The Managing Progress Module is to introduce tools, techniques and methodologies associated with Earned Value Management, that have been identified as being “best tested and proven” practices and which have been found to work on “most projects, most of the time”; provide a logical or rational sequence showing when those tools or techniques would normally and customarily be used and in selected instances, show how to use those tools/techniques and/or where to find additional information on how to use or apply them.

PROJECT MANAGEMENT IN THE CONSTRUCTION INDUSTRY Reader friendly guide to construction project management through the lens of PMI’s PMBOK® Guide, with management and leadership soft skills Comprehensive, up-to-date, and reader friendly, Project Management in the Construction Industry offers a construction-specific project management approach. This book focuses on project management in the construction industry, not just construction management—from project conception through to completion and even beyond. It includes guidance on project initiation in the private and public sector, real estate development, construction in the international environment, and key management and leadership soft skills for construction project management students entering the workforce. This book offers practical examples and exercises by chapter using a step-by-step approach and includes real-world case studies to further aid in practical application. The author’s well-known logical approach to the content allows readers to easily follow along and engage with the material. Instructors have access to an Instructor’s Manual with solutions to all exercises, sample quizzes and exams, and PowerPoint lecture slides through the book companion website. Written by a longtime professional and author with diversified and international experience in academia and industry, Project Management in the Construction Industry covers sample topics such as: Project life cycle and organization, covering why and how projects are initiated and pure project versus functional management Scope management, covering the decision making process, scope creep versus progressive elaboration, and cost of change versus time The planning phase, covering delivery methods and contract types, priorities, feasibility studies, and the “go” decision Project budgeting, financing, and cost management, covering direct versus indirect cost, classes and purposes of estimates, bonds and insurance, and the CSI MasterFormat Using a project management approach customized to fit the construction industry specifically, Project Management in the Construction Industry is an essential learning resource on the subject for all students in project management courses and related programs of study.

PROJECT CONTROL Reader-friendly, integrated approach to construction project cost and scheduling control, with all-new pedagogical elements The Second Edition of Project Control is an introductory practical guide that explores the reasons and methodologies for proper planning, monitoring, and controlling project costs and schedule and shows how productivity models are created, monitored, and controlled, as well as how corrective actions are implemented as deviations from the baseline occur. Project Control uses simple language to convey project control principles, making it an excellent resource to teach with and learn from in a classroom setting. This Second Edition has been updated with all-new pedagogical elements and ancillary materials for use in the construction project management classroom. This new edition features all-new sections on baseline scheduling, estimate development, probability analysis, and more. Written by Wayne Del Pico, a seasoned professional with over 40 years of experience in construction project controls, Project Control includes detailed information on: Role of the project manager, covering leading the project team, creating the project plan, developing the project schedule, and monitoring project progress over time Project control cycles, covering plans to achieve goals, executing work according to plan, identifying variations and their causes, and executive work and measure changes Pre-construction planning, covering key personnel and responsibilities and establishing baselines for schedule and cost control Budgeting, covering types of estimates, organization estimates, and harnessing the budget as a management tool Providing expert insight into the management skills of the project manager combined with the analytical focus of the accountant and the “big picture” oversight of the executive, Project Control is an essential resource for students in construction management programs and professionals in construction firms with specializations in long-term infrastructure projects.

The Managing People is to introduce the tools, techniques and methodologies, deemed appropriate to identifying, developing, preparing and compensating or rewarding people to work on or in support of projects, that have been “best tested and proven” and found to work on “most projects, most of the time”; provide a logical or rationale sequence showing when those tools or techniques would normally and customarily be used and in selected instances, show how to use those tools/techniques and/or where to find additional information on how to use or apply them.

Although projects always carry risk, too many projects run late or exceed their original budgets by eye-watering amounts. This book is a comprehensive guide to the procedures needed to ensure that projects will be delivered on time, to specification and within budget. Eight expert contributors have combined their considerable talents to explain all aspects of project control from project conception to completion in an informative text, liberally supported where necessary by clear illustrations. This handbook will benefit all project practitioners, including project managers and those working in project management offices. It will also provide an invaluable guide for students studying for higher degrees in project management and its associated disciplines.

In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the NRC to carry out a series of assessments of project management at the Department of Energy (DOE). This report, the 2003 Assessment, is the final one in that series. It presents an examination of DOE's progress in improving program management over the past three years including the Department's response to the recommendations of the previous assessments in this series. In addition to assessing DOE's progress, the report also describes opportunities for further improvement and gives a prognosis for future developments.

" TRB's Airport Cooperative Research Program (ACRP) Report 87: Procuring and Managing Professional Services for Airports provides guidance for procuring and managing professional services at airports for use by airport owners and operators. For the purposes of this report, professional services include planning, environmental, architectural and engineering, information technology, financial, legal, and other key professional services provided to airports. The report covers the procurement process, including scoping, pre-selection process, selection criteria, evaluation, and contract negotiations, and processes for managing professional services contracts. " -- Publisher's description.

Contains added chapters emphasizing the importance of choosing the correct project and defining project goals. Stresses the need for adequate front end loading (FEL) and outlines the responsibility of the venture manager in project selection. Provides updated case studies and examples on technical evaluation criteria, construction progress monitoring, offshore estimating, and more. The authors discuss such topics as initial involvement and plan of action, process design, regulatory compliance, risk analysis, project execution plan/master project schedule, estimating, contracting, detailed engineering, procurement, construction management, project control, contracts administration, communications, and plant start-up.

Many of the books on construction risk management concentrate on theoretical approaches to the accurate assessment of the overall risks of taking on a new project. Less attention is paid to the typical risks to which the operational level of a project is exposed and how operational managers should approach those risks during project implementation. This book identifies precisely where the major EPC/Design-Build risks occur within an operational framework and shows how best to deal with those risks. The book attempts to offer practical advice, approaches and tools for dealing with risks to which the various operational departments are exposed.

Before You Put the First Shovel in the Ground—This Book Could Be the Difference Between a Successful Mining Operation and a Money Pit Opening a successful new mine is a vastly complex undertaking, entailing several years and millions to billions of dollars. In today’s world, when environmental and labor policies, regulatory compliance, and the impact of the community must be factored in, you cannot afford to make a mistake. The Society for Mining, Metallurgy & Exploration has created this road map for you. Written by two hands-on, in-the-trenches mining project managers with decades of experience bringing some of the world’s most successful, profitable mines into operation on time, within budget, and ethically, Project Management for Mining gives you step-by-step instructions in every process you are likely to encounter. It is in use as course material in universities in Australia, Canada, Colombia, Ghana, Iran, Kazakhstan, Peru, Russia, Saudi Arabia, South Africa, the United Kingdom, as well as the United States. In addition, more than 100 different mining companies have sent employees to attend seminars conducted by authors Robin Hickson and Terry Owen, sessions all based around the material within this book. In the years following the first edition, the authors gratefully received a bevy of excellent suggestions from some 2,000 readers in over 50 countries. This helpful reader feedback, coupled with written evaluations from the more than 400 seminar attendees, has been an unparalleled source of improvement for this new book. This second edition is a significant accomplishment that includes 5 new chapters, substantial updates to the original 34 chapters, and 56 new or updated figures, flowcharts, and checklists that every project manager can use.