estimating, budgetary & resource- driven planning
TRANSCRIPT
401.649 Cost Planning for Construction Projects
1
Moonseo Park
35동 504-1
Phone 880-5848, Fax 871-5518
E-mail: [email protected]
Department of Architecture
College of Engineering
Seoul National University
Professor, PhD
Estimating, Budgetary & Resource-driven Planning 401.649 Cost Planning for Construction Projects
401.649 Cost Planning for Construction Projects
3
Lecture Outline
Structure of Project Cost
Cost Estimating
Budgeting
Resource-Driven Planning
Resource Planning and Management
Linear Scheduling Method (LSM)
401.649 Cost Planning for Construction Projects
4
As Part of the Project Financial Plan
Construction Cost Estimate: a specific indication of the
construction related costs, which gives vital information
• to the owner: to verify the project economic viability and
cash flow needs.
• to the designer: to confirm the viability of its design and to
meet the projected investment.
• to the contractor: to set up the potential profit.
401.649 Cost Planning for Construction Projects
5
Typical Project Financial Plan Items
Land Cost: purchase or Lease
(Existing Facilities Acquisition Cost and Site Clearance Cost)
Construction Cost:
• Hard Cost: construction material, manpower, equipment
• Soft Cost: design and engineering, general contractor fees,
infra fee, contingencies (depending on delivery systems, it
may not be included in construction cost)
Other Cost and Expenses: organization and development costs,
project management fees, pre-opening expenses
Financing Cost
Working Capital
401.649 Cost Planning for Construction Projects
6
An Example of the Financial Projection
A. PROJECT DESCRIPTION B. PROJECT COST C. FINANCING PLAN
1. LOCATION KIEV, UKRAINE
1. LAND USE RIGHT GRANTING FEE 5,600 1. EQUITY 14,490
2. LAND AREA (SQM) 16,500 * USD / SQM 339.4
2. SITE CLEARENCE (Relocation & Demolition) 4,886 1) LOCAL 49.00% 7,100
3. TOTAL BUILDING AREA (SQM) 160,000 3. ACQUISITION OF EXISTING BUILDING 1,500 2) DAEWOO 51.00% 7,390
4. CONSTRUCTION HOTEL OFFICE APT. RETAIL OTHER 241,840
1) HOTEL 50,000
- NO. OF ROOMS 500 * USD / SQM 1,800 1,200 1,000 1,000 400 2. LOAN 172,308
2) OFFICE 55,000 - DEBT RATIO 92%
1) HARD COST 90,000 66,000 20,000 15,000 8,000 199,000
BUILDING WORK 43% 38,700 28,380 8,600 6,450 3,440 85,570 3. PRE-SALE PROCEEDS 96,203
3) APARTMENT 20,000 MECH. & ELEC. 42% 37,800 27,720 8,400 6,300 3,360 83,580
- NO. OF UNITS 160 F.F. & E. 15% 13,500 9,900 3,000 2,250 1,200 29,850
- SPACE PER UNIT 125
4) RETAIL 15,000 2) SOFT COST 42,840 TOTAL 283,000
DESIGN & ENG. 3% 5,970
5) PARKING 667 20,000 GENERAL CON. 8% 15,920
URBAN INFRA FEE 11,000
4. J/V TERM (Years) ON SITE INFRA FEE 0 D. ASSETS
1) CONSTRUCTION 3 CONTIGENCY 5% 9,950
2) OPERATION 46 1. CURRENT ASSETS 2,858
5. OTHER COSTS & EXPENSES 5,000
5. FINANCING CONDITIONS 2. FIXED ASSETS 275,142
1) ORGANIZ. & DEVP. 2,000
1) LONG TERM LOAN 10.00% 2) PROJECT MANAGEMENT 2,000 3. DEFERRED ASSETS 5,000
- GRACE PERIOD (YEARS) 0 3) PRE OPENING EXP. 1,000
- REPAYMENT PERIOD (YRS) 10
6. I. D. C. 21,316
2) SHORT TERM LOAN 10.00%
- REPAYMENT PERIOD (YRS) 1 7. WORKING CAPITAL 2,858
TOTAL 283,000 TOTAL 283,000
401.649 Cost Planning for Construction Projects
7
Lecture Outline
Structure of Project Cost
Cost Estimating
Budgeting
Resource-Driven Planning
Resource Planning and Management
Linear Scheduling Method (LSM)
401.649 Cost Planning for Construction Projects
8
Types of Cost Estimating
Types of Estimate Purposes Design Progress
Accuracy
Feasibility Studies Determine the project
financial feasibility
Appropriation Obtain project funding
Capital Cost or Budget Control project budget
Definitive Final cost prediction
detail
primitive ±20-30%
±5%
401.649 Cost Planning for Construction Projects
10
Objectives of Cost Estimating
Project Financial Projection
Budgeting
Bidding
Internal Charging
Pricing Change Orders
Cash Flow Management
401.649 Cost Planning for Construction Projects
11
Direct Costs vs. Indirect Costs
Direct Costs
Can be directly attributed to a recognized work item
Indirect Costs
Cannot be directly attributed to a recognized work item
401.649 Cost Planning for Construction Projects
12
Examples of Direct/Indirect Costs
Priced Items
Cost Items
Con’c
Floors
Building 3 Site 08 Firm
Salary of Receptionists at Home Office
Water Consumption during April at site 08
Rent of Concrete Pump for Building 3
Re-bar Placement on the Third Floor of
Building 3
I I I D
I I D D
I D D D
D D D D
401.649 Cost Planning for Construction Projects
13
Major Components of a Priced Item
Direct Costs
Site Overhead
Home Office Overhead
Profit and Contingencies
Financing Costs
Indirect Costs
(depending on pricing)
401.649 Cost Planning for Construction Projects
14
Common Types of Direct Cost Items
Labor
Material
Equipment
Forms, Scaffolds, and Special Tools
Subcontractors
401.649 Cost Planning for Construction Projects
15
Site Overhead Expenses
Salaries: Project Manager, Superintendent, Foremen,
Gate-man, Other Personnel
Housekeeping: Site Offices, Temporary Roads, Fences,
Signs, Waste Disposal, etc.
Services: Water, Electricity, Telephone, Insurance, etc.
401.649 Cost Planning for Construction Projects
16
Home Office Overhead Expenses
Salaries: Top Managers, Regional Managers, Office Personnel,
Technical and Supporting Staffs (e.g.., cost estimators, in-
house architectural engineers), etc.
Outsourcing Services: Special consultants, Lawyers, CPAs,
Advertising Firms, Lobbyists, etc.
Headquarter Operation and Maintenance: Office Rent,
Furniture, Electricity, Telephone, Water, Insurance, etc.
Centralized Services: Equipment Yard, Material and Tool Center,
Fleet of Company Cars and Trucks, etc.
401.649 Cost Planning for Construction Projects
17
Common Mark-Up Categories
Planned Profit: usually added as a flat percentage on all items
(sometimes with differentiation between self performed work
and sub-contracted work, or according to types of work)
Escalation: considered for expected annual inflation
Contingencies: added for unexpected, non-reimbursable
expenses (e.g., rework due to errors, slowdown due to
weather conditions, unexpected wastes, under-insured
damages, work strikes, warranty work in the future, etc.)
401.649 Cost Planning for Construction Projects
18
Common Mark-Up Categories
Financing Expenses: supposed to compensate expected interest
payments (or conceptual interests) for negative cash flow
periods.
Panic Factors: for designers or owners of bad reputation (“trouble makers” on the contract).
401.649 Cost Planning for Construction Projects
19
Lecture Outline
Structure of Project Cost
Cost Estimating
Budgeting
Resource-Driven Planning
Resource Planning and Management
Linear Scheduling Method (LSM)
401.649 Cost Planning for Construction Projects
20
Budgeting
Aims to set a cost or money target for each material, labor,
and subcontract cost.
Converted from the cost estimate.
Baseline for cost control programs and a performance index on
meeting the project’s financial goal.
Usually broken down into detailed accounts.
401.649 Cost Planning for Construction Projects
21
An Example of Budget Format
Taken from Dr Wang’ s lecture material, EM3208
401.649 Cost Planning for Construction Projects
22
Slack Management
Slack Management : when budget is limited during a certain
time period, rescheduling the project by changing activity
‘timing’ and associated expenditure or income.
Activity Timing Change: Non-critical activities first (having FF
-> TF), then critical activities.
Activities having
Free Float
Activities having
Total Float
Activities on
Critical path
401.649 Cost Planning for Construction Projects
23
A Slack Management Example
Week Activity Weekly Cumulative
A B C D E F G Cost Cost
1 300 1000 814.3 2114 2114
2 300 1000 814.3 2114 4229
3 300 1000 814.3 2114 6343
4 300 814.3 1114 7457
5 300 814.3 1114 8572
6 412.5 600 814.3 1827 10398
7 412.5 600 814.3 1827 12225
8 412.5 600 1013 13238
9 412.5 600 1013 14250
10 412.5 600 1013 15263
11 412.5 600 1013 16275
12 412.5 600 1013 17288
13 412.5 413 17700
14 1525 1525 19225
15 1525 1525 20750
16 1525 1525 22275
17 1525 1525 23800
18 1440 1440 25240
19 1440 1440 26680
20 1440 1440 28120
21 1440 1440 29560
22 1440 1440 31000
1500 3000 3300 4200 5700 6100 7200 31000
Activities that will be
rescheduled Early Schedule
* Activities on Critical Path: A, C, F, and G
401.649 Cost Planning for Construction Projects
24
Week Activity Weekly Cumulative
A B C D E F G Cost Cost
1 300 300 300
2 300 300 600
3 300 1000 1300 1900
4 300 1000 1300 3200
5 300 1000 1300 4500
6 412.5 413 4913
7 412.5 600 814.3 1827 6739
8 412.5 600 814.3 1827 8566
9 412.5 600 814.3 1827 10393
10 412.5 600 814.3 1827 12220
11 412.5 600 814.3 1827 14047
12 412.5 600 814.3 1827 15873
13 412.5 600 814.3 1827 17700
14 1525 1525 19225
15 1525 1525 20750
16 1525 1525 22275
17 1525 1525 23800
18 1440 1440 25240
19 1440 1440 26680
20 1440 1440 28120
21 1440 1440 29560
22 1440 1440 31000
1500 3000 3300 4200 5700 6100 7200 31000
A Slack Management Example Activities that have
been rescheduled Late Schedule
* Activities on Critical Path: A, C, F, and G
401.649 Cost Planning for Construction Projects
25
A Slack Management Example
Slack Management Example
0
5000
10000
15000
20000
25000
30000
35000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Time (week)
Ca
sh
Flo
w (
$) Late Schedule
Early Schedule
*e.g., if only 10,000 $ of construction
budget is allocated for week 1 to 8, early
schedule is not feasible for this project.
Cumulative Cash Flows of Two Schedule Options
401.649 Cost Planning for Construction Projects
26
Considerations in Slack Management
May involve the higher risk of a schedule overrun
• For using a late start schedule, it is assumed that all the
activities are started as late as possible without any slack to
buffer against uncertainties.
• As a result, adopting a late start schedule may increase the
possibility of delays.
401.649 Cost Planning for Construction Projects
27
Crashing
Crashing : the procedure whereby an activity’s duration is
shortened by adding resources and paying extra ‘direct’ costs.
Trade-off between the minimum cost-longest duration option
at one extreme and any other options that can reduce an
activity’s duration at a higher cost.
Normal Point
Max. Crash Point
Lc Ln
Activity Duration
Cost
Cc
Cn
401.649 Cost Planning for Construction Projects
28
Crashing
May be an economic way as well as shortening the project
duration, once other construction costs (e.g., indirect cost,
delay penalty) are considered.
Crashing Steps
• Examine the critical path(s) at each step
• Select the activity that is the least expensive to crash on
each critical path
• If there exist multiple critical paths, compare the cost of
crashing of each option
401.649 Cost Planning for Construction Projects
29
A Crashing Example
5
A
5
5
0
0
Original Schedule
Rescheduling Objective: Shortening the project duration from 22
weeks to 19 weeks
* Restriction: only one week crashing is allowed for each activity.
3
B
6
3
3
0
7
E
13
7
6
0
7
D
13
12
6
5
8
C
13
13
5
5
4
F
17
17
13
13 5
G
22
22
17
17
Activity Cost to Crash for
one week
A $4000
B 3000
C 1500
D 1500
E 1000
F 1000
G 3500 Critical Path : A C F G
Precedence Relationship: FS 0
401.649 Cost Planning for Construction Projects
30
A Crashing Example
5
A
5
5
0
0
1st Step
3
B
6
3
3
0
7
E
13
7
6
0
7
D
13
12
6
5
8
C
13
13
5
5
3
F
16
16
13
13 5
G
21
21
16
16
Options Candidate Activities Cost to Crash ($) Selected
1 A 4000
2 C 1500
3 F 1000
4 G 3500
Critical Path : A C F G
Project Duration: 21 weeks
√ (4 to 3)
401.649 Cost Planning for Construction Projects
31
√ (8 to 7)
A Crashing Example
5
A
5
5
0
0
2nd Step
3
B
5
3
2
0
7
E
12
7
5
0
7
D
12
12
5
5
7
C
12
12
5
5
3
F
15
15
12
12 5
G
20
20
15
15
Options Candidate Activities Cost to Crash ($) Selected
1 A 4000
2 C 1500
4 G 3500
Critical Path : A C F G
Project Duration: 20 weeks
A D F G
401.649 Cost Planning for Construction Projects
32
√ (5 to 4)
A Crashing Example
5
A
5
5
0
0
3rd Step
3
B
5
3
2
0
7
E
12
7
5
0
7
D
12
12
5
5
7
C
12
12
5
5
3
F
15
15
12
12 4
G
19
19
15
15
Options Candidate Activities Cost to Crash ($) Selected
1 A 4000
2 C, D 1500 + 1500 =3000 Not feasible according to the
given condition
4 G 3500
Critical Path : A C F G
Project Duration: 19 weeks
A D F G
401.649 Cost Planning for Construction Projects
33
Crashing Practice
0 4 17
A E
0 3
B C D F
5
6 4
4
3 8
ES EF
LS LF
TT Activity Code FF
Duration
Original Schedule
Find the maximum days, by which you can shorten the project duration,
given $6,500 additional money. Only direct costs are considered and
fraction of costs is not allowed in calculation
Precedence Relationship: FS 0
Activity Cost to crash for one
day
A $3500
B 2000
C 1500
D 2000
E 2500
F 2500
401.649 Cost Planning for Construction Projects
34
Crashing Practice
22 0 A 4 12 E 17 ES EF
0 4 4 13 5 18 LS LF
0 0 1 1 TTActivity CodeFF
0 B 3 4 C 12 12 D 18 18 F 22
1 3 4 4 8 12 12 6 18 18 4 22
1 1 0 0 0 0 0 0
Duration
401.649 Cost Planning for Construction Projects
35
Crashing Practice
21 c: 8 to 7
0 A 4 11 E 16 spent 1500
4 5
0 B 3 4 C 11 11 D 17 17 F 21
3 7 6 4
401.649 Cost Planning for Construction Projects
36
Crashing Practice
20
0 A 4 11 E 16
4 5
d: 6 to 5
2000
0 B 3 4 C 11 11 D 16 16 F 20
3 7 5 4
401.649 Cost Planning for Construction Projects
37
Crashing Practice
19
0 A 4 11 E 16
4 5 f:4 to 3
2500
0 B 3 4 C 11 11 D 16 16 F 20
3 7 5 3
so sum =
1500+2000+2500 =6000
reduce by 3 days
401.649 Cost Planning for Construction Projects
38
Lecture Outline
Structure of Project Cost
Cost Estimating
Budgeting
Resource-Driven Planning
Resource Planning and Management
Linear Scheduling Method (LSM)
401.649 Cost Planning for Construction Projects
39
Key Resources
Human Resources
Equipment and Material
On-Site Facilities
Transportation Arrangements
Project Financing
401.649 Cost Planning for Construction Projects
40
Objectives of Resource-Driven Planning
To ensure that non-constrained resources can be effectively
used and that tight controls should be placed on the
consumption of constrained resources.
• Non-constrained resources: untrained labor, general-
purpose equipment, etc.
• Constrained resources: a rare type of material, technical
experts, etc.
401.649 Cost Planning for Construction Projects
41
Lecture Outline
Structure of Project Cost
Cost Estimating
Budgeting
Resource-Driven Planning
Resource Planning and Management
Linear Scheduling Method (LSM)
401.649 Cost Planning for Construction Projects
42
Resource Leveling
Resource Leveling : the reallocation of slack (TF or FF) in
non-critical activities to minimize fluctuations in the resource
requirement profile.
Assumptions: a more steady usage of resources leads to lower
resource costs.
• Labor: costs associated with hire, fire, and training
• Material: storage requirement, planning and controlling
efforts
401.649 Cost Planning for Construction Projects
43
Resource Leveling Steps
Compute the average number of resource-days per period (e.g.,
week).
With reference to the early start schedule and non-critical
activities, gradually delay activities one at a time, starting
with the activities having the largest free slack.
Check the emerging resource requirement profile after each
delay.
Select the schedule that minimizes resource fluctuations,
which is close to the calculated average.
401.649 Cost Planning for Construction Projects
44
5
A 0
5
5
0
0
0
Project Schedule
Average of Required Labor-Days per Week:
8.9 labor-days (196/22)
3
B 3
6
3
3
3
0
7
E 6
13
7
6
6
0
7
D 1
13
12
1
6
5
8
C 0
13
13
0
5
5
4
F 0
17
17
0
13
13 5
G 0
22
22
0
17
17
Activity Duration
(week)
Required
Labor-Days
per week
Total Labor-
Days Required
A 5 8 40
B 3 4 12
C 8 3 24
D 7 2 14
E 7 5 35
F 4 9 36
G 5 7 35 Critical Path : A C F G
A Resource Leveling Example
401.649 Cost Planning for Construction Projects
45
Gantt Chart & Resource Level
A Resource Leveling Example
A
B
C
D
E
F
G
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
LOAD 17 17 17 13 13 10 10 5 5 5 5 5 3 9 9 9 7 7 7 7 7 7
401.649 Cost Planning for Construction Projects
46
1st Step: delay the start of activity E by 3 weeks
A Resource Leveling Example
A
B
C
D
E
F
G
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
LOAD 12 12 12 13 13 10 10 10 10 10 5 5 3 9 9 9 7 7 7 7 7 7
401.649 Cost Planning for Construction Projects
47
2nd Step: further delay the start of activity E by 2 weeks
A Resource Leveling Example
A
B
C
D
E
F
G
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
LOAD 12 12 12 8 8 10 10 10 10 10 10 10 3 9 9 9 7 7 7 7 7 7
401.649 Cost Planning for Construction Projects
48
3rd Step: delay the start of activity D by 1 week
A Resource Leveling Example
A
B
C
D
E
F
G
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
LOAD 12 12 12 8 8 8 10 10 10 10 10 10 5 9 9 9 7 7 7 7 7 7
401.649 Cost Planning for Construction Projects
49
Resource Allocating
When required resource level exceeds the available resource
level, the control of slack in non-critical activities is not
sufficient to solve the problem. In this case, the project
manager need to find effective ways to allocate the available
resources, which include:
Activity Extending: perform activities (non-critical activities
first) at a lower work rate, utilizing available resources
e.g., given 11 labor-days, extend the duration of activity B
from 3 days to 4 days by lowering work rate from 4 labor-
days to 3 labor-days.
401.649 Cost Planning for Construction Projects
50
Resource Allocating
Activity Splitting: split an activity into sub-activities, on
condition that 1) an activity can be split, 2) the activities
succeeding the first sub-activity can be performed in
accordance with the original plan, and 3) the set-up time after
the break is relatively short.
Find Alternative Resources: sub-contracting, use of temporary
sources
Overtime
B B
A1 A2 break
A1
401.649 Cost Planning for Construction Projects
51
Lecture Outline
Structure of Project Cost
Cost Estimating
Budgeting
Resource-Driven Planning
Resource Planning and Management
Linear Scheduling Method (LSM)
401.649 Cost Planning for Construction Projects
52
Linear Scheduling Method
Used to plan and manage a project consisting of a number of identical (repetitive) activities, which are done by the same crew or equipment (Linear Projects).
Linear Projects: include the installation of pipelines or conduits, and the construction of identical small houses.
Also called Line of Balance (LOB)
To be planned in a way that
• Work discontinuity could be minimized.
• Have crew and equipment work at the maximum capacity by reducing their idle time.
• As a result, project duration could be shortened.
401.649 Cost Planning for Construction Projects
53
Linear Scheduling Steps
Design crew or equipment
Determine tasks for crew or equipment
Decide sequence of tasks
Route around the job
Buffer between the task
401.649 Cost Planning for Construction Projects
54
As part of the SNU IT Center project, a road pavement project is to
be done in two sections, A and B. The project consists of three
activities, each having different worker productivity. The entire
project is now behind the schedule. Thus, Mr. Lee, the PM of this
project is trying to find a more time-efficient way. He is thinking
where to start the work. From Section A to B or from Section B to A ?
As a student taking 401.649, how can you help him?
Project site for the proposed IT research center
Section A Section B
401.649 Cost Planning for Construction Projects
55
A Linear Scheduling Example
The Project: installing pipeline for section A and B, which
consists of three activities.
Activity Productivity (meter/worker*day)
Section A (600m) Section B (400m)
1 50 100
2 60 80
3 200 40
Constraints
• All activities must be performed continuously.
• Only one crew is assigned for each activity.
• A buffer of one working day must be assigned in between activities.
401.649 Cost Planning for Construction Projects
56
A Linear Scheduling Example
1000
900
800
700
600
500
400
300
200
100
0
0 5 10 15 20 25 30
Time (working days)
Dis
tan
ce
(m
ete
r)
Section B
Section A
Work Proceeds from Section A to Section B (0m to 1000m)
16
12
3
Activity 1
Project Duration: 24 wd Direction of Planning not Work
401.649 Cost Planning for Construction Projects
57
A Linear Scheduling Example
1000
900
800
700
600
500
400
300
200
100
0
0 5 10 15 20 25 30
Time (working days)
Dis
tan
ce
(m
ete
r)
Section B
Section A
Work Proceeds from Section A to Section B (0m to 1000m)
24 18 16
14
13
12
11 3
Activity 1
Activity 2
Activity 3
Project Duration: 24 wd Direction of Planning not Work
401.649 Cost Planning for Construction Projects
58
A Linear Scheduling Example
1000
900
800
700
600
500
400
300
200
100
0
0 5 10 15 20 25 30
Time (working days)
Dis
tan
ce
(m
ete
r)
Section B
Section A
Work Proceeds from Section B to Section A (1000m to 0m)
18
5 2
7 4
17
16
Activity 1
Activity 2
Activity 3
15
Project Duration: 18 wd
401.649 Cost Planning for Construction Projects
60
Work Proceeds from Section A to Section B (0 km to 6 km)
Project Duration: 50 wd
50 35 25
Activity 1
Activity 2
Activity 3 그림오류 찾기
401.649 Cost Planning for Construction Projects
61
Work Proceeds from Section B to Section A (6 km to 0 km)
40 30 25
Activity 1
Activity 2
Activity 3
Project Duration: 40 wd
401.649 Cost Planning for Construction Projects
62
References
Avraham Shtub, Jonathan F. Bard, Shlomo Globerson, “Project management : engineering, technology, and implementation”, Englewood Cliffs, NJ, Prentice Hall, 1994
Frederick E. Gould, Nancy Joyce, Chapter 8, “Construction project management”, Upper Saddle River, NJ, Prentice Hall, 1999
James M. Lyneis *, Kenneth G. Cooper, Sharon A. Els, “Strategic management of complex
projects: a case study using system dynamics”, System Dynamics Review, Vol. 17, No. 3,
2001
Christopher M. Gordon, “Choosing appropriate construction contracting method”, J. of
Construction Engineering & Management, Vol. 120, No. 1, 1994
Feniosky Pena-Mora, Jim Lyneis, “Project control and management”, MIT 1.432J Lecture
Material, 1998
Barrie, D.S., and Paulson, B.C., “Professional Construction Management”, McGraw Hill,
1992
Halpin, D.W., “Financial and Cost concepts for construction management”, John Wiley &
Sons, 1995
Yehiel Rosenfeld, “Project Management”, MIT 1.401J Course Material, 2000
Sarah Slaughter, “Innovation in construction”, MIT 1.420 Course Material, 1999
Gray and Hughes, “Building Design Management”,.
Murdoch and Hughes, “Construction Contracts: Law and Management”, E&FN SPON, 1996
Gray, Hughes and Bennett, “The Successful Management of Design”, Reading, 1994