PROJECT MANAGEMENT Techniques in Planning and Controlling Construction Projects

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PROJECT MANAGEMENT Techniques
 in Planning and Controlling Construction Projects

CONTENTS:
  • PLANNING
  • PROJECT ORGANIZATION
  • BAR CHARTS (GANTT)
  • CPM: ACTIVITY ON ARROW (AOA)
  • AOA CRITICAL PATH ANALYSIS
  • PRECEDENCE NETWORKS: ACTIVITY-ON-NODE (AON)
  • PLANNING METHODS, TOOLS, AND PROCEDURES
  • RESOURCE ALLOCATION
  • C O ~ TBU DGETING
  • CASH FLOW FORECASTING
  • PLAN IMPLEMENTATION, MONITORING, AND CONTROL
  • PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)
  • AN INTRODUCTION TO SIMULATION
  • AN INTRODUCTION TO SYSTEMS SIMULATION
  • MATERIAL MANAGEMENT
  • PROJECT MANAGEMENT INFORMATION SYSTEM
  • CLAIMS
  • CORRECTIVE ACTION
  • TOTAL QUALITY MANAGEMENT OF PROJECTS
  • COMPUTERS IN CONSTRUCTION GLOSSARY
  • APPENDIX A: MASTERFORMAT, BROADSCOPE SECTION

The need for efficient project management is always continuous. The introduction
of quantitative analysis cannot itself solve management problems;
it is necessary also to form a synthesis of quantitative facts and the human
element to achieve professional project management.

Managing a project involves planning, organizing, executing, and rnonitoring
that project. Planning often has been construed to mean scheduling, but
this is not the case. A significant portion of a project manager's time is spent
in planning, which is proactive management. A project consists of many
elements, all of which require careful planning-time, cost, material, and
organization.
In this edition, we have de-emphasized CPM scheduling and have introduced
other planning tools. Construction is a dynamic process-the application
of resources to accomplish a plan for a project. CPM methods are not
dynamic and require that resources be added to CPM networks. This addon
of resources is artificial and is perhaps the foremost reason that CPM
methods are not universally applied.

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