Construction and building industry Books

Book Synopsis* One of the first books to address mediation for construction disputes. * Mediation of growing importance for setting commercial disputes. * The author, a construction professional, has extensive experience in conducting mediations and training. .Trade Review"The author, I confess, is a favourite of mine. Being a one-time QS, he understands how the construction industry operates. The book shows us how he manages mediation. It is a useful insight." –Tony Bingham, Building "This is a good book for a construction mediator … I certainly found it full of iseful tips and insights … An easy and concise read." –Academy of ExpertsTable of ContentsAcknowledgements. Forward. Introduction. Chapter 1 The Construction industry is great at creating disputes. Contractual. The no contract scenario. The ‘is there/is there not’ a contract scenario. Incompatible contracts. All-risk contracts. Unrealistic performance criteria. Financial. A low-margin industry. Claim cultures. The squeeze game. Culture. Adversarial. Fragmented. High failure rate. Complexity. Incurable optimism. External factors. Weather-sensitive. Consultants. Government legislation. Why people get into disputes. Communication. Personality. Interpretation. Chapter 1 in a nutshell. Chapter 2 The Dispute Resolution options. Consensual methods of resolving disputes. Negotiation. Conciliation. Mediation. Arb/Med and Adj/Med. Court Settlement Procedure. Resolving disputes through recommendation. Neutral fact-finding. Dispute Review Boards. Early Neutral Evaluation. Mediator recommendation. Conciliation. Imposed solutions to disputes. Med/Arb and Med/Adj. Adjudication. Ombudsman. Expert Determination. Tribunals. Arbitration. Litigation. Why traditional methods fail the parties. Inherent injustice. Cost and Time. Adjudication is not the ‘Saviour’. The better options for Dispute Resolution. Consensual Processes. Partnering. Dispute Avoidance. Chapter 2 in a nutshell. Chapter 3 The case for the Mediation of Construction Disputes. Better deals. Speed and economy. Flexibility in process and outcome. Finality of outcome. Mediator ‘added value’. Getting off the treadmill. Ongoing relationships. Day in Court. Commercial v Legal. It adds another layer of cost. It is too ‘touchy-feely’. Mediation is non-binding and has no teeth. Mediation is all about compromise. Mediation is all talk, no commitment. Chapter 3 in a nutshell. Chapter 4 Preparing for Mediation. Typical framework. Stages of mediation. Preparation by the Mediator. Preparation by the Parties. When to mediate. How long should the mediation take?. Who to choose as Mediator. Mediator fees. Co-Mediation. Assistant Mediators. Conflicts of interest. Documents. Where to mediate. Who attends?. Authority. Who presents?. Dry run?. Pre-mediation meeting. Pre-mediation contact. The Mediation Agreement. Risk analysis. Anticipate the settlement. Chapter 4 in a nutshell. Chapter 5 Presenting at the Mediation. Arrival. Pre-Meeting. Initial joint meeting. Using the joint meeting. Exploring stage. Giving and receiving information. Idle time. Other’s shoes. Non-financials. Chapter 5 in a nutshell. Chapter 6 Negotiating at the Mediation. Negotiation zones. Reviewing. Bottom lines. Negotiation strategy. Incompatible styles. First offers. Offer logic. Getting into deadlock. Pain-pain. Keeping options open. Non-financials. And finally. Chapter 6 in a nutshell. Chapter 7 Concluding the Mediation. Finality. Deals with dignity. Part-deals. No deal. Writing the settlement agreement. What can go wrong?. Cooling off period. Mediator recommendation. Mediator liability. Chapter 7 in a nutshell. Chapter 8 Roles in Mediation (who does what?). Client. Legal advisor. Counsel. Experts. Consultants. Support staff. Mediator. Assistant. Co-Mediator. Chapter 8 in a nutshell. Chapter 9 Avoiding disputes in the Construction Industry. The positive side of conflict. Creating a culture that is positive. Twelve rules and challenges. 1. Establish clear, simple and constant lines of communication. 2. Establish clear roles, responsibilities, accountabilities and systems. 3. Practice (and therefore model) openness/transparency. 4. Build trust from the start; co-operate rather than confront. 5. acknowledge problems, don’t bury them. 6. Treat mistakes as learning points, not blame-makers. 7. Get the ‘headline’ agreed. 8. Listen, an show that you have heard. 9. Establish what parties need, rather than what they claim. 10. Involve a neutral early when disagreements are unresolved. 11. Re-evaluate agreements and headlines in the light of resolution. 12. Re-commit to the relationship/contract. Partnering. Chapter 9 in a nutshell. Chapter 10 The Mediation Landscape. Deal Mediation. What is it?. What does the Deal Mediator do?. Difference between a Deal Mediator and Dispute Mediator. Project Mediation. Dispute Mediation. Facilitation. Preparing for the Facilitation. Agenda. Structure of the day. Open space. Role of Mediator as Facilitator. Consensus-building. Bespoke Mediation processes. Construction Conciliation Group. RICS Neighbour Dispute Service. Tiered Resolution. Chapter 10 in a nutshell. Chapter 11 Conclusion – how to win at Mediation. Prepare well. Chose the right Mediator. Get the best out of the opening joint session. Co-operate. Have a drink!. And remember. Appendix. Summary of relevant law. Risk Analysis checklist. Decision tree. Pre-mediation checklist. Typical Mediation Agreement. Typical Settlement Agreement. Mediation Providers

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Book SynopsisLiability for the design of a building or structure is of fundamental concern to construction professionals, design-build contractors, specialist sub-contractors, and lawyers. Although other texts cover a wide range of aspects of liability, only Cornes and Lupton's Design Liability in Construction draws together all those matters that relate specifically to design. A number of factors have come together recently and are addressed in this significant update and rewrite of the 4th edition, including: popularity of design & build procurement partnering arrangements and early contractor involvement new standard forms of construction contract and appointment, and revisions to older forms technical innovations in construction collaborative working and BIM systems many well-publicised cases regarding design failures significant developments in the law of tort and professional liability the developmentTable of ContentsAcknowledgements vii Preface ix 1 The Industry Context 1 1.1 What is design? 1 1.2 Procurement routes 3 1.3 The construction professions: who are the designers? 10 2 Liability under Contract 19 2.1 Formation of a contract 20 2.2 Terms of the contract 26 2.3 Exemption clauses 32 2.4 Privity of contract 34 2.5 Assignment 35 3 Liability under Tort: Part 1 37 3.1 Definition of a tort 38 3.2 Liability and parties in tort 38 3.3 Vicarious liability 38 3.4 Negligence 40 3.5 Historical perspective 43 3.6 Anns v Merton London Borough Council (1978) 45 3.7 Junior Books (1983) 47 3.8 1985–1988: the retreat 48 3.9 D & F Estates Ltd v Church Commissioners for England (1988) 50 3.10 Murphy v Brentwood District Council (1990) 52 3.11 Tests for establishing a duty of care in respect of economic loss 54 3.12 Contract and tort concurrently? 55 3.13 Summary of the position in 1994 58 4 Liability under Tort: Part 2 (Post-Murphy) 59 4.1 Liability for physical injury and damage to other property 59 4.2 The ‘complex structure’ theory after Murphy 60 4.3 What if a defect is patent? 64 4.4 Liability for economic loss 65 4.5 Application of the tests following Henderson v Merrett 67 4.6 Contractors’ liability for pure economic loss 69 4.7 Consultants’ liability for pure economic loss 77 4.8 Summary of the position in 2013 79 5 Liability under Statute 81 5.1 Defective Premises Act 1972 82 5.2 Building Act 1984 88 5.3 Health and safety 89 5.4 Copyright 91 6 Liability for Professional Negligence 97 6.1 Reasonable skill and care 97 6.2 Application of the test to designers 99 6.3 Examples of failure to take care 100 6.4 Special skills 104 6.5 ‘State of the art’ defence 105 7 ‘Fitness for Purpose’ Liability 107 7.1 Contractors’ obligations 107 7.2 Reliance and partial reliance 115 7.3 Consultants and strict liability 120 7.4 Contractor’s duty to warn 124 8 Duties in Detail 133 8.1 General duties of a designer 133 8.2 Appraisal and site investigation 135 8.3 Budget issues 144 8.4 Design development 147 8.5 Commenting on/approving others’ designs 153 8.6 Inspection and certifi cation 157 8.7 Duty to review the design 172 9 Delegation of Design Duties 183 9.1 General issues 183 9.2 Option 1: Declining the commission 184 9.3 Option 2: Employer engages a specialist consultant direct 184 9.4 Option 3: Designer engages specialist designer direct 187 9.5 Option 4: Designer arranges for a contractor or sub-contractor to undertake the work 188 9.6 Option 5: Designer relies on outside sources 194 9.7 Is there a difference between delegation and reliance? 195 9.8 Summary of options 196 10 Liability to Third Parties: Procurement Issues 199 10.1 Relationship between contract and tort 199 10.2 Liability in particular situations 204 10.3 Warranties 215 10.4 Collaborative working 225 10.5 BIM 227 10.6 Insurance solutions 233 11 Damages and Contribution 235 11.1 General principles 235 11.2 Damages and designers 242 11.3 Contributory negligence and contribution 249 11.4 Damages recoverable on assignment 254 12 Limitation 259 12.1 Statutory periods 260 12.2 Limitation and contract 264 12.3 Limitation and tort 267 13 Measures for Limiting Liability 277 13.1 Using fi nancial caps 279 13.2 Limiting liability for loss of profits and consequential losses 282 13.3 Net contribution clauses 282 13.4 Agreeing shorter periods for limitation of liability 285 14 Standard Forms of Contract for Design-Build 287 14.1 Joint Contracts Tribunal (JCT) forms 287 14.2 GC/Works/1 forms 302 14.3 NEC3 Engineering and Construction Contract (ECC) 307 14.4 Project Partnering Contract (PPC2000) 309 14.5 FIDIC forms 311 15 Standard Forms of Appointment 317 15.1 RIBA 317 15.2 ACA 320 15.3 ACE 321 15.4 ICE 322 15.5 RICS 323 15.6 CIC 325 15.7 Novation and Switch Agreements 327 16 Professional Indemnity Insurance 329 16.1 General 329 16.2 Principles of professional indemnity insurance 330 16.3 The professional indemnity policy (consultants) 341 16.4 Avoiding disputes with insurers 345 16.5 Professional indemnity insurance for design and build contracts 347 16.6 Professional indemnity – changing insurers 352 16.7 Other types of insurance 353 17 Design Liability in the EU 357 17.1 Belgium 358 17.2 France 361 17.3 Germany 364 17.4 Italy 368 17.5 The Netherlands 371 18 Design Liability in the Rest of the World 375 18.1 Australia 375 18.2 China 379 18.3 The Middle East 383 18.4 Russia 388 18.5 USA 391 Bibliography 397 Cases and Legislation 401 Index 423

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Book SynopsisDisasters threaten all parts of the world and they appear to be increasing in frequency, scale and intensity. Despite huge improvements in the emergency response, permanent reconstruction is often uncoordinated, inefficiently managed and slow to begin. International agencies are geared to an efficient response in terms of humanitarian relief, but they are not well versed in the requirements of long-term reconstruction, which is often constrained by lack of planning and poorly coordinated management. The construction industry is typically engaged in a range of critical activities after a disaster, including provision of temporary shelter in the immediate aftermath and restoration of permanent shelter and public infrastructure once the immediate humanitarian needs have been attended to. Post-Disaster Reconstruction of the Built Environment identifies the challenges that face the industry and highlights best practice to enable the construction industry to address those problemsTrade Review"Written by an international team of experts, this book will help researchers and advanced students of construction understand the problems faced by communities and the construction industry when faced with a natural or man-made disaster, and identify the planning and management processes required by the industry to mount an effective response." (MCEER Information Service, 2011) Table of ContentsAbout the Editors. List of Contributors. Foreword. Acknowledgements. 1 Introduction (Richard Haigh and Dilanthi Amaratunga). 1.1 A global challenge. 1.2 Why focus upon the built environment? 1.3 Resilience in the built environment. 1.4 Disasters as a window of opportunity. 1.5 Structure of the book. 2 Capacity Development for Post-Disaster Reconstruction of the Built Environment (Kanchana Ginige and Dilanthi Amaratunga). 2.1 Introduction. 2.2 Capacity needs for post-disaster reconstruction. 2.3 Capacity gaps in post-disaster reconstruction. 2.4 Capacity development framework. 2.5 Summary. 3 Capacity of the Construction Industry for Post-Disaster Reconstruction: Post-Tsunami Sri Lanka (Krisanthi Seneviratne). 3.1 Introduction. 3.2 Impact of tsunami. 3.3 Disaster risk management. 3.4 Role of the construction sector in post-disaster recovery. 3.5 Post-tsunami Sri Lanka: the role of the Sri Lankan construction industry. 3.6 Capacity of the construction industry in post-tsunami reconstruction. 3.7 Summary. 4 Resourcing for Post-Disaster Reconstruction: A Longitudinal Case Study Following the 2008 Earthquake in China (Yan Chang, SuzanneWilkinson, Regan Potangaroa and Erica Seville). 4.1 Introduction. 4.2 The impact of the 2008Wenchuan earthquake. 4.3 Wenchuan earthquake reconstruction process. 4.4 Resourcing forWenchuan earthquake reconstruction. 4.5 Key resourcing problems and solutions adopted by the Chinese reconstruction teams. 4.6 Summary. 5 Empowerment in Disaster Response and Reconstruction: Role ofWomen (Nirooja Thurairajah). 5.1 Introduction. 5.2 The concept of empowerment. 5.3 Women's empowerment. 5.4 Women in a post-disaster setting. 5.5 Women's empowerment in post-disaster reconstruction. 5.6 Summary. 6 Community-Based Post-Disaster Housing Reconstruction: Examples from Indonesia (Taufika Ophiyandri). 6.1 Introduction. 6.2 Disaster vulnerability. 6.3 National policy. 6.4 Community participation in reconstruction. 6.5 Community-based reconstruction practices. 6.6 Summary. 7 Stakeholder Consultation in the Reconstruction Process (Nuwani Siriwardena and Richard Haigh). 7.1 Introduction. 7.2 Defining stakeholders. 7.3 Stakeholders and post-disaster reconstruction. 7.4 Classifying stakeholders. 7.5 Expectation gaps in post-disaster housing reconstruction. 7.6 Developing a stakeholder engagement strategy. 7.7 Summary. 8 ProjectManagement of Disaster Reconstruction (Udayangani Kulatunga). 8.1 Introduction. 8.2 Procurement and contract management. 8.3 Sourcing of labour, material and equipment. 8.4 Resource management. 8.5 Quality control. 8.6 Financing. 8.7 Governance. 8.8 Disaster risk reduction. 8.9 Summary. 9 Legislation for Effective Post-Disaster Reconstruction: Cases fromNew Zealand (James Olabode Rotimi, SuzanneWilkinson and Dean Myburgh). 9.1 Introduction. 9.2 Recovery and reconstruction. 9.3 Legislative and regulatory considerations post disaster. 9.4 Improving recovery through legislation. 9.5 Impediments to post-disaster reconstruction: the New Zealand Building Act (BA) 2004. 9.6 New Zealand Case Study 1: Manawatu-Wanganui Floods, 2004. 9.7 New Zealand Case Study 2: Matata (Bay of Plenty) Floods, 2005. 9.8 Lessons for post-disaster legislation changes. 9.9 Summary. 10 Conflict, Post Conflict and Post-Conflict Reconstruction: Exploring the Associated Challenges (Krisanthi Seneviratne and Dilanthi Amaratunga). 10.1 Introduction. 10.2 Conflicts. 10.3 Conflict circle. 10.4 Post conflict. 10.5 Post-conflict reconstruction. 10.6 Summary. 11 Private Construction Sector Engagement in Post-Disaster Reconstruction (Richard Sutton and Richard Haigh). 11.1 Introduction. 11.2 Challenges in post-disaster reconstruction. 11.3 What is the role of the private sector? 11.4 Business and humanitarian collaborations. 11.5 Corporate social responsibility. 11.6 Encouraging private sector participation. 11.7 Integrating private construction sector support for post-disaster reconstruction. 11.8 Summary. 12 KnowledgeManagement Practices and Systems Integration (Chaminda Pathirage). 12.1 Introduction. 12.2 Disaster management cycle. 12.3 Knowledge management in disaster management context. 12.4 Sharing and transferring disaster management knowledge. 12.5 Case studies of good practices and lessons learned. 12.6 Capacity enhancing and knowledge strategies: the ISLAND project. 12.7 Summary. 13 Restoration ofMajor Infrastructure and Rehabilitation of Communities (Kaushal Keraminiyage). 13.1 Introduction. 13.2 Impact of disasters on infrastructure. 13.3 Impact of the failure of infrastructure in disaster-affected communities and infrastructure interdependencies. 13.4 Post-disaster infrastructure reconstruction and restoring major infrastructure. 13.5 Post-disaster infrastructure reconstruction for improved quality of life. 13.6 Summary. 14 Sustainable Post-DisasterWasteManagement: Construction and Demolition Debris (Gayani Karunasena). 14.1 Introduction. 14.2 Construction and demolition debris management in post-disaster situations. 14.3 C&D debris management. 14.4 C&D debris management and sustainability. 14.5 Summary. 15 Linking Reconstruction to Sustainable Socio-Economic Development (Roshani Palliyaguru and Dilanthi Amaratunga). 15.1 Introduction. 15.2 Post-disaster reconstruction as a window of opportunity for development. 15.3 Millennium development goals as a framework of action for sustainable socio-economic development and infrastructure reconstruction. 15.4 Post-disaster infrastructure reconstruction as a sustainable socio-economic development strategy. 15.5 Summary. 16 Disaster Risk Reduction and its Relationship with Sustainable Development (Kanchana Ginige). 16.1 Introduction. 16.2 Disasters: a result of poor development. 16.3 Disasters: a barrier for development. 16.4 Disaster risk reduction for sustainable development and vice versa. 16.5 Summary. 17 Conclusion (Richard Haigh and Dilanthi Amaratunga). Reference. Index.

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Book SynopsisElgar Research Agendas outline the future of research in a given area. Leading scholars are given the space to explore their subject in provocative ways, and map out the potential directions of travel. They are relevant but also visionary.This impressive book challenges the orthodoxies that have dominated the construction management research (CMR) field for the past 50 years. Providing a comprehensive framework for understanding the complex and multi-faceted domain of construction, A Research Agenda for Construction Management sets out a range of alternative perspectives which problematise the axioms upon which much CMR knowledge is based and offers new directions for the research community to consider.Chapters range from exploring approaches to better understand the industry and its various functions, to discussing how alternative theoretical positions might be mobilised to shed new light on complex socio-economic activity. By challenging the ways in which construction is viewed, this Research Agenda subjects dominant research approaches and paradigms to critical scrutiny, ultimately encouraging future researchers to reflect on and adopt more creative and meaningful approaches to their work.By identifying new and emergent themes and exploring how these can be researched, this incisive Research Agenda will be of considerable interest to researchers and academics in the field of construction management research. Its thought-provoking chapters will also make this a fitting read for research-engaged construction practitioners. Trade Review‘Einstein asserted that “We cannot solve our problems with the same thinking that we used when we created them”. That insight encapsulates the essence of this book. The array of eminent authors address fundamental topics of research – both ‘technical’ and methodological. An essential volume for all who research Construction Management.’ -- Richard Fellows, Loughborough University, UK‘This is an important collection from some of the leading construction management thinkers working today. As a maturing but still contested field, it is now more important than ever to embrace heterogeneity of approach and plurality of theory and to question orthodoxy and replication. Every construction management researcher should not only read this, but also draw inspiration from it.’ -- Chris Harty, London South Bank University, UK‘This book critically explores why the narrow research agenda for construction management (CM) must change and offers several positive perspectives for doing so. Its insights move us beyond a focus on project delivery and provide a broader, fertile basis for the creating CM/ built environment knowledge. Essential reading and highly recommended.’ -- Richard Lorch, Buildings & Cities‘Anyone with an interest in Construction Management Research needs to read this book. The editors and other experts have crafted what will become a seminal work. Whether you are beginning your research journey or are an experienced researcher – academic or practitioner – this book was written for you.’ -- Brian Atkin, Lund University, SwedenTable of ContentsContents: 1 Construction management research: a community at a crossroads? 1 Roine Leiringer and Andrew Dainty 2 Construction economics – it ain’t what it used to be 21 Stephen Gruneberg 3 What are we trying to achieve? Rigour, relevance and modes of knowledge production in construction management research 45 Mike Bresnen 4 Theory and the contribution of qualitative research to construction management research 67 Libby Schweber and Vivien Chow 5 Understanding construction sector policy through narrative analysis: a critical perspective 93 Stuart D. Green and Dilek Ulutas Duman 6 Beyond the boundary and scale of the construction project 117 Paul W. Chan 7 Cognition and action in construction project organising 141 Eunice Maytorena-Sanchez, Natalya Sergeeva and Graham M. Winch 8 Construction safety management: the case for a new approach to research-informed change 171 Steve Rowlinson 9 A research agenda for construction management in the 4.0 era 193 Evangelos Pantazis, Eyüphan Koç and Lucio Soibelman 10 Fast and frugal research: the pervasive use of questionnaires in construction management research 221 Dominic D. Ahiaga-Dagbui and Igor Martek 11 Making sense of ‘new age data sets’: researching from afar 243 Johan Ninan, Mathangi Krishnamurthy and Ashwin Mahalingam 12 Does construction need management? The case for alternative construction organization 265 Dan Sage Index

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Book SynopsisThis timely book provides an innovative study of the profound changes and latest challenges facing the construction sector. It adopts a socio-technical approach to analyse not only the role of technological factors, but also that of actors and their social dialogue and industrial relations. Digital Transitions and Innovation in Construction Value Chains investigates evolution within the construction sector relating to increased digitalization, including the growing use of smart devices and building information modeling (BIM) applications. Drawing on research from across Europe, chapters detail methodologies based on three main data sources: direct observation, documentary analysis and qualitative survey tools. Ultimately, they highlight the advantages and potential disadvantages of the role of social dialogue and collective bargaining for the democratic management of digitalization in the sector. Academics and researchers within the fields of economics, innovation and construction management will find the methodologies and conclusions presented within this book to be of great benefit. Practitioners in the construction sector will also appreciate the insights offered.Trade Review‘At last, a book that carefully considers both the potential dangers of digitalisation as well as the benefits for the construction workforce, including through improved work organisation and qualifications, if social partners - and especially the unions - across Europe, play a key role in its implementation, control and monitoring. This should be essential reading for all those concerned with innovation, industrial relations, and achieving an equitable society.’ -- Linda Clarke, University of Westminster, UK‘The construction sector finds itself at the epicentre of both the digital and the green transition but has been much less researched than the manufacturing sector. Filling this gap, this book provides a comparative analysis across the value chain with a systemic vision of change that lays down a framework for a just socio-technical transition towards digitalisation.’ -- Bela Galgoczi, European Trade Union Institute, BelgiumTable of ContentsContents: 1 The role of industrial relations for equitable socio-technical change in construction value chains: overview 1 Serena Rugiero and Daniele Di Nunzio 2 A quantitative analysis of the European construction sector: productivity, investment, and competitiveness 18 Alessandro Bellocchi and Giuseppe Travaglini 3 The Belgian construction sector: growing practices of digitalization and the challenge of relevant social dialogue practices 50 Marine Franssen and Frédéric Naedenoen 4 Digital transformation in the construction sector in Bulgaria and the role of the social partners 67 Yuliya Simeonova and Svetla Toneva 5 Digital transformation in the French construction sector: articulating technological transformation with a socio-economic transition 80 Christophe Teissier 6 Is construction work becoming more industrial and off-site? Digitalisation in the construction sector in Germany 98 Gernot Mühge and Tim Harbecke 7 Digitisation in the Italian construction sector: the constructive process beyond the productive perimeter 116 Gianluca De Angelis, Daniele Di Nunzio, Serena Rugiero and Nicoletta Brachini 8 Digitisation of construction in Spain: changes in value chains, work organisation and working conditions 134 Jesús Cruces Aguilera and Luis de la Fuente Sanz 9 Comparative analysis of the country case studies 154 Daniele Di Nunzio and Serena Rugiero 10 Final considerations and policy recommendations 193 Daniele Di Nunzio and Serena Rugiero Index

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Book SynopsisA Neoliberal Framework for Urban Housing Development in the Global South highlights the factors which predict urban housing development from developing countries' perspective, providing a guide for countries in the sub-Sahara.

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Book Synopsis This book contains the materials of the Conference "Construction and Development: Life Cycle-2020" (CDLC-2020), held at Chuvash State University, Russia. The content of this volume is devoted to improving methods for calculating building structures, strengthening them and assessing their suitability for use, monitoring buildings, improving building technologies, geotechnics, energy efficiency of building envelopes and energy systems, introducing new structures and materials, and economic assessment of construction. It also consists of test data for load-bearing building structures. This volume will prove to be a valuable resource for those in academia and industry. Table of ContentsArchitecture and Urbanism.- Calculation and design of building structures.- Reliability, durability and design of the reconstruction of buildings and structures.- Monitoring of buildings and structures.- Geotechnics, soil mechanics and foundations for construction and renovation of buildings.- Technology, Project Planning, Construction Management and Economics of buildings construction and renovation.

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Book SynopsisA study of the forces that shaped Jakarta into the city it is today. Indonesian writer Seno Gumira Ajidarma has called Jakarta a city of a thousand dimensions. A megacity of 30 million under threat from rising sea levels and temperatures, Jakarta and its resilient residents improvise and thrive. This book teases out some of the dimensions that have given shape to contemporary Jakarta, including the city’s expanded flexibility in accommodating capital and labor, and the consistent lack of planning that can be understood as a result of both politics and the poetics of governing in the region. Jakarta is essential reading for those seeking to understand one of Asia's most dynamic cities.Table of ContentsDedicationList of FiguresPrefaceIntroduction: A City with a Thousand Dimensions: Theory, Practice, Subjectivity1. Middling Urbanism2. The Rule of Many Orders 3. Roads, Rhizomes and Regimes4. Where will the Water Go?5. A New Assemblage City6. Urban Politics7. Islamist Urbanism8. Escape from Jakarta: The Future Redux9. Jakarta: A Conversation10. Our Streets: Reflections on a Pandemic CityAfterword: On "Multitude" and the Urban Question: A Reading in a Time of PandemicsBibliographyIndex

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Book SynopsisConstruction Superintendents: Essential Skills for the Next Generation is the first college-level textbook designed to prepare you to take on a site supervisor role on a complex jobsite. The book covers the responsibilities of superintendents in relation to the jobsite project management team, the project owners, designers, and municipal services. The book outlines the development of the superintendent and his or her role and responsibilities in twenty-first century construction projects. Using examples and case studies of cutting-edge jobsite practices from the use of computer applications to leadership and capital development, this book lays out all the functions of a modern site superintendent in an easy-to-understand format. The book includes: coverage of the full spectrum of tasks and skills required from the pre-construction phase, through start-up, operation and close-out, plus advanced topics for those serious about leading the field Trade Review"This very timely book fills a gap in many construction management curricula. As the role of superintendent on construction projects becomes more complex, the need for updated training has become more urgent. As with their other books, Holm and Schaufelberger provide clear and thorough explanations and relevant graphics in Construction Superintendents. The case study makes the content relatable and applicable to students, an increasing number of whom are interested in becoming superintendents." - Joseph Fradella, P.E., Senior Instructor, Oregon State University "I have been in the commercial construction industry for almost twenty years and a professor in construction management academia now for the past thirteen, this book is a long time coming. The construction site superintendents of today are much different than they were even ten years ago. The next generation of men and women need a certain skill set and education that has never been seen before. This book addressed a gap in our construction industry body-of-knowledge, combining the technology and human elements superintendents need to succeed in our industry." - Phil Barlow, Professor, Construction Management Department, Cal Poly San Luis Obispo "The success of any construction project is greatly dependent on the experience, knowledge, technical skills and people skills of the project superintendent. For many years superintendents started their career in the trades gaining experience through their apprenticeship, working with tools as a journeyman, supervising tradesmen and subcontractors as a foremen, and, finally, after many years they were qualified to be a project superintendent. Unfortunately, the well published shortage of construction workers today has reduced the ranks of potential superintendents. Contractors can no longer depend on an adequate supply of superintendents with a trade background and increasingly have looked to the universities to train the superintendents of the future. Construction Superintendents: Essential Skills for the Next Generation is an outstanding introduction to the role and responsibilities of the superintendent. This book goes well beyond the typical project management textbooks and dives into the unique skillset a successful superintendent must possess. This textbook should be required reading for all construction management students." - Ernie Emmert, Vice President Operations (retired), Howard S. Wright Constructors "We are very fortunate that Len Holm and John Schaufelberger have combined their valuable experience and significant industry resources to develop a practical text for the unique position of construction superintendent." - Ed Kommers, P.E., Executive Director, MCA of Western Washington "Based on my personal experience in career of over 37 years with Turner, I am enthused about the premise and subject matter of this book. It’s important for the ongoing success of our industry to understand that the performance of the Project Superintendent is key to any project’s success in the field. Today’s responsibility and leadership functions placed within this position warrant a foundational college education within the relevant professional curriculum, and I applaud Mr. Holm and Dr. Schaufelberger for their recognition of same through this publication." - Philip Lovell, P.E., Retired Vice President and Operations Manager, Turner Construction Company "Holm and Schaufelberger have always been visionaries in the construction industry. In the future construction superintendents will only be asked to do more with less, having more responsibilities and needing even more technical and personal skills. This book is the foundation for the construction superintendent of tomorrow." - Christian LaRocco, Partner, Development Manager, MJR Development "…[An] excellent volume [that]… provides an intimate and unique insight into the new century's adaptation of the theory and practice of modern management to address the ongoing professionalization and emerging specialized needs of the construction industry and its future leaders…" –S.R. Kahn, Choice "This very timely book fills a gap in many construction management curricula. As the role of superintendent on construction projects becomes more complex, the need for updated training has become more urgent. As with their other books, Holm and Schaufelberger provide clear and thorough explanations and relevant graphics in Construction Superintendents. The case study makes the content relatable and applicable to students, an increasing number of whom are interested in becoming superintendents." - Joseph Fradella, P.E., Senior Instructor, Oregon State University "I have been in the commercial construction industry for almost twenty years and a professor in construction management academia now for the past thirteen, this book is a long time coming. The construction site superintendents of today are much different then they were even ten years ago. The next generation of men and women need a certain skill set and education that has never seen before. This book addressed a gap in our construction industry body-of-knowledge, combining the technology and human elements superintendents need to succeed in our industry." - Phil Barlow, Professor - CM Department - Cal Poly San Luis Obispo "The success of any construction project is greatly dependent on the experience, knowledge, technical skills and people skills of the Project Superintendent. For many years Superintendents started their career in the trades gaining experience through their apprenticeship, working with tools as a Journeyman, supervising tradesmen and subcontractors as a Foremen, and finally, after many years they were qualified to be a Project Superintendent. Unfortunately, the well published shortage of construction workers today has reduced the ranks of potential Superintendents. Contractors can no longer depend on an adequate supply of Superintendents with a trade background and increasingly have looked to the Universities to train the Superintendents of the future. Construction Superintendents: Essential Skills for the Next Generation is an outstanding introduction to the role and responsibilities of the Superintendent. This book goes well beyond the typical Project Management textbooks and dives into the unique skillset a successful Superintendent must possess. This textbook should be required reading for all Construction Management students." - Ernie Emmert, Vice President Operations retired, Howard S Wright Constructors "We are very fortunate that Len Holm & John Schaufelberger have combined their valuable experience and significant industry resources to develop a practical text for the unique position of construction superintendent." - Ed Kommers, P.E., Executive Director, MCA of Western Washington "Based on my personal experience in career of over 37 years with Turner, I am enthused about the premise and subject matter of this book. It’s important for the ongoing success of our industry to understand that the performance of the Project Superintendent is key to any project’s success in the field. Today’s responsibility and leadership functions placed within this position warrant a foundational college education within the relevant professional curriculum, and I applaud Mr. Holm and Dr. Schaufelberger for their recognition of same through this publication." - Philip Lovell, P.E., Retired Vice President and Operations Manager, Turner Construction Company "Holm and Schaufelberger have always been visionaries in the construction industry. In the future construction superintendents will only be asked to do more with less, having more responsibilities and needing even more technical and personal skills. This book is the foundation for the construction superintendent of tomorrow." - Christian LaRocco, Partner, Development Manager, MJR Development Table of ContentsList of Figures List of Tables Preface Abbreviations Section A: Introductory concepts Chapter 1 Introduction Superintendents Construction phases Preconstruction planning Start-up and mobilization Construction operations Close-out Terminology and concepts Case studies Case study 1, commercial construction project Case study 2, heavy civil construction project Case study 3, commercial - industrial hybrid construction project Review questions Chapter 2 Construction management fundamentals Introduction Contracting parties Procurement Project delivery Traditional project delivery method Agency construction management project delivery method Construction management-at-risk delivery method Design-build project delivery method Bridging project delivery method Integrated project delivery method Public-private partnership project delivery method Pricing methods Contracts Summary Review questions Exercises Chapter 3 Construction organizations and responsibilities Introduction Organizations Jobsite teams Responsibilities Home office responsibilities Superintendent responsibilities Removal of stereotypes Project manager responsibilities Other team members Team cohesiveness Summary Review questions Exercises Section B: Preconstruction planning Chapter 4 Preconstruction services Introduction Formal and informal preconstruction processes Delivery method impacts, including IPD Preconstruction contracts and fees Estimating Superintendent’s role during preconstruction Summary Review questions Exercises Chapter 5 Constructability analysis Introduction Design phases Programming Conceptual design Schematic design Design development Construction documents Constructability input Value engineering Summary Review questions Exercises Chapter 6 Schedule preparation Introduction Schedule types Contract schedules Planning versus scheduling Schedule development Schedules as tools Summary Review questions Exercises Chapter 7 Superintendent preconstruction plans Introduction Risk analysis Safety planning Quality control planning Hoisting plan Traffic plan Summary Review questions Exercises Section C: Start-up and mobilization Chapter 8 Site logistics planning Introduction Site logistics drawing Material management Lean construction Off-site prefabrication Just-in-time deliveries Environmental considerations Summary Review questions Exercises Chapter 9 Team development Introduction Subcontractors Subcontract agreements Foremen Labor relations Summary Review questions Exercises Chapter 10 Team building Introduction Superintendent and project owner relations Superintendent and design team relations Superintendent and city relations Superintendent and neighborhood and community relations Summary Review questions Exercises Chapter 11 Mobilization Introduction Superintendent’s mobilization Site surveys Locating existing utilities Site camp Equipment mobilization Preconstruction meeting with the city Pre start-up activities Project manager’s mobilization Summary Review questions Exercises Section D: Construction operations Chapter 12 Superintendent control systems Introduction Safety control Cost control Direct labor management Whole project direct work labor curve Work packages Cash flow management Change order processing Extra work orders Back charges Pay request processing Direct labor productivity Risk management Summary Review questions Exercises Chapter 13 Schedule control Introduction Schedule control techniques Contract schedule: Status, update and revise Lean construction techniques: Pull planning Short-interval schedules Specialty, area, system, and subcontract schedules Summary Review questions Exercises Chapter 14 Equipment management Introduction Construction tools Equipment choices Ownership Internally owned Contractor equipment companies Outside ownership Subcontractor ownership Contracting Operation Self-operated Rented and subcontractor-operated Subcontractor provided Owner-operators Equipment safety Equipment costs Maintenance expense Summary Review questions Exercises Chapter 15 Communications and document control Introduction Daily job diary Meetings Owner-architect-contractor meetings Foremen coordination meetings Safety meetings Requests for information Submittals Technology tools including building information modeling Summary Review questions Exercises Chapter 16 Quality management, including permit and inspection coordination Introduction Permit management Building codes Building permit Specialty permits City inspections Quality management Third-party inspections Subcontractor start-up and testing Summary Review questions Exercises Section E: Construction close-out Chapter 17 Punch list supervision Introduction Early inspections and in-process punch lists Formal punch list development Punch list correction Final inspections and approvals Certificate of occupancy Certificate of substantial completion Demobilization Warranty management Warranty service requests Warranty response as a customer service Summary Review questions Exercises Chapter 18 Close-out documentation Introduction As-built drawings Operation and maintenance manuals Sustainability documentation Project manager’s close-out Contract completion Summary Review questions Exercises Section F: Advanced topics Chapter 19 Superintendent leaders Introduction Home office leadership Jobsite leadership Leadership styles Leadership traits Motivating subcontractors and craftsmen Developing leadership skills Jobsite ethics Summary Review questions Exercises Chapter 20 Training the next generation of superintendents Introduction Formal superintendent educational programs In-house contractor training programs Gender and diversity issues Retirement and the next superintendent chapter Legacy Summary Review questions Exercises Appendices Glossary References Index

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Book SynopsisEstimators need to understand the consequences of entering into a contract, often defined by complex conditions and documents, as well as to appreciate the technical requirements of the project. Estimating and Tendering for Construction Work, 5th edition, explains the job of the estimator through every stage, from early cost studies to the creation of budgets for successful tenders.This new edition reflects recent developments in the field and covers: new tendering and procurement methods the move from basic estimating to cost-planning and the greater emphasis placed on partnering and collaborative working the New Rules of Measurement (NRM1 and 2), and examines ways in which practicing estimators are implementing the guidance emerging technologies such as BIM (Building Information Modelling) and estimating systems which can interact with 3D design models With the majority of projects procurTrade Review"This book is… an authority on the common practice in our industry, specifically in the areas of estimating and tendering and is produced by a senior member of our industry, whose expertise and standing … is long established." Mark Kane Esq, B.Sc (Hons), LL.B (Hons), LL.M, FCIOB, FCIArb, c.BuildE, FCABE, in Building Engineer: The Journal of the Chartered Association of Building EngineersTable of ContentsPreface 1. Introduction 2. Organization of the estimating function 3. Procurement paths 4. Formal tender documentation 5. Contractor selection and decision to tender 6. Project appreciation and enquiries to suppliers and sub-contractors 7. Estimating methods 8. Design to Cost 9. Tenders with cost planning 10. Quantification for Estimating 11. Tender planning and method statements 12. Resource costs - labour, materials and plant 13. Unit rate pricing 14. Sub-contractors and market testing 15. Risk, opportunities and inflation 16. Provisional sums and dayworks 17. Preliminaries 18. Cash flow forecasts 19. Completing the estimate and tender settlement 20. Tender submission and results 21. Action with the successful tender 22. Computer-aided estimating

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Book SynopsisEstablishes guidelines for controlling accelerated erosion caused by human activities at construction sites. Uncontrolled erosion is costly and accompanied by a host of financial, legal, and environmental problems. This Standard provides tools to ensure that the discharge of sediment does not significantly increase at a construction site compared with preconstruction conditions.

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Book SynopsisThis guide will help you determine the right designs, home features, and amenities to attract the boomer buyers in your market. Discover: preferences for location, home site, and community type; community amenities that will help sell your homes; how to meet or exceed 45 consumer expectations.Trade Review"This book reveals the fundamental needs of this burgeoning market of home buyers. If your community has the elements these buyers say they want, then it has a strong foundation for success." -- Brian Gentry, President, Landed Gentry Homes & Communities, Burlington, WA

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Book SynopsisThis handy jobsite tool will become as indispensable to you as your cell phone, tape measure, and level. This pocket-friendly companion to the International Residential Code discusses the impact of 2015 code changes to common walls separating townhouses, remodeling of an existing basement, and more.

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book SynopsisTable of ContentsPreface xiii Preface to the First Edition xvii Chapter 1 Introduction 1 Planning and Scheduling 2 What is a Project? 2 Are Projects Unique? 4 Project Management Plan 7 Project Control 8 Why Schedule Projects? 8 The Scheduler 11 Certification 11 The Tripod of a Good Scheduling System 12 Scheduling and Project Management 12 Chapter 1 Exercises 13 Chapter 2 Bar (Gantt) Charts 15 Definition and Introduction 16 Advantages of Bar Charts 18 Disadvantages of Bar Charts 20 Chapter 2 Exercises 21 Chapter 3 Basic Networks 23 Definition and Introduction 24 Arrow Networks 24 Brief Explanation 24 The Logic 25 Notation 25 Dummy Activities 26 Redundancies 31 Node Networks 31 Lags and Leads 32 Recommendations for Proper Node Diagram Drawing 35 Comparison of Arrow and Node Networks 37 Networks versus Bar Charts 39 Effective Use of Bar Charts with CPM 40 Time-Scaled Logic Diagrams 40 Chapter 3 Exercises 41 Chapter 4 The Critical Path Method (CPM) 45 Introduction 46 Steps Required to Schedule a Project 47 Main Steps 47 Supplemental Steps 55 Resource Allocation and Leveling 57 Beginning-of-Day or End-of-Day Convention 59 The CPM Explained through Examples 59 Example 4.1: Logic Networks and the CPM 59 The CPM with Computer Software Programs 63 The Critical Path 64 Definitions 65 Examples 4.2 and 4.3: Node Diagrams and the CPM 66 Free Float 67 More Definitions 70 Float Check 71 Node Format 72 Lags and Leads in CPM Networks 73 Lags and Leads in Computer Software 76 Further Discussion of Float 76 Effect of Date Choices on Cash Flow 78 Project Schedule “Health Check” 78 Event Times in Arrow Networks 79 Effect of the Imposed Finish Date on the Schedule 81 Discussion of Example 4.7 82 Logic and Constraints 84 The “Hub” Concept 85 The Critical Path Method and Scheduling 85 Chapter 4 Exercises 86 Chapter 5 Precedence Networks 93 Definition and Introduction 94 The Four Types of Relationships 97 Important Comments about the Four Types of Relationships 98 The Percent Complete Approach 98 Fast-Track Projects 99 A Parallel Predecessor? 101 CPM Calculations for Precedence Diagrams 102 Interruptible Activities 102 The Simplistic Approach 105 Alternative Approach 107 The Detailed Approach 110 Contiguous (Uninterruptible) Activities 113 Remedy for Interruptible Activities 117 Multistage Activities 120 Types of Lags 121 Final Discussion 123 Chapter 5 Exercises 124 Chapter 6 Resource Allocation and Resource Leveling 129 Introduction 130 The Three Categories of Resources 130 Labor 130 Equipment and Materials 130 What is Resource Allocation? 131 Resource Leveling 131 What is Resource Leveling? 131 Why Level Resources? 131 Do All Resources Have to Be Leveled? 132 Multiproject Resource Leveling 132 Assigning Budgets in Computer Scheduling Programs 134 Leveling Resources in a Project 136 Resource Leveling from the General Contractor’s Perspective 153 Materials Management 155 Chapter 6 Exercises 159 Chapter 7 Schedule Updating and Project Control 163 Introduction 164 The Need for Schedule Updating 164 Project Control Defined 164 Schedule Updating 165 What is a Baseline Schedule? 165 What is an Updated Schedule? 167 What is the Data Date? 168 What Kind of Information is Needed for Updating Schedules? 168 Frequency of Updating 171 Retained Logic or Progress Override 172 Auto-Updating 172 Updating Schedules and Pay Requests 173 “Degressing” an In-Progress Schedule to Create a Baseline Schedule 175 Effect of Adding or Deleting Activities on Logic 176 Steps for Updating a Schedule 180 Change in the Critical Path 191 Float after the Update 191 Contractor-Created Float 192 Data and Information 193 Project Control 194 Measuring Work Progress 194 Earned Value Analysis 208 Chapter 7 Exercises 217 Chapter 8 Schedule Compression and Time-Cost Trade-Off 223 Introduction 224 How Important is It to Finish on Schedule? 225 Setting Priorities 225 Accelerating a Project 226 What is “Accelerating” a Project? 226 Why Accelerate a Project? 226 How Can Project Duration Be Shortened? 227 Acceleration and Fast-Tracking 235 Construction and Modularization 235 How Does Accelerating a Project Work? 236 Direct and Indirect Costs 238 Cost Concepts as They Relate to Schedule Compression 240 Choosing the Best Method for Project Acceleration 240 Effect of Acceleration on Direct Costs 241 Effect of Acceleration on Indirect Costs 242 Effect of Acceleration on Total Cost 243 Issues to Consider When Accelerating a Project 245 Recovery Schedules 247 Accelerating Projects Using Computers 252 Potential Issues with Uncoordinated Project Acceleration 253 Optimum Project Scheduling 254 Project Scheduling and Prevailing Economic Conditions 255 Project Scheduling in Extreme Weather Regions 256 Optimum Scheduling 256 Productivity and Cost Multipliers 258 Chapter 8 Exercises 260 Chapter 9 Reports and Presentations 265 Introduction 266 The Difference between Reports and Presentations 270 Skills Necessary for Giving Good Presentations 272 The Power of Presentations 273 Reviewing Reports before and after Printing 275 General Tips on Printing Reports 276 Summary Reports 277 Paper or Electronic Reports? 277 E-Reports 280 Communications in the International Environment 280 Chapter 9 Exercises 282 Chapter 10 Scheduling as Part of the Project Management Effort 285 Introduction 286 Project Objectives 287 Defining and Measuring Project Success 288 Scheduling and Estimating 290 Evolution of a Cost Estimate and a Schedule for a Project 291 Estimate-Generated Schedules 294 Cost-Loaded Schedules 296 Estimating and Accounting 296 Scheduling and Accounting 298 Scheduling and Change Orders 298 Paperless Project Management 299 Procurement Management 300 Management of Submittals 301 The Master Schedule and Subschedules 303 Multiproject Management 304 Time Contingency and Management Options 305 Chapter 10 Exercises 308 Chapter 11 Other Scheduling Methods 311 Introduction 312 Program Evaluation and Review Technique (PERT) 312 Background 312 Concept of PERT 312 How PERT Works 313 PERT Calculations 313 Graphic Explanation 316 “Most Likely” versus “Expected” Durations 323 Is the Longest Path Still the Most Critical? 323 Using PERT to Calculate the Date of an Event with a Certain Level of Confidence 326 Determining the Probability of a Certain Project Finish Date (Multiple Paths Considered) 327 PERT and the Construction Industry 328 PERT and Computer Project-Scheduling Software 328 Graphical Evaluation and Review Technique (GERT) 329 Linear Scheduling Method (LSM) 330 Steps to Build a Schedule Using the LSM 331 How the LSM Works 331 LSM and Project Schedule Acceleration 337 LSM Computer Software Programs 337 Graphical Path Method (GPM) 338 Relationship Diagramming Method (RDM) 342 The Critical Path Segments (CPS) Scheduling Technique 346 Chapter 11 Exercises 348 Chapter 12 Dynamic Minimum Lag Relationship 353 Introduction 354 Why DML? 354 Similarity between the DML Concept and the Linear Scheduling Method (LSM) 355 How Does DML Work? 356 DML Relationship in CPM Calculations 358 Can the Lag in the DML Relationship Be a Percentage? 359 Conclusion 365 Chapter 12 Exercises 366 Chapter 13 The Critical Path Definition: Revisited 367 Introduction 367 What is the “Longest Path”? 368 The Critical Path through Examples 369 The Simple Case 369 Imposed Finish Date 370 Activities with Lags 370 Activities with Constraints 371 Activities with Different Calendars 373 Precedence Diagrams 373 Further Discussion of Example 7 375 Resource Constraints 377 Resource Allocation and Resource Leveling 378 Risk and Probabilistic Durations 379 Risk, Consequences, or Both? 379 The AACE Recommended Practices No. 49R-06 and 92R-17 381 Proposed Definition of the Critical Path 381 Changes in the Critical Path 382 Chapter 14 Construction Delays and Other Claims 383 Introduction 384 Delay Claims 384 Reasons for Claims 386 Force Majeure 388 Types of Delays 389 Scheduling Mistakes Related to Delay Claims 390 Project Documentation 393 Delay Claims Resolution 396 The Importance of CPM Schedules in Delay Claims 399 Methods of Schedule Analysis 399 As-built Schedule 400 Updated Impact Schedule 400 As-Planned Schedule 400 Comparison Schedule 400 Accelerated Schedule 400 Who Owns the Float 401 Chapter 14 Exercises 406 Chapter 15 Schedule Risk Management 409 Introduction 410 Types of Risk in Construction Projects 411 Schedule Risk Types 412 General Duration Uncertainty 414 Specific Risk Events 416 Network Logic Risks 417 Definition of Risk Terms 418 Importance of Good Planning for Risk Management 420 Importance of Good CPM Scheduling Practices for Risk Assessment 420 Risk Shifting in Contracts 422 Schedule Risk Management Steps 424 1. Risk Management Planning 425 2. Identifying Schedule Risks 427 3. Performing Qualitative Analysis 427 4. Performing Risk Prioritization for the Qualitative Analysis (Quantitative Analysis) 429 5. Responding to and Addressing Risks 429 6. Monitoring and Updating the Risk Management Plan 430 Expected Value 430 Application in Scheduling 432 Examples of Risk Adjustment 433 Conclusion 434 Chapter 15 Exercises 435 Chapter 16 BIM-Based 4D Modeling and Scheduling 437 Overview of Building Information Modeling (BIM) 437 Definition and Benefits of BIM 437 Differences between BIM and CAD 438 Definition and Benefits of 3D Modeling 440 Definition and Benefits of 4D Modeling 441 Steps for Creating 4D Models 442 Definition and Benefits of 5D Modeling 443 Case Study 445 Project Information 445 Creating and Linking the 3D Model 445 Information about the TimeLiner Tab 446 Creating and Importing Project Schedules 447 Defining Task Types 451 Creating Selection Sets 453 Creating the 4D Model and Project Animation 453 Exporting Snapshots and Animation 457 Using Integrated Systems 461 Lean Construction 462 Chapter 16 Exercises 464 Chapter 17 Project Scheduling for Owners 467 Introduction 467 Project Initiation Process 468 The Owner’s Organization 471 Project Planning 471 Using Available Tools 473 Best Value 473 The Evolution of the Schedule 474 Choosing the Contract Type and Delivery Method 475 Contract Templates 476 Owner-Contractor Trust Relationship 477 Project Financing 477 Requiring and Approving a Schedule 478 Owning and Managing Float 479 Managing the Contractor 480 Managing Scope/Changes 480 Schedule Updating and Percent Complete 482 Delay Claims: Avoidance and Resolution 482 Chapter 17 Exercises 483 Appendix A Computer Project 485 General Guidelines 485 Assignment 1 488 Cost Loading 489 Assignment 2 491 Updating the Project 491 Assignment 3 492 Change Order 492 Assignment 4 493 Resource Leveling 493 Assignment 5 493 Schedule Compression 1 494 Assignment 6 494 Schedule Compression 2 496 Assignment 7 496 Delay Claim 1: Unforeseen Conditions 496 Assignment 8 497 Delay Claim 2: Change in the Owner’s Requirements 497 Assignment 9 497 Appendix B Sample Reports 499 Tabular Reports 499 Graphic Reports 517 Abbreviations 529 Glossary 535 Bibliography 559 Index 567

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