Construction Project Management by Peter Fewings

By Peter Fewings

As expanding calls for and better expectancies are put on venture managers a necessity has arisen for an leading edge ebook to let managers to tackle the ever-changing demanding situations all for overseeing complete works and working with the conflicting wishes of the numerous humans curious about a building undertaking. in accordance with the author's observations and broad event, this publication bargains the practitioner or the scholar reader a brand new method of venture administration in development and engineering, expanding potency and communique in any respect levels whereas decreasing bills, time and danger. It considers built-in undertaking administration, emphasizing the significance of successfully dealing with exterior components which will most sensible in attaining an on-schedule, on-budget end result and makes a speciality of sturdy negotiation with consumers and skilled team management.

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Pitman Publishing, London. 8 Maylor H. (2003) Project Management. 3rd Edition. Financial Times/Prentice Hall, Edinburgh. 5. K. P. (1987) ‘Critical factors in successful project implementation’. IEEE Transactions on Engineering Management. February. EM-34: 22–7. , Blank W. K. (1983) ‘Sources of first suggestion and project failure/success in industrial research’. Conference on the Management of Technological Innovation. Washington, DC. K. J. (1990) ‘The causes of project failure’. IEEE Transactions on Engineering Management.

In addition it will contain constraints such as budget limits, date when required and some performance requirements. Business budget constraints are different from project constraints and refer to at least making a profit margin which covers the risks of the investment and a return to the shareholders, if it is a profit making venture. Public ventures need to objectively value benefits against the costs, if they are to make the justification. Non-profit ventures do not have to cover shareholder expectations, but still need to cover the risk of not breaking even and costs of new investment.

Time bound with a programme for delivery of the objectives. This will be a high-level programme indicating key dates for attainment of the objectives, such as decanting or occupation. They should be in the context of the business need. Client objectives are the starting point for defining the project, but may need to be clarified by the project team. Value can be enhanced by optimising solutions to meet the essential requirements and to separate out the desirables as a ‘wish list’. Client objectives recognise the external constraints and will inform the commissioning of a specific project.

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