Collaborative risk mitigation through construction planning and scheduling :: risk doesn't have to be a four letter word /
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.
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley, UK :
Emerald Publishing Limited,
2019.
|
| Ausgabe: | First edtion. |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | 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. |
| Beschreibung: | 1 online resource |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781787431478 1787431479 |
Internformat
MARC
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| 100 | 1 | |a Lana, Kay Coble, |e author. | |
| 245 | 1 | 0 | |a Collaborative risk mitigation through construction planning and scheduling : |b risk doesn't have to be a four letter word / |c by Lana Kay Coble. |
| 250 | |a First edtion. | ||
| 264 | 1 | |a Bingley, UK : |b Emerald Publishing Limited, |c 2019. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Online resource; title from PDF title page (EBSCO, Nov. 7, 2018). | |
| 505 | 0 | |a Synopsis from Industry Professionals -- 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. | |
| 505 | 8 | |a 2.4. Benefits -- Chapter 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. | |
| 505 | 8 | |a 3.6.4. Environmental Risk Practices -- 3.7. 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. | |
| 505 | 8 | |a 3.14.1. Team Integration and Decision-Making -- 3.14.2. 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. | |
| 505 | 8 | |a 5.3. Part III: Periodic Schedule Reporting -- 5.4. 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. | |
| 520 | |a 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. | ||
| 650 | 0 | |a Construction industry |x Risk management. |0 http://id.loc.gov/authorities/subjects/sh2004003251 | |
| 650 | 0 | |a Production scheduling. |0 http://id.loc.gov/authorities/subjects/sh85118098 | |
| 650 | 0 | |a Strategic planning. |0 http://id.loc.gov/authorities/subjects/sh85128511 | |
| 650 | 6 | |a Construction |x Industrie |x Gestion du risque. | |
| 650 | 6 | |a Ordonnancement (Gestion) | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Construction industry |x Risk management |2 fast | |
| 650 | 7 | |a Production scheduling |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
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Datensatz im Suchindex
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|---|---|
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| adam_text | |
| any_adam_object | |
| author | Lana, Kay Coble |
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| author_role | aut |
| author_sort | Lana, Kay Coble |
| author_variant | k c l kc kcl |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
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| contents | Synopsis from Industry Professionals -- 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. Benefits -- Chapter 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 Practices -- 3.7. 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-Making -- 3.14.2. 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 Reporting -- 5.4. 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. |
| ctrlnum | (OCoLC)1061275199 |
| dewey-full | 658.155 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.155 |
| dewey-search | 658.155 |
| dewey-sort | 3658.155 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First edtion. |
| format | Electronic eBook |
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| indexdate | 2024-10-25T15:49:59Z |
| institution | BVB |
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| language | English |
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| publisher | Emerald Publishing Limited, |
| record_format | marc |
| spelling | Lana, Kay Coble, author. Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / by Lana Kay Coble. First edtion. Bingley, UK : Emerald Publishing Limited, 2019. 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references and index. Online resource; title from PDF title page (EBSCO, Nov. 7, 2018). Synopsis from Industry Professionals -- 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. Benefits -- Chapter 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 Practices -- 3.7. 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-Making -- 3.14.2. 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 Reporting -- 5.4. 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. 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. Construction industry Risk management. http://id.loc.gov/authorities/subjects/sh2004003251 Production scheduling. http://id.loc.gov/authorities/subjects/sh85118098 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Construction Industrie Gestion du risque. Ordonnancement (Gestion) Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Construction industry Risk management fast Production scheduling fast Strategic planning fast has work: Collaborative risk mitigation through construction planning and scheduling (Text) https://id.oclc.org/worldcat/entity/E39PCXfJxTjD4pWCPW9QrYrcyd https://id.oclc.org/worldcat/ontology/hasWork FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1857503 Volltext CBO01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1857503 Volltext |
| spellingShingle | Lana, Kay Coble Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / Synopsis from Industry Professionals -- 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. Benefits -- Chapter 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 Practices -- 3.7. 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-Making -- 3.14.2. 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 Reporting -- 5.4. 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. Construction industry Risk management. http://id.loc.gov/authorities/subjects/sh2004003251 Production scheduling. http://id.loc.gov/authorities/subjects/sh85118098 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Construction Industrie Gestion du risque. Ordonnancement (Gestion) Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Construction industry Risk management fast Production scheduling fast Strategic planning fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh2004003251 http://id.loc.gov/authorities/subjects/sh85118098 http://id.loc.gov/authorities/subjects/sh85128511 |
| title | Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / |
| title_auth | Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / |
| title_exact_search | Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / |
| title_full | Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / by Lana Kay Coble. |
| title_fullStr | Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / by Lana Kay Coble. |
| title_full_unstemmed | Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four letter word / by Lana Kay Coble. |
| title_short | Collaborative risk mitigation through construction planning and scheduling : |
| title_sort | collaborative risk mitigation through construction planning and scheduling risk doesn t have to be a four letter word |
| title_sub | risk doesn't have to be a four letter word / |
| topic | Construction industry Risk management. http://id.loc.gov/authorities/subjects/sh2004003251 Production scheduling. http://id.loc.gov/authorities/subjects/sh85118098 Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Construction Industrie Gestion du risque. Ordonnancement (Gestion) Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Construction industry Risk management fast Production scheduling fast Strategic planning fast |
| topic_facet | Construction industry Risk management. Production scheduling. Strategic planning. Construction Industrie Gestion du risque. Ordonnancement (Gestion) Planification stratégique. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Construction industry Risk management Production scheduling Strategic planning |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1857503 |
| work_keys_str_mv | AT lanakaycoble collaborativeriskmitigationthroughconstructionplanningandschedulingriskdoesnthavetobeafourletterword |