This book presents the principles and techniques of managing engineering and construction projects from the conceptual phase, through design and construction, tocompletion. It emphasizes project management during the early stages of project development because the ability to influence the quality, cost, and schedule of a project can best be achieved during the early stages of development. Most books discussproject management during construction, after the scope of work is fully defined,the budget is fixed, and the completion date is firm. It is then too late to make anysignificant adjustments to the project to improve quality, cost, or schedule to benefit the owner.Although each project is unique, there is certain information that must be identified and organized at the beginning of a project, before any work is started. Numerous tables and graphs are presented and discussed throughout this book to provideguidelines for management of the three basic components of a project: scope,budget, and schedule. Throughout this book, achieving project quality to meet theowner's satisfaction is emphasized as an integral part of project management.This second edition of the book has three new chapters: Working with ProjectTeams, Early Estimates, and Design Proposals. The topics in these chapters are extremely important to achieving a successful project. These topics are covered fromthe perspective of the engineer who is employed with either the owner's organization or the design firm.The intended audience of this book is students of university programs in engineering and construction. It is also intended for persons in industry who aid theowner in the feasibility study, coordinate the design effort, and witness constructionin the field. A common example is used throughout this book to illustrate projectmanagement of the design and construction process.This book is based on the author's experience in working with hundreds of project managers in the engineering and construction industry. Much of the informationin this book is based on formal and informal discussions with these project managers, who are actively involved in the practice of project management. Althoughviiviii PREFACEthe author has observed that no two project managers operate exactly the same,there are common elements that apply to all projects and all project managers. Theauthor presents these common elements of effective project management that havebeen successfully applied in practice.McGraw-Hill and the author would like to thank Martin Fischer of Stanford University and C. William Ibbs of the University of California at Berkeley for theirmany comments and suggestions. The author would also like to thank the manyproject managers in industry who have shared their successes, and problems, andwho have influenced the author's thoughts in the development of this book. Finally,the author greatly appreciates the patience and tolerance of his wife, Jana, and threesons, Dan, Tim, and Ron, for their support and encouragement during the writingand editing phases in producing this finished book.Garold D. Oberlender