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Modern Construction Project Management, Second Edition

S.L. Tang ,S.W. Poon ,Syed M. Ahmed ,Francis K.W. Wong

Publication Year: 2003

This is a practical project management tool kit for the construction industry, as well as a textbook for students. It provides both the theories and the practical guidelines for every step of construction project management operations, and is written in simple and easy to understand English.

Published by: Hong Kong University Press, HKU

CONTENTS

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pp. v-vi

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PREFACE

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pp. vii-viii

This is a textbook written for undergraduates, postgraduate students and students of sub-professional technical courses in building and construction. It consists of simplified treatment of complex topics in construction project management, and the contents are biased...

PART I

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pp. 1-2

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1.PRINCIPLES OF ORGANIZATIONAL STRUCTURES

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pp. 3-10

An organizational structure involves a group of people among whom there are interaction, communication and coordination. There is usually an objective which the organization aims to achieve under a set of constraints. For example, a contractor's site organization has the objective of completing the works assigned to...

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2.ORGANIZATIONAL STRUCTURES FOR CONTRACTORS AND CONSULTANTS

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pp. 11-22

This chapter will describe typical organization structures for contractors and consultants in Hong Kong. The organization structures drawn were all derived from real situations after surveying a considerable number of large contractors and consultants. First, the typical...

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3.CONSTRUCTION CONTRACT I

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pp. 23-36

This chapter will discuss topics such as the meaning of a contract, forms of contract, parties to a contract, and types of contracts. The general meaning of a contract as well as specific characteristics of construction contracts will be dealt with in detail...

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4.CONSTRUCTION CONTRACT II

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pp. 37-46

In Chapter 3, topics such as the meaning of contracts, requirements of contracts, parties to a construction contract and different types of contracts were discussed. This chapter will provide an introductory discussion on topics like contract documents, tendering...

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5.ESTIMATING AND TENDERING

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pp. 47-68

It is vital for a contracting firm to secure sufficient construction contracts through tendering. Depending on the nature of work, availability of time, client's requirement and type of contractual arrangement, different approaches in estimating and tendering are...

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6.RESOURCE MANAGEMENT AND PLANNING

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pp. 69-82

Resource management is an essential element in construction. The basic resources in construction are often called the four M's: Men, Machines, Material and Money. In this chapter, all these four resources are to be...

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7.QUALITY MANAGEMENT

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pp. 83-102

The importance to contractors in getting their quality system certified to ISO 9000 is well known in the construction industry. Many clients, notably the Hong Kong SAR government departments, have made it a mandatory requirement for contractors intending to tender for projects under their administration and supervision. Since 1993, main contractors must attain ...

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8.SAFETY MANAGEMENT

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pp. 103-120

Hong Kong's construction industry has a very poor safety track record as compared with other countries such as Japan, Singapore and England. The number of industrial accidents in construction, as one of the major economic sectors in Hong Kong, was 9,206 in year 2001, according to the 2001 Report of the Commissioner for...

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9.SITE ADMINISTRATION AND CONTROL

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pp. 121-142

A construction project consumes a large amount of resources, yet it has to be completed on time while satisfying the quality and budget requirements. In recent years, more stringent restrictions on safety and sustainability issues have also been imposed. During construction, proper administration and control of the works in various aspects is necessary so as to satisfy the above mentioned requirements. This...

PART II

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pp. 143-144

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10.NETWORK DIAGRAM

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pp. 145-156

A civil engineering project usually involves the implementation of a large number of interrelated activities. Careful planning and coordination is needed so that the activities can be carried out smoothly using minimum resources. The arrangement of all the activities of a project in an appropriate sequence or set of sequences is called...

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11.CRITICAL PATH METHOD

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pp. 157-168

The representation of activities in a civil engineering project by a network diagram was discussed in the previous chapter. In this chapter, we are going to see that every project with activities that are to be programmed has at least one sequence of activities which is critical to the completion of that project. Any of the activities on this critical path which are not completed in the estimated period of duration...

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12.PRECEDENCE NETWORK

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pp. 169-180

There is a second method that can be used to represent the activities in a project network. It is called a precedence network and has a number of advantages over the activity-on-arrow network we used in Chapters 10 and 11. We shall now examine in detail how such a network is drawn....

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13.PERT AND ITS PROBABILITY CONCEPT

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pp. 181-188

The full name of PERT is Programme Evaluation and Review Technique. It is the application of the critical path method to calculate project duration with uncertainty. The critical path method that has been introduced in Chapters 11 and 12 involves the assignment of activity duration for every activity involved. This is done by estimating...

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14.TIME-COST OPTIMIZATION OF A PROJECT

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pp. 189-198

If an activity is to be completed sooner than its normal duration (te), the cost is usually higher because extra resources must be put into the activity. A typical time-cost curve generally tends to concave upwards as shown in Fig. 14.1....

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15.CRITICAL PATH AND LINEAR PROGRAMMING

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pp. 199-206

It is possible that the critical path of a precedence network be found by the use of linear programming techniques. The following example illustrates this...

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16.CONTRACTUAL CLAIMS USING CPM

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pp. 207-214

In running a construction contract, variations usually arise, particularly the variations of activity durations. Contractors are sometimes entitled to (and sometimes not of course) the extension of time of the contract period. In the dispute of extension of time...

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17.RESOURCE MANAGEMENT

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pp. 215-226

In Chapter 11, the float time of an activity was introduced. We saw how the float of an activity can be shown on a bar chart. From the bar chart, the relationship between the non-critical activities (with float) and the critical activities (without float) can be....

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18.COMMON PROGRAMMING SOFTWARE

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pp. 227-230

Powerproject Teamplan (http://www.astadev.com) addresses real-time programming and resource management issues across the company. It can help manage all projects, resources and costs, and is a scalable solution suitable for individual, departmental and enterprise level planning....

BIBLIOGRAPHY

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pp. 231-234

ABOUT THE AUTHORS

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pp. 235-237


E-ISBN-13: 9789882202245
Print-ISBN-13: 9789622095670

Page Count: 248
Publication Year: 2003

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Subject Headings

  • Construction industry -- Management.
  • Building -- Superintendence.
  • Project management.
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