Advanced Construction Project Management The Complexity of Megaprojects

by Brockmann, Christian

• ISBN13: 9781119554769
• ISBN10: 1119554764
• Edition: 1st
• Format: Hardcover
• Copyright: 2020-12-21
• Publisher: Wiley-Blackwell

Summary

An essential guide to the structure, dynamics, and management of construction megaprojects

Advanced Construction Project Management is a comprehensive resource that covers the myriad aspects of implementing a megaproject from a contractor’s perspective. With many years’ experience of managing construction megaprojects, the author provides an in-depth exploration of the structure, dynamics and management of these demanding projects. In addition, the book gives all stakeholders a clear understanding of the complexity of megaprojects and offers contractors the insight and essential tools needed for achieving results.

As the trend to plan and implement ever-larger projects looks likely to continue into the future, the need for a guide to understand the challenges of managing a megaproject couldn’t be greater. Comprehensive in scope, the book explores the theoretical background, economics, complexity, phases, strategic planning, engineering, coordination, and common challenges of megaprojects. The book also provides the tools for managing stakeholder integration. This important book:

• Describes the structure, dynamics and management of megaprojects
• Explores the management activities required and examines the appropriate tools for the management of megaprojects
• Includes tools for stakeholder integration
• Provides an advanced understanding of construction management concepts

Written for managers, project managers and engineers, and cost consultants, Advanced Construction Project Management covers, in one complete volume, the information needed to lead a successful project.

Author Biography

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.

Table of Contents

1. Introduction 1

1.1. Let me start with a story 3

1.2. Status of megaprojects 6

1.3. Purpose 8

1.4. Methodological approach 9

1.5. Readership 11

1.6. Structure of the text 14

2. Theoretical background 17

2.1. Definitions 17

2.2. Cognitive maps 18

2.3. Descriptive management research 19

2.4. Guiding theories 20

2.4.1. Luhmannian systems theory 20

2.4.2. Contingency theory 21

2.4.3. New institutional economics 22

3. Advanced construction project management 26

3.1. Construction 27

3.2. Management 29

4. Characteristics of megaprojects 34

4.1. Project typology 35

4.1.1. Conceptualizing criteria 36

4.1.2. Choice of dimensions 37

4.1.3. Typical cases 38

4.1.4. Typology 39

4.2. Complexity of megaprojects 43

4.2.1. Defining complexity 44

4.2.2. Construct dimensions of complexity 46

4.2.3. Factors of the construct dimensions 47

4.2.4. Complexity development 49

5. International construction management 52

5.1. International construction joint ventures 52

5.2. Global contractors 54

5.3. Goals for international construction joint ventures 56

5.4. Success factors for megaprojects 60

5.5. Key personnel 63

5.6. Expatriate life 65

6. Megaproject phases and activity groups 67

6.1. Project idea and project development 70

6.2. Design phases 71

6.3. Market contacts, bidding period and contract negotiations 72

6.3.1. Market contacts 72

6.3.2. Bidding period 74

6.3.3. Contract negotiations 75

6.4. Construction and maintenance 76

6.4.1. Planning and procurement 78

6.4.2. Testing the construction technology 82

6.4.3. Mastering the construction technology 85

6.4.4. Stabilization of all construction processes 87

6.4.5. Routine processes 89

6.4.6. Demobilization of the project 90

6.4.7. Management roles during construction 91

6.4.8. The course of complexity throughout the activity groups 93

7. Descriptive megaproject management model 97

7.1. Management functions 98

7.1.1. Complex engineering tasks 98

7.1.2. Management functions 100

7.1.3. Meta-functions 101

7.1.4. Basic functions 102

7.1.5. Cultural dimensions 103

7.2. Management functions and complexity 104

7.2.1. Management functions and task complexity 105

7.2.2. Management functions and social complexity 106

7.2.3. Cultural dimensions and cultural complexity 107

7.2.4. Management functions and cognitive complexity 109

7.2.5. Management functions and operative complexity 110

7.2.6. Combining management and complexity 110

8. Engineering management 113

8.1. Design 114

8.1.1. Design management 114

8.1.2. Design 117

8.2. Project management 119

8.2.1. Integration management 121

8.2.2. Scope management 121

8.2.3. Time management 122

8.2.4. Cost management 122

8.2.5. Quality management 124

8.2.6. Human resource management 125

8.2.7. Communication management 127

8.2.8. Risk management 128

8.2.9. Procurement management 130

8.2.10. Stakeholder management 131

8.2.11. Health, safety and environmental management 133

8.2.12. Contract management 133

8.3. Production planning 135

8.4. Site installation 141

8.5. Construction 146

9. Management functions 150

9.1. Planning 152

9.1.1. SWOT analysis 154

9.1.2. Developing new plans 155

9.1.3. Analytical framework for planning 156

9.1.4. Planning system for megaprojects 157

9.2. Controlling 162

9.3. Organizing 167

9.3.1. Organizational structure 170

9.3.2. Process organization 175

9.3.3. Organizational rules 176

9.4. Staffing 178

9.5. Directing 181

10. Meta-functions 185

10.1. Decision-making 186

10.2. Communication 192

10.2.1. Megaproject communication 192

10.2.2. Communication models 193

10.2.3. Communication methods 197

10.2.4. Communication organization 200

10.3. Coordination 204

10.3.1. Coordination methods 205

10.3.2. Fragmented supply chain 207

10.4. Learning 210

11. Basic functions 216

11.1. Project knowledge 216

11.2. Trust 219

11.3. Sensemaking 224

11.4. Commitment 227

12. Cultural management 232

13. Innovation in construction megaprojects 241

13.1. Aspects of innovation 242

13.1.1. Methodology and Case Study Choice 245

13.1.2. Innovations and trajectories 248

13.1.3. Conclusions and implications 256

13.2. The innovation process 258

13.2.1. Introduction 259

13.2.2. Approaches to generate innovation and definition 260

13.2.3. Innovation process models and barriers to innovation 261

13.2.4. Data summary 263

13.2.5. The general model of the innovation process 264

13.2.6. Product and process innovations for the BangNa Expressway 269

13.2.7. Process innovations for the Great Belt Tunnel 270

13.2.8. Conclusions 272

13.3. Progress functions 274

13.3.1. Theory and terminology 274

13.3.2. Literature review 276

13.3.3. Research 279

13.3.4. Data analysis and discussion 285

13.3.5. Discussion and conclusion 289

14. All in all, what does it mean? 292

15. References 294