Management and administrative processes within the construction industry have been undergoing major changes in the last several decades. These changes have involved significant adjustments in management science and manage ment techniques, brought about by the need for contemporary valid informa tion with which to manage the construction process. In short, management in the construction industry is changing significantly; change will continue at an accelerated pace at least through the next decade. The responses required of construction industry management are now resulting in a movement away from an entrepreneurial management style to professional management tech niques and procedures. THE COMPELLING ECONOMIC ISSUES The issues forcing these changes are economic. The rising costs of construction and of money are forcing the buyers of construction services to be more demanding. Their demands are for more construction economies, more pro duction, and more productivity than at any time in the past. Nowhere has this been more evident than in the Business Roundtable on construction and in the response of the construction industry to it.· To be successfully responsive, management in the construction industry will be required to use the best project management methods available for cost control, schedule control, and for financial and accounting controls. But responsive professional management can survive and will flourish within this more demanding eco nomic environment. Front Matter....Pages i-xviii Front Matter....Pages 1-2 Work Environments within the Construction Industry....Pages 3-24 Common Descriptions of Work....Pages 25-36 The Project Statement of Expectations....Pages 37-49 Single Data Capture and Integrated Systems....Pages 50-56 Management Information Systems....Pages 57-67 Computer Applications....Pages 68-81 Project Statement of Expectations and Performance Models....Pages 82-94 Estimates and Budgets as Performance Models....Pages 95-109 The Schedule as a Performance Model....Pages 110-124 The Cost Curve and the Production Curve as Performance Models....Pages 125-134 The Planned Schedule of Values and Cash Income Curves as Performance Models....Pages 135-149 The Planned Cash Requirements Curve as a Performance Model....Pages 150-167 Production Forecasting and Analysis and Cash Analysis....Pages 168-201 Front Matter....Pages 203-204 Prebid Activities....Pages 205-224 Preconstruction Activities....Pages 225-240 The Construction Phase of the Project....Pages 241-258 Job Closeout....Pages 259-268 Contract Administration....Pages 269-292 Cash Management Information and Strategies....Pages 293-313 Front Matter....Pages 315-315 The Construction Team and its Working Relationships....Pages 317-333 Front Matter....Pages 315-315 Administrative Prerequisites to Starting Construction....Pages 334-343 The Game Plan and Making It Work....Pages 344-356 Production Management....Pages 357-373 The Turnaround Document and its Use....Pages 374-384 Performance Measurements....Pages 385-403 Front Matter....Pages 405-406 Schedule Update and Control....Pages 407-416 Projections to Completion....Pages 417-446 Update of Production Projections....Pages 447-457 Exception Reporting....Pages 458-467 Cost Control....Pages 468-479 The Schedule and other Informational Procedures....Pages 480-493 Back Matter....Pages 495-504
