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Construction Project Management Construction Project Management Construction Project Management: An Integrated Approach is a management approach to leading projects and the effective choice and use of project management tools and techniques. It seeks to push the boundaries of project management to take on board future needs and user issues. Integration of the construction project, meaning closer relations between the project team, the supply chain and the client, is long overdue; however, despite some signs of growth in this area, the industry nonetheless remains fragmented in its approach. The role of the project manager is to integrate diverse interests and unify objectives to achieve a common goal. This has now broadened to include a responsibility, on the parts of both client and team, to ensure that construction addresses current and future societal needs. From an economic perspective, a great deal of waste is connected with conflict, thus a holistic approach that increases the effi- ciency and effectiveness of the task at hand will inject energy into project management. This third edition now takes on board the impact of technology in building information modelling and other digitised technologies such as artificial intelligence. Together, they open up avenues for more direct and incisive action to test creative design, manufacture directly and communi- cate spontaneously and intuitively. In time, such technologies will change the role of project managers but will never take away their responsibility to be passionate about construction and to integrate the team. A new chapter has been added that considers future societal needs. This edition is also reordered to make the project life cycle and process chapters clearer. This book combines best practice in construction with the theories underpinning pro- ject management and presents a wealth of practical case studies – many new. It focuses on all construction disciplines that may manage projects. The book is of unique value to students in the later years of undergraduate courses and those on specialist postgraduate courses in project management and also for practitioners in all disciplines and clients who have experienced the frustration caused by the fragmentation of construction projects. Peter Fewings has worked in the construction industry for 40 years, including developing and leading Master’s courses in construction project management for many years. He has led projects in and lectured to most built environment disciplines. More recently, he acted as the client’s representative on a new build church, and has also renewed his interest in historic structures as a practising priest in the Church of England. He is a Myers–Briggs practitioner and has also published books and chapters in the area of ethics and health and safety. He worked abroad, in Zambia, for some years. Christian Henjewele has extensive industrial experience in the construction industry. He began his career in construction working as a site engineer for leading contractors in Tanzania. He then joined the public sector to lead and manage infrastructural projects. He is now leading Master’s courses in Project Management, Construction Project Management and Construction Management at Anglia Ruskin University. Construction Project Management An Integrated Approach Third Edition Peter Fewings and Christian Henjewele Third edition published 2019 by Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 52 Vanderbilt Avenue, New York, NY 10017 Routledge is an imprint of the Taylor & Francis Group, an informa business 2019 Peter Fewings and Christian Henjewele The right of Peter Fewings and Christian Henjewele to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. First edition published by Routledge 2005 Second edition published by Routledge 2013 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Names: Fewings, Peter, author. | Henjewele, Christian, author. Title: Construction project management : an integrated approach / Peter Fewings and Christian Henjewele. Description: Third edition. | Abingdon, Oxon ; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, 2019. Identifiers: LCCN 2018049875| ISBN 9780815358640 (hbk) | ISBN 9780815358657 (pbk) | ISBN 9781351122030 (ebk) Subjects: LCSH: Construction industry—Management. | Project management. | Building—Superintendence. Classification: LCC TH438 .F48 2019 | DDC 690.068/4—dc23 LC record available at https://lccn.loc.gov/2018049875 ISBN: 978-0-8153-5864-0 (hbk) ISBN: 978-0-8153-5865-7 (pbk) ISBN: 978-1-351-12203-0 (ebk) Typeset in Times New Roman by Swales & Willis Ltd, Exeter, Devon, UK From Peter To my loving wife Lin and my colleague David, who have generously let me have time to write. From Christian To my wife Aida and my boys, Allan May and Abel Shimwe, for your unwavering support and love. Contents List of illustrations xvii Acknowledgements xxii Preface for third edition xxiii Foreword for third edition xxv Introduction: an integrated approach 1 Project management process and product 1 Structure of the book 3 Definitions, standards and codes 4 Uses 7 Notes 8 1 Project life cycle and success 9 Project life cycle 9 Integrating construction 12 Project management 14 CASE STUDY 1.1 King Shaka International Airport, Natal 15 Programme and portfolio management 15 Project team roles 16 Project manager skills and functions 17 Ethical project leadership 20 CASE STUDY 1.2 Ethical contracting 21 CASE STUDY 1.3 Affordable rural housing 22 Project complexity 23 CASE STUDY 1.4 Construction complexity 23 Project management maturity models 25 Determining the critical factors for success 27 CASE STUDY 1.5 UK study on construction industry success 29 Conclusion 31 Notes 31 2 Building the client business case 33 Strategic issues: a case for business–project integration 33 Project constraints and client objectives 35 viii Contents Presenting a business case 40 CASE STUDY 2.1 Testing the feasibility of new student accommodation 41 Managing change in the business case 44 CASE STUDY 2.2 Olympic business legacy 44 CASE STUDY 2.3 Community infrastructure 45 Developing value in construction: the Gateway framework for decision making 45 Project stakeholders 47 CASE STUDY 2.4 Stakeholder conflict 49 CASE STUDY 2.5 Stakeholder pressure 50 CASE STUDY 2.6 Internal stakeholder relocates headquarters 51 CASE STUDY 2.7 External stakeholders for a new swimming pool 52 Conclusion 53 Notes 53 3 Project development and evaluation 55 Project definition 55 Scope management 56 Determining the elements of project definition 57 A fuller picture of integration 58 Managing the client 60 Managing the design brief 60 Development management 61 Public view: cost–benefit analysis 62 CASE STUDY 3.1 Flood risk assessment 64 Feasibility and affordability 65 Appraisal techniques 66 CASE STUDY 3.2 Option appraisal for university accommodation 69 External factors in feasibility assessment 73 Risk-based decision making 76 Conclusion 78 Notes 79 4 Construction procurement 80 Definition of the context 81 Life cycle procurement analysis 83 CASE STUDY 4.1 Procurement of social value 85 Risk and value 86 Change management 89 CASE STUDY 4.2 Client phase change 90 Planning and managing integrated procurement 91 Contents ix Public–private partnership models 93 CASE STUDY 4.3 Waste management contract 97 CASE STUDY 4.4 Design quality in schools 98 Appointing consultants and contractors 98 Product and services liability 102 Standard construction contracts 103 CASE STUDY 4.5 Contract flexibility in Hong Kong 105 Conclusion 107 Notes 108 5 Planning and control 110 Definition and context 110 Project integration and systems 112 Project scope and breakdown 113 The master plan 115 Risk planning: identification and allocation 115 CASE STUDY 5.1 Political risk 116 CASE STUDY 5.2 Bridge revenues 117 CASE STUDY 5.3 Technology risk 117 CASE STUDY 5.4 Operational/design risk 118 CASE STUDY 5.5 Design risk 118 Project control 118 Time schedule (programme) 121 CASE STUDY 5.6 Slippage in design programme 122 CASE STUDY 5.7 Construction time schedule management 123 Cost planning and control 125 CASE STUDY 5.8 Cost control or disaster 126 Quality planning and control 131 CASE STUDY 5.9 Example extranet protocol 135 CASE STUDY 5.10 An expert system for project cost 137 Conclusion 138 Notes 139 Appendix: the critical path method (CPM) 140 6 Design management and value 143 Nature of design 143 Integrated design 145 Design management 145 CASE STUDY 6.1 Design co-location 148 Client value systems 149 Value in design 149 Buildability 150 x Contents Evidence-based design 150 CASE STUDY 6.2 Evidence-based design in hospitals and faster healing 151 Ethics of design and value enhancement 151 CASE STUDY 6.3 Private housing development 152 CASE STUDY 6.4 A failed bridge 152 Design and construction integration 152 CASE
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