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E-grāmata: Managing Complex Construction Projects: A Systems Approach

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Managing Complex Construction Projects: A Systems ApproachPalielināt
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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.

Dedication v
Contents vii
Foreword xi
Preface xiii
Acknowledgments xv
About the Author xvii
Chapter 1 Introduction
1(6)
1.1 Introduction
1(4)
1.2 Concluding Remarks
5(2)
Chapter 2 Project Management System: Part I
7(28)
2.1 Project Management System
7(1)
2.2 Initiation Phase
7(11)
2.2.1 Project Bid Evaluation
9(7)
2.2.2 Project Presentation
16(2)
2.2.3 Project Bid Submittal
18(1)
2.3 Planning Phase
18(15)
2.3.1 Outputs
21(12)
2.4 Concluding Remarks
33(2)
Chapter 3 Project Management System: Part II
35(28)
3.1 Project Management Outputs
35(26)
3.1.1 Project Construction Execution Plan
35(12)
3.1.2 Project Engineering Plan
47(2)
3.1.3 Project Procurement Plan (PPP)
49(2)
3.1.4 Project Logistics Plan
51(3)
3.1.5 Project Communications Plan (PCP)
54(7)
3.2 Concluding Remarks
61(2)
Chapter 4 Project Management System: Part III
63(18)
4.1 Project Management System
63(1)
4.2 Project Risk Management Plan (PRMP)
63(7)
4.2.1 Risk Identification Key Input(s) and Risk Register
66(3)
4.2.2 Concluding Remarks
69(1)
4.3 Project Document Plan (PDP)
70(3)
4.3.1 Concluding Remarks
73(1)
4.4 Project Staffing/Resource Plan
73(8)
4.4.1 Site Establishment
75(2)
4.4.2 Site Mobilization and Remaining Phases
77(2)
4.4.3 Concluding Remarks
79(2)
Chapter 5 Work Management System
81(28)
5.1 Work Management System
81(27)
5.1.1 Civil Construction Work
82(9)
5.1.2 Electrical Construction Work
91(5)
5.1.3 Mechanical Construction Work
96(9)
5.1.4 Instrument and Control (I&C) Construction Work
105(3)
5.2 Concluding Remarks
108(1)
Chapter 6 Quality Management System
109(22)
6.1 Quality Management System
109(18)
6.1.1 Approved for Construction (AFC) Drawings
109(3)
6.1.2 Field Change Requests (FCRs)
112(1)
6.1.3 Engineering Change Notifications (ECNs)
112(2)
6.1.4 Inspection and Test Plans (ITPs)
114(2)
6.1.5 Factory Test Acceptance Packages (FATs)
116(1)
6.1.6 Method Statements (MSs)
116(4)
6.1.7 Welding Process Specifications (WPSs)
120(2)
6.1.8 Field Quality Plans (FQPs)
122(2)
6.1.9 Notice of Inspection or Request for Inspection (NOI or RFI)
124(3)
6.1.10 Nonconformance Report (NCR)
127(1)
6.2 Erection Completion Certificate (ECC)
127(3)
6.3 Concluding Remarks
130(1)
Chapter 7 Bringing It All Together
131(64)
7.1 Retirement Community Beta Project
131(63)
7.1.1 Project Initiation
131(20)
7.1.2 Project Planning
151(27)
7.1.3 Project Execution
178(6)
7.1.4 Project Controlling and Monitoring
184(10)
7.2 Concluding Remarks
194(1)
Chapter 8 Lessons Learned from the Field
195(14)
8.1 Introduction
195(1)
8.2 Project Management Systems Lessons Learned
195(4)
8.3 Work Management Systems Lessons Learned
199(5)
8.4 Quality Management Systems Lessons Learned
204(4)
8.5 Closing Remarks
208(1)
Glossary 209(6)
Index 215
John Briesemeister is a Vietnam Veteran and a licensed Project Management Professional since 2007, began his construction experience as a Site Senior Mechanical Engineer on a large nuclear construction project upon graduation from the University of Minnesota in June 1981.

He has continued working in the power industry as an Engineer, Construction Manager, Site Manager, and Project Manager since the mid1980s, and he expanded his academic education to include an MBA in 1994, a Masters degree in Industrial Engineering (MSIE) in 2003, and a Masters degree in Project Management (MSPM) in 2015.

This author has successfully worked in the field on various large, complex construction projects for the past thirty years. In 2016, he was awarded the Donald S. Barrie Award in Construction Management at the PMI® Global Congress for his paper "Construction Execution Plan Alignment for Successful Construction Projects."
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