MTU Library Catalogue

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Modern construction management / Frank Harris, Ronald McCaffer, Andrew Baldwin and Francis Edum-Fotwe.

By: Harris, Frank, 1944- [author].
Contributor(s): McCaffer, Ronald [author] | Baldwin, Andrew, 1950- [author] | Edum-Fotwe, Francis [author].
Material type: materialTypeLabelBookPublisher: Hoboken, NJ ; Chichester, West Sussex : Wiley-Blackwell, 2021Copyright date: ©2021Edition: Eighth edition.Description: xv, 568 pages : illustrations, tables ; 25 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9781119488347 (paperback).Subject(s): Construction industry -- ManagementDDC classification: 624.068 | 658.924 HAR
Contents:
Introduction -- Quality management -- Production process improvement -- Planning techniques and methods -- Workforce motivation -- Project cost control -- Management of equipment -- Project procurement -- Estimating and tendering -- Competitive bidding -- Company budgeting control -- Cash flow and interim valuations -- Economic assessments -- Company organisation -- Market planning and business development -- International construction logistics and risks -- Towards BIM and digital construction -- Financial management -- Questions - construction management -- Questions - operational research (OR) -- Questions - six sigma.
Summary: "This book is intended for students and graduates of civil engineering, construction management, building and quantity surveying who wish to extend their knowledge and obtain a better understanding of site, business and the corporate management of construction companies. Since its first edition Modern Construction Management has successfully provided a background to how construction companies operate, the management techniques involved, their decision-making and how these decisions are successfully implemented. Over the decades since the first edition the structure of the industry, the techniques adopted and the processes have changed. Whilst the parties to a construction project have remained the same their responsibilities have changed. New materials, technologies and processes have been introduced. However the young construction manager still needs to be a competent technologist to successfully complete construction work as well as possessing the skills of knowledge of management and an understanding of business processes.. This is the basis of career enhancement to executive and board level. This remains the aim of Modern Construction Management"-- Provided by publisher.
Holdings
Item type Current library Call number Status Notes Date due Barcode
General lending MTU Bishopstown Library Lending 624.068 (Browse shelf(Opens below)) Checked out MTU Cork Module BULD 8029, BULD 8010, BULD 7022, BULD 6016, BULD 6015 - Core reading. 18/09/2026 00218769
General lending MTU Bishopstown Library 624.068 (Browse shelf(Opens below)) Available
General lending MTU Kerry North Campus Library First Floor Main 658.924 HAR (Browse shelf(Opens below)) Available MTU Kerry Module ENMG61001 - Essential reading 38888000949788
Total holds: 0

Enhanced descriptions from Syndetics:

While the construction process still requires traditional skills, the dynamic nature of construction demands of its managers improved understanding of modern business, production and contractual practices. This well established, core undergraduate textbook reflects current best practice in the management of construction projects, with particular emphasis given to supply chains and networks, value and risk management, BIM, ICT, project arrangements, corporate social responsibility, training, health and welfare and environmental sustainability.

The overall themes for the Eighth Edition Modern Construction Management are:

Drivers for efficiency: lean construction underpinning production management and off-site production methods. Sustainability: reflecting the transition to a low carbon economy. Corporate Social Responsibility: embracing health & safety and employment issues. Modern contractual systems driving effective procurement Building Information Modelling directed towards the improvement of collaboration in construction management systems

Bibliographical: (pages 557-569) and index.

Introduction -- Quality management -- Production process improvement -- Planning techniques and methods -- Workforce motivation -- Project cost control -- Management of equipment -- Project procurement -- Estimating and tendering -- Competitive bidding -- Company budgeting control -- Cash flow and interim valuations -- Economic assessments -- Company organisation -- Market planning and business development -- International construction logistics and risks -- Towards BIM and digital construction -- Financial management -- Questions - construction management -- Questions - operational research (OR) -- Questions - six sigma.

"This book is intended for students and graduates of civil engineering, construction management, building and quantity surveying who wish to extend their knowledge and obtain a better understanding of site, business and the corporate management of construction companies. Since its first edition Modern Construction Management has successfully provided a background to how construction companies operate, the management techniques involved, their decision-making and how these decisions are successfully implemented. Over the decades since the first edition the structure of the industry, the techniques adopted and the processes have changed. Whilst the parties to a construction project have remained the same their responsibilities have changed. New materials, technologies and processes have been introduced. However the young construction manager still needs to be a competent technologist to successfully complete construction work as well as possessing the skills of knowledge of management and an understanding of business processes.. This is the basis of career enhancement to executive and board level. This remains the aim of Modern Construction Management"-- Provided by publisher.

MTU CORK Module BULD 8029 - Core reading.

MTU CORK Module BULD 7022 - Core reading.

MTU CORK Module BULD 6016 - Core reading.

MTU CORK Module BULD 6015 - Core reading.

MTU Kerry Module ENMG61001 - Essential reading.

Table of contents provided by Syndetics

  • About the authors (p. xi)
  • Preface to the eighth edition (p. xiii)
  • Companion website (p. xv)
  • 1 Introduction (p. 1)
  • Structure of the book (p. 2)
  • Objectives and contents (p. 3)
  • 2 Quality management (p. 9)
  • Summary (p. 9)
  • Introduction (p. 9)
  • Notions of quality (p. 9)
  • Quality in transition (p. 10)
  • Quality control and inspection (p. 11)
  • Quality assurance (p. 13)
  • Total quality management (p. 20)
  • A systems approach to managing quality (p. 26)
  • Further Reading (p. 32)
  • Section 1 Project production management (p. 33)
  • 3 Production process improvement (p. 35)
  • Summary (p. 35)
  • Introduction to lean construction (p. 35)
  • Energy (p. 36)
  • Productivity (p. 36)
  • Economic development (p. 37)
  • International environmental protocols (p. 45)
  • UK emissions (p. 47)
  • Productivity improvement (p. 49)
  • Management systems (p. 54)
  • Management processes (see BS 6079) (p. 60)
  • Employee participation (p. 71)
  • Macro key performance indicators (p. 87)
  • Further Reading (p. 88)
  • 4 Planning techniques and methods (p. 89)
  • Summary (p. 89)
  • Introduction (p. 89)
  • Planning in construction (p. 89)
  • Who plans? (p. 90)
  • Planning the design process (p. 92)
  • Planning for waste management (p. 93)
  • Planning for safety, health, and the environment (SHE) (p. 94)
  • Planning techniques (p. 95)
  • Other planning techniques (p. 112)
  • Modern construction planning (p. 119)
  • Monitoring progress and managing the time model (p. 121)
  • Construction planning and scheduling with 4D CAD and BIM (p. 122)
  • Planning multiple projects (p. 123)
  • Appendix 4.A. Normal Probability Distribution Tables (Table 4.3) (p. 125)
  • Further Reading (p. 126)
  • 5 Workforce motivation (p. 127)
  • Summary (p. 127)
  • Introduction (p. 127)
  • Motivation theories (p. 127)
  • Payment systems, remuneration and performance (p. 132)
  • Further Reading (p. 144)
  • 6 Project cost control (p. 147)
  • Summary (p. 147)
  • Why cost-control is essential for construction projects (p. 147)
  • A cost-control procedure for construction works (p. 148)
  • Points to consider when choosing a cost control system (p. 159)
  • Management of the carbon footprint (p. 160)
  • Further Reading (p. 160)
  • 7 Management of equipment (p. 161)
  • Summary (p. 161)
  • Acquisition of plant and equipment (p. 161)
  • The financing of equipment (p. 162)
  • Systematic plant selection (p. 164)
  • The essential characteristics of a decision situation (p. 165)
  • Setting hire rates (p. 173)
  • Marginal costing (p. 180)
  • Plant maintenance (p. 180)
  • Monitoring of maintenance servicing and exhaust emissions (p. 181)
  • Human-centred approaches (p. 182)
  • Further Reading (p. 182)
  • Section 2 Business management (p. 183)
  • 8 Project procurement (p. 185)
  • Summary (p. 185)
  • Introduction (p. 185)
  • The construction process (BS 6079-1:2002) (p. 186)
  • ISO/BS procurement standards (p. 189)
  • Appointing the team/parties to the contract (p. 190)
  • Public contracts and supplies (p. 192)
  • Project manager/leader (p. 193)
  • The contract (p. 197)
  • Health and safety considerations (p. 201)
  • Categories of contract (p. 204)
  • Separated and cooperative contracts (p. 204)
  • Management-oriented contracts (p. 207)
  • Integrated contracts (p. 211)
  • Discretionary contracts (p. 219)
  • Performance of different contract categories (p. 223)
  • Client risk exposure for different contract categories (p. 223)
  • Further Reading (p. 225)
  • 9 Estimating and tendering (p. 227)
  • Summary (p. 227)
  • Introduction (p. 227)
  • Parties involved in estimating and tendering (p. 230)
  • The estimating process (p. 232)
  • BOQ estimating (p. 232)
  • Collection and calculation of cost information (p. 234)
  • Project study (p. 242)
  • Preparing the estimate (p. 243)
  • Submitting the tender (p. 251)
  • Estimating in management contracting (p. 252)
  • Design and build (p. 254)
  • Cost planning (p. 255)
  • Cost management (p. 255)
  • Whole-life costing (p. 256)
  • Private finance initiative (PFI) (p. 256)
  • Computer aided estimating (p. 257)
  • BIM and estimating (p. 258)
  • Summary (p. 259)
  • Future Reading (p. 260)
  • 10 Competitive bidding (p. 261)
  • Summary (p. 261)
  • Introduction (p. 261)
  • Part 1 A brief review of bidding strategy (p. 262)
  • Part 2 The importance of accuracy in estimating (p. 268)
  • Part 3 Some ways of using the existing theories (p. 275)
  • Recent developments in bidding (p. 282)
  • Client evaluation of bids (p. 283)
  • Further Reading (p. 285)
  • 11 Company budgetary control (p. 287)
  • Summary (p. 287)
  • Introduction (p. 287)
  • Preparation of budgets (p. 288)
  • The carbon footprint (p. 295)
  • Further Reading (p. 297)
  • 12 Cash flow and interim valuations (p. 299)
  • Summary (p. 299)
  • Introduction (p. 299)
  • The need for cash flow forecasting by contractors (p. 299)
  • The requirements of a forecasting system (p. 301)
  • Capital lock-up (p. 306)
  • The factors that affect capital lock-up (p. 307)
  • Interim valuations and cash flow (p. 312)
  • Measurement of work in activities (p. 316)
  • Computers and cash flow (p. 316)
  • Cash flow forecast by standardised models (p. 319)
  • Closing remarks (p. 319)
  • Further Reading (p. 320)
  • 13 Economic assessments (p. 321)
  • Summary (p. 321)
  • Introduction (p. 321)
  • Interest (p. 323)
  • Economic comparisons (p. 325)
  • Profitability measures (p. 328)
  • Inflation (p. 336)
  • Accuracy of future estimates (p. 335)
  • Financial Modelling (p. 340)
  • Cost-benefit analysis (p. 345)
  • Some worked examples (p. 347)
  • Further Reading (p. 354)
  • Section 3 Administration and company management (p. 355)
  • 14 Company organisation (p. 357)
  • Summary (p. 357)
  • Introduction (p. 357)
  • The function of a manager (p. 357)
  • Company organisational structures (p. 359)
  • Departments/functions (p. 368)
  • Health, safety, occupational welfare and pensions (p. 376)
  • Educational qualifications and vocational training (p. 377)
  • Corporate social responsibility (p. 385)
  • Management attitude (p. 386)
  • Construction companies in an internet age (p. 387)
  • Virtual companies (p. 388)
  • Collaborative working (p. 388)
  • Further Reading (p. 388)
  • 15 Market planning and business development (p. 389)
  • Summary (p. 389)
  • Introduction (p. 389)
  • Market planning (p. 389)
  • The business-development process (p. 390)
  • 16 International construction logistics and risks (p. 401)
  • Summary (p. 401)
  • Introduction (p. 401)
  • The international environment (p. 402)
  • Further Reading (p. 409)
  • 17 Towards BIM and digital construction (p. 411)
  • Summary (p. 411)
  • Introduction (p. 411)
  • Information and information management (p. 412)
  • The construction company's business (p. 413)
  • Processes involved in a construction business (p. 413)
  • Information needs to support business processes (p. 416)
  • Management of contractors' information resources (p. 417)
  • Construction information systems (p. 420)
  • The construction information manager (p. 425)
  • The emergence of BIM (p. 426)
  • BIM standards (p. 428)
  • Digital construction (p. 433)
  • Further Reading (p. 434)
  • 18 Financial management (p. 435)
  • Summary (p. 435)
  • Introduction (p. 435)
  • Types of businesses (p. 435)
  • Types of capital (p. 440)
  • The control of capital (p. 446)
  • The company accounts (p. 449)
  • Regulatory authorities (p. 461)
  • Further Reading (p. 462)
  • Section 4 Self-learning exercises (p. 463)
  • 19 Questions - construction management (p. 465)
  • Questions (p. 467)
  • 20 Questions - operational research (OR) (p. 519)
  • Summary (p. 519)
  • Questions (p. 521)
  • 21 Questions - six sigma (p. 533)
  • Six sigma (p. 534)
  • Problems (readers should start with Problem 1) (p. 534)
  • Further Reading (p. 555)
  • Bibliography (p. 557)
  • Abbreviations and acronyms (p. 571)
  • Index (p. 577)

Author notes provided by Syndetics

Frank Harris was Emeritus Professor of Construction Science at the University of Wolverhampton, UK.
Ronald McCaffer is Emeritus Professor in Construction Management at Loughborough University, UK.
Andrew Baldwin is Emeritus Professor in Construction Management at Loughborough University, UK.
Francis Edum-Fotwe holds a Lectureship in Construction and Project Management at Loughborough University, UK.