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Read the Reviews:
“Howard Birnberg’s leadership, management philosophy, industry knowledge, and analytical approach to firm and project management has provided us with an on-going blueprint for managing our growth. His book will be your blueprint for success.” —Bruce R. Dahlquist, AIA, LEED AP, President, Dahlquist and Lutzow Architects, Ltd. “Project Management for Designers and Facilities Managers fills an important need for the AEC industry. It provides highly useful insights in meeting the industry’s requirements for project management.” —Bradford Sims, Department Head, Construction Management, Western Carolina University “Participants of Howard Birnberg’s courses on project management have walked away wishing there was another day to learn from him. That day has come. This book reflects the inside knowledge of the industry. It is a must read!” —Mary K. Maul, Director of Education, National Society of Professional Engineers | ||||||||||||||||||||||||||||||||||||||||||
About the Item:
Since publication of the first edition in 1992, Project Management for Designers and Facilities Managers has remained the leading choice for professionals and students seeking to learn and master the skills needed to successfully lead a project from conception to completion and beyond. Few engineering, architectural or facilities management courses offer training in this important activity and therefore most project managers learn their skills on the job. With this practical, indispensable book, you will gain all the essential skills needed for effective project management, presented in the clear, easy-to-follow style that is a hallmark of this book. Particular emphasis is devoted to effective communications essential to the optimal performance of every member of the project team. This edition is completely revised and includes three new chapters. Everything you need to manage a successful project in the design and facilities space is here. | ||||||||||||||||||||||||||||||||||||||||||
Key Features:
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About the Author(s):
Howard G. Birnberg is executive director of the Association for Project Managers, an international organization of project managers in the design and construction industry. He is a former instructor in the Office of Executive Education at the Harvard University Graduate School of Design; a former adjunct assistant professor at Michigan State University’s College of Human Ecology; and served as a lecturer on project management for the University of Wisconsin, Department of Engineering Professional Development for more than twenty years. He holds a Bachelor’s degree in Architecture from the Ohio State University and an MBA from Washington University in St. Louis. He is a frequent featured speaker at many construction industry meetings and conventions and is the author of several books on project management. | ||||||||||||||||||||||||||||||||||||||||||
Table of Contents:
Chapter 1: Project Management Concepts Introduction The need for project management Project management problems Defining the project team Project delivery systems System types Other concepts Impact on construction costs Client selection of design consultants Strategic project management plan Items to consider under the plan Project delivery methods Chapter 2: Planning and Management Concepts for Project Managers Planning concepts Long-range planning process Goal setting Management concepts Roles of a project manager Summary Chapter 3: The Project Manager Who is a project manager? Characteristics of project managers Areas requiring attention Project manager responsibilities Specific responsibilities Design firm project managers and marketing Caring for your project managers How many project managers do you need? Rewarding project managers Positive rewards Training project managers Staff development officer What makes for effective learning? Cross training Training practice and methods On-the-job training Mentoring programs Program evaluation Managing the training program Sources/providers Mentoring project managers Types of mentoring programs Chapter 4: Team Management/Soft Skills Personnel planning Leveling workload Contract staffing Staff management Techniques for proper delegation Responsibility and authority Time management Telephone time management Preparing and editing written materials Public speaking techniques for project managers Specific suggestions to improve your public speaking skills Successful negotiating skills for project managers Chapter 5: Design Firm Operations Profit planning for design firms Scope determination by design firms Dividing contracts Selecting outside consultants Client selection of consultants Project budgeting Project cost plan Direct personnel expense Revealing salary information to project managers Value pricing Reimbursable markups Chapter 6: Managing the Design Process Case study Design theory in brief Evaluating and selecting designers Living together The design process in brief Engineering design Summary Chapter 7: Project Phases and Personnel Responsibilities Project phases Design firm staff and responsibilities Specialized consultants Owner/client concerns Owner/client expectations What owners should ask designers before selecting them Successful projects require assertive and knowledgeable owners Summary Owner program management options Chapter 8: Contract Management/Project Administration Contract types Billing and collection Prompt payment of consultants Scope management Design contract change orders Communication Controlling project design costs and schedules Project administration Project management manuals Chapter 9: Managing Project Quality and Risk Management Concepts Effective communication Documentation Summary Quality management Peer review Developing a quality assurance program Steps in developing a quality assurance program ISO 9000 Conclusion Chapter 10: Project Cost Control/Specifications/Value Engineering Controlling internal project costs Estimating and controlling construction costs Specifications Other specification issues Value engineering Conclusion Chapter 11: Scheduling, Commissioning, Partnering, and Project Closeout Project scheduling Scheduling methods Benefits and limitations Commissioning Partnering Project closeout Chapter 12: Computer Applications Introduction: A brief journey through time What do CADD systems do? Web collaboration tools Appendix Project environmental and land planning considerations The green building revolution Costs/benefits of green buildings LEED Land planning Bibliography Index | ||||||||||||||||||||||||||||||||||||||||||
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