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McGeorge, Denny

Construction Management

New Directions

€ 72.95

Construction Management brings together, in a single volume, detailed discussion of a range of modern construction management concepts, and provides an objective account of these concepts, showing how they interrelate and can be used to improve the performance of the construction firm.


Taal / Language : English

Inhoudsopgave:

Preface to third edition

Acknowledgments

Chapter 1
 
The culture of the construction industry
 
The book`s contents
 
References

Chapter 2
 
Strategic Management
 
Introduction
 
Overview
 
Strategic management process

Strategic management in construction

Paradoxes of strategic management in construction

Developing and implementing strategy in construction

Change management

Linking operational actions to strategy using a balanced scorecard

Stakeholder identification, analysis and consultation

Strategic management in action – a case study of Arup

An integrated strategic management framework

Conclusion
 
References

Chapter 3

Benchmarking

Introduction

Definition of benchmarking

Historical development
 
Types of benchmarking

The process of benchmarking

The benchmarking team

Benchmarking Code of Conduct

Legal considerations

Benchmarking: the major issues

Case studies

Conclusion

References

Chapter 4

Reengineering

Introduction
 
Reengineering: what’s in a name?
 
Origins of reengineering

Reengineering in a construction industry context

The goals of reengineering

Reengineering methodology

Pitfalls of reengineering

Information technology and reengineering

Reengineering from a European perspective

A case study of a process reengineering study in the Australian construction industry

Conclusion

References

Chapter 5

Partnering and alliancing

Introduction

The origins of partnering

Partnering in a construction industry context

The goals of partnering

Categories of partnering

Project partnering

Strategic or multi-project partnering

Legal and contractual implications of partnering
 
Dispute resolution

Partnering: overview

Project alliancing -- a natural progression from project partnering?

Alliance definitions

Alliancing in the construction industry

The differences between alliancing and partnering

Critical success factors in alliancing

The financial arrangements

The project outcome

Postscript

References

Chapter 6

Enterprise Risk Management

Introduction

Why ERM in the construction industry?

Key terms and definitions

ERM principles and processes
 
The COSO ERM

AS/NZS ISO 31000 Risk Management Standard

Establish objectives, context and criteria

Risk identification

Risk analysis and evaluation

Risk response and monitoring

Risk review and learning

Risk communication and consultation

A comparison of risk management processes

ERM application techniques
 
Implementing ERM in the construction industry
 
Organisational culture and ERM

ERM performance

ERM misconceptions

Relationship between ERM and strategic planning

Improving ERM capability and maturity

The ERM3 Model

ERM3 example

ERM capability improvement

Project risk management (PRM)

Conclusion

References

Chapter 7

Total Safety Management

Introduction

The science of safety management

What is safety risk assessment at the design stage?

Why safety risk assessment at design?

Barriers for Implementing Safety Risk Assessment at Design

Methods for safety risk assessment at design

Case Study

The art of safety management

Components of safety culture

Dimensions of safety culture

Safety culture maturity models

A construction safety maturity model

Development of measurement criteria and survey instruments

Conclusion
 
References

Chapter 8

Total quality management

Introduction

Definition of TQM

What is quality?

Historical development of TQM
 
The need for a paradigm shift

A change in the culture of the construction

industry

Customer focus

Integration

The all-embracing nature of TQM

Continuous improvement

Quality costs and the cost of quality

Universal standards of quality such as ISO 9000

Change management

The methods of TQM

How to implement TQM

Kaizen

Current research into TQM in the construction
industry

Conclusion

References

Chapter 9

Value management

Introduction

Historical development

Function analysis

Organisation of the study

Who should carry out the study?

Who should constitute the team?

How should alternatives be evaluated?
 
Value management as a system

The American system

A case study of value management in the United
States

The British/European system

A case study of value management in the UK 18 [24]
 
Value management in Australia

A case study of value management (and constructability) in Australia

The Japanese system

A case study of value management in Japan

Why are the systems different?

Differences in the style of management

Differences in management systems

The relationship between value management and quantity surveying

Conclusion

References

Chapter 10

Constructability

Introduction
 
Origins

The goals of constructability
 
Implementing constructability
 
Constructability in practice

Constructability and the building product

Constructability and Building Information Modeling (BIM)

Good and bad constructability

Quantifying the benefits of constructability

Conclusion
 
References

Chapter 11

Linking the concepts
 
Bibliography

Index

Extra informatie: 
Paperback / softback
320 pagina's
Januari 2012
632 gram
242 x 173 x 15 mm
Wiley-Blackwell us
Levertijd: 5 tot 11 werkdagen