The Resource Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four-letter word / by Lana Kay Coble

Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four-letter word / by Lana Kay Coble

Label
Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four-letter word / by Lana Kay Coble
Title
Collaborative risk mitigation through construction planning and scheduling
Title remainder
risk doesn't have to be a four-letter word / by Lana Kay Coble
Title variation
  • Risk doesn't have to be a four-letter word
  • Risk doesn't have to be a 4-letter word
Creator
Contributor
Provider
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Coble, Lana Kay
Illustrations
illustrations
Index
index present
LC call number
TH438
LC item number
.C63 2019
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
ProQuest
http://library.link/vocab/subjectName
  • Construction industry
  • Production scheduling
  • Strategic planning
Label
Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four-letter word / by Lana Kay Coble
Instantiates
Publication
Note
7.2. Part II: Mitigating Mistakes during the Schedule Input Process in Computer Software
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
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
Dimensions
unknown
Edition
First edition.
Extent
1 online resource.
Form of item
online
Isbn
9781787431478
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
15829865
System control number
(NhCcYBP)15829865
Label
Collaborative risk mitigation through construction planning and scheduling : risk doesn't have to be a four-letter word / by Lana Kay Coble
Publication
Note
7.2. Part II: Mitigating Mistakes during the Schedule Input Process in Computer Software
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
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
Dimensions
unknown
Edition
First edition.
Extent
1 online resource.
Form of item
online
Isbn
9781787431478
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
15829865
System control number
(NhCcYBP)15829865

Library Locations

  • African Studies LibraryBorrow it
    771 Commonwealth Avenue, 6th Floor, Boston, MA, 02215, US
    42.350723 -71.108227
  • Alumni Medical LibraryBorrow it
    72 East Concord Street, Boston, MA, 02118, US
    42.336388 -71.072393
  • Astronomy LibraryBorrow it
    725 Commonwealth Avenue, 6th Floor, Boston, MA, 02445, US
    42.350259 -71.105717
  • Fineman and Pappas Law LibrariesBorrow it
    765 Commonwealth Avenue, Boston, MA, 02215, US
    42.350979 -71.107023
  • Frederick S. Pardee Management LibraryBorrow it
    595 Commonwealth Avenue, Boston, MA, 02215, US
    42.349626 -71.099547
  • Howard Gotlieb Archival Research CenterBorrow it
    771 Commonwealth Avenue, 5th Floor, Boston, MA, 02215, US
    42.350723 -71.108227
  • Mugar Memorial LibraryBorrow it
    771 Commonwealth Avenue, Boston, MA, 02215, US
    42.350723 -71.108227
  • Music LibraryBorrow it
    771 Commonwealth Avenue, 2nd Floor, Boston, MA, 02215, US
    42.350723 -71.108227
  • Pikering Educational Resources LibraryBorrow it
    2 Silber Way, Boston, MA, 02215, US
    42.349804 -71.101425
  • School of Theology LibraryBorrow it
    745 Commonwealth Avenue, 2nd Floor, Boston, MA, 02215, US
    42.350494 -71.107235
  • Science & Engineering LibraryBorrow it
    38 Cummington Mall, Boston, MA, 02215, US
    42.348472 -71.102257
  • Stone Science LibraryBorrow it
    675 Commonwealth Avenue, Boston, MA, 02445, US
    42.350103 -71.103784
Processing Feedback ...