Managing Complex Construction Projects: A Systems Approach (Best Practices in Portfolio, Program, and Project Management)

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. Cover 1 Half Title 2 Recently Published Titles 3 Title 4 Copyright 5 Dedication 6 Contents 8 Foreword 12 Preface 14 Acknowledgments 16 About The Author 18 Chapter 1: Introduction 20 1.1 Introduction 20 1.2 Concluding Remarks 24 Chapter 2: Project Management System: Part I 26 2.1 Project Management System 26 2.2 Initiation Phase 26 2.2.1 Project Bid Evaluation 28 2.2.2 Project Presentation 35 2.2.3 Project Bid Submittal 37 2.3 Planning Phase 37 2.3.1 Outputs 40 2.4 Concluding Remarks 52 Chapter 3: Project Management System: Part Ii 54 3.1 Project Management Outputs 54 3.1.1 Project Construction Execution Plan 54 3.1.2 Project Engineering Plan 66 3.1.3 Project Procurement Plan (ppp 68 3.1.4 Project Logistics Plan 70 3.1.5 Project Communications Plan (pcp 73 3.2 Concluding Remarks 80 Chapter 4: Project Management System: Part Iii 82 4.1 Project Management System 82 4.2 Project Risk Management Plan (prmp 82 4.2.1 Risk Identification Key Input(s) And Risk Register 85 4.2.2 Concluding Remarks 88 4.3 Project Document Plan (pdp 89 4.3.1 Concluding Remarks 92 4.4 Project Staffing/resource Plan 92 4.4.1 Site Establishment 94 4.4.2 Site Mobilization And Remaining Phases 96 4.4.3 Concluding Remarks 98 Chapter 5: Work Management System 99 5.1 Work Management System 99 5.1.1 Civil Construction Work 100 5.1.2 Electrical Construction Work 110 5.1.3 Mechanical Construction Work 115 5.1.4 Instrument And Control (i&c) Construction Work 124 5.2 Concluding Remarks 127 Chapter 6: Quality Management System 128 6.1 Quality Management System 128 6.1.1 Approved For Construction (afc) Drawings 128 6.1.2 Field Change Requests (fcrs 131 6.1.3 Engineering Change Notifications (ecns 131 6.1.4 Inspection And Test Plans (itps 133 6.1.5 Factory Test Acceptance Packages (fats 135 6.1.6 Method Statements (mss 135 6.1.7 Welding Process Specifications (wpss 139 6.1.8 Field Quality Plans (fqps 141 6.1.9 Notice Of Inspection Or Request For Inspection (noi Or Rfi 143 6.1.10 Nonconformance Report (ncr 146 6.2 Erection Completion Certificate (ecc 146 6.3 Concluding Remarks 149 Chapter 7: Bringing It All Together 150 7.1 Retirement Community Beta Project 150 7.1.1 Project Initiation 150 7.1.2 Project Planning 170 7.1.3 Project Execution 197 7.1.4 Project Controlling And Monitoring 203 7.2 Concluding Remarks 213 Chapter 8: Lessons Learned From The Field 214 8.1 Introduction 214 8.2 Project Management Systems Lessons Learned 214 8.3 Work Management Systems Lessons Learned 218 8.4 Quality Management Systems Lessons Learned 223 8.5 Closing Remarks 227 Glossary 228 Index 234 "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