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El. knyga: Construction Management: New Directions

(University of Newcastle, Australia), (University of Canberra, Australia)
  • Formatas: PDF+DRM
  • Išleidimo metai: 07-Oct-2012
  • Leidėjas: Wiley-Blackwell
  • Kalba: eng
  • ISBN-13: 9781118440667
Kitos knygos pagal šią temą:
Construction Management: New DirectionsDidesnis paveikslėlis
  • Formatas: PDF+DRM
  • Išleidimo metai: 07-Oct-2012
  • Leidėjas: Wiley-Blackwell
  • Kalba: eng
  • ISBN-13: 9781118440667
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The construction industry faces continual challenges and demands, due to market conditions and coercion by governments, for improvements in safety, quality and cost control, and in the avoidance of contractual disputes. To meet these challenges construction enterprises need to constantly seek new directions and business models in construction management. A number of tools, methods and concepts have been developed and advocated as aids to achieving improved performance, but many in the industry find them confusing or are sceptical of their relevance.

The third edition of Construction Management: New Directionsbrings together, in a single volume, detailed discussion of a range of contemporary management concepts which are relevant to the construction industry, including strategic management; benchmarking; reengineering; partnering and alliancing; enterprise risk management; total safety management; total quality management; value management and constructability. It provides a straightforward, accessible and objective account of these concepts, showing how they interrelate and can be used to improve the performance of the construction firm.

This research based text will be essential reading for industry leaders and practitioners, as well as researchers, postgraduate and senior undergraduate students.

From a review of previous editions

I am in no doubt that this book will quickly become a favourite among students and practitioners alike —Construction Manager

Preface to Third Edition ix
Acknowledgements xiii
1 The Culture of the Construction Industry
1(8)
The book's contents
4(3)
References
7(2)
2 Strategic Management
9(26)
Introduction
9(1)
Overview
10(2)
Strategic management process
12(2)
Strategic management in construction
14(3)
Paradoxes of strategic management processes in construction
17(1)
Developing and implementing strategy in construction
18(1)
Change management
19(1)
Linking operational actions to strategy using a balanced scorecard
20(2)
Stakeholder identification, analysis and consultation
22(3)
Strategic management in action - a case study of Arup
25(5)
An integrated strategic management framework
30(2)
Conclusion
32(1)
References
32(3)
3 Benchmarking
35(30)
Introduction
35(2)
Definition of benchmarking
37(1)
Historical development
38(1)
Types of benchmarking
39(3)
The process of benchmarking
42(12)
The benchmarking team
54(1)
Benchmarking Code of Conduct
55(1)
Legal considerations
55(1)
Benchmarking: The major issues
56(3)
Case studies
59(2)
Conclusion
61(1)
References
62(3)
4 Reengineering
65(32)
Introduction
65(2)
Reengineering: What's in a name?
67(1)
Origins of reengineering
68(1)
Reengineering in a construction industry context
68(2)
The goals of reengineering
70(3)
Reengineering methodology
73(5)
Pitfalls of reengineering
78(2)
Information technology and reengineering
80(3)
Reengineering from a European perspective
83(1)
A case study of a process reengineering study in the Australian construction industry
84(8)
Conclusion
92(2)
References
94(3)
5 Partnering and Alliancing
97(35)
Introduction
97(1)
The origins of partnering
98(1)
Partnering in a construction industry context
98(1)
The goals of partnering
99(1)
Categories of partnering
100(1)
Project partnering
101(11)
Strategic or multi-project partnering
112(2)
Legal and contractual implications of partnering
114(3)
Dispute resolution
117(1)
Partnering: Overview
118(2)
Project alliancing - a natural progression from project partnering?
120(1)
Alliance definitions
121(1)
Alliancing in the construction industry
122(1)
The differences between alliancing and partnering
122(2)
Critical success factors in alliancing
124(1)
The financial arrangements
125(1)
The project outcome
126(1)
Postscript
127(1)
References
128(4)
6 Enterprise Risk Management
132(31)
Introduction
132(1)
Why ERM in the construction industry?
133(2)
Key terms and definitions
135(1)
ERM principles and processes
136(1)
The COSO ERM
137(1)
AS/NZS ISO 31000 Risk Management Standard
138(1)
Establish objectives, context and criteria
138(2)
Risk identification
140(1)
Risk analysis and evaluation
140(1)
Risk response and monitoring
141(1)
Risk review and learning
142(1)
Risk communication and consultation
143(1)
A comparison of risk management processes
143(1)
ERM application techniques
144(1)
Implementing ERM in the construction industry
144(2)
Organisational culture and ERM
146(1)
ERM performance
147(1)
ERM misconceptions
148(1)
Relationship between ERM and strategic planning
148(1)
Improving ERM capability and maturity
149(1)
The ERM3 model
150(4)
ERM3 example
154(2)
ERM capability improvement
156(1)
Project risk management
157(2)
Conclusion
159(1)
References
160(3)
7 Total Safety Management
163(28)
Introduction
163(1)
The science of safety management
164(1)
What is safety risk assessment at the design stage?
164(1)
Why safety risk assessment at design?
165(2)
Barriers for implementing safety risk assessment at design
167(1)
Methods for safety risk assessment at design
167(2)
Case study
169(7)
The art of safety management
176(1)
Components of a safety culture
177(1)
Dimensions of a safety culture
178(1)
Safety culture maturity models
179(2)
A construction safety maturity model
181(1)
Development of measurement instruments
182(2)
Conclusion
184(2)
References
186(5)
8 Total Quality Management
191(23)
Introduction
191(1)
Definition of TQM
191(2)
What is quality?
193(1)
Historical development of TQM
194(3)
The need for a paradigm shift
197(1)
A change in the culture of the construction industry
198(2)
Customer focus
200(1)
Integration
201(5)
The all-embracing nature of TQM
206(1)
Continuous improvement
206(1)
Quality costs and the cost of quality
207(1)
Universal standards of quality such as ISO 9000
208(1)
Change management
209(1)
The methods of TQM
209(1)
How to implement TQM
209(1)
Kaizen
210(1)
Current research into TQM in the construction industry
210(1)
Conclusion
211(1)
References
212(2)
9 Value Management
214(37)
Introduction
214(1)
Historical development
215(3)
Function analysis
218(8)
Organisation of the function analysis study
226(1)
Who should carry out the study?
226(1)
Who should constitute the team?
227(4)
How should alternatives be evaluated?
231(1)
Value management as a system
232(1)
The American system
233(1)
A case study of value management in the United States
233(2)
The British/European system
235(1)
A case study of value management in the UK
236(3)
Value management in Australia
239(1)
A case study of value management (and constructability) in Australia
240(4)
The Japanese system
244(1)
A case study of value management in Japan
244(1)
Why are the systems different?
245(1)
Differences in the style of management
246(1)
Differences in management systems
246(1)
The relationship between value management and quantity surveying
247(1)
Conclusion
247(2)
References
249(2)
10 Constructability
251(23)
Introduction
251(1)
Origins
252(1)
The goals of constructability
253(2)
Implementing constructability
255(3)
Constructability in practice
258(2)
Constructability and the building product
260(3)
Constructability and Building Information Modelling
263(1)
Good and bad constructability
264(5)
Quantifying the benefits of constructability
269(1)
Conclusion
270(1)
References
271(3)
11 Linking the Concepts
274(8)
References
280(2)
Bibliography 282(14)
Index 296
Denny McGeorge is Emeritus Professor in the School of Architecture and Built Environment at the University of Newcastle, Australia; an Honorary Professor at the University of New South Wales and a Visiting Professor at the University of Salford.

Patrick Zou is Professor and Head of Discipline, Building and Construction Management at the University of Canberra, Australia. Prior to joining the University of Canberra, he was associate professor and director of the construction management and property program at the University of New South Wales, Australia.  He is Guest Professor at Hunan University and Shenzhen University, and was Visiting Scholar at the National University of Singapore, University of Florida, Tsinghua University and Renmin University of China.
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