Managing Complex Construction Projects : a Systems Approach

To many program, project, or construction managers, a complex project seems to be a labyrinth with many hidden dangers. This book is a guide through that labyrinth. It explains best practices and provides insight so they cannot only identify hidden dangers but also effectively manage the construction process to either mitigate or eliminate these risks. The book presents a systems-based approach to construction project management that can facilitate a greater understanding of the complexity inherent in large construction projects and how that complexity can be effectively managed. The systems approach permits the onsite construction project manager to take a complex construction project, break it down into manageable pieces, and ensure that all systems are in alignment with the original goal of the project. This approach combines industrial engineering, project management, and finance into a unified approach for effective management of complex construction projects, ranging from a power plant to a highway project. The book explains how to manage construction projects successfully through an approach based on the three following systems: Project Management System Work Management System Quality Management System The problem with complex programs and projects is that many managers are only equipped with a knowledge of project management. A system for construction is a collection of many processes effectively working together to produce a specific deliverable, which is usually defined in the program or project’s contract. This system has a series of specific inputs and outputs, which are what the customer expects from the company or companies performing the work. This book develops checklists based on these inputs and outputs, which managers can use when first arriving onsite, and provides a "nuts and bolts" approach for managing a complex construction project onsite. The author shares valuable lessons learned during a career of more than thirty years of working on various construction sites around the world. These lessons learned are filled with valuable information to aid readers become more effective as a program, project, or construction manager of complex construction projects. Content: Intro Halftitle Page Title Page Copyright Table of Contents Foreword Preface Acknowledgments About the Author 1 Introduction 1.1 Introduction 1.2 Concluding remarks 2 Project management system: Part I 2.1 Project management system 2.2 Initiation phase 2.2.1 Project bid evaluation 2.2.2 Project presentation 2.2.3 Project bid submittal 2.3 Planning phase 2.3.1 Outputs 2.4 Concluding remarks 3 Project management system: Part II 3.1 Project management outputs 3.1.1 Project construction execution plan 3.1.2 Project engineering plan 3.1.3 Project procurement plan (PPP). 3.1.4 Project logistics plan3.1.5 Project communications plan (PCP) 3.2 Concluding remarks 4 Project management system: Part III 4.1 Project management system 4.2 Project risk management plan (PRMP) 4.2.1 Risk identification key input(s) and risk register 4.2.2 Concluding remarks 4.3 Project document plan (PDP) 4.3.1 Concluding remarks 4.4 Project staffing/resource plan 4.4.1 Site establishment 4.4.2 Site mobilization and remaining phases 4.4.3 Concluding remarks 5 Work management system 5.1 Work management system 5.1.1 Civil construction work. 5.1.2 Electrical construction work5.1.3 Mechanical construction work 5.1.4 Instrument and control (I & C) construction work 5.2 Concluding remarks 6 Quality management system 6.1 Quality management system 6.1.1 Approved for construction (AFC) drawings 6.1.2 Field change requests (FCRs) 6.1.3 Engineering change notifications (ECNs) 6.1.4 Inspection and test plans (ITPs) 6.1.5 Factory test acceptance packages (FATs) 6.1.6 Method statements (MSs) 6.1.7 Welding process specifications (WPSs) 6.1.8 Field quality plans (FQPs). 6.1.9 Notice of inspection or request for inspection (NOI or RFI)6.1.10 Nonconformance report (NCR) 6.2 Erection completion certificate (ECC) 6.3 Concluding remarks 7 Bringing it all together 7.1 Retirement Community Beta Project 7.1.1 Project Initiation 7.1.2 Project Planning 7.1.3 Project Execution 7.1.4 Project Controlling and Monitoring 7.2 Concluding Remarks 8 Lessons Learned from the Field 8.1 Introduction 8.2 Project Management Systems Lessons Learned A. Baseline Schedule 8.3 Work Management Systems Lessons Learned A. Resource Allocation. 8.4 Quality Management Systems Lessons Learned8.5 Closing Remarks Glossary Index. "To many program, project, or construction managers, a complex project seems to be a labyrinth with many hidden dangers. This book is a guide through that labyrinth. It explains best practices and provides insight so they cannot only identify hidden dangers but also effectively manage the construction process to either mitigate or eliminate these risks. Thebook presents a systems-based approach to construction project management that can facilitate a greater understanding of the complexity inherent in large construction projects and how that complexity can be effectively managed. The systems approach permits the onsite construction project manager to take a complex construction project, break it down into manageable pieces, and ensure that all systems are in alignment with the original goal of the project. This approach combines industrial engineering, project management, and finance into a unified approach for effective management of complex construction projects, ranging from a power plant to a highway project. The book explains how to manage construction projects successfully through an approach based on the three following systems: Project Management SystemWork Management SystemQuality Management SystemThe problem with complex programs and projects is that many managers are only equipped with a knowledge of project management. A system for construction is a collection of many processes effectively working together to produce a specific deliverable, which is usually defined in the program or projects contract. This system has a series of specific inputs and outputs, which are what the customer expects from the company or companies performing the work. This book develops checklists based on these inputs and outputs, which managers can use when first arriving onsite, and provides a "nuts and bolts" approach for managing a complex construction project onsite. The author shares valuable lessons learned during a career of more than thirty years of working on various construction sites around the world. These lessons learned are filled with valuable information to aid readers become more effective as a program, project, or construction manager of complex construction projects."--Provided by publisher Intro -- Halftitle Page -- Title Page -- Copyright -- Table of Contents -- Foreword -- Preface -- Acknowledgments -- About the Author -- 1 Introduction -- 1.1 Introduction -- 1.2 Concluding remarks -- 2 Project management system: Part I -- 2.1 Project management system -- 2.2 Initiation phase -- 2.2.1 Project bid evaluation -- 2.2.2 Project presentation -- 2.2.3 Project bid submittal -- 2.3 Planning phase -- 2.3.1 Outputs -- 2.4 Concluding remarks -- 3 Project management system: Part II -- 3.1 Project management outputs -- 3.1.1 Project construction execution plan -- 3.1.2 Project engineering plan -- 3.1.3 Project procurement plan (PPP) -- 3.1.4 Project logistics plan -- 3.1.5 Project communications plan (PCP) -- 3.2 Concluding remarks -- 4 Project management system: Part III -- 4.1 Project management system -- 4.2 Project risk management plan (PRMP) -- 4.2.1 Risk identification key input(s) and risk register -- 4.2.2 Concluding remarks -- 4.3 Project document plan (PDP) -- 4.3.1 Concluding remarks -- 4.4 Project staffing/resource plan -- 4.4.1 Site establishment -- 4.4.2 Site mobilization and remaining phases -- 4.4.3 Concluding remarks -- 5 Work management system -- 5.1 Work management system -- 5.1.1 Civil construction work -- 5.1.2 Electrical construction work -- 5.1.3 Mechanical construction work -- 5.1.4 Instrument and control (I&C) construction work -- 5.2 Concluding remarks -- 6 Quality management system -- 6.1 Quality management system -- 6.1.1 Approved for construction (AFC) drawings -- 6.1.2 Field change requests (FCRs) -- 6.1.3 Engineering change notifications (ECNs) -- 6.1.4 Inspection and test plans (ITPs) -- 6.1.5 Factory test acceptance packages (FATs) -- 6.1.6 Method statements (MSs) -- 6.1.7 Welding process specifications (WPSs) -- 6.1.8 Field quality plans (FQPs) 6.1.9 Notice of inspection or request for inspection (NOI or RFI) -- 6.1.10 Nonconformance report (NCR) -- 6.2 Erection completion certificate (ECC) -- 6.3 Concluding remarks -- 7 Bringing it all together -- 7.1 Retirement Community Beta Project -- 7.1.1 Project Initiation -- 7.1.2 Project Planning -- 7.1.3 Project Execution -- 7.1.4 Project Controlling and Monitoring -- 7.2 Concluding Remarks -- 8 Lessons Learned from the Field -- 8.1 Introduction -- 8.2 Project Management Systems Lessons Learned A. Baseline Schedule -- 8.3 Work Management Systems Lessons Learned A. Resource Allocation -- 8.4 Quality Management Systems Lessons Learned -- 8.5 Closing Remarks -- Glossary -- Index