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Introduction to Construction Management 2nd edition [Pehme köide]

(University of Bolton, UK)
  • Formaat: Paperback / softback, 460 pages, kõrgus x laius: 246x174 mm, kaal: 1100 g, 28 Tables, black and white; 48 Line drawings, black and white; 52 Halftones, black and white; 100 Illustrations, black and white
  • Ilmumisaeg: 29-Sep-2022
  • Kirjastus: Routledge
  • ISBN-10: 1032007443
  • ISBN-13: 9781032007441
Teised raamatud teemal:
Introduction to Construction Management 2nd editionSuurem pilt
  • Formaat: Paperback / softback, 460 pages, kõrgus x laius: 246x174 mm, kaal: 1100 g, 28 Tables, black and white; 48 Line drawings, black and white; 52 Halftones, black and white; 100 Illustrations, black and white
  • Ilmumisaeg: 29-Sep-2022
  • Kirjastus: Routledge
  • ISBN-10: 1032007443
  • ISBN-13: 9781032007441
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781032007441.html
Märksõnad:
Introduction to Construction Management, Second Edition, is the beginners guide to key concepts, terms, processes and practices associated with modern construction management. The new edition has been fully updated with new data, case studies and enhancements and remains the most practical and accessible book on the subject available. Significant new topics have been added including construction ethics, coverage of mental health and wellbeing in the industry, project delivery and Construction 4.0, to make this the most cutting-edge book available for students on construction and engineering management courses.

Supported by diagrams, illustrations and case studies, the book starts with a general introduction to the industry and covers the relevant management theory before providing applied coverage of:





Production management Commercial management Quality management Health and Safety management Environmental management

This is the most approachable text available for anyone starting to learn about construction management at any level.
Preface xi
Acknowledgements xii
Introduction xiii
Part 1 The construction industry
1(28)
Introduction
1(1)
1.1 What is the `construction industry'?
1(3)
1.2 Construction projects
4(9)
1.2.1 What starts a construction project?
5(1)
1.2.2 How is construction work allocated?
6(4)
1.2.3 How are construction projects organised?
10(2)
1.2.4 Who forms the construction project team?
12(1)
1.3 Construction people
13(8)
1.3.1 Construction professions
14(5)
1.3.2 Construction trades
19(2)
1.4 Construction bodies
21(3)
1.4.1 Construction Leadership Council
22(1)
1.4.2 Construction Industry Council
22(1)
1.4.3 Build UK
22(1)
1.4.4 Constructing Excellence
23(1)
1.5 The construction industry: summary
24(5)
Further reading and discussion
24(5)
Part 2 Construction management in theory
29(36)
Introduction
29(1)
2.1 What is management?
30(1)
2.2 Management functions: what do managers do?
30(6)
2.2.1 Forecasting
31(1)
2.2.2 Planning
32(1)
2.2.3 Organising and coordinating
33(1)
2.2.4 Commanding
33(1)
2.2.5 Controlling
34(1)
2.2.6 How important are these functions for a construction manager?
35(1)
2.3 Principles of management: how do managers do it?
36(3)
2.4 Managing people: the key to successful management?
39(13)
2.4.1 Communication
40(1)
2.4.2 Motivation
41(6)
2.4.3 Leadership
47(1)
2.4.4 Teamwork
48(3)
2.4.5 Managing people in construction: summary
51(1)
2.5 What is construction management?
52(2)
2.6 Construction management in theory: summary
54(11)
Further reading and discussion
54(11)
Part 3 Construction management in practice
65(244)
Introduction
65(1)
3.1 Production planning and control
66(17)
3.1.1 Production parameters
66(2)
3.1.2 Where do these production parameters come from?
68(1)
3.1.3 Production planning
69(1)
3.1.4 Effective production planning
70(5)
3.1.5 Production control
75(1)
3.1.6 Production planning and control: summary
76(7)
3.2 Site management
83(46)
3.2.1 Introduction
83(1)
3.2.2 Legislative requirements
84(2)
3.2.3 Site layout
86(28)
3.2.4 Being a good neighbour
114(2)
3.2.5 Site management control
116(5)
3.2.6 Site management: summary
121(8)
3.3 Time management
129(24)
3.3.1 Introduction
129(1)
3.3.2 Producing a construction programme
129(2)
3.3.3 Establishing key dates and milestones
131(1)
3.3.4 Establishing key activities
131(2)
3.3.5 Establishing durations
133(3)
3.3.6 Allocating resources
136(2)
3.3.7 Establishing the sequence
138(1)
3.3.8 Applying logic
139(9)
3.3.9 Controlling time: monitoring the programme
148(3)
3.3.10 Time management: summary
151(2)
3.4 Cost management
153(36)
3.4.1 Introduction
153(1)
3.4.2 Client cost planning
153(4)
3.4.3 Contractor cost planning
157(8)
3.4.4 Client cost control
165(3)
3.4.5 Contractor cost control
168(12)
3.4.6 End-of-contract reconciliations as a form of cost control
180(3)
3.4.7 Cashflow
183(3)
3.4.8 Cost management: summary
186(3)
3.5 Quality management
189(21)
3.5.1 Introduction
189(1)
3.5.2 What is quality?
190(1)
3.5.3 Defining quality management
191(1)
3.5.4 Quality management standards
192(3)
3.5.5 Managing quality production on site: planning and control
195(10)
3.5.6 Benefits of quality management
205(1)
3.5.7 Quality management: summary
206(4)
3.6 Health and safety management
210(37)
3.6.1 Introduction: Kieron's story
210(1)
3.6.2 The construction industry's health and safety profile
210(1)
3.6.3 A safe industry?
211(3)
3.6.4 A healthy industry?
214(2)
3.6.5 How is health and safety managed?
216(22)
3.6.6 What happened to Kieron?
238(2)
3.6.7 Health and safety management: summary
240(7)
3.7 Mental health and wellbeing management
247(16)
3.7.1 Introduction
247(1)
3.7.2 Why mental health and wellbeing?
247(1)
3.7.3 The scale of the problem in construction
248(1)
3.7.4 What causes poor mental health and wellbeing in construction?
249(1)
3.7.5 UK legal obligations for mental health and wellbeing
250(1)
3.7.6 Managing mental health and wellbeing in construction
251(6)
3.7.7 What can construction managers do to help?
257(1)
3.7.8 Mental Health and wellbeing management: summary
258(5)
3.8 Environmental management
263(40)
3.8.1 Introduction
263(1)
3.8.2 What is sustainability?
263(3)
3.8.3 Sustainability and construction
266(4)
3.8.4 A sustainable construction industry for the future
270(1)
3.8.5 What is environmental management?
271(1)
3.8.6 Environmental management tools
272(6)
3.8.7 Environmental management on site
278(14)
3.8.8 Corporate social responsibility
292(2)
3.8.9 Environmental management: summary
294(9)
3.9 Construction management in practice: summary
303(6)
Further reading
303(6)
Part 4 New directions in construction management
309(77)
Introduction
309(1)
4.1 Ambitions for change
310(14)
4.1.1 Industry reviews
312(4)
4.1.2 Government strategies and more
316(6)
4.1.3 Barriers to change
322(2)
4.2 Project delivery
324(14)
4.2.1 Whole life-cycle construction
325(2)
4.2.2 Project delivery as a process
327(2)
4.2.3 Integrated project delivery
329(1)
4.2.4 Integrated supply chains
330(2)
4.2.5 Off-site construction
332(4)
4.2.6 Challenges for project delivery
336(2)
4.3 Construction 4.0
338(16)
4.3.1 On and off-site technologies
339(4)
4.3.2 Design technologies
343(5)
4.3.3 Digital construction management
348(5)
4.3.4 Challenges for Construction 4.0
353(1)
4.3.5 The future of Construction 4.0
354(1)
4.4 The ethical construction manager
354(16)
4.4.1 Introduction
354(2)
4.4.2 Ethical and unethical behaviour
356(1)
4.4.3 Ethics and the law
357(4)
4.4.4 Four case studies: ethical challenges in construction
361(9)
4.4.5 How to be an ethical construction manager
370(1)
4.5 The changing role of the construction manager
370(2)
4.6 New directions in construction management: summary
372(14)
Further reading and discussion
372(13)
Introduction to Construction Management: summary
385(1)
Sources 386(7)
Glossary of key terms 393(40)
Appendix 433(1)
Suggested exercise solutions 433(15)
Blank programme template 448(1)
Blank risk assessment template 449(2)
Index 451
Fred Sherratt is a Professor of Construction Sociology and a Chartered Construction Manager and Chartered Building Engineer. After more than ten years working in the construction industry for a large contractor, Fred moved into academia where she spent a further ten years teaching construction management and civil engineering students of all levels. She has taught many aspects of construction management, including planning and programming, resource management, management theory and practice, and health and safety management.

Peter Farrell is a Professor of Construction and a Chartered Construction Manager, Chartered Surveyor and Chartered Engineer. He is currently Programme Lead for construction and engineering undergraduate and postgraduate courses at the University of Bolton. He has taught construction and commercial management to students of all levels for over 30 years. His industry training was in construction planning and quantity surveying and his post-qualification experience was working as a contractors site manager.