Details

Code of Practice for Project Management for Construction and Development

5. Aufl.

von: CIOB (The Chartered Institute of Building)
70,99 €
Verlag:	Wiley-Blackwell
Format:	PDF
Veröffentl.:	21.07.2014
ISBN/EAN:	9781118378199
Sprache:	englisch
Anzahl Seiten:	360

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Beschreibungen

Titelbeschreibung

The first edition of the Code of Practice for Project Management for Construction and Development, published in 1992, was groundbreaking in many ways. Now in its fifth edition, prepared by a multi-institute task force coordinated by the CIOB and including representatives from RICS, RIBA, ICE, APM and CIC, it continues to be the authoritative guide and reference to the principles and practice of project management in construction and development. Good project management in construction relies on balancing the key constraints of time, quality and cost in the context of building functionality and the requirements for sustainability within the built environment. Thoroughly updated and restructured to reflect the challenges that the industry faces today, this edition continues to drive forward the practice of construction project management. The principles of strategic planning, detailed programming and monitoring, resource allocation and effective risk management, widely used on projects of all sizes and complexity, are all fully covered. The integration of Building Information Modelling at each stage of the project life is a feature of this edition. In addition, the impact of trends and developments such as the internationalisation of construction projects and the drive for sustainability are discussed in context. Code of Practice will be of particular value to clients, project management professionals and students of construction, as well as to the wider construction and development industries. Much of the information will also be relevant to project management professionals operating in other commercial spheres.

Inhaltsverzeichnis

Foreword xi Acknowledgements xiii Working group for the revision of the Code of Practice for Project Management – Fifth Edition xv List of tables xvii List of figures xix List of diagrams – Briefing Notes xxi Introduction 1 Project management 1 Definitions 1 Characteristics of construction projects 2 Characteristics of construction project management 3 Adding value 4 Scope of project management 4 Project lifecycle 4 CHAPTER 1 Inception 11 Stage checklist 11 Stage process and outcomes 11 The client 12 Client obligations and responsibilities 12 Client project objectives 12 Client engagement: Internal team 12 Project manager 13 Project manager’s objectives 13 Project manager’s duties 14 Project manager’s appointment 14 Project mandate 14 Environmental mandate 16 BIM mandate 17 BN 1.01 Leadership in project management 19 BN 1.02 Typical terms of engagement: Project manager 21 BN 1.03 Typical project mandate outline 26 BN 1.04 Project handbook 27 BN 1.05 Government Soft Landings 45 CHAPTER 2 Feasibility 47 Stage checklist 47 Stage process and outcomes 47 Client’s objectives 48 Outline project brief 48 Feasibility studies 48 Energy in a building environment 51 Lifecycle costing and sustainability 52 Sustainability in the built environment 52 Towards sustainable development 53 Responsible sustainable development 54 Achieving sustainable development 55 Site selection and acquisition 56 Project brief 58 Design brief 58 Funding and investment appraisal 60 Development planning and control 60 Stakeholder identification 61 Business case 61 Approval to proceed 61 BIM brief 62 BN 2.01 Key sustainability issues 63 BN 2.02 Environmental sustainability assessment methods 67 BN 2.03 Guidance on environmental impact assessment 72 BN 2.04 Site investigation 79 BN 2.05 Business case development 82 CHAPTER 3 Strategy 85 Stage checklist 85 Stage process and outcomes 85 Client’s objectives 86 Project governance 86 Strategy outline and development 89 Project organisation and control 90 Project team structure 91 Selecting the project team 91 Project management procedures and systems 92 Information and communication technology 92 Project planning 94 Cost planning and controls 94 Cost control 96 Design management process (managing the design delivery) 97 Risk identification and management 98 Environmental management and controls 98 Environmental statements 98 Contractor’s environmental management systems 98 Stakeholder management 99 Quality management 99 Commissioning strategy 100 Selection and appointment of project team consultants 100 Collaborative arrangements 102 Framework arrangements 102 Private public partnership/private finance initiative (PPP/PFI) 102 Procurement strategy 103 Traditional 103 Design and build 104 Management contracting 104 Construction management 104 Hybrid procurement approaches 104 Innovative form of procurement 105 Characteristics of procurement options 106 Procuring the supply chain 106 Responsible sourcing 106 Tender procedure 106 Procurement under EU directives 108 e-Procurement 108 Employer’s requirement document 108 Facility management strategy/considerations 109 Project execution plan 109 Checklist for the PEP 110 Essential contents 110 Approval to PEP 111 BIM strategy 111 BN 3.01 Health and safety in construction including CDM guidance 113 BN 3.02 Guidance on value management 121 BN 3.03 Project risk assessment 124 BN 3.04 Information and communication technology 131 BN 3.05 Building information modelling 144 BN 3.06 Project planning 153 BN 3.07 Characteristics of different procurement options 154 BN 3.08 Framework agreements 158 BN 3.09 Procedure for the selection and appointment of consultants 160 BN 3.10 Selection and appointment of contractors 163 BN 3.11 Guidance on EU procurement rules 177 BN 3.12 Project governance 180 BN 3.13 Change management 184 BN 3.14 Strategic collaborative working 187 BN 3.15 PPP/PFI arrangements 193 BN 3.16 Guidance on e-procurement 209 BN 3.17 Design management process 213 CHAPTER 4 Pre-construction 217 Stage checklist 217 Stage process and outcomes 217 Design process 218 Managing the design delivery 218 Project coordination and progress meetings 219 Design team meetings 219 Managing design team activities 219 Statutory consents 221 Planning approval 221 Planning consultants 221 Legislation 222 Timing 222 Negotiations 222 Presentations 222 Refusal 222 Appeal 222 Enforcement powers 222 Other statutory consents 223 Building Regulations 223 Disability Discrimination Act (DDA) 224 Impact of utilities on project planning/scheduling 224 Technical design and production information 224 Value management 226 Contract award 226 Pre-start meeting 226 Agenda items at pre-start meeting 227 Introduction 227 Contract 227 Contractors’ matters 227 Resident engineer/clerk of works’ matters 228 Consultants’ matters 228 Quantity surveyor’s matters 228 Communications and procedures 229 Meetings 229 Contractual arrangements 229 Establish site 231 Control and monitoring systems 232 Contractor’s working schedule 233 Value engineering (related to construction methods) 233 Management of the supply chain 234 Risk management 235 Payments 235 Benchmarking 236 Change and variation control 236 Dispute resolution 238 BIM strategy 239 BN 4.01 Regular report to client 241 BN 4.02 Dispute resolution methods 243 BN 4.03 Implications of Housing Grants, Construction and Regeneration Act 1996, Amended 2011 247 BN 4.04 Typical meetings and their objectives 248 CHAPTER 5 Construction 251 Stage checklist 251 Stage process and outcomes 251 Project team duties and responsibilities 252 Client 252 Project manager 252 Design team 253 Quantity surveyor 253 Contractor 253 Construction manager 254 Management contractor 254 Subcontractors and suppliers 254 Other parties 255 Performance monitoring 255 Health, safety and welfare systems 256 Environmental statements 256 Contractor’s environmental management systems 257 Compliance with site waste management plan regulations 2008 257 Monitoring of the works 258 Reporting 258 Public liaison and profile 259 Quality management systems 259 Commissioning and production of operation and maintenance manuals 259 Commissioning 259 Operation and maintenance manuals 260 BIM strategy 260 BN 5.01 Performance management plan 261 CHAPTER 6 Testing and commissioning 263 Stage checklist 263 Stage processes and outcomes 263 Project manager’s duties and responsibilities 264 Commissioning generally 264 Procurement of commissioning services 264 Smaller projects 264 Larger projects 265 Role of the commissioning contractor 265 The testing and commissioning process and its programming 266 Differences between testing and commissioning 267 Testing 267 Commissioning 268 Performance testing 268 Main tasks to be undertaken 268 Pre-construction 268 Construction and post-construction 270 Seasonal commissioning 270 Commissioning documentation 273 O&M manual (building owner’s manual) 273 As-built documentation 274 Health and safety file 274 Occupier’s handbook 275 BIM strategy 275 BN 6.01 Contents of the health and safety file 277 BN 6.02 Contents of building owner’s manual 280 BN 6.03 Contents of occupier’s handbook 283 CHAPTER 7 Completion, handover and operation 285 Stage checklist 285 Stage process and outcomes 285 Planning and scheduling handover 286 Procedures 286 Client commissioning and occupation 287 Operational commissioning 288 Main tasks 288 Client occupation 290 Structure for implementation 291 Scope and objectives 291 Methodology 291 Organisation and control 291 Soft landings 296 BIM strategy 296 BN 7.01 Client commissioning checklist 297 BN 7.02 Introduction to facilities management 299 BN 7.03 Engineering services commissioning checklist 300 BN 7.04 Engineering services commissioning documents 302 BN 7.05 Handover checklists 303 BN 7.06 Practical completion checklist 306 CHAPTER 8 Post-completion review and in use 307 Stage checklist 307 Stage process and outcomes 307 Post-occupancy evaluation 308 Project audit 308 Cost and time study 309 Human resources aspects 309 Performance study 309 Project feedback 310 Close-out report 310 Benefits realisation 311 Occupation/in-use strategy 311 Client’s BIM strategy 311 BN 8.01 Post-occupancy evaluation process chart 313 Glossary 315 Bibliography 319 Past working groups of Code of Practice for Project Management 325 Index 329

Autorenportrait

About the CIOB The Chartered Institute of Building is at the heart of a management career in construction. It is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 48,000 members worldwide, the CIOB is the international voice of the building professional.

Back cover copy

CODE OF PRACTICE FOR PROJECT MANAGEMENT FOR CONSTRUCTION AND DEVELOPMENT FIFTH EDITION The first edition of the Code of Practice for Project Management for Construction and Development, published in 1992, was groundbreaking in many ways. Now in its fifth edition, prepared by a multi-institute task force coordinated by the CIOB and including representatives from RICS, RIBA, ICE, APM and CIC, it continues to be the authoritative guide and reference to the principles and practice of project management in construction and development. Good project management in construction relies on balancing the key constraints of time, quality and cost in the context of building functionality and the requirements for sustainability within the built environment. Thoroughly updated and restructured to reflect the challenges that the industry faces today, this edition continues to drive forward the practice of construction project management. The principles of strategic planning, detailed programming and monitoring, resource allocation and effective risk management, widely used on projects of all sizes and complexity, are all fully covered. The integration of Building Information Modelling at each stage of the project life is a feature of this edition. In addition, the impact of trends and developments such as the internationalisation of construction projects and the drive for sustainability are discussed in context. Code of Practice will be of particular value to clients, project management professionals and students of construction, as well as to the wider construction and development industries. Much of the information will also be relevant to project management professionals operating in other commercial spheres. Also Available Guide to Good Practice in the Management of Time in Complex Projects Chartered Institute of Building Paperback, 978-1-4443-3493-7 The Design Manager's Handbook John Eynon Paperback, 978-0-470-67402-4 International Construction Contracts:A Handbook William Godwin Paperback, 978-0-470-65572-6