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국내 최대 정보 기계·건설 공학연구정보센터
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    Construction Management

    Denny McGeorge|2012.10.10

    Preface to Third Edition ixAcknowledgements xiii1 The Culture of the Construction Industry 1The book &' s contents 4References 72 Strategic Management 9Introduction 9Overview 10Strategic management process 12Strategic management in construction 14Paradoxes of strategic management processes in construction 17Developing and implementing strategy in construction 18Change management 19Linking operational actions to strategy using a balanced scorecard 20Stakeholder identification, analysis and consultation 22Strategic management in action &n- a case study of Arup 25An integrated strategic management framework 30Conclusion 32References 323 Benchmarking 35Introduction 35Definition of benchmarking 37Historical development 38Types of benchmarking 39The process of benchmarking 42The benchmarking team 54Benchmarking Code of Conduct 55Legal considerations 55Benchmarking: The major issues 56Case studies 59Conclusion 61References 624 Reengineering 65Introduction 65Reengineering: What&'s in a name? 67Origins of reengineering 68Reengineering in a construction industry context 68The goals of reengineering 70Reengineering methodology 73Pitfalls of reengineering 78Information technology and reengineering 80Reengineering from a European perspective 83A case study of a process reengineering study in the Australian construction industry 84Conclusion 92References 945 Partnering and Alliancing 97Introduction 97The origins of partnering 98Partnering in a construction industry context 98The goals of partnering 99Categories of partnering 100Project partnering 101Strategic or multi-pro

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