Construction Project Management: A Practical Guide to Field Construction Management

419 Pages·2008·2.38 MB·English

by  S. Keoki Sears, Glenn A. Sears, Richard H. Clough

LibraryPirate
Construction Project Management
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Construction
Project
Management
A Practical Guide to Field
Construction Management
5th Edition
S. Keoki Sears
Glenn A. Sears
Richard H. Clough
John Wiley & Sons, Inc.
This book is printed on acid-free paper.
Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
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Library of Congress Cataloging-in-Publication Data:
Clough, Richard Hudson.
Construction project management : a practical guide to field
construction management / Richard H. Clough, Glenn A. Sears, S. Keoki
Sears.—5th ed.
p. cm.
Includes index.
ISBN 978-0-471-74588-4 (hbk. : CD-ROM)
1. Construction industry—Management. 2. Project management. I.
Sears, Glenn A. II. Sears, S. Keoki. III. Title.
TH438.C62 2008
692’.8—dc22
2007032130
Printed in the United States of America.
10 9 8 7 6 5 4 3 2 1
Contents
Preface vii
1 Construction Practices 1
2 Management System 17
3 Project Cost Estimating 31
4 Project Planning 63
5 Project Scheduling 85
6 Production Planning 129
7 Project Time Acceleration 147
8 Resource Management 173
9 Project Time Management 197
10 Project Cost System 223
11 Project Financial Management 259
12 Scheduling Applications 285
Appendix A Highway Bridge Bid-Item Summary Sheets 309
Appendix B SI Unit Highway Bridge Bid-Item Summary Sheets 323
Appendix C Highway Bridge Project Outline 345
Appendix D Arrow Notation 347
Appendix E The PERT Procedure 367
Appendix F Analysis of Estimating Accuracy 373
Appendix G Highway Bridge Case Studies 381
Index 395
v
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Preface
This book is about Critical Path Method (CPM)–based planning and
scheduling as applied to the construction industry. The book’s distinguish-
ing feature is the use of one example project throughout to demonstrate
planning, scheduling, project acceleration, resource management, time
control, financial control and the project cost system. The example project
is a highway bridge.
It has been suggested that a building project might be more appropriate
for many readers. We have seriously considered that suggestion, although
the complexity of even a simple building tends to obscure project man-
agement fundamentals in logistical detail and diminish the clarity of the
book. The bridge example, although a civil engineering project, typifies the
basics of construction by incorporating critical aspects of most construction
projects: the construction of foundations, concrete work, structural steel,
and finish work, all of which require labor and equipment supervision,
subcontractor management, and material expediting. The entire highway
bridge project takes 10 weeks to construct and can be completely illustrated
in 70 distinct activities.
This fifth edition has been updated with current labor, material, and
equipment pricing and includes a complete estimate for the highway
bridge. Scheduling and management concepts, such as Work Breakdown
Structures (WBS) and the Earned Value Management System (EVMS), are
developed in this edition. An estimate in SI units is included in Appendix
B for readers outside the United States.
Of particular interest is Chapter 6, which includes discussions of pro-
duction planning as it affects personnel, safety, quality, paperwork, and
material control. A site layout drawing shows the location of temporary
buildings, formwork fabrication, material laydown and staging area, fire
extinguishers, and first aid kits. Much of the information in this chapter is
gleaned from years of construction experience and is unique to this text.
For generations Men, Machines, Materials, Methods, and Money have
been the five Ms of construction. Efficient usage of these five resources
vii
viii Preface
is the essence of construction management. However, in recent years,
an important change in these basic resources has occurred. Women now
constitute an important part of the construction industry. They occupy
responsible positions in the field trades and at all levels of management.
Construction terms like ‘‘journeyman,’’ ‘‘foreman,’’ and ‘‘piledriverman’’
have been used in the industry for literally hundreds of years. Because such
words are the only ones generally recognized, these words are used in this
text but are not meant in any way to imply gender. At times, the word ‘‘he’’
or ‘‘him’’ is used as a singular pronoun. Such use of the masculine gender
is done solely for the sake of readability and has no presumption of gender.
The authors of this text recognize and applaud the important contribution
that women have made and are making to the construction industry.
This book teaches a method for capturing, modeling, and viewing the
entirety of a construction project so that it can be effectively planned
and managed from start to finish. Consequently, many of the illustrations
are quite large and presented on extra-wide pages called tip-ins. Due
to production limitations, these tip-ins can only be inserted at specific
intervals throughout the book rather than at the point they are referenced.
Where a tip-in is referenced, guidance is provided on where to locate the
figure within the text. In some cases, the tip-ins are located in the chapter
following the point where they are referenced.
This fifth edition represents 37 years of publication and three generations
of authors. We trust that this fully updated edition will continue as a
principal reference for today’s professionals and an instructive guide for
tomorrow’s constructors.
S. Keoki Sears, London, England
Glenn A. Sears, Durango, Colorado
January 2008
Construction
1 Practices
1.1 Introduction
The objective of this book is to present and discuss the management of
field construction projects. These projects involve a great deal of time
and expense, so close management control is required if they are to
be completed within the established time and cost limitations. The text
also develops and discusses management techniques directed toward the
control of cost, time, resources, and project finance during the construction
process. Emphasis is placed on practical and applied procedures of proven
efficacy. Examples relate to field construction practices.
Effective management of a project also requires a considerable back-
ground of general knowledge about the construction industry. The purpose
of this chapter is to familiarize the reader with certain fundamentals of
construction practice that will be useful for a complete understanding of
the discussions presented in later chapters.
1.2 Construction Industry
In terms of the dollar value of output produced, the construction indus-
try is the largest single production activity of the U.S. economy. The
annual expenditure of approximately $1.2 trillion for construction in
2006 accounts for more than 9 percent of the gross national product
(GNP). Thus, almost 1 of every 10 dollars spent for goods and services in
1