Essentials of Construction Project ManagementUNSW Press, 2003 - 416 lappuses This book has been written as a text and reference for project management courses in both undergraduate and postgraduate building construction management courses, and quantity surveying, architecture and civil engineering programs. Its focus is on the application of important issues of project management in the construction industry. |
No grāmatas satura
1.–5. rezultāts no 80.
ii. lappuse
... construction project management . Includes index . ISBN 0 86840 733 X. 1. Construction industry - Management . 2. Project management . I. Loosemore , Martin , 1962- . II . Title . ( Series : Construction management ) . 690.068 Printer ...
... construction project management . Includes index . ISBN 0 86840 733 X. 1. Construction industry - Management . 2. Project management . I. Loosemore , Martin , 1962- . II . Title . ( Series : Construction management ) . 690.068 Printer ...
iii. lappuse
... construction industry 57 Temporary employment and flexibility 58 Overcoming the problems associated with the division of labour 62 Centralisation versus decentralisation 62 Designing an appropriate organisation 65 Differentiation and ...
... construction industry 57 Temporary employment and flexibility 58 Overcoming the problems associated with the division of labour 62 Centralisation versus decentralisation 62 Designing an appropriate organisation 65 Differentiation and ...
iv. lappuse
... construction industry 216 The nature of groups 219 Formal and informal groups 225 The formation and development of groups 227 The need for managerial support in successful group formation 227 Group dynamics 229 Group roles 232 ...
... construction industry 216 The nature of groups 219 Formal and informal groups 225 The formation and development of groups 227 The need for managerial support in successful group formation 227 Group dynamics 229 Group roles 232 ...
v. lappuse
... construction industry 286 Reactive conflict management 287 Proactive conflict management 288 The identified causes of conflict 291 The root causes of conflict 296 Reactive management strategies 300 Conclusion 300 Exercises 301 CHAPTER ...
... construction industry 286 Reactive conflict management 287 Proactive conflict management 288 The identified causes of conflict 291 The root causes of conflict 296 Reactive management strategies 300 Conclusion 300 Exercises 301 CHAPTER ...
vi. lappuse
Atvainojiet, šīs lappuses saturs ir ierobežots..
Atvainojiet, šīs lappuses saturs ir ierobežots..
Saturs
Project management system | 13 |
CHAPTER 4 | 69 |
Culture shock | 82 |
Programs for managing cultural diversity | 98 |
Prepare a scope statement | 110 |
Feasibility analysis | 118 |
Develop a brief | 129 |
Appointment of the design leader | 136 |
Group behaviour | 241 |
Delegation | 259 |
Defining motivation | 265 |
Participatory management | 276 |
Radical views | 282 |
The identified causes of conflict | 288 |
Reactive management strategies | 296 |
the process | 302 |
Design process | 148 |
CHAPTER 7 | 155 |
Clients cost estimate | 162 |
CHAPTER 8 | 168 |
Tasks performed by a contractor | 175 |
Conclusion | 194 |
PART 3 | 207 |
The nature of groups | 216 |
The formation and development | 225 |
Conclusion | 232 |
Conclusion | 313 |
CHAPTER 15 | 319 |
Correlation of risk variables | 343 |
Conclusion | 364 |
Health and safety culture | 371 |
Explaining the model of accident | 377 |
Conclusion | 386 |
References | 392 |
Index | 404 |
Bieži izmantoti vārdi un frāzes
accidents achieve activities approach appropriate behaviour bid shopping bill of quantities building cent client co-ordination commonly communication completion concept stage conflict construction industry construction project construction schedule construction stage contingency contract contractor cost budget cost estimate culture decision-making decisions defined design and documentation design consultant design leader design stage design team dispute effective employees ensure environment Equity theory escalation example Fiedler contingency model formal functional goals identified impact important individual influence involves issues ject labour leadership style ment method monitoring motivation needs negotiation outcomes particularly performance person PMBOK potential pre-construction stage probability distributions problems production project cost project lifecycle project manager project manager's project objectives quantity surveyor racism relationships responsibility risk analysis risk management risk variables role Situational Leadership Theory skills specific strategy struction subcontractors task teamwork tender theory tion TRIANGULAR DISTRIBUTION Uher