Integrated Cost and Schedule Control for Construction Projects

by Frederick W. Mueller

Overview

Management and administrative processes within the construction industry have been undergoing major changes in the last several decades. These changes have involved significant adjustments in management science and manage­ ment techniques, brought about by the need for contemporary valid information with which to manage the construction process. In short, management in the construction industry is changing significantly; change will continue at an accelerated pace at least through the next decade. The responses required of construction industry management are now resulting in a movement away from an entrepreneurial management style to professional management techniques and procedures. THE COMPELLING ECONOMIC ISSUES The issues forcing these changes are economic. The rising costs of construction and of money are forcing the buyers of construction services to be more demanding. Their demands are for more construction economies, more pro­ duction, and more productivity than at any time in the past. Nowhere has this been more evident than in the Business Roundtable on construction and in the response of the construction industry to it.· To be successfully responsive, management in the construction industry will be required to use the best project management methods available for cost control, schedule control, and for financial and accounting controls. But responsive professional management can survive and will flourish within this more demanding eco­ nomic environment.

Product Details

ISBN-13:	9781461597520
Publisher:	Springer US
Publication date:	02/02/2012
Edition description:	Softcover reprint of the original 1st ed. 1986
Pages:	506
Product dimensions:	5.98(w) x 9.02(h) x 0.04(d)

Table of Contents

I Preparing a Project for Construction.- 1. Work Environments within the Construction Industry.- 2. Common Descriptions of Work.- 3. The Project Statement of Expectations.- 4. Single Data Capture and Integrated Systems.- 5. Management Information Systems.- 6. Computer Applications.- 7. Project Statement of Expectations and Performance Models.- 8. Estimates and Budgets as Performance Models.- 9. The Schedule as a Performance Model.- 10. The Cost Curve and the Production Curve as Performance Models.- 11. The Planned Schedule of Values and Cash Income Curves as Performance Models.- 12. The Planned Cash Requirements Curve as a Performance Model.- 13. Production Forecasting and Analysis and Cash Analysis.- II Administrative Project Activity Flow.- 14. Prebid Activities.- 15. Preconstruction Activities.- 16. The Construction Phase of the Project.- 17. Job Closeout.- 18. Contract Administration.- 19. Cash Management Information and Strategies.- III Construction and Production.- 20. The Construction Team and Its Working Relationships.- 21. Administrative Prerequisites to Starting Construction.- 22. The Game Plan and Making It Work.- 23. Production Management.- 24. The Turnaround Document and Its Use.- 25. Performance Measurements.- IV Project Monitoring and Control.- 26. Schedule Update and Control.- 27. Projections to Completion.- 28. Update of Production Projections.- 29. Exception Reporting.- 30. Cost Control.- 31. The Schedule and Other Informational Procedures.- Appendix A. Preconstruction Job Planning.- Appendix B. Summary Levels of Detail for Project Informational Processes.- Appendix C. Cost Types and Their Uses.- Appendix D. Performance Ratio Comparisons.