The seventh edition of Modern Construction Management by Frank Harris and Ronald McCaffer will be published by Wileys in February 2013. MCM is established as a core undergraduate and post graduate textbook for students of construction management, project management, building and civil engineering degrees. The new edition reflects current best practice, topical industry issues and the latest developments in degree programmes and fundamental subjects for students. The soon to be published companion web site, when available shortly at www.wiley.com/go/MCM7, will offer invaluable resources for both students and particularly lecturers in providing the slides for lecture preparation and solutions to tutorial examples. The web site will contain: Solutions to the self-learning exercises in section four of book Questions directory: maps the questions to the chapter which will help you PowerPoint slides with discussion topics Journal and web references span Useful links Structured to reflect site, business and corporate responsibilities of managers in construction, the book continues to provide strong coverage of the salient elements required for developing and equipping the modern construction manager with the competencies and skills for both technical and business related areas. Modern Construction Management 7 presents construction as a socially responsible, innovative, carbon-reducing, manager-involved, people-orientated, crisis-free industry that is efficient and cost effective. The overall themes for the Seventh Edition are: Drivers for efficiency: lean construction underpinning production management and off-site production methods. Sustainability: reflecting the transition to a low carbon economy. Corporate Social Responsibility: embracing health & safety, modernistic contracts, effective procurement, and employment issues. Building Information Management: directed towards the improvement of construction management systems. While the construction process still requires traditional skills, changes over recent decades today demand improved understanding of modern business, production and contractual practices. The book has undergone a thorough re-write, eliminating some of the older material and adding new processes now considered essential to achieving lean construction. Particular emphasis is given, for example, to supply chains and networks, value and risk management, BIM, ICT, project arrangements, corporate social responsibility, training, health and welfare and environmental sustainability. The comprehensive selection of worked examples, based on real and practical situations in construction management and methods will help to consolidate learning.
The Royal Academy of Engineering is the UK’s national academy for engineering and brings together the country’s most eminent engineers from all disciplines to promote excellence in the science, art and practice of engineering. Click for details. Professor Chimay Anumba, Head of Department of Architectural Engineering at Penn State University was elected a Fellow. Click for Chimay's background. Michel Virlogeux, the World's leading Bridge Engineer, was elected an International Fellow. Click for details of Michel's bridges. My role was that I was one of the nominators for both candidates. On November 5th 2012 both candidates were admitted to the Academy. Below is some photographs of the event. The event on November 5th 2012 started with an afternoon's briefing meeting. The above four photographs are from the afternoon. Top left is Chimay, Michel and myself. Top right is Michel and me. Bottom left is Chimay and me and bottom right is Michel presenting his work to the newly elected Fellows. A great speaker this was a tour de force of Bridge Engineering. Both Michel and Chimay signing in marks the moment that they were admitted to the Academy. On the left Lord Browne immediate Past President presents Michel Virlogeux with his certificate and Sir John Parker the current President looks on. On the right Chimay with Lord Browne and Sir John Parker. Finally two Professor Anumbas, Chimay's brother on the right. A Professor of Obstetrics.
Some pictures from the second site that I worked on, as a student, in 1963.The project was to lay a twin 24 inch (pre-metric) diameter spun iron pipe line to take the Monkland Canal and clear space for the Townhead Interchange in the North side of Glasgow. This involved pipe laying in open trenches and in timber headings under roads and railways. I did much of the setting out. Above is the site manager or site agent as he was titled. This was Charles Arthur Robinson. Better known as Big Charlie standing at almost 6'6'' Charlie at that time seemed to be everything I could never be: big and athletic. He was Britain's Basketball Team Captain. The attributes that made him a leader in sport also shone through at work. His personality was as big as he was and he had a commanding presence. He was well able to direct the workforce and manage the plant and machinery. He was a manager that achieved and each day he had the site strive to do more than it had the day before. He also had the ability to engage with the Resident Engineer, the design staff that we interfaced with and the representatives of the client. No one intimidated him and he dealt with them as equals. He was at his best directing the labour force, not usually known for their intellectual capacities, but Charlie could always motivate them to work well, willingly and effectively and he also dealt with indiscretions of the workers in a skilful way. I learned a lot about management of people from Charlie. He also taught me the fundamentals of construction management. What mattered was that the work was done for less than the cost estimate. Working methods that drove productivity and delivered a quality output first time were at the top of the agenda. Working methods, productivity, quality, planning, estimating and cost control were the principles of construction management then and now. To underpin these a motivated workforce is essential. I first learned of these from Charlie. I look at construction management now and I see the same principles being applied. Sometimes the applications are dressed in some modern language but the principles remain the same: working methods, productivity, quality, planning, estimating, cost control and workforce motivation. Once I set out a timber heading under a railway line 8.5” (ie inches) high. Halfway through driving the heading I discovered this. I confessed to Charlie. The next half hour has been eradicated from my mind! Then we sat down and worked out the solution. We were driving the heading on an upward incline so that water would flow away from the face.The solution was from the halfway point we would drive horizontally. The pipes would go in higher than designed at the entrance to the heading but exit the heading at the design level.In effect we changed the gradient of the pipeline through the heading. Being a pressurised system this would not interfere with the functioning of the pipeline. I was then left with the duty of walking across the site, down the shaft, up the heading and informing the miners that we were changing the levels that they were using to drive the heading. In a confined space 6’0” wide, 5’0” high with three large miners explaining my error was a ‘learning experience’. But that was the end of it. Other than Charlie, the miners and myself no one else was informed. I was not subjected to ridicule. Charlie had taught me about taking responsibility. The three gentlemen above are, left to right, Big Ned the site foreman, Paddy who made us tea and looked after the house keeping and Pat Duffin who tried to teach me to drive that truck. My memory of Big Ned was when he said to me 'If you want to be a leader of men'-this was not insensitivity to gender differences but simply all his workforce were male-'If you want to be a leader of men, you've got to know what you want to do and impose yourself!' My response at the time was 'well Ned when you are as big as you are you'll have no difficulty in imposing yourself, some of us are less advantaged'. Years later in academia Ned's words came back to my memory too frequently. There are two elements to his advice 1) know what you want to do and 2) impose yourself. It seemed that academic managers were keener on element 2) and less assured on element 1). This allowed me on numerous occasions to politely pose the question 'what is it you are trying to achieve'. Too often the reply was less than convincing. My experiences on site as a young student engineer and later on Hinckley Point B Nuclear Power Station and the Invergordon Aluminium Smelter, working with some inspirational people, fired my lifelong enthusiasm for construction. Upstream of the Big Neds and the Big Charlies there is only paperwork, drawings, specs, contracts but downstream there is real physical entities created by the act of construction. Nothing could be more exciting than creating something that wasn't there before you and your colleagues constructed it. Moving to academia (where I never intended to stay) I invented my own version of grounded theory which was to visit construction sites as often as possible. Not to collect data or conduct a specific study but to observe, to absorb , to fraternise with the site staff and the workforce. To understand the industry and its challenges was a necessary backdrop to more specific teaching and research. Some academics seem to shy away from contact with industry claiming they don't want to be overly influenced in their research. This is completely beyond my understanding. It has lead to some interesting times at conferences when the latest solution to a perceived industry problem is presented and opened the opportunity to ask' when were you last on a construction site'. Too frequently the reply has been embarrassing. I worry about the content of such staff's teaching and what is passed onto the next generation. I know that it is essential that all construction academics visit construction sites frequently just to become familiar with and undestand the industry they are dedicated to improving by providing good quality graduates and through their research. In my early years as an academic visiting students on their industrial placement provided the ideal opportunity, later having built a network of senior construction staff I found it easy to pick a project and ask for a visit.These experiences shaped my teaching and research. It seems to me that it is unarguable that the objective in construction and construction management research is to influence industry and change practice. That is why the UK has, at last, in their 2013 research assessment exercise created a section to present the impact of research. The weight of this element will be bigger in the next research exercise. This has been late in being included and should be welcomed. Construction research without impact on the industry isn't research. mgid advertisingkiikochan.blog136.fc2.com
In November 2011 OPERC, the Off-highway Plant and Equipment Research Centre (click OPERC for details) held their Annual Conference at Birmingham City University At this conference I was presented with an OPERC Gold Medal for services to OPERC, I'm not quite sure what these services were but it was very nice of them. Below is a photograph of the presentation by Professor Dave Edwards Dave Edwards presenting me with an OPERC Gold Medal and the medal
I was invited to join the Smeatonian Society of Civil Engineers, this Society formed in 1771 by John Smeaton it predated the Institution of Civil Engineers (1818). The Society still exists and has only 50 members, I had to research its background, its description is below-
During my visit to UTM I took part in a Workshop on publishing articles in refereed journals. Below is a photograph of the delegates who were mainly research students in Civil Engineering at UTM. Below the picture are links to the slides that I used. The workshop was based on my experience as Editor of Engineering Construction and Archtectural Management and as referee for other journals. I shared these experiences with the delegates through a slide show and through discussing draft articles that they had prepared. The audience was lively, energetic, enthusiastic and the discussion sessions were robust. Sadly that will not be obvious from the slides. I did promised the delegates that I would make the slides available. These are in two parts. Part 1 contains general advice from Emerald on the 'rules' about publishing and an introduction to ECAM. Published articles in refereed journals-Part 1 Part 2 are my own comments which generated discussion. Published articles in refereed journals-Part 2