Construction Project Manager's Pocket Book

297 Pages·2015·1.77 MB·English

by  Cartlidge, Duncan

Construction Project Manager’s
Pocket Book
Construction project management requires a broad range of skills, from techni-
cal expertise to leadership, negotiation, team building and communication. This
no–nonsense guide covers all of the essentials of the role, including:
(cid:129) pre-construction activities,
(cid:129) design management and BIM,
(cid:129) procurement,
(cid:129) feasibility studies,
(cid:129) environmental management systems,
(cid:129) people skills,
(cid:129) recommended document formats, and
(cid:129) occupancy activities.
Construction project management activities are tackled in the order they occur on
real projects, with reference made to the RIBA Plan of Work and OGC Gateway
process throughout. This is the ideal concise reference which no project manager,
construction manager, or quantity surveyor should be without.
Duncan Cartlidge is a Fellow of the Royal Institution of Chartered Surveyors. He
is an associate tutor at the College of Estate Management, Reading, an Associate
Lecturer at Glasgow Caledonian University and a former member of the RICS
Quantity Surveying and Construction UK World Regional Professional Group
Board.
(cid:55)(cid:75)(cid:76)(cid:86)(cid:3)(cid:83)(cid:68)(cid:74)(cid:72)(cid:3)(cid:76)(cid:81)(cid:87)(cid:72)(cid:81)(cid:87)(cid:76)(cid:82)(cid:81)(cid:68)(cid:79)(cid:79)(cid:92)(cid:3)(cid:79)(cid:72)(cid:73)(cid:87)(cid:3)(cid:69)(cid:79)(cid:68)(cid:81)(cid:78)
Construction Project
Manager’s Pocket
Book
Duncan Cartlidge
First published 2015
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
711 Third Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2015 Duncan Cartlidge
The right of Duncan Cartlidge to be identified as author of this work
has been asserted by him in accordance with sections 77 and 78 of the
Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or
utilised in any form or by any electronic, mechanical, or other means, now
known or hereafter invented, including photocopying and recording, or in
any information storage or retrieval system, without permission in writing
from the publishers.
Trademark notice: Product or corporate names may be trademarks or reg-
istered trademarks, and are used only for identification and explanation
without intent to infringe.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging in Publication Data
Cartlidge, Duncan P.
Construction project manager’s pocket guide / Duncan Cartlidge. --
1 Edition.
pages cm
Includes bibliographical references and index.
ISBN 978-0-415-73239-0 (hardback : alk. paper) -- ISBN 978-1-315-
72530-7 (ebook) 1. Construction industry--Management. 2. Project
management. 3. Building--Superintendence. I. Title.
HD9715.A2C353 2015
624.068’4--dc23
2014034257
ISBN: 978-0-415-73239-0 (pbk)
ISBN: 978-1-315-72530-7 (ebk)
Typeset in Goudy and Frutiger
by GreenGate Publishing Services, Tonbridge, Kent
To my retriever Boris
Without him this book would have been finished much sooner!
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Contents
List of figures viii
List of tables x
Preface xi
1 Project management – an overview 1
2 Pre-construction/ RIBA Plan of Work Stages 0–4 /
OGC Gateway Stages 1–3C 54
3 Construction / RIBA Plan of Work Stage 5 173
4 Post-construction / OGC Gateway 4–5 /
RIBA Plan of Work Stage 6 211
5 Occupancy / RIBA Plan of Work Stage 7 239
Appendices 257
Further reading 265
Glossary 267
Index 271
Figures
1.1 Project constraints 13
1.2 Interaction between the immediate and wider project environments 15
1.3 Importance of project management skills across industries 16
1.4 Applying the Maslow theory to project management 21
1.5 The project management lifecycle 27
1.6 The change management lifecycle 27
1.7 PRINCE2™ integrated framework 32
1.8 SWOT diagram 39
1.9 PESTLE or PEST analysis 40
1.10 Gantt chart format 42
1.11 Traditional role for project manager in construction project 44
1.12 Variable and fixed processes 53
2.1 BREEAM Scoring Variable and fixed processes 83
2.2 Value management 85
2.3 Standard 40-hour value engineering methodology 87
2.4 Design change process 93
2.5 I nteraction of timing and consequences of introducing VE
into the design process 94
2.6 Whole life costs 108
2.7 The Ishikawa diagram (fishbone diagram) 119
2.8 Decision tree example 122
2.9 Procurement drivers 124
2.10 Allocation of procurement risk 125
2.11 Framework agreement 1 137
2.12 Framework agreement 2 138
2.13 PPP models 149
2.14 PFI Key Responsibilities – Construction and Operations (1) 150
2.15 PFI Key Responsibilities – Construction and Operations (2) 151
2.16 PPP skills balance 154
Figures ix
2.17 The sequence for carrying out and developing the OBC 156
2.18 RIBA Plan of Work and OGC Gateway compared 167
3.1 Contract administration 174
3.2 Construction supply chain 174
3.3 The plan–do–check–act (PDCA) cycle 181
3.4 S-curve 191
3.5 Supply chain management 199
3.6 A supply chain 201