Tools

LEADER 08372cam a2200505 i 4500

001 ocn828053617;

003 OCoLC;

005 20131224061844.2;

008 130423s2013 enka b 001 0 eng ;

010 a| 2013006527;

019 a| 827777664a| 863176951;

020 a| 9781118473771 (pbk.);

020 a| 1118473779 (pbk.);

035 a| (Sirsi) 99957443641;

035 a| 99957443641;

035 a| (OCoLC)828053617z| (OCoLC)827777664z| (OCoLC)863176951;

042 a| pcc;

050 00 a| TH438.15b| .T69 2013;

082 00 a| 624.068/12| 23;

084 a| TEC0540002| bisacsh;

100 1 a| Towey, Donald.=| ^A1118429;

245 10 a| Cost management of construction projects /c| Donald Towey, MRICS.;

264 1 a| The Atrium, Southern Gate, Chichester, West Sussex, UK :b| Wiley Blackwell, John Wiley & Sons Inc.,c| 2013.;

300 a| xi, 317 pages :b| illustrations ;c| 25 cm;

336 a| text2| rdacontent;

337 a| unmediated2| rdamedia;

338 a| volume2| rdacarrier;

520 a| "The cost manager/quantity surveyor plays a pivotal role in the financial and contract management of construction projects, although the exact nature of the service they provide depends on the project employer's terms of engagement. This can mean acting as consultant in a range of roles including cost and advisory services for budget setting to initiate a project, cost management through the design and construction phases, contract administration and acting as the client side project manager to oversee the entire building process.Cost Management of Construction Projects focusses on the cost manager/quantity surveyor engaged by the project client, and discusses key elements that help drive project success including measurement (based on the New Rules of Measurement published by RICS), procurement, cost planning, contract administration and project cost management. With examples, it provides a thorough guide to the role in the workplace and in the field, directly addressing the day to day situations faced by the cost manager/quantity surveyor"--c| Provided by publisher.;

520 a| "The book will also benefit students enrolled on construction management, quantity surveying and other related courses and anyone with an interest in the construction process"--c| Provided by publisher.;

504 a| Includes bibliographical references and index.;

505 0 a| Machine generated contents note: 1.Practice Procedures -- 1.1.Organisation and structure -- 1.1.2.Marketing and regulating -- 1.2.Methods of appointment -- 1.2.1.Client engagement -- 1.2.2.Contracts of services -- 1.2.3.Contracts of service -- 1.3.Business development -- 1.3.1.New business and cold calling -- 2.RICS New Rules of Measurement (NRM) -- 2.1.What is NRM? -- 2.1.1.Status of NRM -- 2.2.RICS NRM2: Detailed measurement for building works -- 2.2.1.Usage -- 2.2.2.Structure -- 2.2.3.Information required for BQ preparation -- 2.2.4.Tabulated works sections and rules -- 2.2.5.Measurement rules for building components/items -- 2.3.Taking off -- 2.3.1.Measurement example - Substructure -- 2.3.2.Measurement example - Superstructure walls -- 2.4.Bill of quantities (BQ) -- 2.4.1.Composition -- 2.4.2.Breakdown structure -- 2.4.3.Cost centres -- 2.4.4.Bills of addendum and reduction -- 2.4.5.Software and BQ production -- 3.Pre-contract Cost Management -- 3.1.Cost planning --;

505 0 a| Contents note continued: 3.2.Plans of work -- 3.3.Development -- 3.4.Design influence on cost -- 3.4.1.Time, cost and quality relationships -- 3.4.2.Redundant performance and circulation areas -- 3.4.3.Building height -- 3.4.4.Modulation -- 3.4.5.Building shape -- 3.4.6.Buildability -- 3.4.7.Environmentally friendly buildings -- 3.4.8.Life-cycle costs -- 3.5.Setting a budget -- 3.5.1.Client preparation -- 3.5.2.Estimating techniques for the feasibility study -- 3.5.3.Estimate techniques for setting the budget -- 3.6.Early design development -- 3.6.1.Creating cost targets -- 3.6.2.Element measuring -- 3.6.3.Element rate costing -- 3.7.Ongoing design development -- 3.8.Self-checking of design development -- 3.9.Action on variances -- 3.9.1.Value management -- 3.10.Final design proposals and production information -- 3.11.Cost planning accuracy -- 4.Procurement Systems -- 4.1.Procurement definition -- 4.2.Meeting the client's objectives --;

505 0 a| Contents note continued: 4.3.Influencing reports and the need for change -- 4.3.1.The Banwell Report -- 4.3.2.Constructing the Team (Latham) -- 4.3.3.Rethinking Construction (Egan) -- 4.3.4.Achieving Excellence in Construction (OGC) -- 4.3.5.Modernising Construction (NAO) -- 4.3.6.Strategies for Sustainable Construction (Government) -- 4.3.7.Never Waste a Good Crisis (Wolstenholme) -- 4.4.Procurement routes -- 4.4.1.The client's brief and influence on procurement routes -- 4.4.2.Traditional pathways -- 4.4.3.Design and build -- 4.4.4.Construction management schemes -- 4.4.5.Private Finance Initiative (PFI) -- 4.4.6.Public Private Partnership (PPP) -- 4.4.7.Prime contracting -- 4.4.8.Partnering and strategic alliances -- 4.4.9.Project alliances -- 4.4.10.Framework arrangements -- 4.4.11.Public procurement and European legislation -- 4.5.Appropriate procurement selection -- 4.5.1.Risk analysis -- 4.5.2.Risk management -- 4.5.3.Health and safety management --;

505 0 a| Contents note continued: 4.5.4.Consultant selection -- 4.5.5.Contractor selection -- 4.5.6.Pre-qualification Questionnaire (PQQ) -- 4.5.7.Invitation to Tender (ITT) and the tender period -- 4.5.8.Tender assessment -- 4.5.9.Due diligence -- 5.Construction Contracts -- 5.1.Freedom of contract and contract law -- 5.1.1.Formation of a contract -- 5.2.Construction contracts -- 5.2.1.Contract characteristics -- 5.2.2.Selection of suitable forms -- 5.2.3.Remedies for breach of contract -- 5.3.Industrial standard forms of contract -- 5.3.1.The Joint Contracts Tribunal (JCT) -- 5.3.2.New Engineering Contract (NEC) -- 5.3.3.GC/Works Contracts -- 5.3.4.Association of Consultant Architects (ACA) -- 5.3.5.Institution of Civil Engineering (ICE) -- 5.3.6.Institution of Engineering and Technology (IET) -- 5.3.7.Institution of Chemical Engineers (IChemE) -- 5.3.8.Federation Internationale des Ingenieurs-Conseils (FIDIC) -- 5.3.9.Be Collaborative Contract -- 5.3.10.Orgalime --;

505 0 a| Contents note continued: 5.4.Form recommendation -- 5.5.Pre-contract signing audit report -- 5.6.Commitment to commence -- 5.7.Project insurances -- 5.7.1.Contract works insurance -- 5.7.2.Injury to persons -- 5.7.3.Damage to surrounding property -- 5.7.4.Joint Fire Code -- 5.7.5.Public and products liability insurance -- 5.7.6.Off-site materials insurance -- 5.7.7.Professional indemnity insurance -- 5.8.Project securities -- 5.8.1.Cash retention -- 5.8.2.Bank guarantees -- 5.8.3.Bonds -- 5.9.Contract administration -- 6.Post-contract Cost Management -- 6.1.Professional appointment -- 6.1.1.Project initiation -- 6.1.2.Project identification and document control -- 6.2.Conflict management -- 6.2.1.Conflict avoidance -- 6.2.2.Dealing with conflict -- 6.3.Cost management -- 6.3.1.Cash flow -- 6.3.2.Breakdown of the contract sum -- 6.3.3.Variations to the contract sum -- 6.3.4.Contractor's claims -- 6.3.5.Third party variations and claims --;

505 0 a| Contents note continued: 6.3.6.Spurious, contentious or vague variations and claims -- 6.3.7.Fluctuations -- 6.3.8.Valuation of works in progress -- 6.3.9.Final account -- 6.3.10.Project Bank Accounts (PBA) -- 6.4.Insolvency -- 6.4.1.In administration -- 6.4.2.Winding up -- 6.4.3.Contractor insolvency -- 6.4.4.Client insolvency -- 6.5.Client progress reports -- 6.5.1.Works in progress reports -- 6.5.2.Defects liability period reports -- 6.6.Performance feedback.;

650 0 a| Buildingx| Cost control.=| ^A1032467;

650 7 a| TECHNOLOGY & ENGINEERING / Surveying.2| bisacsh;

776 08 i| Online version:a| Towey, Donald.t| Cost management of construction projectsd| Chichester, West Sussex, UK : John Wiley & Sons Inc., 2013z| 9781118473788w| (DLC) 2013016679;

949 i| 30372013824187o| jjlm;

960 o| 1s| 70.00t| Joyner48u| JCMGz| USD;

596 a| 1;

998 a| 3436080;

999 a| TH438.15 .T69 2013w| LCc| 1i| 30372013824187d| 6/2/2015e| 5/24/2015l| JGESm| JOYNERn| 1r| Ys| Yt| JGESBKu| 4/1/2014x| BOOKz| JSTACKSo| .STAFF. jjlm;

Cost management of construction projects / Donald Towey, MRICS.

Author/creator	Towey, Donald
Format	Book
Publication	The Atrium, Southern Gate, Chichester, West Sussex, UK : Wiley Blackwell, John Wiley & Sons Inc., 2013.
Description	xi, 317 pages : illustrations ; 25 cm
Subjects	Building--Cost control.

Contents	Machine generated contents note: 1.Practice Procedures -- 1.1.Organisation and structure -- 1.1.2.Marketing and regulating -- 1.2.Methods of appointment -- 1.2.1.Client engagement -- 1.2.2.Contracts of services -- 1.2.3.Contracts of service -- 1.3.Business development -- 1.3.1.New business and cold calling -- 2.RICS New Rules of Measurement (NRM) -- 2.1.What is NRM? -- 2.1.1.Status of NRM -- 2.2.RICS NRM2: Detailed measurement for building works -- 2.2.1.Usage -- 2.2.2.Structure -- 2.2.3.Information required for BQ preparation -- 2.2.4.Tabulated works sections and rules -- 2.2.5.Measurement rules for building components/items -- 2.3.Taking off -- 2.3.1.Measurement example - Substructure -- 2.3.2.Measurement example - Superstructure walls -- 2.4.Bill of quantities (BQ) -- 2.4.1.Composition -- 2.4.2.Breakdown structure -- 2.4.3.Cost centres -- 2.4.4.Bills of addendum and reduction -- 2.4.5.Software and BQ production -- 3.Pre-contract Cost Management -- 3.1.Cost planning --
Contents	Contents note continued: 3.2.Plans of work -- 3.3.Development -- 3.4.Design influence on cost -- 3.4.1.Time, cost and quality relationships -- 3.4.2.Redundant performance and circulation areas -- 3.4.3.Building height -- 3.4.4.Modulation -- 3.4.5.Building shape -- 3.4.6.Buildability -- 3.4.7.Environmentally friendly buildings -- 3.4.8.Life-cycle costs -- 3.5.Setting a budget -- 3.5.1.Client preparation -- 3.5.2.Estimating techniques for the feasibility study -- 3.5.3.Estimate techniques for setting the budget -- 3.6.Early design development -- 3.6.1.Creating cost targets -- 3.6.2.Element measuring -- 3.6.3.Element rate costing -- 3.7.Ongoing design development -- 3.8.Self-checking of design development -- 3.9.Action on variances -- 3.9.1.Value management -- 3.10.Final design proposals and production information -- 3.11.Cost planning accuracy -- 4.Procurement Systems -- 4.1.Procurement definition -- 4.2.Meeting the client's objectives --
Contents	Contents note continued: 4.3.Influencing reports and the need for change -- 4.3.1.The Banwell Report -- 4.3.2.Constructing the Team (Latham) -- 4.3.3.Rethinking Construction (Egan) -- 4.3.4.Achieving Excellence in Construction (OGC) -- 4.3.5.Modernising Construction (NAO) -- 4.3.6.Strategies for Sustainable Construction (Government) -- 4.3.7.Never Waste a Good Crisis (Wolstenholme) -- 4.4.Procurement routes -- 4.4.1.The client's brief and influence on procurement routes -- 4.4.2.Traditional pathways -- 4.4.3.Design and build -- 4.4.4.Construction management schemes -- 4.4.5.Private Finance Initiative (PFI) -- 4.4.6.Public Private Partnership (PPP) -- 4.4.7.Prime contracting -- 4.4.8.Partnering and strategic alliances -- 4.4.9.Project alliances -- 4.4.10.Framework arrangements -- 4.4.11.Public procurement and European legislation -- 4.5.Appropriate procurement selection -- 4.5.1.Risk analysis -- 4.5.2.Risk management -- 4.5.3.Health and safety management --
Contents	Contents note continued: 4.5.4.Consultant selection -- 4.5.5.Contractor selection -- 4.5.6.Pre-qualification Questionnaire (PQQ) -- 4.5.7.Invitation to Tender (ITT) and the tender period -- 4.5.8.Tender assessment -- 4.5.9.Due diligence -- 5.Construction Contracts -- 5.1.Freedom of contract and contract law -- 5.1.1.Formation of a contract -- 5.2.Construction contracts -- 5.2.1.Contract characteristics -- 5.2.2.Selection of suitable forms -- 5.2.3.Remedies for breach of contract -- 5.3.Industrial standard forms of contract -- 5.3.1.The Joint Contracts Tribunal (JCT) -- 5.3.2.New Engineering Contract (NEC) -- 5.3.3.GC/Works Contracts -- 5.3.4.Association of Consultant Architects (ACA) -- 5.3.5.Institution of Civil Engineering (ICE) -- 5.3.6.Institution of Engineering and Technology (IET) -- 5.3.7.Institution of Chemical Engineers (IChemE) -- 5.3.8.Federation Internationale des Ingenieurs-Conseils (FIDIC) -- 5.3.9.Be Collaborative Contract -- 5.3.10.Orgalime --
Contents	Contents note continued: 5.4.Form recommendation -- 5.5.Pre-contract signing audit report -- 5.6.Commitment to commence -- 5.7.Project insurances -- 5.7.1.Contract works insurance -- 5.7.2.Injury to persons -- 5.7.3.Damage to surrounding property -- 5.7.4.Joint Fire Code -- 5.7.5.Public and products liability insurance -- 5.7.6.Off-site materials insurance -- 5.7.7.Professional indemnity insurance -- 5.8.Project securities -- 5.8.1.Cash retention -- 5.8.2.Bank guarantees -- 5.8.3.Bonds -- 5.9.Contract administration -- 6.Post-contract Cost Management -- 6.1.Professional appointment -- 6.1.1.Project initiation -- 6.1.2.Project identification and document control -- 6.2.Conflict management -- 6.2.1.Conflict avoidance -- 6.2.2.Dealing with conflict -- 6.3.Cost management -- 6.3.1.Cash flow -- 6.3.2.Breakdown of the contract sum -- 6.3.3.Variations to the contract sum -- 6.3.4.Contractor's claims -- 6.3.5.Third party variations and claims --
Contents	Contents note continued: 6.3.6.Spurious, contentious or vague variations and claims -- 6.3.7.Fluctuations -- 6.3.8.Valuation of works in progress -- 6.3.9.Final account -- 6.3.10.Project Bank Accounts (PBA) -- 6.4.Insolvency -- 6.4.1.In administration -- 6.4.2.Winding up -- 6.4.3.Contractor insolvency -- 6.4.4.Client insolvency -- 6.5.Client progress reports -- 6.5.1.Works in progress reports -- 6.5.2.Defects liability period reports -- 6.6.Performance feedback.
Abstract	"The cost manager/quantity surveyor plays a pivotal role in the financial and contract management of construction projects, although the exact nature of the service they provide depends on the project employer's terms of engagement. This can mean acting as consultant in a range of roles including cost and advisory services for budget setting to initiate a project, cost management through the design and construction phases, contract administration and acting as the client side project manager to oversee the entire building process.Cost Management of Construction Projects focusses on the cost manager/quantity surveyor engaged by the project client, and discusses key elements that help drive project success including measurement (based on the New Rules of Measurement published by RICS), procurement, cost planning, contract administration and project cost management. With examples, it provides a thorough guide to the role in the workplace and in the field, directly addressing the day to day situations faced by the cost manager/quantity surveyor"-- Provided by publisher.
Abstract	"The book will also benefit students enrolled on construction management, quantity surveying and other related courses and anyone with an interest in the construction process"-- Provided by publisher.
Bibliography note	Includes bibliographical references and index.
Issued in other form	Online version: Towey, Donald. Cost management of construction projects Chichester, West Sussex, UK : John Wiley & Sons Inc., 2013 9781118473788
LCCN	2013006527
ISBN	9781118473771 (pbk.)
ISBN	1118473779 (pbk.)

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Cost management of construction projects / Donald Towey, MRICS.

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