Construction Project Management (48学时).ppt

ConstructionProjectManagement,主讲人：杨晓林管理学院营造与房地产系Tel:86402181Email:xlyoungxlyoung,教学环节安排和考试,教学环节课堂教学课后阅读课堂讨论考试安排试卷（开卷）平时成绩（出勤、课堂讨论、课堂回答问题）,1.TheConstructionIndustry,IntroductionWhatistheConstructionIndustryIndustrySectorsResearchandDevelopmentTrendsintheIndustryPromotingTheConstructionProfessionComputer-integratedConstructionConclusionProjectmanagementdigest,1.1Introduction,Constructionindustryismorebasictooureconomyandourdailylives.Thereisasynergybetweenconstructionandtechnologicaldevelopment,whichhasbeenfueledbyandinturn,fuelsconstructionactivity.Skyscraper-thedevelopmentofcheapmethodsofproducingironandsteel-theinventionoftheelevator-landownersweremotivatedtodevelop:higherreturn,1.2WhatistheConstructionIndustry,Constructionisbigbusiness.Itisthenationslargestsingleemployer.Constructionprojectscanbeawe-inspiringintheirbreadthandcomplexity.Theriskfactorismuchhigherinconstructionthanitisinotherindustries.Outsidefactors(governmentfunding,demographics,markettrends)UnpredictablenatureoftheworkitselfConstructionisastudyofcontrasts.,1.3IndustrySectors,ResidentialBuildingconstructionInfrastructureandheavyconstructionIndustrial,1.3.1TheResidentialSector,Itiscomprisedofindividualhomes,smallcondominiums,andapartmentcomplexes.Residentialconstructionusesfairlylowtechnology.,1.3.2BuildingConstruction,Itincludesofficebuildings,largeapartmentcomplexes,shoppingmalls,theaters,schools,universities,andhospitals.Thetechnicalsophisticationnecessaryforsuccessisgreaterthanintheresidentialsector.35percentoftheconstructionmarked.Requiretightqualitycontrol.Privatelyfunded.,1.3.3InfrastructureandHeavyConstruction,Itincluderoadways,bridges,canals,dams,andtunnels,andsoon.Infrastructureprojectsarepubliclyfundedanddesignedbycivilengineers.Itisbuiltbyheavyconstructioncontractorswhicharetendtobeverylarge.Infrastructureprojectstendtolastforalongtimeandtocontinuedespiteregionaleconomicupsanddowns.,1.3.4Industrial,Steelmills,petroleumrefineries,chemicalprocessingplants,andautomobilesareallexamplesofindustrialfacilities.Qualityandtimeareextremelyimportantintheseprojects.Onlyafewdesignersandbuildersarequalifiedtoworkonanyparticulartypeoffacility.Opportunitiesinthissectorhavegrown.,1.4ResearchandDevelopment,Thereislittleincentiveforindividualcompaniestoinvestinresearchanddevelopment.Mostconstructiontechnologiesarenotpatentable.Internationalcompaniesarestartingtochallengetheseprofile.JapanesecompaniesCenterforBuildingTechnologyandtheConstructionIndustryInstitute,1.5TrendsintheIndustry,Theconstructionindustryhasanimageproblem.Todaysyouthranksconstruction248thoutofapossible250careerchoices.Theindustrysimageisfurthertarnished.Constructionisoneofthenoblestprofessions.,1.6PromotingTheConstructionProfession,Theconstructionindustryfacesanagingworkforce,decliningnumbersofeighteen-year-oldsenteringtheindustry,jobentrantswithlowerliteracyrates,andanindustrywithdecliningfinancialbenefits.Youngpeoplewhowanttorunconstructionprojectsshouldconsidermajoringinconstructionmanagementorbuildingconstruction.ConstructorsshouldpursuecertificationfromtheAmericanInstituteofConstructorsortheConstructionManagementAssociationofAmerica.Onechallengeforthefuturewillbetoeducatepeopleabouttheindustry.,1.6.1ConstructionEthics,Amembershallhavefullregardtopublicinterestinfulfillinghisorherprofessionalresponsibilities.Amembershallnotengageinanydeceptivepractice,orinanypracticethatcreatesanunfairadvantageforthememberofothers.Amembershallnotmaliciouslyorrecklesslyinjureorattempttoinjuretheprofessionalreputationofothers.Amembershallensurethatwhenprovidingaservicethatincludesadvice,suchadviceshallbefairandunbiased.,1.6.1ConstructionEthics,Amembershallnotdivulgetoanyperson,firmorcompany,informationofaconfidentialnatureacquiredduringthecourseofprofessionalactivities.Amembershallcarryouthisorherresponsibilitiesinaccordancewithcurrentprofessionalpractice.Amembershallkeepinformedofnewconceptsanddevelopmentsintheconstructingprocessappropriatetothetypeandlevelofhisorherresponsibilities.,1.6.2Demographics,Demographicswillshapetheconstructionindustryofthefuture.Thefieldneeds200,000newemployeeseachyear,thesepositionshavebeendifficulttofill.Thebabybustbetween1965and1976TheindustrysimageproblemTheretirementofthousandsoflong-timecraftsmenTheindustryhastakenstepstorectifytheseproblemsResearchanddevelopmentshouldreducetheneedforworkersthroughbettertechnologyandproductivityBetterrecruitmentandretentionwillstabilizetheworkforceThesecondbabyboomfrom1977to19994willrepopulatetheworkforceaftertheturnofthecentury.,1.6.2Demographics,Demographicswillplayabigroleinthedirectionofconstruction.Thesedemographicsindicatefutureconstructionneeds.Americansareolder,livinglonger,andlivinginsmallerhouseholdsTheyaremoreraciallyandethnicallydiverse.Babyboomers,about77millionpeople,haveconsiderableinfluenceoverspendingpatterns.Thesechildrenarenowpouringintoagingschoolsthatofternneedtobereplaced.Peopleputsstrainsonhealthcarefacilitiesandcreatesadditionalneedforassistedlivingfacilities.,1.6.3Opportunities,Increasedproductivityisthegreatestuntappedareaforimprovementintheconstructionindustry.Theultimatesuccessoftheconstructionindustrymaylieinitsabilityfoformacollectiveagenda.,1.7Computer-integratedConstruction,TheconceptofCICBenefitsofCICProblemsTrends,1.7.1TheconceptofCIC,TheconceptofCICTechnicalinformationisenteredintothecomputersystemonceandinstantlymadeavailableelectronicallytoallprojectteammembers.Traditionally,projectinformationwaspassedonlinearly.ownerrequirementsweregiventothedesigner;designinformationwaspassedontothegeneralcontractor,thebuilder,andthesubcontractors,andsoforth.CICcreatesacentralelectronicrepositorythatallteammemberscanaccess.,Figure1.11Technicalinformationtraditionallyflowslinearlythroughthedesign/buildprocess,Ownerrequirements,Design,Estimate,schedule,bid,purchase,Shopdrawings,Constructioncoordination,Recorddrawings,operations,Figure1.12computer-integratedconstructioncreatesanopendatabasethatgiveseachteammemberdirectaccesstoimportantinformation,Opendatabase,Estimate,Estimate,Schedule,Purchase,Design,Construction,Projectmanagement,Recorddrawings,Operations,1.7.2BenefitsofCIC,Anarchitecttransmitscomputer-aideddesign(CAD)filestoacomstructionmanager,whoautomaticallyextractsareasandquantitiesforanaccurateprogressestimateandschedule.Asthedesignisrefined,soaretheestimateandtheschedule.Estimatequantitiesareelectronicallylinkedtothescheduleforprojectingthevalueofworkinplace.Thisallowsforeasierandfasterconstructionofcost-loadedcriticalpateschedule.,1.7.2BenefitsofCIC,Suppliersdatabasesaremadeelectronicallyavailabletodesignersandbuilders,whoextractspecification,pricing,andavailabilityinformation.Forexample,usingacommonsymbollibrary,adesignerclicksthe“door”symbol;alldoorsuppliersarelisted.Thedesignerclicksaparticularprice;availabilityinformationislisted.Aprojectsfieldofficeiselectronicallylinkedtothehomeofficeanddesignconsultantsforcommunicatingup-to-datedesign,schedule,andcostinformation.Forexample,adesignconsultantinaremotelocationtransmits,rotates,andexplainsaconstructiondetailonafieldsuperintendentscomputer.,1.7.3Problems,CICtechnologyattemptstoseamlesslylinkthemanyknowledge-basedoperationsthatoccuronaproject.Theprojectteamisdefinedbythetimeandlocationoftheinformation,notthegeographyoftheofficeorthepeople.CICtechnologyisstillnotacompletereality.CICisnotatechnicaladvancethatcanoccurwithinasinglecompany,butmustoccurasanindustry,nationallyandeventuallyinternationally.,1.7.4Trends,EnhancerelationsAmongthepartiesinvolvedandthemethodsofcommunicationAbilitytocompeteinternationallyU.S.firms16%,Europes53%,Japans20%(Internationalmarket).Foreignfirms2%(U.S.market)TakeseveralstepsPartnershipStrongtechnicalskillsandinnovativeprocessesComputertechnologyOpportunitiesInfrastructure-Refurbishmentandreplacement,1.8Conclusion,Theconstructionindustrywillcontinuetoplayakeyroleinsociety.Theopportunitiesinconstructionareendless.Thefutureofconstructionisanexcitingone.InvestinresearchanddevelopmentUndertakepubliceducationaboutthefieldCreatenew,nontraditionalpartnership,1.9ProjectManagementDigest,Whatisaproject?Characteristicsofinternationalconstructionprojectsandmanagerialimplications,WhatisaProject,Aprojectisatemporaryendeavorundertakentocreateauniqueproductorservice.thecharacteristicsofprojecthasauniqueandclearterminaltargethasadefinitebeginningandadefiniteend.constrainedbylimitedresources,CharacteristicsofInternationalConstructionProjectsandManagerialImplications,BuiltwhereverrequiredSubjecttolocalenvironmentalconditionsLarge,expensive,bulkyproductUniquedesignFast-moving,intenselevelofresourcedemandThenatureofconstructionactivitieschangesduringtheproject,BuiltWhereverRequired,Internationalconstructionisahighlymobilebusiness.Clientsofitsproductsarespreadworldwide,itisoneofthemostbasicindustries,supportingtheneedsofthehumanraceforshelterandmobility,andenclosingandfacilitatingallotherindustries.Constructionfirmshavetoseekoutworkwhereveritisrequired.,Managerialimplications,Constructionfirmsmustseeknewworkcontinually.Staffhavetomovefromprojecttoproject,ratherthanhaveajobthatissettledinoneplace,whichmakesrecruitmentandretentionofgoodpeopleverydifficult.Iftheprojectisremotefromheadquarters,thepeoplewiththebestunderstandingoftheworkareactuallyontheprojectsite,SubjectToLocalEnvironmentalConditions,Constructionprojectswillalmostalwaysbeconstructedonthegroundandexposedfullytothelocalenvironment.Oneofthemostcommoncausesoftechnicalproblems,andconsequentlyofdisputebetweenthepartiestothecontract,isunexpectedgroundorothersiteconditions.,Managerialimplications,Majorproblemscanbecausedbyinadequateinvestigationofthesiteandground.Allreasonableactionsshouldbetakentoavoidthis.Thelocalclimateandseasonalvariationswillhaveaverysignificanteffectonproductivity.Thesemustbeinvestigatedfully,andtheconsequencesassessed.Boththesemanagerialimplicationsindicatetheneedforacompetentandadequatelyresourcedplanningfunction,Large,Expensive,BulkyProduct,Majorinternationalconstructionprojectsusuallycostvastsumsofmoney,haveprojectdurationsmeasuredinyears,andmostofthematerialsusedareheavy,bulkyandofrelativelylowvalue.,Managerialimplications,Evenlargecompanieshavefewproductsatagiventime-tenmajorprojectsmaybemorethanadequateformostcompanies.Consequently,identifyingandwinningsuitableprojectsiscruciallyimportant,andsoisgettingattherightprice.,Itisextremelyunlikelythatacompanywillimportalltheresourcesandskillsthatarerequiredfortheproject.Thus,athoroughsurveymustbemadeoflocalresourcesandskills,theiravailability,qualityandcost.So,thereisclearlyaneedforaneffectivemanagementfunctionfortheacquisitionofresources,orprocurementasitiscommonlyknown.,Managerialimplications,Managersarethereforefacedwiththetaskofbringingtogetheradiverseselectionofresources,ofwhichmanywillbeunfamiliartothem.Thebasicmanagementfunctionsofcoordinatingandcommunicatingwillhavetobedonewell.Withasignificantproportionofskillsandresourcesbeingobtainedlocally,managingthecompanysownstaffmemberseffectivelyisofparamountimportant.,Managerialimplications,UniqueDesign,Mostconstructionprojectareunique:Eachstructureistailoredtosuititsenvironment,arrangedtoperformitsownparticularfunction,anddesignedtoreflectpersonaltastesandpreferences.Inaword,itisdesignedforaspecificpurposeinaspecificlocation,Managerialimplications,Thedesign,togetherwiththeconstructionprocess,mustbeassessedverycarefullyandthoroughly,inanattempttoidentifydeficienciesandpotentialproblems.Thisispartoftheriskmanagementfunction,whichaimstoidentifyandevaluatealltherisksofeachproject.,Managerialimplications,Themanagementstaffontheprojectmustbecapableofdealingwithunexpectedproblems.Thisrequiresinnovative,problem-solvingattitudes,andtheabilitytomaintaincontrolindifficultcircumstances,andwhenplansdonotworkout.Planningmustallowforthingstogowrong,somustnotbetoodeterministicandrigid.Plansmustexpectthebestandpreparefortheworst.,Fast-moving,IntenseLevelOfResourceDemand,Externalforcesdictatethatmostmajorprojectsarebuilttoafasttime-scale.Theenormousexpenseofmajorprojectsconcentratesthemindsoftheclientongettingthefacilityintoserviceasfastaspossible,sothatthebenefits,whichmaybeeconomic,political,orsocial,canberealized.,Managerialimplications,On-sitedecision-makingisofparamountimportance.Thereisoftennottimetoreferbacktoheadquartersfordecisions,ortoundertaketime-consuminganalysesofalternativesolutionstoproblems.Theneedtomaintainprogressisparamount,sodecisionsoftenhavetomadequickly.Howeverwell-plannedthevoyage,thereisalwaysaneedforanoccasionaldetourtoavoidaproblem,toachievethesameoverallresult.Managersreallyhavetoconcentrateonthemostimportantaspects.Identifyingexactlywhattheimportantaspectsareisoneoftheprimeskillsofmanagement.,TheNatureOfConstructionActivitiesChangesDuringTheProject,Allprojectorganizationsaredynamic,changinganddevelopingthroughouttheproject.,Managerialimplications,Thedemandsonmanagement,workforceattitudesandcomplexityofthecontrolprocesswillbequitedifferentineachofthesephases,requiringarollingwaveapproachtoorganization.Thereforemanyofthemanagementsystemsandpersonnelwillchangeduringtheproject.Clientstendtobemorefamiliarwiththefinishedfacility,andmayfinditdifficulttorelatetotheearlierphases.,Classquizzes,Whatsyourideaabouttheissueasfollows?Orwhatkindsofconclusiondoyougetfromparagraphsasfollows?PleasewriteapapertoshowyourideasonitinEnglish.The“lifecycle”ofcostsandbenefitsfrominitialplanningthroughoperationanddisposalofafacilityarerelevanttodecisionmaking.Anownerisconcernedwithaprojectfromthecradletothegrave.Constructioncostsrepresentonlyoneportionoftheoveralllifecyclecosts.Optimizingperformanceatonestageoftheprocessmaynotbebeneficialoverallifadditionalcostsordelaysoccurelsewhere.Forexample,savingmoneyonthedesignprocesswillbeafalseeconomyiftheresultisexcessconstructioncosts.,2.ProjectParticipants,IntroductionOwnersDesignProfessionalsConstructionProfessionalsTheAdvantagesofUnionVersusMeritShopsOtherParticipantsOrganizationofCompanies,2.1Introduction,Constructionprojectsarebornfromideas.Thischapterconcentratesonthepeoplewhofilltherolesofowner,designer,andconstructor.AtfirstglanceAcloserlookThecloseryouexaminethem,themorecomplicatedandindistincttherolesbecome.Ifweconsiderhowthemanagementoftheprojectsisarranged,weseeanotherlayerofcomplexityaddedtotheseroles.Thischapterdiscussestherolesofowner,designer,andconstructorasseparateanddistinct.,2.2owners,Ownerscanbeindividualsseekingahomefortheirgrowingfamily,alargeorganizationrespondingtoachangeintechnology,amunicipalityseekingtoimproveitsinfrastructure,oradeveloperworkingtomakemoneybyfillingaperceivedmarketneed.ToidentifytheneedTofinanciallybacktheprojectThesourceofthatfinancingpartlydefinesthetypeofowner.,2.2.1PublicOwners,ConstructionisdoneWithpublicmoneyCombinespublicfundingwithprivatemoneyAgenciesrepresentthepublic,2.2.2PrivateOwners,Constructionisfinancedthroughprivateownership.HomeownerMultinationalcompanydeveloper,2.2.3OwnerRepresentatives,OwnerrepresentativesFacilitymanagersarethemostcommonprofessionalownerrepresentatives.Outsideconsultantstomanageconstructionprojects.Abuildingcommitteeisanotherformofownerrepresentation.Theownersareprimarilyconcernedabouttheirneedsandtheirmoney-ascopeofworkandabudgetOwnersrepresentaspecificinterestduringtheprojectslife.,2.3DesignProfessionals,Architectsandengineersaretheprincipledesignersofconstructionprojects.Eachprofessionalcontributestoprojectsindifferentways.Whetheranarchitectoranengineeristheleaddesignerdependsonthenatureoftheproject.,2.3.1Architects,ArchitectsarethestarsofthebuildingindustryAnarchitectsresponsibilitiesaretotranslateanddevelopandownersrequirementsandgraphicallyrepresentthemsothatthecontractorcanaccuratelyprice,schedule,andimplementthedesign.Architectsareusuallytheprincipaldesignersonbuildingprojects,butmanyotherprofessionalscontributetotheirwork,includingspecificationwriters,computer-aideddesignoperators,interiordesigners,andlandscapearchitects.,2.3.2Engineers,Engineersresponsibilityonprojectsisvaried,dependingontheirdisciplineEngineersareregulatedbyprofessionallicensingrequirementsEngineershavemanycareeroptionsStructuralengineersMechanicalengineersElectricalengineersCivilengineerssurveyors,2.4ConstructionProfessionals,ConstructorsSpecialtycontractorsThetradesMaterialsuppliersEquipmentsuppliers,2.4.1Constructors,Constructoristhegeneraltermusedtodefinetheprofessionalresponsibleforallconstructionactivities,whetherheorsheworksasageneralcontractororaconstructionmanager.Constructionoffersmanyoptions.EstimatorsSchedulersPurchasingagentsConstructionpersonnelaretrainedinavarietyofways.,2.4.2SpecialtyContractors,Generallyknownassubcontractors,thesespecialtyfirmsincludemechanical,electrical,excavation,anddemolitioncontractors.,2.4.3TheTrades,Thetradesformthecoreoftheconstructionindustryaconstantthroughoutitshistory.Oncomplexsites,asmanyasfifteendifferenttradesmaybeworkingonagivenday.Peopleinthetradeshaveagreatdealofspecializedknowledge.,2.4.4MaterialSuppliers,Materialsandbuildingcomponentsaremanufactured,fabricated,andsometimesinstalledbysuppliers.Suppliershaveformedtradeassociationsthatestablishalevelofqualityforeachproductandstandardizecertaincharacteristics.,2.4.5EquipmentSuppliers,Thepeoplewhosupplythisequipmentofferitforsaleorrent.Amajordifferencebetweenequipmentandmaterialisthattheequipmentdoesnotbecomepartoftheprojectattheend.,2.5OtherParticipants,FinancialinstitutionsandgovernmentagenciesInsurancelawyers,2.6OrganizationofCompanies,Somecommonstaffpositionsindesigncompanies:ProjectmanagerClerkoftheworksJobcaptainInconstructioncompanies,project-relatedpositionsmightbelocatedinthefield.ConstructionprojectmanagerSuperintendentFieldengineer,2.7Conclusion,Thepeopleinconstructioncoverawiderangeofskillsandexperience.Theindustryischanging.TherolesofindividualsdistinctUnderstoodbyallparticipantsTheserolesareshiftingandmerging,3.OrganiaingandLeadingtheConstructionProject,IntroductionOrganizingandManagingTotalQualityManagementLegalFormsofOrganizationsLeadership,3.1Introduction,Theconstructionindustryneedsleaders.Theindustrydesperatelyneedspeoplewhocanmakesoliddecisions