Project Management in Highway Construction
Walker, Derek H. & Kumar, Arun (2005) Project Management in Highway Construction. In Fwa, T.F. (Ed.) Handbook of Highway Engineering. CRC Press, USA, 15.1-15.35.
Any activity that is undertaken involves, time, resources, and has an intended outcome. Such an activity could be construction of a physical infrastructure such as a highway, a bridge, a building, other forms of infrastructure; and major and minor maintenance works related to such physical infrastructure. In order to achieve the desired outcome it is essential that the entire activity is undertaken in a professional manner and that it is completed within the allocated time and budget. It is also essential that the entire process and the outcome have minimal social and environmental impact and the stakeholders impacted by it are consulted.
This entire activity can be broadly categorized as a project. Over half a century ago Davies (1951) had defined a project as," any undertaking that has definite, final objectives representing specified values to be used in the satisfaction of some need or desire". Cleland et al (2002) have defined a project as, " a combination of organizational resources pulled together to create something that did not previously exist and that will provide a performance capability in the design and execution of organizational strategies".
The management of a project right from inception to completion can be called as Project Management.
In every project there are deliverables. Davidson (2000) defines deliverables as,‿ Something of value generated by a project management team as scheduled, to be offered to an authorising party, a reviewing committee, client constituent, or other concerned party, often taking the form of a plan, report, prescript procedure, product, or service.‿
The one who coordinates all activities and is accountable for it is called the Project Manager. Davidson (2000) defines Project manager as, “ An individual who has the responsibility for overseeing all aspects of the day-to-day activities in pursuit of a project goal, including coordinating staff, allocating resources, managing the budget, and coordinating overall efforts to achieve a specific desired result.‿
Impact and interest:
Citation countsare sourced monthly fromand citation databases.
These databases contain citations from different subsets of available publications and different time periods and thus the citation count from each is usually different. Some works are not in either database and no count is displayed. Scopus includes citations from articles published in 1996 onwards, and Web of Science® generally from 1980 onwards.
Citations counts from theindexing service can be viewed at the linked Google Scholar™ search.
|Item Type:||Book Chapter|
|Additional Information:||For more information, please contact the author: firstname.lastname@example.org|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > TRANSPORTATION AND FREIGHT SERVICES (150700) > Transportation and Freight Services not elsewhere classified (150799)|
|Divisions:||Current > Research Centres > CRC Construction Innovation|
Past > QUT Faculties & Divisions > Faculty of Built Environment and Engineering
|Copyright Owner:||Copyright 2005 CRC Press (Taylor & Francis)|
|Deposited On:||06 Jun 2007|
|Last Modified:||29 Feb 2012 23:28|
Repository Staff Only: item control page