Practical Project Management for Building and Construction covers the 14 knowledge areas of project management that are essential for successful projects in the construction industry. For each knowledge area, it explains the processes for scope, time, risk, cost, and resource management. Filled with
Practical project management : for building and construction
โ Scribed by Hans Ottosson
- Publisher
- CRC Press
- Year
- 2012
- Tongue
- English
- Leaves
- 315
- Series
- ESI International project management series
- Category
- Library
No coin nor oath required. For personal study only.
โฆ Synopsis
Practical Project Management for Building and Construction covers the 14 knowledge areas of project management that are essential for successful projects in the construction industry. For each knowledge area, it explains the processes for scope, time, risk, cost, and resource management. Filled with work and process flow diagrams, it demonstrates how projects progress throughout the project life cycle. The book details the processes that must be included in the management process to deliver projects on time and within budget. The processes and knowledge areas described reference the ISO 10006. Read more... Chapter 1. Introduction -- Chapter 2. General Information on Projects in the Building. Construction, and Installation Industries -- Chapter 3. Projects -- Chapter 4. Generic Main Processes -- Chapter 5. Project Phases -- Chapter 6. Knowledge Areas; Common Acronyms -- Appendices
๐ SIMILAR VOLUMES
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 consulta
The first edition of the Code of Practice for Project Management for Construction and Development, published in 1992, was groundbreaking in many ways. Now in its fifth edition, prepared by a multi-institute task force coordinated by the CIOB and including representatives from RICS, RIBA, ICE, APM an
<P>Incomplete or missed requirements, omissions, ambiguous product features, lack of user involvement, unrealistic customer expectations, and the proverbial scope creep can result in cost overruns, missed deadlines, poor product quality, and can very well ruin a project. <B>Project Scope Management: