Advanced Construction Project Management: The Complexity of Megaprojects

ISBN-13: 9781119554769 / Angielski / Twarda / 2020 / 304 str.

Christian Brockmann

Spis treści

1 Introduction 11.1 Let me Start with a Story 31.2 Status of Megaprojects 61.3 Purpose 81.4 Methodological Approach 91.5 Readership 111.5.1 Managers and Engineers Working for Construction Companies 121.5.2 Owners of Megaprojects 121.5.3 Designers of Megaprojects 121.5.4 Project Managers and Quantity Surveyors Working for the Owner 121.5.5 Managers and Engineers of Large Civil Engineering Projects 131.5.6 Lecturers and Students 131.5.7 Academe 131.6 Structure of the Text 132 Theoretical Background 172.1 Definitions 172.2 Cognitive Maps 182.3 Descriptive Management Research 192.4 Guiding Theories 202.4.1 Luhmannian Systems Theory 202.4.2 Contingency Theory 212.4.3 New Institutional Economics 223 Advanced Construction Project Management 253.1 Construction 263.2 Management 284 Characteristics of Megaprojects 334.1 Project Typology 344.1.1 Conceptualizing Criteria 354.1.2 Choice of Dimensions 364.1.3 Typical Cases 374.1.4 Typology 374.2 Complexity of Megaprojects 414.2.1 Defining Complexity 424.2.2 Construct Dimensions of Complexity 434.2.3 Factors of the Construct Dimensions 444.2.4 Complexity Development 465 International Construction Management 495.1 International Construction Joint Ventures 495.2 Global Contractors 515.3 Goals for International Construction Joint Ventures 535.4 Success Factors for Megaprojects 565.5 Key Personnel 595.6 Expatriate Life 616 Megaproject Phases and Activity Groups 636.1 Project Idea and Project Development 656.2 Design Phases 666.3 Market Contacts, Bidding Period, and Contract Negotiations 676.3.1 Market Contacts 676.3.2 Bidding Period 696.3.3 Contract Negotiations 706.4 Construction and Maintenance 716.4.1 Planning and Procurement 736.4.1.1 Task Complexity 736.4.1.2 Social Complexity 746.4.1.3 Cultural Complexity 756.4.1.4 Cognitive Complexity 766.4.1.5 Operative Complexity 766.4.2 Testing the Construction Technology 766.4.2.1 Task Complexity 776.4.2.2 Social Complexity 786.4.2.3 Cultural Complexity 786.4.2.4 Cognitive Complexity 786.4.2.5 Operative Complexity 786.4.3 Mastering the Construction Technology 796.4.3.1 Task Complexity 796.4.3.2 Social Complexity 806.4.3.3 Cultural Complexity 806.4.3.4 Cognitive Complexity 806.4.3.5 Operative Complexity 806.4.4 Stabilization of all Construction Processes 816.4.4.1 Task Complexity 816.4.4.2 Social and Cultural Complexity 816.4.4.3 Cognitive and Operative Complexity 826.4.5 Routine Processes 826.4.5.1 Task Complexity 836.4.5.2 Social and Cultural Complexity 836.4.5.3 Cognitive and Operative Complexity 836.4.6 Demobilization of the Project 836.4.6.1 Task Complexity 846.4.6.2 Social and Cultural Complexities 846.4.6.3 Cognitive Complexity 846.4.6.4 Operative Complexity 846.4.7 Management Roles During Construction 846.4.8 The Course of Complexity throughout the Activity Groups 866.4.8.1 Task Complexity 886.4.8.2 Social Complexity 886.4.8.3 Cultural Complexity 886.4.8.4 Cognitive Complexity 886.4.8.5 Operative Complexity 887 Descriptive Megaproject Management Model 897.1 Management Functions 907.1.1 Complex Engineering Tasks 917.1.1.1 Design/Design Management 917.1.1.2 Project Management 917.1.1.3 Production Planning 917.1.1.4 Site Installation 927.1.1.5 Construction Management 927.1.2 Management Functions 927.1.2.1 Planning and Controlling 927.1.2.2 Organizing and Staffing 937.1.2.3 Directing 937.1.3 Meta-functions 937.1.3.1 Decision-Making 937.1.3.2 Communication 937.1.3.3 Coordination 947.1.3.4 Learning 947.1.4 Basic Functions 947.1.4.1 Project Knowledge 947.1.4.2 Trust 947.1.4.3 Sensemaking 947.1.4.4 Commitment 957.1.5 Cultural Dimensions 957.1.5.1 Power Distance 957.1.5.2 Uncertainty Avoidance 957.1.5.3 Individualism 967.1.5.4 Masculinity 967.1.5.5 Long-term Orientation 967.1.5.6 Indulgence 967.2 Management Functions and Complexity 967.2.1 Management Functions and Task Complexity 967.2.2 Management Functions and Social Complexity 987.2.3 Cultural Dimensions and Cultural Complexity 987.2.4 Management Functions and Cognitive Complexity 997.2.5 Management Functions and Operative Complexity 1017.3 Combining Management and Complexity 1028 Engineering Management 1058.1 Design and Design Management 1058.1.1 Design Management 1058.1.2 Design 1098.2 Project Management 1118.2.1 Integration Management 1128.2.2 Scope Management 1138.2.3 Time Management 1138.2.4 Cost Management 1148.2.5 Quality Management 1158.2.6 Human Resource Management 1168.2.7 Communication Management 1178.2.8 Risk Management 1188.2.9 Procurement Management 1208.2.10 Stakeholder Management 1218.2.11 Health, Safety, and Environmental Management 1238.2.12 Contract Management 1238.3 Production Planning 1258.4 Site Installation 1298.5 Construction 1359 Management Functions 1399.1 Planning 1419.1.1 Analysis 1439.1.2 Developing New Plans 1439.1.3 Analytical Framework for Planning 1449.1.4 Planning System for Megaprojects 1459.1.4.1 Corporate Governance Plan 1469.1.4.2 Legal Affairs Plans 1469.1.4.3 Project and Quality Management Plans 1469.1.4.4 Codification Management Plan 1479.1.4.5 Document Management Plan 1479.1.4.6 Schedule and Cost Management Plans 1489.1.4.7 Change Management Plan 1489.1.4.8 Risk Management Plan 1489.1.4.9 Communication and Reporting Management Plans 1489.1.4.10 Stakeholder Management Plan 1499.1.4.11 Configuration Management Plan 1499.1.4.12 HSE Management Plan 1499.1.4.13 Design Management and Overall Design Requirements Plan 1499.1.4.14 Technical Interface and EIA Management Plans 1499.1.4.15 Testing Procedures, Commissioning, and Operations/Inspection Plans 1499.1.4.16 Construction, Logistics, and Traffic Management Plans 1509.1.4.17 Commercial, Procurement, Contract, Financing, Controlling, and Tax/Insurance Management Plans 1509.1.4.18 Administration Management Plans 1509.2 Controlling 1509.3 Organizing 1559.3.1 Organizational Structure 1579.3.2 Process Organization 1619.3.3 Organizational Rules 1629.4 Directing 1639.5 Staffing 16710 Meta-Functions 17110.1 Decision-Making 17110.2 Communication 17710.2.1 Megaproject Communication 17810.2.2 Communication Models 17810.2.2.1 Dialog-Based Model by Watzlawick 17910.2.2.2 Encoder/Decoder Model by Shannon and Weaver 17910.2.2.3 Four-Aspect Model by Schulz von Thun 18210.2.3 Communication Methods 18210.2.4 Communication Organization 18510.3 Coordination 18810.3.1 Coordination Methods 18910.3.2 Fragmented Supply Chain 19110.4 Learning 19311 Basic Functions 19911.1 Project Knowledge 19911.2 Trust 20211.3 Sensemaking 20611.4 Commitment 20912 Cultural Management 21513 Innovation in Construction Megaprojects 22313.1 Aspects of Innovation 22513.1.1 Methodology and Case Study Choice 22713.1.2 Innovations and Trajectories 23013.1.2.1 Product Innovations 23113.1.2.2 Construction Technology Innovations 23413.1.2.3 Innovations Within the Technical Organization 23513.1.2.4 InnovationsWithin the Management Organization 23613.1.2.5 Innovations Within the Legal Organization 23713.1.3 Conclusions and Implications 23713.1.3.1 Megaprojects are Innovative 23713.1.3.2 Strings of Incremental Innovations 23813.1.3.3 Innovation in Megaprojects is Systemic 23813.1.3.4 Innovation is not Necessarily Beneficial to All Parties 23813.1.3.5 Contractors Can Manage Single-Project Innovations in Megaprojects into Good Currency 23813.1.3.6 Innovation Champions Act on All Hierarchical Levels 23813.2 The Innovation Process 23913.2.1 Introduction 23913.2.2 Approaches to Generate Innovation and Definition 24013.2.3 Innovation Process Models and Barriers to Innovation 24113.2.4 Data Summary 24213.2.5 The General Model of the Innovation Process 24413.2.5.1 Project Planning 24413.2.5.2 Nine Partially Overlapping Process Groups 24513.2.6 Product and Process Innovations for the BangNa Expressway 24813.2.7 Process Innovations for the Great Belt Tunnel 24913.2.8 Conclusions 25113.3 Progress Functions 25213.3.1 Theory and Terminology 25313.3.2 Literature Review 25513.3.3 Research 25713.3.4 Data Analysis and Discussion 26213.3.5 Discussion and Conclusion 26414 All in All, What Does It Mean? 267References 269Index 279

O autorze

CHRISTIAN BROCKMANN is Professor for Construction Engineering, Management and Economics at the City University of Applied Sciences, Bremen, in Germany. With over 20 years' experience in the management of major infrastructure projects as a contractor and consultant, Christian was Project Director for the BangNa Expressway in Thailand and the Port Said Tunnels in Egypt, both $2 billion plus projects, and was part of the Owner's Project Management Team for the Qatar Integrated Railway Project, a $40 billion infrastructure programme in the Middle East.