Integrated Cost and Schedule Control for Construction Projects

✍ Scribed by Frederick Wm. Mueller CCE (auth.)

• Publisher: Springer US
• Year: 1986
• Tongue: English
• Leaves: 516
• Edition: 1
• Category: Library

✦ Synopsis

Management and administrative processes within the construction industry have been undergoing major changes in the last several decades. These changes have involved significant adjustments in management science and manage­ ment techniques, brought about by the need for contemporary valid informa­ tion with which to manage the construction process. In short, management in the construction industry is changing significantly; change will continue at an accelerated pace at least through the next decade. The responses required of construction industry management are now resulting in a movement away from an entrepreneurial management style to professional management tech­ niques and procedures. THE COMPELLING ECONOMIC ISSUES The issues forcing these changes are economic. The rising costs of construction and of money are forcing the buyers of construction services to be more demanding. Their demands are for more construction economies, more pro­ duction, and more productivity than at any time in the past. Nowhere has this been more evident than in the Business Roundtable on construction and in the response of the construction industry to it.· To be successfully responsive, management in the construction industry will be required to use the best project management methods available for cost control, schedule control, and for financial and accounting controls. But responsive professional management can survive and will flourish within this more demanding eco­ nomic environment.

✦ Table of Contents

Front Matter....Pages i-xviii
Front Matter....Pages 1-2
Work Environments within the Construction Industry....Pages 3-24
Common Descriptions of Work....Pages 25-36
The Project Statement of Expectations....Pages 37-49
Single Data Capture and Integrated Systems....Pages 50-56
Management Information Systems....Pages 57-67
Computer Applications....Pages 68-81
Project Statement of Expectations and Performance Models....Pages 82-94
Estimates and Budgets as Performance Models....Pages 95-109
The Schedule as a Performance Model....Pages 110-124
The Cost Curve and the Production Curve as Performance Models....Pages 125-134
The Planned Schedule of Values and Cash Income Curves as Performance Models....Pages 135-149
The Planned Cash Requirements Curve as a Performance Model....Pages 150-167
Production Forecasting and Analysis and Cash Analysis....Pages 168-201
Front Matter....Pages 203-204
Prebid Activities....Pages 205-224
Preconstruction Activities....Pages 225-240
The Construction Phase of the Project....Pages 241-258
Job Closeout....Pages 259-268
Contract Administration....Pages 269-292
Cash Management Information and Strategies....Pages 293-313
Front Matter....Pages 315-315
The Construction Team and its Working Relationships....Pages 317-333
Front Matter....Pages 315-315
Administrative Prerequisites to Starting Construction....Pages 334-343
The Game Plan and Making It Work....Pages 344-356
Production Management....Pages 357-373
The Turnaround Document and its Use....Pages 374-384
Performance Measurements....Pages 385-403
Front Matter....Pages 405-406
Schedule Update and Control....Pages 407-416
Projections to Completion....Pages 417-446
Update of Production Projections....Pages 447-457
Exception Reporting....Pages 458-467
Cost Control....Pages 468-479
The Schedule and other Informational Procedures....Pages 480-493
Back Matter....Pages 495-504

✦ Subjects

Science, general