Contents
- The purpose of this book
- Editing this book
- Project description
- Duties of the parties
- Who does the project manager work for? The purpose of project management
- Types of management
- Administrative functions
- Basic principles of project management The role of the project manager
- Questions from professional and technical organizations for Part 1-Introduction
- PROJECT TEAMS
- Corporate teams
- Collaboration
- for small jobs.
- Work with multiple teams
- Organize teams
- Construction crews
- Group management
- Project managers’ teams and responsibilities
- Basic principles of group leadership
- Building groups
- Throwing teams
- Dispute resolution
- Develop consensus
- Group behavior
- Part 2 Questions – Working with Project Teams
- Starting a project
- Design and architecture
- Progress in construction and construction projects Special with Projects
- Agreement
- Project categories
- Teaching from the owner
- Owner needs and project goals
- Project description
- Project strategy
- The selection of design firms and construction contractors is crucial.
- Questions for Part 3: project presentation
- GENERAL
- The importance of initial comparisons
- first guesses
- Comparison of business processes
- Early evaluation of scope definitions and preliminary estimates necessitates team coordination.
- Preparation of first estimates
- Planning Planning simulations
- Set a comparison function.
- Methods and techniques
- Reducing cost effectiveness
- The cost of wood per production unit increases the capacity rate. Factory comparison with computer.
- Compare list
- Compare texts
- Comparison
- Impact assessment
- Impact analysis
- Special cases
- The traditional method of determining time periods
Preface
This book presents the principles and techniques for managing construction and engineering projects from the conceptual phase through the design and construction phases and through completion. The book places a strong emphasis on project management during the initial stages of project development, as this is the optimal time to make changes to a project’s quality, cost, and schedule. Most books concentrate on project management in the construction phase, following the clear definition of tasks, establishment of a budget, and setting of a completion date. Therefore, it is too late to make major changes to the project to improve quality, cost, or schedule for the benefit of the project owner.
While every project is different, there are some crucial details that must be known and prepared for before work begins. This book presents and discusses numerous charts and graphs that provide guidance for managing the three key components of a project: scope, budget, and schedule. This book emphasizes achieving project quality that will satisfy the project owner, which is an important part of project management.
This second part of the book contains three new chapters: with the project team, initial estimates and concepts. The points in these sections are crucial for a successful project. The owner organization or design agency includes these scores in their evaluation of the engineer.
The target group of this book is students taking university courses in construction and architecture. Industry practitioners can also use it to aid the owner in conducting feasibility studies, coordinating design activities, and creating field witnesses. This book uses a typical example to illustrate project management of construction methods.
This book is based on the author’s experience working with hundreds of project managers in construction and engineering. Much of the information in this book is based on casual, informal conversations with project managers who are actively involved in the project management process. Although FOREWORD authors stated that no two project managers work the same way, and that there are common characteristics that apply to all projects and all project managers. The author demonstrates how these common elements of good project management can be successfully implemented in practical settings. And the author thanks Martin Fischer of Stanford University and C. William Bibs of the University of California at Berkeley for their comments and suggestions. The author is also grateful to the many business leaders in the industry who shared their successes and challenges and contributed the author’s ideas to the development of this book. Finally, the author is grateful to his wife and three sons, Dan, Tim, and Ron, for their patience and tolerance, for their support, and for their encouragement during the writing and editing of this completed book.
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