Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word /

In the complex, cash-strapped, high pressure world of modern construction, what do you do when something goes wrong? This work looks beyond the best-case scenario to give project managers, contractors, architects and engineers the tools to prepare effectively for the unexpected.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Lana, Kay Coble (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Bingley, UK : Emerald Publishing Limited, 2019.
Edición:First edtion.
Temas:
Construction industry > Risk management.
Production scheduling.
Strategic planning.
Construction > Industrie > Gestion du risque.
Ordonnancement (Gestion)
Planification stratégique.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Construction industry > Risk management
Production scheduling
Strategic planning
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Synopsis from Industry Professionals
  • About the Author
  • Purpose of This Book
  • Acknowledgments
  • Introduction
  • Chapter 1 Has It Ever Gone As Planned?
  • 1.1. Change Is the Only Constant
  • 1.2. Forms of Risk
  • Chapter 2 Who Benefits from Planning and How?
  • 2.1. Planning
  • 2.2. Scheduling
  • 2.3. Risk Identification.
  • 2.4. Benefits
  • Chapter 3 Real Construction Mitigation Case Studies
  • Case Study #1: Leadership Consistency, Scope Re-Design During Construction, Inflation, And Hurricanes, "Oh, My!"
  • 3.1. Project Scope
  • 3.2. Key Project Milestone Dates
  • 3.3. Practitioner Team Members
  • 3.4. Situation and Risks
  • 3.5. Mitigation Efforts
  • 3.5.1. Leadership Consistency
  • 3.5.2. Scope Changes & Schedule Mitigation
  • 3.5.3. Budget Control Risk Mitigation
  • 3.6. Practices
  • 3.6.1. Leadership Consistency Practices
  • 3.6.2. Scope Change and Time Management Practices
  • 3.6.3. Budget Control Practices.
  • 3.6.4. Environmental Risk Practices
  • 3.7. Final Outcome and Benefits
  • 3.7.1. Tangibles
  • 3.7.2. Intangibles
  • 3.8. Summation
  • Case Study #2: Team Integration, Decision-Making, and Schedule Reporting, are Critical Factors for Scheduling Success
  • 3.9. Project Scope
  • 3.10. Key Project Milestone Dates
  • 3.11. Practitioner Team Members
  • 3.12. Situation and Risks
  • 3.13. Mitigation Efforts
  • 3.13.1. Team Risk with Integration Mitigation
  • 3.13.2. Decision-Making Risk Mitigation
  • 3.13.3. Risk Mitigation through Schedule Reporting
  • 3.13.4. Environmental Risk Mitigation
  • 3.14. Practices.
  • 3.14.1. Team Integration and Decision-Making
  • 3.14.2. Information Management and Reporting
  • 3.15. Final Outcome and Benefits
  • 3.15.1. Tangibles
  • 3.15.2. Intangibles
  • 3.16. Summation
  • Chapter 4 Risk Management Matrix
  • 4.1. Part I: Risk Identification
  • Owner/End User Perspective
  • 4.2. Part II: Risk Identification
  • Design and Construction Perspective
  • 4.3. Part III: Risk Identification
  • Schedule Elements
  • Chapter 5 Communicating the Project Schedule and Change Management
  • 5.1. Part I: Communicating through Shared Language
  • 5.2. Part II: Achieving Mutual Agreement with the Baseline Schedule.
  • 5.3. Part III: Periodic Schedule Reporting
  • 5.4. Part IV: Perfecting Contractual Time Extension Requests
  • 5.5. Part V: Internal Reporting of Schedule Performance
  • 5.6. Part VI: Close-Out Executive Reporting
  • Chapter 6 Contingency Planning
  • 6.1. Part I: Understanding the Difference Between Contingency and Mitigation
  • 6.2. Part II: Reporting a Contingency Plan
  • Chapter 7 Implementing Mitigation Measures Through Technological Application of the Computer Scheduling Software
  • 7.1. Part I: Technical Parameters of Activities which Reduce Risk.

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