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1、Project Management for ConstructionFundamental Concepts for Owners, Engineers, Architects and Builders 1. The_Owners_Perspective 2. Organizing_For_Project_Management 3. The_Design_And_Construction_Process 4. Labor,_Material,_And_Equipment_Utilization 5. Cost_Estimation 6. Economic_Evaluation_of_Faci
2、lity_Investments 7. Financing_of_Constructed_Facilities 8. Construction_Pricing_and_Conctracting 9. Construction_Planning 10. Fundamental_Scheduling_Procedures 11. Advanced_Scheduling_Techniques 12. Cost_Control,_Monitoring,_and_Accounting 13. Quality_Control_and_Safety_During_Construction 14. Organ
3、ization_and_Use_of_Project_Informationby Chris Hendrickson, Department of Civil and Environmental Engineering, Carnegie Mellon University, Pittsburgh, PA l52l3 June 28, 1999 Copyright C. Hendrickson 1998 First Edition originally printed by Prentice Hall, ISBN 0-13-731266-0, 1989 with co-author Tung
4、Au. Second Edition prepared for world wide web publication in 2000.Preface This book is provided on the worldwide web as a service to the community of practitioners and students. Reproduction for educational purposes is permitted with appropriate citation. If you find this work helpful or have sugge
5、stions for additions or corrections, please email Chris Hendrickson: cthcmu.edu. A hardcopy Instructors Manual with problem solutions is available for a fee of $ 10 to cover reproduction, mailing and handling. Send a check made out to Carnegie Mellon University to Ms. Patty Langer, Department of Civ
6、il and Environmental Engineering, Carnegie Mellon University, Pittsburgh, PA 15213.This book develops a specific viewpoint in discussing the participants, the processes and the techniques of project management for construction. This viewpoint is that of owners who desire completion of projects in a
7、timely, cost effective fashion. Some profound implications for the objectives and methods of project management result from this perspective: The life cycle of costs and benefits from initial planning through operation and disposal of a facility are relevant to decision making. An owner is concerned
8、 with a project from the cradle to the grave. Construction costs represent only one portion of the overall life cycle costs. Optimizing performance at one stage of the process may not be beneficial overall if additional costs or delays occur elsewhere. For example, saving money on the design process
9、 will be a false economy if the result is excess construction costs. Fragmentation of project management among different specialists may be necessary, but good communication and coordination among the participants is essential to accomplish the overall goals of the project. New information technolog
10、ies can be instrumental in this process, especially the Internet and specialized Extranets. Productivity improvements are always of importance and value. As a result, introducing new materials and automated construction processes is always desirable as long as they are less expensive and are consist
11、ent with desired performance. Quality of work and performance are critically important to the success of a project since it is the owner who will have to live with the results. In essence, adopting the viewpoint of the owner focuses attention on the cost effectiveness of facility construction rather
12、 than competitive provision of services by the various participants. While this book is devoted to a particular viewpoint with respect to project management for construction, it is not solely intended for owners and their direct representatives. By understanding the entire process, all participants
13、can respond more effectively to the owners needs in their own work, in marketing their services, and in communicating with other participants. In addition, the specific techniques and tools discussed in this book (such as economic evaluation, scheduling, management information systems, etc.) can be
14、readily applied to any portion of the process. As a result of the focus on the effective management of entire projects, a number of novel organizational approaches and techniques become of interest. First and foremost is the incentive to replace confrontation and adversarial relationships with a spi
15、rit of joint endeavor, partnership and accomplishment. For example, we discuss the appropriate means to evaluate risks and the appropriate participants to assume the unavoidable risks associated with constructed facilities. Scheduling, communication of data, and quality assurance have particular sig
16、nificance from the viewpoint of an owner, but not necessarily for individual participants. The use of computer-based technology and automation also provides opportunities for increased productivity in the process. Presenting such modern management options in a unified fashion is a major objective of
17、 this book. The unified viewpoint of the entire process of project management in this book differs from nearly all other literature on the subject. Most textbooks in the area treat special problems, such as cost estimating, from the viewpoint of particular participants such as construction managers
18、or contractors. This literature reflects the fragmentation of the construction process among different organizations and professionals. Even within a single profession such as civil engineering, there are quite distinct groups of specialists in planning, design, management, construction and other su
19、b-specialties. Fragmentation of interest and attention also exists in nearly all educational programs. While specialty knowledge may be essential to accomplish particular tasks, participants in the process should also understand the context and role of their special tasks. This book is intended prim
20、arily as a text for advanced undergraduates, beginning graduate students or professionals continuing their education in engineering, construction, architecture or facilities management. Examples and discussion are chosen to remind readers that project management is a challenging, dynamic and excitin
21、g enterprise and not just a record of past practices. It should also be useful to professionals who wish an up-to-date reference on project management. Chapters 1 to 3 present an overview of the construction management and design process which should be of interest to anyone engaged in project manag
22、ement for construction. One need not have detailed knowledge about individual tasks or techniques for this part. Individuals can read these chapters and understand the basic philosophy and principles without further elaboration. Chapters 4 through 14 describe specific functions and techniques useful
23、 in the process of project management. This part presents techniques and requirements during project planning, including risk assessment, cost estimation, forecasting and economic evaluation. It is during this planning and design phase in which major cost savings may be obtained during the eventual
24、construction and operation phases. It also addresses programming and financing issues, such as contracting and bidding for services, financing, organizing communication and insuring effective use of information. It further discusses techniques for control of time, cost and quality during the constru
25、ction phase. Beginning courses in engineering economics (including cash flow analysis and discounting), use of computers, probability and statistics would be useful. Furthermore, access to a personal computer with spreadsheet or equation solving software would be helpful for readers attempting some
26、of the problems in Chapters 4 to 14. Numerous software programs could be used for this purpose, including both spreadsheet and equation solving programs. Problems in some chapters could also be done on any number of existing software packages for information management and project scheduling. Howeve
27、r, the use of personal computers in this fashion is not required in following the text material. Each instructor may exercise discretion in omitting some of the material in these chapters if they are redundant with other classes or too advanced for students in his or her own class. It is our hope th
28、at students beginning their career in project management for construction will be prepared to adopt the integrated approach emphasized in this book. Furthermore, experienced professionals in various fields may discover in this book some surprises that even they have not anticipated. High level decis
29、ion makers in owner organizations who are not directly involved in the project management process may find the basic philosophy and principles of interest, especially in Chapters 1 through 3, as owners must invariably pay for constructed facilities, for better or worse. If the book can fulfill even
30、a small part of its promises to influence the future of project management for construction, our efforts will have been amply rewarded. Numerous individuals helped with the preparation of the first and second editions of this book. In particular, we with is to acknowledge William J. Hall, Paul Chris
31、tiano, Steven Fenves, Daniel Rehak, Debbie Scappatura, and Shirley Knapp. Iavor Kostov, Tommy Hendrickson and Curt Yeske were instrumental in developing the web version of this book. This book also reflects the contributions of numerous students and colleagues in industry who have challenged us with
32、 problems and shared their own ideas and experience over many years. We are grateful to all of these individuals. Some material in this book has been taken from several papers authored by us and published by the American Society of Civil Engineers. Materials taken from other sources are acknowledged
33、 in footnotes, tables or figures. We gratefully acknowledge the permissions given to us by these individuals, publishers and organizations. A series of photographs depicting various stages of construction of the PPG building in Pittsburgh, PA is inserted in sequence between chapters. We wish to than
34、k PPG Industries for its cooperation in providing these photographs. Chris Hendrickson and Tung Au 1. The Owners Perspective1.1 IntroductionLike the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, constru
35、cting and operating physical facilities has a different perspective on project management for construction. Specialized knowledge can be very beneficial, particularly in large and complicated projects, since experts in various specialties can provide valuable services. However, it is advantageous to
36、 understand how the different parts of the process fit together. Waste, excessive cost and delays can result from poor coordination and communication among specialists. It is particularly in the interest of owners to insure that such problems do not occur. And it behooves all participants in the pro
37、cess to heed the interests of owners because, in the end, it is the owners who provide the resources and call the shots. By adopting the viewpoint of the owners, we can focus our attention on the complete process of project management for constructed facilities rather than the historical roles of va
38、rious specialists such as planners, architects, engineering designers, constructors, fabricators, material suppliers, financial analysts and others. To be sure, each specialty has made important advances in developing new techniques and tools for efficient implementation of construction projects. Ho
39、wever, it is through the understanding of the entire process of project management that these specialists can respond more effectively to the owners desires for their services, in marketing their specialties, and in improving the productivity and quality of their work. The introduction of innovative
40、 and more effective project management for construction is not an academic exercise. As reported by the Construction Industry Cost Effectiveness Project of the Business Roundtable: 1 By common consensus and every available measure, the United States no longer gets its moneys worth in construction, t
41、he nations largest industry . The creeping erosion of construction efficiency and productivity is bad news for the entire U.S. economy. Construction is a particularly seminal industry. The price of every factory, office building, hotel or power plant that is built affects the price that must be char
42、ged for the goods or services produced in it or by it. And that effect generally persists for decades . Too much of the industry remains tethered to the past, partly by inertia and partly by historic divisions. Improvement of project management not only can aid the construction industry, but may als
43、o be the engine for the national and world economy. However, if we are to make meaningful improvements, we must first understand the construction industry, its operating environment and the institutional constraints affecting its activities as well as the nature of project management. Back to top 1.
44、2 The Project Life CycleThe acquisition of a constructed facility usually represents a major capital investment, whether its owner happens to be an individual, a private corporation or a public agency. Since the commitment of resources for such an investment is motivated by market demands or perceiv
45、ed needs, the facility is expected to satisfy certain objectives within the constraints specified by the owner and relevant regulations. With the exception of the speculative housing market, where the residential units may be sold as built by the real estate developer, most constructed facilities ar
46、e custom made in consultation with the owners. A real estate developer may be regarded as the sponsor of building projects, as much as a government agency may be the sponsor of a public project and turns it over to another government unit upon its completion. From the viewpoint of project management
47、, the terms owner and sponsor are synonymous because both have the ultimate authority to make all important decisions. Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any owner to have a clear understanding of the acquisition process in
48、order to maintain firm control of the quality, timeliness and cost of the completed facility. From the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure 1-1. Essentially, a project is conceived to meet market demands or needs in a t
49、imely fashion. Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project. The financing schemes for the proposed alternatives must also be examined, and the project will be programmed with respect to the timing for its completion and for available cash flows. After the scope of the project is clearly defined
