processes and procedures to be followed when managing such a programme. It sets out the necessary requirements for effective and efficient programme management, while at the same time ensuring systematic quality control and documentation through governance arrangements.

Written for programme and project management professionals in construction, whether working as contractors or clients, the book will also be of interest to advanced undergraduate and postgraduate students of construction and related disciplines.
Foreword ix
Acknowledgements xi
List of Figures xiii
Working Group (WG) of the Code of Practice for Programme Management xv
Summary of Key Terminology xvii
Introduction 1(4)
Building information modelling (BIM) and programme management
4(1)
Chapter 1 The Context of Programme Management 5(22)
1.1 Definitions of projects, programmes and portfolios
5(5)
1.2 Understanding programme management: is there a programme?
10(1)
1.3 Programme management in the built environment
10(3)
1.3.1 Corporate social responsibility (CSR)
12(1)
1.3.2 Sustainability and the environmental mandates
13(1)
1.3.3 Ethics in programmes: business and professional
13(1)
1.3.4 Health and safety standards and requirements
13(1)
1.4 Types of programmes
13(1)
1.5 Range and scope of programmes
14(1)
1.6 Need for programme management
15(1)
1.7 Programme management process and stages
15(3)
1.8 Programme organisation structure
18(7)
1.8.1 Types of clients who may initiate programmes
18(2)
1.8.2 Client organisation structure
20(1)
1.8.3 Programme management structure
21(2)
1.8.4 Business partners
23(1)
1.8.5 Stakeholders
23(2)
1.9 Portfolio management
25(2)
Chapter 2 Stage A: Inception 27(10)
2.1 Purpose of stage
27(1)
2.2 Stage outline
27(2)
2.3 Stage organisation structure
29(2)
2.3.1 Stage structure and relationships
29(1)
2.3.2 Stage roles of key participants
29(2)
2.4 Programme management practices
31(6)
2.4.1 Strategic change
31(4)
2.4.2 Funding policy and strategy/arrangements
35(2)
Chapter 3 Stage B: Initiation 37(10)
3.1 Purpose of stage
37(1)
3.2 Stage outline
37(2)
3.3 Stage organisation structure
39(3)
3.3.1 Stage structure and relationships
39(1)
3.3.2 Stage roles of key participants
39(3)
3.4 Programme management practices
42(5)
3.4.1 Benefits management
42(1)
3.4.2 Feasibility study
43(1)
3.4.3 Funding arrangements
44(3)
Chapter 4 Stage C: Definition 47(36)
4.1 Purpose of stage
47(1)
4.2 Stage outline
47(5)
4.3 Stage organisation structure
52(6)
4.3.1 Stage overall structure and relationships
52(1)
4.3.2 Stage roles of key participants
52(5)
4.3.3 External environment and relationships: mapping the landscape
57(1)
4.4 Programme management practices
58(25)
4.4.1 Scope management
58(2)
4.4.2 Benefits management
60(1)
4.4.3 Risk Management
60(4)
4.4.4 Governance of programme management: steering for success
64(3)
4.4.5 Issues management
67(1)
4.4.6 Time scheduling
67(1)
4.4.7 Financial management
68(1)
4.4.8 Cost management
69(3)
4.4.9 Change control
72(1)
4.4.10 Information management
72(3)
4.4.11 Communication/stakeholder management
75(2)
4.4.12 Quality management
77(1)
4.4.13 Procurement and commercial management
78(2)
4.4.14 Health and safety management
80(1)
4.4.15 Sustainability/environmental management
80(3)
Chapter 5 Stage D: Implementation 83(12)
5.1 Purpose of stage
83(1)
5.2 Stage outline
83(1)
5.3 Stage organisation structure
84(5)
5.3.1 Stage structure and relationships
84(1)
5.3.2 Stage roles of key participants
85(4)
5.4 Programme management practices
89(6)
5.4.1 Performance monitoring, control and reporting
90(1)
5.4.2 Risk and issue management
90(1)
5.4.3 Financial management
91(1)
5.4.4 Change management
91(1)
5.4.5 Information management
92(1)
5.4.6 Stakeholder/communications management
92(1)
5.4.7 Quality management
92(1)
5.4.8 Procurement and commercial management
92(1)
5.4.9 Health and safety management
93(1)
5.4.10 Sustainability/environmental management
93(1)
5.4.11 Transition management - projects closure
94(1)
Chapter 6 Stage E: Benefits Review and Transition 95(14)
6.1 Purpose of stage
95(1)
6.2 Stage outline
95(2)
6.3 Stage organisation structure
97(1)
6.3.1 Stage structure and relationships
97(1)
6.3.2 Roles of key participants
97(1)
6.4 Programme management practices
98(11)
6.4.1 Benefits management
98(2)
6.4.2 Benefits and dis-benefits
100(7)
6.4.3 Transition strategy and management
107(2)
Chapter 7 Stage F: Closure 109(6)
7.1 Purpose of stage
109(1)
7.2 Stage outline
109(1)
7.3 Stage organisation structure
110(2)
7.3.1 Stage structure and relationships
110(1)
7.3.2 Stage roles of key participants
111(1)
7.4 Programme management practices
112(3)
7.4.1 Programme closure
112(3)
Appendices 115(18)
T1 Vision Statement Template
115(2)
T2 Programme Mandate Template
117(1)
T3 Programme Brief Template
118(3)
T4 Business Case Template
121(4)
T5 Monthly Programme Report Template
125(1)
T6 Programme Highlight Report Template
126(3)
T7 Benefits Profile Template
129(1)
T8 Tracking Benefits: Benefits-Monitoring Template
130(1)
T9 Programme Closure Report Template
131(2)
Key Roles: Skills and Competencies 133(12)
Programme Management Case Studies 145(18)
Case Study 1 Example of a Vision-Led Programme: London Olympics 2012
145(5)
Case Study 2 Example of an Emergent Programme: High Street Retail Store Re-branding
150(5)
Case Study 3 Example of an Emergent Programme: Highways England
155(8)
Bibliography 163(2)
Index 165
About the CIOB

The Chartered Institute of Building is at the heart of a management career in construction. It is the worlds largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 48,000 members worldwide, the CIOB is the international voice of the building professional.
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