HR经理专项项目培训--《专项项目管理之1》

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1、Project Management for ConstructionFundamental Concepts for Owners, Engineers, Architects and Builders 1. The_Owners_Perspective 2. Organizing_For_Project_Management 3. The_Design_And_Construction_Process 4. Labor,_Material,_And_Equipment_Utilization 5. Cost_Estimation 6. Economic_Evaluation_of_Faci

2、lity_Investments 7. Financing_of_Constructed_Facilities 8. Construction_Pricing_and_Conctracting 9. Construction_Planning 10. Fundamental_Scheduling_Procedures 11. Advanced_Scheduling_Techniques 12. Cost_Control,_Monitoring,_and_Accounting 13. Quality_Control_and_Safety_During_Construction 14. Organ

3、ization_and_Use_of_Project_Informationby Chris Hendrickson, Department of Civil and Environmental Engineering, Carnegie Mellon University, Pittsburgh, PA l52l3 June 28, 1999 Copyright C. Hendrickson 1998 First Edition originally printed by Prentice Hall, ISBN 0-, 1989 with co-author Tung Au. Second

4、Edition prepared for world wide web publication in .Preface This book is provided on the worldwide web as a service to the community of practitioners and students. Reproduction for educational purposes is permitted with appropriate citation. If you find this work helpful or have suggestions for addi

5、tions or corrections, please email Chris Hendrickson. A hardcopy Instructors Manual with problem solutions is available for a fee of $ 10 to cover reproduction, mailing and handling. Send a check made out to Carnegie Mellon University to Ms. Patty Langer, Department of Civil and Environmental Engine

6、ering, Carnegie Mellon University, Pittsburgh, PA 15213.This book develops a specific viewpoint in discussing the participants, the processes and the techniques of project management for construction. This viewpoint is that of owners who desire completion of projects in a timely, cost effective fash

7、ion. Some profound implications for the objectives and methods of project management result from this perspective: The life cycle of costs and benefits from initial planning through operation and disposal of a facility are relevant to decision making. An owner is concerned with a project from the cr

8、adle to the grave. Construction costs represent only one portion of the overall life cycle costs. Optimizing performance at one stage of the process may not be beneficial overall if additional costs or delays occur elsewhere. For example, saving money on the design process will be a false economy if

9、 the result is excess construction costs. Fragmentation of project management among different specialists may be necessary, but good communication and coordination among the participants is essential to accomplish the overall goals of the project. New information technologies can be instrumental in

10、this process, especially the Internet and specialized Extranets. Productivity improvements are always of importance and value. As a result, introducing new materials and automated construction processes is always desirable as long as they are less expensive and are consistent with desired performanc

11、e. Quality of work and performance are critically important to the success of a project since it is the owner who will have to live with the results. In essence, adopting the viewpoint of the owner focuses attention on the cost effectiveness of facility construction rather than competitive provision

12、 of services by the various participants. While this book is devoted to a particular viewpoint with respect to project management for construction, it is not solely intended for owners and their direct representatives. By understanding the entire process, all participants can respond more effectivel

13、y to the owners needs in their own work, in marketing their services, and in communicating with other participants. In addition, the specific techniques and tools discussed in this book (such as economic evaluation, scheduling, management information systems, etc.) can be readily applied to any port

14、ion of the process. As a result of the focus on the effective management of entire projects, a number of novel organizational approaches and techniques become of interest. First and foremost is the incentive to replace confrontation and adversarial relationships with a spirit of joint endeavor, part

15、nership and accomplishment. For example, we discuss the appropriate means to evaluate risks and the appropriate participants to assume the unavoidable risks associated with constructed facilities. Scheduling, communication of data, and quality assurance have particular significance from the viewpoin

16、t of an owner, but not necessarily for individual participants. The use of computer-based technology and automation also provides opportunities for increased productivity in the process. Presenting such modern management options in a unified fashion is a major objective of this book. The unified vie

17、wpoint of the entire process of project management in this book differs from nearly all other literature on the subject. Most textbooks in the area treat special problems, such as cost estimating, from the viewpoint of particular participants such as construction managers or contractors. This litera

18、ture reflects the fragmentation of the construction process among different organizations and professionals. Even within a single profession such as civil engineering, there are quite distinct groups of specialists in planning, design, management, construction and other sub-specialties. Fragmentatio

19、n of interest and attention also exists in nearly all educational programs. While specialty knowledge may be essential to accomplish particular tasks, participants in the process should also understand the context and role of their special tasks. This book is intended primarily as a text for advance

20、d undergraduates, beginning graduate students or professionals continuing their education in engineering, construction, architecture or facilities management. Examples and discussion are chosen to remind readers that project management is a challenging, dynamic and exciting enterprise and not just a

21、 record of past practices. It should also be useful to professionals who wish an up-to-date reference on project management. Chapters 1 to 3 present an overview of the construction management and design process which should be of interest to anyone engaged in project management for construction. One

22、 need not have detailed knowledge about individual tasks or techniques for this part. Individuals can read these chapters and understand the basic philosophy and principles without further elaboration. Chapters 4 through 14 describe specific functions and techniques useful in the process of project

23、management. This part presents techniques and requirements during project planning, including risk assessment, cost estimation, forecasting and economic evaluation. It is during this planning and design phase in which major cost savings may be obtained during the eventual construction and operation

24、phases. It also addresses programming and financing issues, such as contracting and bidding for services, financing, organizing communication and insuring effective use of information. It further discusses techniques for control of time, cost and quality during the construction phase. Beginning cour

25、ses in engineering economics (including cash flow analysis and discounting), use of computers, probability and statistics would be useful. Furthermore, access to a personal computer with spreadsheet or equation solving software would be helpful for readers attempting some of the problems in Chapters

26、 4 to 14. Numerous software programs could be used for this purpose, including both spreadsheet and equation solving programs. Problems in some chapters could also be done on any number of existing software packages for information management and project scheduling. However, the use of personal comp

27、uters in this fashion is not required in following the text material. Each instructor may exercise discretion in omitting some of the material in these chapters if they are redundant with other classes or too advanced for students in his or her own class. It is our hope that students beginning their

28、 career in project management for construction will be prepared to adopt the integrated approach emphasized in this book. Furthermore, experienced professionals in various fields may discover in this book some surprises that even they have not anticipated. High level decision makers in owner organiz

29、ations who are not directly involved in the project management process may find the basic philosophy and principles of interest, especially in Chapters 1 through 3, as owners must invariably pay for constructed facilities, for better or worse. If the book can fulfill even a small part of its promise

30、s to influence the future of project management for construction, our efforts will have been amply rewarded. Numerous individuals helped with the preparation of the first and second editions of this book. In particular, we with is to acknowledge William J. Hall, Paul Christiano, Steven Fenves, Danie

31、l Rehak, Debbie Scappatura, and Shirley Knapp. Iavor Kostov, Tommy Hendrickson and Curt Yeske were instrumental in developing the web version of this book. This book also reflects the contributions of numerous students and colleagues in industry who have challenged us with problems and shared their

32、own ideas and experience over many years. We are grateful to all of these individuals. Some material in this book has been taken from several papers authored by us and published by the American Society of Civil Engineers. Materials taken from other sources are acknowledged in footnotes, tables or fi

33、gures. We gratefully acknowledge the permissions given to us by these individuals, publishers and organizations. A series of photographs depicting various stages of construction of the PPG building in Pittsburgh, PA is inserted in sequence between chapters. We wish to thank PPG Industries for its co

34、operation in providing these photographs. Chris Hendrickson and Tung Au 1. The Owners Perspective1.1 IntroductionLike the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, constructing and operating physica

35、l facilities has a different perspective on project management for construction. Specialized knowledge can be very beneficial, particularly in large and complicated projects, since experts in various specialties can provide valuable services. However, it is advantageous to understand how the differe

36、nt parts of the process fit together. Waste, excessive cost and delays can result from poor coordination and communication among specialists. It is particularly in the interest of owners to insure that such problems do not occur. And it behooves all participants in the process to heed the interests

37、of owners because, in the end, it is the owners who provide the resources and call the shots. By adopting the viewpoint of the owners, we can focus our attention on the complete process of project management for constructed facilities rather than the historical roles of various specialists such as p

38、lanners, architects, engineering designers, constructors, fabricators, material suppliers, financial analysts and others. To be sure, each specialty has made important advances in developing new techniques and tools for efficient implementation of construction projects. However, it is through the un

39、derstanding of the entire process of project management that these specialists can respond more effectively to the owners desires for their services, in marketing their specialties, and in improving the productivity and quality of their work. The introduction of innovative and more effective project

40、 management for construction is not an academic exercise. As reported by the Construction Industry Cost Effectiveness Project of the Business Roundtable: 1 By common consensus and every available measure, the United States no longer gets its moneys worth in construction, the nations largest industry

41、 . The creeping erosion of construction efficiency and productivity is bad news for the entire U.S. economy. Construction is a particularly seminal industry. The price of every factory, office building, hotel or power plant that is built affects the price that must be charged for the goods or servic

42、es produced in it or by it. And that effect generally persists for decades . Too much of the industry remains tethered to the past, partly by inertia and partly by historic divisions. Improvement of project management not only can aid the construction industry, but may also be the engine for the nat

43、ional and world economy. However, if we are to make meaningful improvements, we must first understand the construction industry, its operating environment and the institutional constraints affecting its activities as well as the nature of project management. Back to top 1.2 The Project Life CycleThe

44、 acquisition of a constructed facility usually represents a major capital investment, whether its owner happens to be an individual, a private corporation or a public agency. Since the commitment of resources for such an investment is motivated by market demands or perceived needs, the facility is e

45、xpected to satisfy certain objectives within the constraints specified by the owner and relevant regulations. With the exception of the speculative housing market, where the residential units may be sold as built by the real estate developer, most constructed facilities are custom made in consultati

46、on with the owners. A real estate developer may be regarded as the sponsor of building projects, as much as a government agency may be the sponsor of a public project and turns it over to another government unit upon its completion. From the viewpoint of project management, the terms owner and spons

47、or are synonymous because both have the ultimate authority to make all important decisions. Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any owner to have a clear understanding of the acquisition process in order to maintain firm cont

48、rol of the quality, timeliness and cost of the completed facility. From the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure 1-1. Essentially, a project is conceived to meet market demands or needs in a timely fashion. Various poss

49、ibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project. The financing schemes for the proposed alternatives must also be examined, and the project will

50、 be programmed with respect to the timing for its completion and for available cash flows. After the scope of the project is clearly defined, detailed engineering design will provide the blueprint for construction, and the definitive cost estimate will serve as the baseline for cost control. In the

51、procurement and construction stage, the delivery of materials and the erection of the project on site must be carefully planned and controlled. After the construction is completed, there is usually a brief period of start-up or shake-down of the constructed facility when it is first occupied. Finall

52、y, the management of the facility is turned over to the owner for full occupancy until the facility lives out its useful life and is designated for demolition or conversion. Figure 1-1: The Project Life Cycle of a Constructed Facility Of course, the stages of development in Figure 1-1 may not be str

53、ictly sequential. Some of the stages require iteration, and others may be carried out in parallel or with overlapping time frames, depending on the nature, size and urgency of the project. Furthermore, an owner may have in-house capacities to handle the work in every stage of the entire process, or

54、it may seek professional advice and services for the work in all stages. Understandably, most owners choose to handle some of the work in-house and to contract outside professional services for other components of the work as needed. By examining the project life cycle from an owners perspective we

55、can focus on the proper roles of various activities and participants in all stages regardless of the contractual arrangements for different types of work. In the United States, for example, the U.S. Army Corps of Engineers has in-house capabilities to deal with planning, budgeting, design, construct

56、ion and operation of waterway and flood control structures. Other public agencies, such as state transportation departments, are also deeply involved in all phases of a construction project. In the private sector, many large firms such as DuPont, Exxon, and IBM are adequately staffed to carry out mo

57、st activities for plant expansion. All these owners, both public and private, use outside agents to a greater or lesser degree when it becomes more advantageous to do so. The project life cycle may be viewed as a process through which a project is implemented from cradle to grave. This process is of

58、ten very complex; however, it can be decomposed into several stages as indicated by the general outline in Figure 1-1. The solutions at various stages are then integrated to obtain the final outcome. Although each stage requires different expertise, it usually includes both technical and managerial

59、activities in the knowledge domain of the specialist. The owner may choose to decompose the entire process into more or less stages based on the size and nature of the project, and thus obtain the most efficient result in implementation. Very often, the owner retains direct control of work in the pl

60、anning and programming stages, but increasingly outside planners and financial experts are used as consultants because of the complexities of projects. Since operation and maintenance of a facility will go on long after the completion and acceptance of a project, it is usually treated as a separate

61、problem except in the consideration of the life cycle cost of a facility. All stages from conceptual planning and feasibility studies to the acceptance of a facility for occupancy may be broadly lumped together and referred to as the Design/Construct process, while the procurement and construction a

62、lone are traditionally regarded as the province of the construction industry. Owners must recognize that there is no single best approach in organizing project management throughout a projects life cycle. All organizational approaches have advantages and disadvantages, depending on the knowledge of

63、the owner in construction management as well as the type, size and location of the project. It is important for the owner to be aware of the approach which is most appropriate and beneficial for a particular project. In making choices, owners should be concerned with the life cycle costs of construc

64、ted facilities rather than simply the initial construction costs. Saving small amounts of money during construction may not be worthwhile if the result is much larger operating costs or not meeting the functional requirements for the new facility satisfactorily. Thus, owners must be very concerned w

65、ith the quality of the finished product as well as the cost of construction itself. Since facility operation and maintenance is a part of the project life cycle, the owners expectation to satisfy investment objectives during the project life cycle will require consideration of the cost of operation

66、and maintenance. Therefore, the facilitys operating management should also be considered as early as possible, just as the construction process should be kept in mind at the early stages of planning and programming. Back to top 1.3 Major Types of ConstructionSince most owners are generally interested in acquiring only a specific type of con