Capture and Reuse of Project Knowledge in Construction

A key problem facing the construction industry is that all work is done by transient project teams, and in the past there has been no structured approach to learning from projects once they are completed. Now, though, the industry is adapting concepts of knowledge management to improve the situation. This book brings together 13 contributors from research and industry to show how managing construction knowledge can bring real benefits to organisations and projects. It covers a wide range of issues, from basic definitions and fundamental concepts, to the role of information technology, and engendering a knowledge sharing culture. Practical examples from construction and other industry sectors are used throughout to illustrate the various dimensions of knowledge management. The challenges of implementing knowledge management are outlined and the ensuing benefits highlighted.

The key to successful project control is the fusing of cost to schedule whereby the management of one helps to manage the other. Project Control: Integrating Cost and Schedule in Construction explores the reasons behind and the methodologies for proper planning, monitoring, and controlling both project costs and schedule. Filling a current void the topic of project control applied to the construction industry, it is essential reading for students and professionals alike.

Project finance has spread worldwide and includes numerous industrial projects from power stations and waste-disposal plants to telecommunication facilities, bridges, tunnels, railway networks, and now also the building of hospitals, education facilities, government accommodation and tourist facilities. Despite financial assessment of PF projects being fundamental to the lender’s decision, there is little understanding of how the use of finance is perceived by individual stakeholders; why and how a financial assessment is performed; who should be involved; where and when it should be performed; what data should be used; and how financial assessments should be presented. Current uncertainty in financial markets makes many sponsors of construction project financings carefully consider bank liquidity, the higher cost of finance, and general uncertainty for demand. This has resulted in the postponement of a number of projects in certain industry sectors. Governments have seen tax receipts drastically reduced which has affected their ability to finance infrastructure projects, often irrespective of the perceived demand. Equity providers still seek to invest, however there are less opportunities due to market dislocation. Due to the demand for global infrastructure it is believed that project financings will return to their pre-crunch levels, or more so, however lenders’ liquidity costs will be passed on to the borrowers. Lenders will also be under stricter regulation both internally and externally. The steps outlined in the guide are designed to provide a basic understanding for all those involved or interested in both structuring and assessing project financings. Secondary contracts involving constructors, operators, finance providers, suppliers and offtakers can be developed and assessed to determine their commercial viability over a projects life cycle. Special Features a structured guide to assessing the commercial viability of construction projects explains economic metrics to use in the decision making process detailed case study shows how stakeholders apply the concept of project finance

Managing Change in Construction Projects: a knowledge-based approach offers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation; share, create and capture this collective knowledge for future re-use in similar situations. Through this knowledge-based approach, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry. The book will make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within two collaborative construction project team settings. By demonstrating how the social construction of knowledge works in construction settings, the authors challenge the prevailing change management solutions based on ‘hard’ IT approaches. They put forward a balanced view that incorporates both IT–based and socially constructed approaches to effective management of construction project change. helps construction managers to improve and learn through the process of construction project change presents new theoretical models and offers practical guidelines first research-based book to directly address project change from a knowledge-based perspective draws on detailed studies with construction companies, including Ballast Construction and Kier Construction encourages a move from the information driven, process integrated approach to a knowledge-based view

In 1991 the Chartered Institute of Building initiated a multi-institute task force and a Code of Practice for Project Management for Construction and Development was published in 1992, with second and third editions in 1996 and 2002. Like previous editions, this fourth edition has been extensively updated. The fourth edition includes a range of new illustrations and high profile examples, and features new guidance on: CDM regulations Project planning Change management Project management software Mobile technology The range of procurement options The European perspective Contracts Effective project management involves the assessment and management of risk, and this is a strong theme throughout the Code. The Code of Practice provides an authoritative guide to the principles and practice of construction project management. It will be a key reference source for clients, contractors and professionals, irrespective of the size and nature of the project.

In 1991 the Chartered Institute of Building initiated a multi-institute task force and a Code of Practice for Project Management was published in 1992, with a second edition in 1996. Like previous editions, this third edition has been substantially revised to embody the results of intensive consultation between the CIOB and representatives of the professional bodies concerned with construction and development. The Code is divided into two sections: the first covers eight stages associated with projects from inception to completion, each one well supported with diagrams, flowcharts and checklists the second section contains a project handbook, complete with guidance documentation and checklists. The third edition features new guidance on: project planning EU procurement procedures performance management plan partnering project risk assessment environmental impact assessment procurement options and value for money framework. Effective project management involves the assessment and management of risk, and this is a strong theme throughout the Code. The Code of Practice provides an authoritative guide to the principles and practice of construction project management. It will be a key reference source for clients, contractors and professionals, irrespective of the size and nature of the project. Much of the information is also relevant to project managers in other commercial spheres. On the last edition The code is an outstanding example of collaboration between key professional industry bodies working in a team … it represents a significant step forward … to help achieve successful outcomes for both clients and the construction industry. Sir Michael Latham I strongly recommend this valuable multi-institutional code of practice to all who are involved in construction project management and development Sir Stuart Lipton

First published in 1988 by RS Means, the new edition of Project Scheduling and Management for Construction has been substantially revised for students enrolled in construction management and civil engineering programs. While retaining its emphasis on developing practical, professional-level scheduling skills, the new edition is a relatable, real-world case study that can be used over the course of a semester. The book also includes classroom elements like exercises, quizzes, skill-building exercises, as well as an instructor's manual including two additional new cases.

This is a self-contained text on the logic and institutions of project finance, supplemented by a series of project finance case studies illustrating applications in different economic environments, across different jurisdictions and at different stages of development. It will introduce an analytical framework drawing on applied institutional economics that includes and concentrates primarily on an analysis of the institutional logic behind generic project finance arrangements. The application of the institutional framework will be demonstrated with project cases from Hong Kong, Thailand, India, Europe and Azerbaijan – each at different stages of development. While each project case will have a general theme and will highlight aspects of interest to built environment professionals, it will primarily be used to illustrate one or more specific PF/PFI principle.

A thoroughly updated edition of the classic guide to project management of construction projects For more than thirty years, Construction Project Management has been considered the preeminent guide to all aspects of the construction project management process, including the Critical Path Method (CPM) of project scheduling, and much more. Now in its Sixth Edition, it continues to provide a solid foundation of the principles and fundamentals of project management, with a particular emphasis on project planning, demonstrated through an example project, along with new pedagogical elements such as end-of-chapter problems and questions and a full suite of instructor's resources. Also new to this edition is information on the Earned Value Analysis (EVA) system and introductory coverage of Building Information Modeling (BIM) and Lean Construction in the context of project scheduling. Readers will also benefit from building construction examples, which illustrate each of the principles of project management. This information, combined with the case studies provided in the appendix, gives readers access to hands-on project management experience in the context of real-world project management problems. Features two integrated example projects—one civil and one commercial—fully developed through the text Includes end-of-chapter questions and problems Details BIM in scheduling procedures, Lean Construction, and Earned Value Analysis, EVA Provides teaching resources, including PowerPoint slides, interactive diagrams, and an Instructor's Manual with solutions for the end-of-chapter questions Construction Management and Civil Engineering students and professionals alike will find everything they need, to understand and to master construction project management in this classic guide.