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Integrated Cost and Schedule Control for Construction Projects

  • Frederick Wm. Mueller

Table of contents

  1. Front Matter
    Pages i-xviii
  2. Preparing a Project for Construction

    1. Front Matter
      Pages 1-2
    2. Frederick Wm. Mueller
      Pages 3-24
    3. Frederick Wm. Mueller
      Pages 25-36
    4. Frederick Wm. Mueller
      Pages 37-49
    5. Frederick Wm. Mueller
      Pages 50-56
    6. Frederick Wm. Mueller
      Pages 57-67
    7. Frederick Wm. Mueller
      Pages 68-81
    8. Frederick Wm. Mueller
      Pages 95-109
    9. Frederick Wm. Mueller
      Pages 110-124
    10. Frederick Wm. Mueller
      Pages 168-201
  3. Administrative Project Activity Flow

    1. Front Matter
      Pages 203-204
    2. Frederick Wm. Mueller
      Pages 205-224
    3. Frederick Wm. Mueller
      Pages 225-240
    4. Frederick Wm. Mueller
      Pages 241-258
    5. Frederick Wm. Mueller
      Pages 259-268
    6. Frederick Wm. Mueller
      Pages 269-292
    7. Frederick Wm. Mueller
      Pages 293-313
  4. Construction and Production

    1. Front Matter
      Pages 315-315
    2. Frederick Wm. Mueller
      Pages 317-333
    3. Frederick Wm. Mueller
      Pages 334-343
    4. Frederick Wm. Mueller
      Pages 344-356
    5. Frederick Wm. Mueller
      Pages 357-373
    6. Frederick Wm. Mueller
      Pages 374-384
    7. Frederick Wm. Mueller
      Pages 385-403
  5. Project Monitoring and Control

    1. Front Matter
      Pages 405-406
    2. Frederick Wm. Mueller
      Pages 407-416
    3. Frederick Wm. Mueller
      Pages 417-446
    4. Frederick Wm. Mueller
      Pages 447-457
    5. Frederick Wm. Mueller
      Pages 458-467
    6. Frederick Wm. Mueller
      Pages 468-479
    7. Frederick Wm. Mueller
      Pages 480-493
  6. Back Matter
    Pages 495-504

About this book

Introduction

Management and administrative processes within the construction industry have been undergoing major changes in the last several decades. These changes have involved significant adjustments in management science and manage­ ment techniques, brought about by the need for contemporary valid informa­ tion with which to manage the construction process. In short, management in the construction industry is changing significantly; change will continue at an accelerated pace at least through the next decade. The responses required of construction industry management are now resulting in a movement away from an entrepreneurial management style to professional management tech­ niques and procedures. THE COMPELLING ECONOMIC ISSUES The issues forcing these changes are economic. The rising costs of construction and of money are forcing the buyers of construction services to be more demanding. Their demands are for more construction economies, more pro­ duction, and more productivity than at any time in the past. Nowhere has this been more evident than in the Business Roundtable on construction and in the response of the construction industry to it.· To be successfully responsive, management in the construction industry will be required to use the best project management methods available for cost control, schedule control, and for financial and accounting controls. But responsive professional management can survive and will flourish within this more demanding eco­ nomic environment.

Keywords

management project project management science service time

Authors and affiliations

  • Frederick Wm. Mueller
    • 1
  1. 1.The Oppel CompanyBaltimoreUSA

Bibliographic information