• Purpose of this book
  • Editing this book
  • Project description
  • Duties of the parties
  • Who does the project manager work for? 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
  • Corporate teams
  • Collaboration
  • for small jobs
  • Work with multiple teams
  • Organize teams
  • Construction crews
  • Group management
  • Project manager’s 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
  • 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
  • Selection of design firms and construction contractors
  • Questions for Part 3: project presentation
  • The importance of initial comparisons
  • first guesses
  • Comparison of business processes
  • The importance of team coordination in early evaluation of scope definitions and preliminary estimates
  • Preparation of first estimates
  • Planning Planning simulations
  • Set comparison function
  • Methods and techniques
  • Reducing cost effectiveness
  • The capacity rate is increased by the cost of wood per production equipment. Factory comparison with computer.
  • Compare list
  • Compare texts
  • Comparison
  • Impact assessment
  • Impact analysis
  • Special cases
  • Traditional method of determining time period


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. It emphasizes project management in the early stages of project development because the ability to change the quality, cost, and schedule of a project is best achieved in the early stages of development. Most books focus on project management during construction, after tasks have been clearly defined, a budget has been established, and a completion date has been set. 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 unique, there are certain details that must be known and prepared for at the beginning of the project 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 as 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 very important for a successful project. These scores are included in the evaluation of the engineer employed by the owner organization or design agency.

The target group of this book is students taking university courses in construction and architecture. It is also intended for industry practitioners to assist the owner in feasibility studies, coordination of design activities, and construction of field witnesses. A typical example is used in this book 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 shows these common elements of good project management successfully applied in practice. 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 encouragement during the writing and editing of this completed book.

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