Construction Project. Management. An Integrated Approach. Peter Fewings. R Routledge. Taylor & Francis Group LONDON AND NEW YORK

Construction

_Project

Management

An

_Integrated

_Approach

Peter

_Fewings

R

Routledge

Taylor&Francis_Group

Contents

List

_{of figures}

and tables

Acknowledgements

Preface for

second edition

Foreword

_for

secondedition xxvi1 xxni XVll

XXV

Introduction 1

Project management

process and

product

1

People

2

Definitions,

standards and codes 4

Body

of Knowledge

(BoK)

and

_{methodologies}

5 PRINCE2

_methodology

5

Uses 7

References

8

1

_Project

life

_cycle

and success 9

Project life cycle

9

Project

management 13

Programme

and

_portfolio

_management 14

Project

team roles 15

Project

manager: skills and

functions

18

Ethical

_project

_leadership

19

CASE STUDY i.l Considerate Constructors Scheme 21

Project

complexity

21

case study 1.2 Construction

_complexity

22

Project

management

maturity

model 24

Determining

the

critical

_{factors for}

success 24

Conclusion

29

References

30

viii Contents

2

_Building

the

client businesscase 32

Project

constraints and client

objectives

33

Presenting

a business case 38

casestudy2.1 Student accommodation

feasibility

39

Analysis

40

Managing change

in the businesscase 42 case study 2.2

Olympic

business

legacy

42 case study 2.3

Birmingham City

Council 2006 43

Developing

value inconstruction-the

Gateway

frameioork

for

decision

_making

44

Project stakeholders

46

case study 2.4Stakeholder

conflict

49

case study 2.5

_Community

stakeholder pressure 50 case study 2.6 Internal

stakeholder,

relocate

HQ

51

case study 2.7 Externalstakeholders

for

a new

sivimming

pool

52

Conclusion 53

References

54

3

Project definition

56

The

_{design brief}

56

Product scope

definition

57

Determining

the elements

_{of project definition}

57 Process

_majjping

61

case study 3.1

_Managing

the estate 62

Building information modelling

(BIM)

64

casestudy 3.2BIM

_hospital

65

case study 3.3Manchester

public library

66

Feasibility

and

_{affordability}

66

Funding

andinvestment

_appraisal

69

case study 3.4

Option

appraisal

on

university

accommodation 73

External

_factors

in

_feasibility

assessment 77

Building

value and

risk allocation 81

Conclusiori

82

References

83

4

_Strategic

issues 84

Project

systems 86

Contents ix

Project

scope-

planning

and

controlling

87

The

_{development of}

the master

plan

90

Risk

_planning

-

identification

and allocation 91

casestudy 4.1

Building

Schools

for

the Future

(BSF)

92

case study4.2

_Design

risks 94

case study4.3Risk controlatHeathrow

Airport

Terminal 5 95

Project

control 96

Programme

control 98

Cost

_planning

and control 99

case study 4.4

Slippage

in

design

_programme 100

Procurement

_principles

107

Contracts 108

case study 4.5

Multi-project

single

site _procurement 109

Quality planning

and

_satisfaction

110

case study 4.6 Contract

flexibility

111

Information

and communicationsmanagement 113

case study 4.7

Example

for

extranet

protocol

115

case study 4.8 A

knowledge

based system

for

project

cost 117

Conclusion 118

References

120

5 Lean construction and

benchmarking

121 The

_{performance of}

the construction

industry

121

case study 5.1Greatstructures 123

Defining

theterms

_{of productivity}

124

Standard_ways

_{of measuring}

_productivity

124

Principles of

lean and value 128

casestudy 5.2

Toyota production

improvements

130

Ohno'ssevenwastes 131

case study 5.3 Cultural

development

waste 131

case study 5.4

_Just

in time accommodation 135

Lean construction 136

case study s.5

_Building

Down Barriers

pilot

projects

138 case study s.6Mechanical

and

electricalcontractoronsix

floor

newbuild

_office

139

Difference

between lean

_{manufacturing}

and lean construction 142

Off

site

construction,

MMCand

_{prefabrication}

143

Identifying

construction wasteinprocurement 145

case study 5.7 Globalcost

_comparisons

146

Measuring

performance

147

x Contents

case study 5.8

Benchmarking

- continuous

improvement

149

Construction

_performance

155

case study 5.9

Logistical planning

on construction

management

fit

out 156

case study 5.10

_{Prefabricated}

construction 157

Construction

_programming

and control 159

case study 5.11

Programme

_{management 161}

case study5.12

Package

management 162

Conclusions 164

Appendix

-critical

path

method

(CPM)

166

Critical

_path

method

_(CPM)

_{precedence diagrams}

167

References

169

6

_{Organisation,}

culture and

_leadership

172

WITH MARTYN _JONES

Organisation

structure 173

case study 6.1

Typical

_pure

_{project organisation}

176

Centralisation of

authority

178

case study6.2

Major

development

projects' organisation

structure 179

Mapping

the

_project

environment 180 The

_{organisational}

context 182

case study6.3

Multi-project

mixeduse

development

185

Corporate

culture and behaviour 186

The _{external environment,}

_strategic

issues and

_{forces for}

change

192

The role

_of

_partnering

194

case study 6.4BAA Frameworks 197

case study 6.5

_Strategic

businessunits 199 World-class

_performance

200

case study 6.6

_European

use

of

_EFQM

201

case study 6.7

_{Highways Agency capability}

assessment 203

case study6.8

EFQM

RBD 50 204

casestudy 6.9The use

ofKPIs

ina contractor

_organisation

205

Leadership

206

case study6.10 What it

_feels

liketo be led 209

casestudy 6.11

_{Transformational leadership}

215

case study 6.12

_{Transformational}

_leadership

2 216

What

isan

integrated

project

team

_(IPT)?

218

Conclusion 220

References

221

Contents xi

7

_Engineering

the

_{psycho-productive}

environment 224

Teamwork 225

Team

_leadership

and motivation 227

case study 7.1 Exhibition centrecommunications 237 A communication model 238

case study 7.2Health and

safety information

241

Psycho engineering

the team 242

Belbin team roles 242

Myers

Briggs

244

case study 7.3

Typical

characteristics

of

a common

Myers

Briggs

type 246

Change

and

_developing

a

project

culture 249

case study 7.4 A best

practice

of

theuse

of

thiscontract

by

EDF

_Energy

atHeathrow T5 251

Conclusion 252

References

253

8

_Managing

risk and value 256

Risk and value

imperatives

256

Historical

_approaches

torisk and value management 259 Sustainable value and whole

life cycle

261

Definition

and evaluation

_of

risk 266

Risk

_management

process 269

Risk attitude 271

Risk response and management 272

Risk management

techniques

274

Risk,

value _{and procurement} 278

Risk behaviour 281

Appointing

consultants andcontractors 282

Conclusion 287

References

289

9

_Design

and value management 292

Nature

_{of design}

292

Engineering design

294

Design

management 294

case study 9.1

Office fit

out 296

Client values 297

xii Contents

Value

_engineering

299

The value management process 301

case study9.2

Functional

definition

303

casestudy9.3 VMatthe

early

concept

stage 304

casestudy9.4VMat the

early

concept stage

307

Design

and construction

co-ordination

309

Design

wasteand

design

types 310

case study9.5

Design co-ordination

on

specialist physical

research

facility

311

Prefabrication

313

casestudy 9.6Panelised construction 314

casestudy 9.7

Component type

prefabrication

3IS

Standard

design

solutions 31S

case study 9.8

Standardised

schools 316

Information flow

318

Buildability

319

Change

management in

_design

320

case study 9.9

Design

development

change

321 case study9.10

_{Scope change}

323

The role

_of

urban

_design

324

casestudy 9.1 i Commission

for

the Built Environment in

the UK 32S

casestudy 9.12

_City

centre mixeduse

development

327

Conclusion 328

References

329

10

_Project

safety,

health and the environment

Introduction 331

case study io.I Accident

_figures

in the UK 2001-2010 332

Principles of

modern health and

_safety

legislation

and the HSWAct 1974 334

Health and

_{safety policy}

335

Organisation of

H&S 336 Worker involvement 338

case study io.2 Timber

yard

worker

involvement

338 case study io.3Manchester

Royal

Infirmary

339

Reporting

340

case study io.4 Tower crane accidents 341

CDM_{and the management}and

_design

_{responsibilities}

343

Impact

of

H&S

_legislation

on SMEs 346

Contents xiii

Health and

_safety

_management .147

Cultureand behavioural health and

_safety

.149

case study 10.5Cultural

development of

health

and

safety

351

Product

_safety

and

_liability

.15.1

casestudy to.6

Manslaughter

sentence

for

ignoring

improvement notices .15.1

casestudy io.7Door set

compliance

154

Risk assessment 155

Risk controls .156

Improving

the

effectiveness of

accident

_prevention

.157

casestudy 10.8A risk assessment_pro

_forma

358

case study 10.9Ma/or disaster reports 360

casestudy I o.ioStaircase

collapse

(hypothetical)

363 casestudy io.i i Plasterboard

fixing

-

improvements

364

Safe design

165

Buildings

m use 366

Safe

Construction .167

case study io.I2 CSCScards 168

casestudy 10.13Site

safe

management system -

hospital

site 370

Communications,

information

and

_training

373

Protecting

the

_public

373

Integrated

systems

for quality,

health,

safety

3 75

Conclusion 376

References

378

11 Sustainable

_delivery

ofconstruction

_projects

381 The_scope

_of

_{sustainability}

in construction

design

and

delivery

381

UK_government targets 383

case study i i.i GreaterManchester

Housing

Retrofit

Partnership

384

The

_planning

_system and

_{sustainability}

386

Private clients' _corporatesocial

_{responsibility}

(CSR) 387

Environmentalassessmentschemes 388

case study i1.2Cross

Valley

Link Road 389

case study i 1.3

Comparison

of

Green Globe and BREEAM

ratings

390

case study i 1.4The United Welsh Passivhaus 392

case study i i.sSustainable school

design

to

_improve

xiv Contents

Sustainable

_procurement

398

case study n.6 Considerate ConstructorsScheme 398 case study 11.7

The

_Olympics

London2012 400 case study i 1.8 Eco

Reinforcement

company

registration

scheme 402

case study i 1.9 Localstrawbale modular

_panels

404

Carbon reduction and climate

_change

in

_delivery

405

case study i i.ioZero carbon

building

targets 407

Reducing

wasteand

recycling

more 408

case study i i.i i Biomass boiler 409

Carbon

reduction in

_design

and services 411

case study ii.iiAsda Stockton retail basecase 411 case study ii.I3

Design

and build

for further

education

assessment 413

Carbon reduction in

_production

415

case study j 1.14

Clayfield

construction 419

Environmental

_Management

_System

(EMS)

420

casestudy H.I5

_Large

contractor environment

management system 421 Conclusion 422

References

423

12

_Supply

_{chain management} in construction 425

MARTYN JONES

Introduction 426

Changes

in the businessenvironment 433

Outsourcing

in construction 434

The theoretical roots

_of

SCM 435

case study i2.i ProCure21

frameworks

442

case study 12.2SCM tiers ina construction

firm

446

Having

the

_appropriate

_governance, ethics and the exercise

of

power 451

case study 12.3 World-class

supply

chains

for

the 21st

century

(SC21)

452

case study i 2.4 Contractorcode

of

practice

453 case study i 2.S

_Supply

chain

allianceten

commandments 454

case study 12.4

Targeting the

supply

chain

sustainability

performance

462

Contents xv

case study 12.8ProCure2+ and

Principal Supply

Chain

Partners 466

Conclusion 467

case study 12.9 Pavementteam

_framework

_{agreement 468}

References

469

13

_Quality

and customer care 473

Introduction 473

case study13.1 UK construction waste 474

The threshold

_for

construction

_quality

474

Handy's principles of

customer care 476

case study 13.2 Customercare in

private

housing

478

casestudy 13.3 The use

of

a

pact

to

gain

mutual commitment 480

Models

_{of quality}

480

case study 13.4

Quality

control

of piling

485

Quality

culture 487

case study 13.5

Quality

improvement

-

sparklemeters

488

case study 13.6 Bekaert

fencing

490

case study 13.7 The

developing

TQM

culture 491

Implementing

aconstruction

project

quality plan

492

Relationship marketing

493

case study 13.8Clientaccounts 494

Conclusion 495

References

497

14

_Project

_{close and systems}

_improvement

499

PETER FEWINGS AND MARTYN _JONES

Completion

stages 499

casestudy 14.1 Centre

for

MathematicalSciences 502

case study 14.2

_Stage

visitson

housing

project

505

Project

reviews 507

case study 14.3Heathrow Terminal5 509

Systems improvement

510

casestudy 14.4

Constructing

Excellence

-improvement by

information exchange

513

case study I4.s Fusion 514

case study 14.6

Integrating

business

improvements

515

Conclusion 516

References

517

xvi Contents

15 PPP models 519

The need

_{for public}

sector

_expansion

520 Howdoes PFI work? 522

case study 15.1^4

hospital

PFI 523

case study is.2

_{Redevelopment}

of

major

NHS

teaching

hospital,

part one 525

Contractand tender 526

case studyis.3 Lincolnshire schools PFI 527

Risk

_transfer

529

case study15.4

Competitive

dialogue

on

hospital

PFI 530

case study15.5

Redevelopment of

major

NHS

teaching

hospital,

part two 532

Value for

money

considerations

533

case study is.* Value

for

_money calculation 534

Affordability

536

case study is.7New

college building, affordability

and

funding

537

Whenis it

_right

to use PFIf 538

The culture and

_{leadership of}

PPP 540 Risk

_{identification}

and allocation 543 Sector

_differences

inPFI 544

Issues

_affecting

the

_{operation of}

PFI

_projects

545 Conclusions 552

References

553

16

Towards

a more

integrated approach

556

Integration

558

casestudy u.iAndover North Site

_{Redevelopment}

559

References

571

Glossary

of

important

terms

Index

573 579