Programme Management in Construction

Contents Dedication ii
Preface ix
About the authors xi
1 Introduction to programme management 1
1.1 An overview 1
1.2 Programme management definitions 2
1.3 Programme phases 4
1.4 The role of the programme manager 7
References 12
2 Programme management concept and scope 13
2.1 Programme process 13
2.2 Programme requirements 15
2.3 Scope management 16
2.4 Cost management 16
2.5 Schedule management 17
2.6 Programme delivery methods 17
2.7 Programme management plan 17
2.8 Design stage management of a programme 17
2.9 Delivering and measuring programme quality 18
2.10 Programme cost stage management 18
2.11 Building information modelling (BIM) 18
2.12 Quality control 19
2.13 Programme commissioning 19
2.14 Programme management report 19
2.15 Programme management quality assurance 20
2.16 Programme management consultancies’ scope of
services – a case study 21
2.17 Design and design activities 27
2.18 Programme pre-construction documents 29
2.19 Programme execution 30
2.20 Programme management compared to portfolio
management 32
2.21 Summary objectives of programme management 34
References 35
3 Pre-planning and decision making 37
3.1 Pre-planning framework in programme management 37
3.2 Pre-goal -setting 38
3.3 Execution modelling 39
3.4 Decision makers’ hierarchy in a programme 41
3.5 Decision-making framework 43
3.6 Programme management decision making 46
3.7 Decision-making components 46
3.8 The decision-making environment of a programme 47
3.9 Decision-making models 47
3.10 Contingency view 48
References 48
4 Case studies 49
4.1 Description 49
4.2 Case study: Programme One 52
4.3 Case study: Programme Two 57
4.4 Case study: Programme Three 66
4.5 Case study: Programme Four 71
4.6 Summary 77
Reference 78
5 Programme management contracts formation 79
5.1 Introduction 79
5.2 The contract between a client and a programme
management consultancy practice 80
5.3 Procurement routes 80
5.4 A building information modelling (BIM) approach to
contracts 88
5.5 Main elements of a programme management contract 91
References 93
6 Planning in programme management 95
6.1 Network-based scheduling – an introduction 95
6.2 Project planning – a critical path method 96
6.3 Programme planning 99
6.4 Critical path method: an analytical review 102
6.5 Impact of the critical path method on liquidated
damages 102
6.6 Extension of time 103
6.7 Planning complexity and float 104
6.8 Acceleration of a programme 105
6.9 Risk distribution in managing delays 106
6.10 Completion, early completion and acceleration 107
6.11 Programme float ownership 108
6.12 Programme structure within a programme 109
6.13 Responsibilities and function within a structure 110
References 111
7 Design in programme management 113
7.1 Design definition 113
7.2 Design roles and responsibilities 118
7.3 Design work stages 122
7.4 Design tools for programme management 125
7.5 Urban programme management 128
7.6 Case studies in programme management 129
References 130
8 Programme management – the future 131
8.1 Programme management trends 131
8.2 Future challenges, tools, and new techniques for design
in programme management 133
8.3 Future trends in programme management 135
8.4 Trends that dictate the need or change in programme
management procedures 136
8.5 Possible improvements in programme management in
the future 137
8.6 Conclusion 138
Reference 138
Index 139