|
|
Table
of Contents
| |
|
| Acknowledgements |
vii
|
| Preface |
ix
|
| Introduction |
xi
|
Part
I
Observing Well, Thinking Right |
1 |
|
|
Observing
clearly, with Organization, and
Increasing Focus
|
| 1.1
|
Observation is For a Purpose
Quantitative
and qualitative observation are both
necessary
|
3 |
| 1.2 |
Precision and Variation in
Observations
Choosing
the best achievable level of detail
|
7
|
| 1.3 |
Find the Boundaries of
“Workable Approaches” That Could Fit
the Job
Approximating
project size, difficulty, ingredients,
opportunities and obstacles
|
11
|
| 1.4
|
Bias Affects All People and
Projects
Manage
prejudice, put experience to work
|
17
|
| 1.5 |
What to Observe, How to Observe
Standard
units of measure permit communication
|
21
|
| 1.6 |
Time is Continuous and Has Costs
and Impacts
The
measure of time, the cost of time, lost
opportunities, momentum
|
27
|
| 1.7
|
Organization of Observations
Requires Organizational Structure
Change
facts into information, information into
knowledge
|
31
|
|
|
|
|
Part
II
|
Purpose
Definition, Personnel Organization,
Management Tools
|
|
37
|
|
Know
What You are Supposed To Do and How You
Will Do It
|
| 2.1 |
Define A Workable Purpose
Project
success can and should be normal
|
39
|
| 2.2 |
Determine A Workable Approach
An
intuitive understanding, a framework for
facts, count everything,
observe
the limits, implications and impacts,
and then refine the approach
|
43
|
|
|
|
|
Know
Your People—and Work with Their
Strengths
|
|
|
| 2.3 |
The Nature of People
'The
nature of people must be included in
project planning
|
53
|
| 2.4 |
Managing People with Rules and
Incentives
Rules
enforce minimum standards, incentives
execute all possibilities
|
57
|
| 2.5 |
Managing People and Information
Reduce
the clutter, write or draw facts, talk
about judgments
|
61
|
| 2.6 |
Managing People with
Organizational Structures
Knowledge
and decision must be distributed to the
project site
|
65
|
| 2.7 |
Feed Back and Control
Achieves
short-term correction and long-term
improvement
|
71
|
|
|
|
|
Manage
Your Facts in an Organized System
|
|
|
| 2.8 |
Project Management
Purpose
driven, focused, and fast
|
75
|
| 2.9 |
Productivity
The
largest opportunity for cost and
schedule reduction
|
81
|
| 2.10 |
Estimating Project Costs To
Determine and Confirm the Workable
Approach
Focus
on cost to balance with grade of
material and time of construction
|
85
|
| 2.11 |
Estimating to Achieve Target
Project Costs
If
everyone can count and measure the same,
why do prices differ?
|
91
|
| 2.12 |
Schedule Planning
Can
your planned estimated approach be made
to work?
|
97
|
| 2.13 |
Schedule
Implementation and Management
Adjusting
the workable approach so success
is probable, and
revisions unusual
|
109 |
| 2.14 |
Choosing
to Make Project Success Normal
The
right attitude, and type and
timing of effort
|
117 |
|
|
|
|
Part
III
|
|
|
| Facts
Are The Building Blocks Of Knowledge And
Judgment
|
|
123
|
|
|
|
|
Understanding
and Using the Parts and Pieces of the
Building Well
|
|
|
| 3.1
|
Water and Building Systems
Water
is required for life and useful chemical
reactions. It is everywhere
and
affects all parts of buildings, and must
be managed by building
contractors,
designers and owners
|
125
|
| 3.2 |
Material Properties Best for
Strength—with Some Give and Go
Good
for structures and exterior walls
|
133
|
| 3.3 |
Good Materials (Best) for
Managing Motion and Impact—and
Resisting the Environment
Abrasion
resistance, hardness, friction,
brittleness, and elasticity. Moisture
and
sound control—biological, fire, and
chemical resistance
|
141
|
| 3.4 |
Soil—a Slow Moving Liquid
The
largest source of surprise variation in
construction cost and time
|
151
|
| 3.5 |
Soils in Construction
Managing
movement, pressure, water, time, and
cost
|
161
|
| 3.6 |
Concrete—A Workhorse Material
for Foundations, Structures, Floors
And,
an onsite chemical reaction requiring
local knowledge and
management
|
171
|
| 3.7 |
Masonry—The Pieces and
Ingredients
An
assembly of earthen pieces constantly
moved by moisture and
temperature
|
185
|
| 3.8 |
Masonry—Assembling the Pieces
and Ingredients into a Building
Working
with the components as they are—to
build a structure that
manages
movement, water, fire and sound
|
193
|
| 3.9 |
The Building Structure: Managing
Loads and Motion
Loads
are not uniform or continuous. And
structures are not rock
solid and unyielding. Partially
predictable loads are managed by the
elasticity of materials
|
203
|
| 3.10 |
The Building’s Water Envelope
The
movement of water and materials to
manage it
|
221
|
| 3.11 |
Water—Slowing or Redirecting
Movement for Human Comfort
How
to make it work—building a water
resistant six-sided box
|
231
|
| 3.12 |
Plumbing—Providing Water and
Removing Waste
Plumbing
provides and removes water, related
liquids, and solids
for
human use, health, and comfort
|
243
|
| 3.13 |
Life (Fire) Safety, Fire
Prevention and Fire Protection
Keep
fires infrequent and small. Help get the
occupants out, the
firemen
in, and save the structure
|
261
|
| 3.14 |
Heating, Cooling, and Ventilation
Production and Movement
Making
and moving heat and managing water as a
coordinated
system
to produce a controlled environment
|
275
|
| 3.15 |
HVAC (Heating/Ventilating/Air
Conditioning) Systems of Distribution
and Control
Seek
a narrow range of efficient and
effective solutions for each
occupancy
use
|
289
|
| 3.16 |
Electrical Power—Managing
Motion for Useful Purposes
Atoms—the
building block of all materials—are
made of electrons
spinning around a central core.
Electrical installation in buildings
safely manage the flow of these
electrons for power and lighting
|
305
|
| 3.17 |
Electrical Lighting—Managing
Light Levels, Colors, and Contrast
Even
if you do not want to or think you can
or should, you
will have influence, up to complete
control over lighting design.
A little knowledge will help.
|
325
|
|
|
|
Index
|
|
345
|
| About
the Author
|
|
354 |
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