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Collaborative Risk Mitigation Through Construction Planning and Scheduling : Risk Doesn't Have to Be a Four Letter Word

Author: Lana Kay Coble
Publisher: Bingley : Emerald Publishing Limited, 2018.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
In the complex, cash-strapped, high pressure world of modern construction, what do you do when something goes wrong? This work looks beyond the best-case scenario to give project managers, contractors, architects and engineers the tools to prepare effectively for the unexpected.
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Kay Coble, Lana.
Collaborative Risk Mitigation Through Construction Planning and Scheduling : Risk Doesn't Have to Be a Four Letter Word.
Bingley : Emerald Publishing Limited, ©2018
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Lana Kay Coble
ISBN: 9781787431478 1787431479
OCLC Number: 1063958445
Notes: 7.2. Part II: Mitigating Mistakes during the Schedule Input Process in Computer Software.
Description: 1 online resource (173 pages)
Contents: Front Cover; Collaborative Risk Mitigation through Construction Planning and Scheduling: Risk Doesn't Have to Be A Four-Letter Word; Copyright Page; Contents; Synopsis from Industry Professionals; Owners; Program Manager; Architect; Construction Agency; General Contractors; Subcontractor; Project Delivery Consultant; About the Author; Purpose of This Book; Acknowledgments; Introduction; Chapter 1 Has It Ever Gone As Planned?; 1.1. Change Is the Only Constant; 1.2. Forms of Risk; Chapter 2 Who Benefits from Planning and How?; 2.1. Planning; 2.2. Scheduling; 2.3. Risk Identification. 2.4. BenefitsChapter 3 Real Construction Mitigation Case Studies; Case Study #1: Leadership Consistency, Scope Re-Design During Construction, Inflation, And Hurricanes, "Oh, My!"; 3.1. Project Scope; 3.2. Key Project Milestone Dates; 3.3. Practitioner Team Members; 3.4. Situation and Risks; 3.5. Mitigation Efforts; 3.5.1. Leadership Consistency; 3.5.2. Scope Changes & Schedule Mitigation; 3.5.3. Budget Control Risk Mitigation; 3.6. Practices; 3.6.1. Leadership Consistency Practices; 3.6.2. Scope Change and Time Management Practices; 3.6.3. Budget Control Practices. 3.6.4. Environmental Risk Practices3.7. Final Outcome and Benefits; 3.7.1. Tangibles; 3.7.2. Intangibles; 3.8. Summation; Case Study #2: Team Integration, Decision-Making, and Schedule Reporting, are Critical Factors for Scheduling Success; 3.9. Project Scope; 3.10. Key Project Milestone Dates; 3.11. Practitioner Team Members; 3.12. Situation and Risks; 3.13. Mitigation Efforts; 3.13.1. Team Risk with Integration Mitigation; 3.13.2. Decision-Making Risk Mitigation; 3.13.3. Risk Mitigation through Schedule Reporting; 3.13.4. Environmental Risk Mitigation; 3.14. Practices. 3.14.1. Team Integration and Decision-Making3.14.2. Information Management and Reporting; 3.15. Final Outcome and Benefits; 3.15.1. Tangibles; 3.15.2. Intangibles; 3.16. Summation; Chapter 4 Risk Management Matrix; 4.1. Part I: Risk Identification --
Owner/End User Perspective; 4.2. Part II: Risk Identification --
Design and Construction Perspective; 4.3. Part III: Risk Identification --
Schedule Elements; Chapter 5 Communicating the Project Schedule and Change Management; 5.1. Part I: Communicating through Shared Language; 5.2. Part II: Achieving Mutual Agreement with the Baseline Schedule. 5.3. Part III: Periodic Schedule Reporting5.4. Part IV: Perfecting Contractual Time Extension Requests; 5.5. Part V: Internal Reporting of Schedule Performance; 5.6. Part VI: Close-Out Executive Reporting; Chapter 6 Contingency Planning; 6.1. Part I: Understanding the Difference Between Contingency and Mitigation; 6.2. Part II: Reporting a Contingency Plan; Chapter 7 Implementing Mitigation Measures Through Technological Application of the Computer Scheduling Software; 7.1. Part I: Technical Parameters of Activities which Reduce Risk.
Responsibility: edited by Lana Kay Coble.

Abstract:

In the complex, cash-strapped, high pressure world of modern construction, what do you do when something goes wrong? This work looks beyond the best-case scenario to give project managers,  Read more...

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Lana's depth of experience makes her extremely qualified to walk the reader through the challenges of large capital projects. She brings case-study experience to illuminate her concepts and assist Read more...

 
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