Muutke küpsiste eelistusi

E-raamat: Continuous Cost Improvement in Construction: Theory and Practice [Taylor & Francis e-raamat]

, ,
  • Formaat: 266 pages, 37 Tables, black and white; 29 Line drawings, black and white; 29 Illustrations, black and white
  • Ilmumisaeg: 22-Mar-2022
  • Kirjastus: Routledge
  • ISBN-13: 9781003176077
Teised raamatud teemal:
  • Taylor & Francis e-raamat
  • Hind: 240,04 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
  • Tavahind: 342,91 €
  • Säästad 30%
Continuous Cost Improvement in Construction: Theory and PracticeSuurem pilt
  • Formaat: 266 pages, 37 Tables, black and white; 29 Line drawings, black and white; 29 Illustrations, black and white
  • Ilmumisaeg: 22-Mar-2022
  • Kirjastus: Routledge
  • ISBN-13: 9781003176077
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9781003176077
"Continuous Cost Improvement in Construction: Theory and Practice aims to provide students and practitioners with an all-inclusive understanding of strategies for adopting continuous improvement in construction cost management"--

Continuous Cost Improvement in Construction: Theory and Practice aims to provide students and practitioners with an all-inclusive understanding of strategies for adopting continuous improvement in construction cost management. This book addresses continuous improvement practices from the perspective of cost management and applies case study examples to question the readers’ perspective of continuous cost improvement strategies in the project lifecycle. Continuous cost improvement practices in managing the cost of minor, major, and mega projects are all connected with decision-making tools for devising strategies for choosing the approaches for mitigating the effect of cost overruns in construction projects. Continuous cost improvement should be taught as part of modern methods and processes of construction in further and higher education institutions. This book will be key reading for all advanced undergraduate and postgraduate courses in Construction Project Management, Building and Quantity Surveying. Professionals in all aspects of the AEC industry will also gain greatly from engaging with the key concepts of continuous cost improvement throughout this book.

Continuous Cost Improvement in Construction: Theory and Practice aims to provide students and practitioners with an all-inclusive understanding of strategies for adopting continuous improvement in construction cost management.

List of figures
xiv
List of tables
xvi
Foreword xviii
Preface xx
Acknowledgements xxii
SECTION A BACKGROUND
1(84)
1 Continuous Improvement and the Construction Industry
3(21)
1.1 Introduction
3(21)
1.1.1 Defining continuous improvement
4(2)
1.1.2 Deming's cycle
6(1)
1.1.3 Nine principles of continuous improvement
7(5)
1.1.4 Creating a value stream mapping
12(1)
1.1.5 The merits and demerits of continuous improvement
12(1)
1.1.6 Evidence of continuous improvement in the construction industry
13(5)
1.1.7 Continuous improvement and construction cost management
18(1)
References
19(5)
2 Construction Cost Management Systems, Methods, and Techniques
24(18)
Part I
24(1)
2.1 Introduction: Construction cost management
24(3)
2.1.1 Construction cost estimation
26(1)
2.2 Differences between construction cost, price, and value
27(2)
2.2.1 Cost
27(1)
2.2.2 Price
28(1)
2.2.3 Value
28(1)
2.3 Pre-contract cost planning
29(1)
2.4 Factors influencing construction estimation
30(2)
Part II
32(1)
2.5 Construction cost management system
32(7)
2.5.1 Traditional cost management system (TCMS)
32(1)
2.5.2 Value management system (VMS)
33(1)
2.5.3 Earned value management system
34(1)
2.5.4 5D Building information modelling management (BIM)
35(2)
2.5.5 Benchmarking system
37(1)
2.5.6 Expert systems
38(1)
2.6 Summary
39(3)
References
40(2)
3 Construction Cost Management Methods
42(15)
3.1 Introduction: Construction cost management methods
42(1)
3.2 Cost estimation and material taking-off
42(3)
3.3 Value planning
45(1)
3.4 Value engineering
45(2)
3.5 Value analysis
47(1)
3.6 Whole life cycle costing
47(2)
3.7 Life cycle costing
49(1)
3.8 Activity-based costing
50(1)
3.9 Earned value analysis
51(1)
3.10 Target value design and costing
52(1)
3.11 Kaizen costing
53(2)
3.12 Summary
55(2)
References
55(2)
4 Construction Cost Management Techniques
57(13)
4.1 Introduction: Construction cost management techniques
57(1)
4.2 Interim valuation
57(1)
4.3 Cash flow forecasting
58(2)
4.4 Monitoring labour, material, equipment, and overheads
60(1)
4.5 Cost-benefit ratio
61(1)
4.6 Incremental milestone
62(1)
4.7 Identifying cost overruns
62(1)
4.8 Managing variations
63(1)
4.9 Site meetings and post-project reviews
64(1)
4.10 Historical cost data and profit and loss summary
65(1)
4.11 Plan-do-check-act (PDCA) cost reduction principle
66(1)
4.12 Post-contract cost control
67(3)
References
69(1)
5 Modern Methods of Cost Control
70(15)
5.1 Modern methods of construction and cost control
70(1)
5.2 The cost of prefabricated construction
70(2)
5.3 Cost of 3D-printed buildings
72(2)
5.4 Artificial intelligence in construction cost control
74(1)
5.4.1 Predicting behaviour of construction professionals towards construction cost control
74(1)
5.5 Blockchain technology and construction cost control
75(1)
5.6 Mobile construction project management and construction cost control
76(3)
5.6.1 Videoconferencing in construction cost control
78(1)
5.7 Big data analytics and construction cost
79(1)
5.8 Cloud-based database and construction cost control
80(1)
5.9 Conclusion: Continuous cost improvement and construction new trends
81(4)
References
81(4)
SECTION B STRATEGIES
85(66)
6 Overhead Cost Reduction and Maintenance through Continuous Improvement
87(13)
6.1 Introduction: The hidden costs of construction and continuous improvement
87(1)
6.2 Continuous improvement of construction company's overhead cost
88(2)
6.3 Continuous improvement of construction project overhead cost
90(4)
6.3.1 Site conditions
91(2)
6.3.2 Construction design economics
93(1)
6.3.3 Construction planning and procurement arrangements
93(1)
6.3.4 Additional costs
93(1)
6.3.5 Economic conditions
94(1)
6.3.6 Design
94(1)
6.4 Basis of calculating overhead costs in construction
94(1)
6.5 Conclusion: Strategies for overhead cost maintenance and reduction
95(5)
References
98(2)
7 Global Construction Organisational Cultures and Continuous Improvement
100(15)
7.1 Introduction: Construction organisational culture
100(1)
7.2 Influence of organisational culture on change in the construction industry
100(1)
7.3 Asian construction organisational cultures
101(2)
7.3.1 China
102(1)
7.3.2 India
102(1)
7.3.3 Saudi Arabia
102(1)
7.4 African construction organisational cultures
103(1)
7.4.1 Nigeria
103(1)
7.4.2 South Africa
103(1)
7.4.3 Egypt
104(1)
7.5 Australian construction organisational cultures
104(1)
7.5.1 Australia
104(1)
7.5.2 New Zealand
105(1)
7.6 European construction organisational cultures
105(1)
7.6.1 The United Kingdom
105(1)
7.6.2 Germany
106(1)
7.6.3 France
106(1)
7.7 North American construction organisational cultures
106(1)
7.7 A The United States of America
106(1)
7.7.2 Canada
107(1)
7.8 South American construction organisational cultures
107(1)
7.8.1 Brazil
107(1)
7.8.2 Chile
107(1)
7.8.3 Argentina
108(1)
7.9 Awareness and acceptance of continuous improvement in the organisational culture
108(4)
7.9.1 Clan culture and continuous improvement
109(1)
7.9.2 Hierarchy culture and continuous improvement
110(1)
7.9.3 Market culture and continuous improvement
110(1)
7.9.4 Adhocracy and continuous improvement
111(1)
7.10 Summary
112(3)
References
112(3)
8 Continuous Improvement and Cost Overrun in Construction Projects
115(18)
8.1 Introduction: Classification of construction projects
115(1)
8.2 Continuous improvement in basic projects
115(5)
8.2.1 Factors impacting on the cost performance of basic construction projects
116(4)
8.3 Complex construction projects
120(3)
8.3.1 Factors impacting on the cost performance of complex projects
121(2)
8.4 Continuous improvement on large and unique construction projects
123(3)
8.4.1 Factors impacting on the cost performance of large and unique projects
124(2)
8.5 Continuous improvement on megaprojects
126(2)
8.5.1 Factors impacting on the cost performance of mega projects
127(1)
8.6 Categories of stakeholders in construction projects
128(1)
8.7 Summary: Project scales and continuous improvement
129(4)
References
131(2)
9 Latent Continuous Cost Improvement Strategies in the Construction Industry
133(18)
9.1 Introduction
133(1)
9.2 Continuous cost improvement strategies for the basic construction of a basic construction project in Nigeria
133(3)
9.2.1 Market research
134(1)
9.2.2 Making use of local materials
135(1)
9.2.3 Engagement with suppliers and subcontractors
136(1)
9.3 Continuous cost improvement strategies of a complex construction project in Sri Lanka
136(6)
9.3.1 Personal heuristics
138(1)
9.3.2 Brainstorming
139(1)
9.3.3 Value engineering
140(1)
9.3.4 Post-project reviews
141(1)
9.4 Continuous cost improvement strategies for unique construction projects in Italy
142(3)
9.4.1 Circular economy in construction
142(1)
9.4.2 Material life cycle costing
143(1)
9.4.3 Constructability assessment
144(1)
9.5 Continuous cost improvement strategies for megaproject in the UK
145(2)
9.5.1 Material selection and specifications
146(1)
9.5.2 Cost-benefit analysis
146(1)
9.6 Summary
147(4)
References
148(3)
SECTION C CASES
151(78)
10 Cases on Overhead Cost Reduction and Maintenance through Continuous Improvement
153(11)
10.1 Introduction
153(1)
10.2 Case 1: Site conditions
154(1)
10.3 Case 2: Construction design economics
155(2)
10.4 Case 3: Construction planning and procurement arrangements
157(2)
10.5 Case 4: Additional costs
159(2)
10.6 Case 5: Economic condition
161(1)
10.7 Case 6: Design
162(1)
10.8 Summary
163(1)
11 Cases on Continuous Cost Improvement Attributes for Monitoring Construction Projects - PART I
164(13)
11.1 Introduction
164(2)
11.2 Case 1: Variation management
166(1)
11.3 Case 2: Plant hire cost
167(1)
11.4 Case 3: Labour cost
168(1)
11.5 Case 4: Administrative charges
169(1)
11.6 Case 5: Monitoring construction material cost
170(1)
11.7 Case 6: All. forms of risks
171(1)
11.8 Case 7: Financial risk
171(1)
11.9 Case 8: Drawing reviews
172(1)
11.10 Case 9: Meeting the cost benchmark of individual construction elements
173(1)
11.11 Case 10: Taking immediate corrective action
173(1)
11.12 Case 11: Managing subcontractor and suppliers' cost
174(1)
11.13 Case 12: Outcome of weekly/monthly site meetings
175(1)
11.14 Summary
176(1)
References
176(1)
12 Cases on Continuous Cost Improvement Attributes in the Construction Industry - PART II
177(12)
12.1 Introduction
177(1)
12.2 Case 13: Price fluctuation
178(1)
12.3 Case 14: Changes in laws and regulations
179(1)
12.4 Case 15: Compliance with laws
179(1)
12.5 Case 16: Constructability or buildability check
180(1)
12.6 Case 17: Design economics norms check
181(1)
12.7 Case 18: Cost norms check
182(1)
12.8 Case 19: Wastage check
182(1)
12.9 Case 20: Alternative technology check
183(1)
12.10 Case 21: Facility management issues
184(1)
12.11 Case 22: Long-term maintenance agreement drafts
185(1)
12.12 Case 23: Electric power and water consumption check
186(1)
12.13 Case 24: Production continuity
187(1)
12.14 Summary
188(1)
13 Cases on Openness to Continuous Cost Improvement in Construction Organisations
189(12)
13.1 Introduction
189(1)
13.2 Case study on openness to new ideas in construction organisations
189(2)
13.3 Case study on encouragement of continuous cost improvement
191(1)
13.4 Case study on clan culture and continuous cost improvement
192(2)
13.5 Case study on hierarchy culture and continuous cost improvement
194(2)
13.6 Case study on market culture and continuous cost improvement
196(1)
13.7 Case study on adhocracy culture and continuous cost improvement
197(2)
13.8 Summary
199(2)
14 Cases on Continuous Cost Improvement in Procurement Strategies
201(16)
14.1 Introduction
201(2)
14.2 Cases on sequential traditional procurement
203(1)
14.3 Cases on accelerated traditional procurement
204(1)
14.4 Cases on direct design and build
205(1)
14.5 Cases on competitive design and build
206(1)
14.6 Cases on novated design and build
207(1)
14.7 Cases on develop and construct
208(1)
14.8 Cases on design and manage
209(1)
14.9 Cases on management contracting
210(1)
14.10 Cases on construction management
211(1)
14.11 Cases on public-private partnerships
212(2)
14.12 Cases on partnerships, alliancing, and consortia
214(1)
14.13 Summary
215(2)
References
215(2)
15 Contractual Payment Arrangements and Continuous Improvement
217(12)
15.1 Introduction
217(2)
15.2 Cases on lump-sum contracts
219(1)
15.3 Cases on fixed-price contracts
220(1)
15.4 Cases on remeasurement contract
221(2)
15.5 Cases on cost-reimbursable contracts (prime cost contracts or cost-plus contracts)
223(1)
15.6 Cases on guaranteed maximum price
224(1)
15.7 Cases on unit pricing contracts
225(1)
15.8 Cases on target cost, contracts
226(1)
15.9 Summary
227(2)
References
228(1)
SECTION D DECISION TOOLS
229(26)
16 Decision Tools for Continuous Cost Improvement - Part I
231(12)
16.1 Introduction
231(1)
16.2 Affinity diagrams
232(2)
16.3 Interrelationship diagraphs (IDs)
234(1)
16.4 Tree diagrams
234(3)
16.5 Process decision program charts (PDPCs)
237(1)
16.6 Matrix diagrams
238(1)
16.7 Prioritisation matrices
239(1)
16.8 Summary
240(3)
References
241(2)
17 Decision Tools for Continuous Cost Improvement - Part II
243(12)
17.1 Introduction
243(1)
17.2 Activity network diagrams (ANDs)
243(1)
17.3 Cause and effect
244(1)
17.4 The 5S diagram
245(1)
17.5 Business process modelling and notation (BPMN)
246(2)
17.6 Icam DEFinition Function Zero (IDEFO) for improving post-cost controlling activities
248(1)
17.7 Capability maturity model for continuous cost improvement
249(2)
17.8 Plan-do-check-act (PDCA) model
251(1)
17.9 Concluding remarks
252(3)
References
252(3)
Index 255
Temitope Omotayo is a Senior Lecturer in Quantity Surveying at Leeds Beckett University, UK. He holds a PhD in Construction Project Management from the University of Salford, UK after gaining an MSc in Quantity Surveying (Mechanical and Electrical) from the same University. Temitope is a fellow of the higher education academy (FHEA) and holds a postgraduate certificate in higher education (PGCAP). His research interests are continuous improvement in construction, the application of systems thinking for decision making in the built environment, sustainable construction, and smart cities.

Udayangani Kulatunga is a Professor in Building Economics, attached to the Department of Building Economics, University of Moratuwa in Sri Lanka. She is also the Director of the Centre for Disaster Risk Reduction at University of Moratuwa, Sri Lanka. Udayangani completed her undergraduate degree in Quantity Surveying (Hons) at University of Moratuwa, Sri Lanka and her PhD at University of Salford, UK in Performance Measurement in construction research and development. Udayangani has teaching experience both in the UK and in Sri Lanka. She is a fellow of the Higher Education Academy (FHEA), UK and holds a postgraduate certificate in higher education (PGCAP) as well.

Bankole Awuzie is an Associate Professor, Department of Built Environment, Faculty of Engineering, Built Environment and Information Technology at the Central University of Technology, Free State, South Africa. He holds a PhD in Built Environment (Construction Project Management) from the University of Salford and an MSc in Construction Project Management from the Robert Gordon University, Aberdeen, Scotland, both of which are in the UK. He is a rated researcher of the South African National Research Foundation (NRF). His research interests span the smart, sustainable, and circular construction knowledge domain.
Püsilink: https://www.kriso.ee/db/9781003176077_pe.html
Märksõnad: