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Construction Project Management, 6th Edition by S. Keoki Sears, Glenn A. Sears, Richard H. Clough, Jerald L. Rounds, Robert O. Segner

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8 Resource Management

8.1 Introduction

Much of the job of a project manager, as well as the job of a field supervisor, focuses on the efficient investment of resources to achieve the project objectives. When we talk of resources in the context of construction, we typically think of manpower, equipment, and materials. These are fundamentally important resources, but in broader terms they are only some of the resources invested in the project.

In the broader context, a resource can be considered anything that adds value to the project. Certainly, manpower, equipment, and materials meet this definition of resource. However, the project manager must think outside the narrow confines of these big three to look for other resources that can be managed to the benefit of the project. Time is a resource that is so important that much of this book is dedicated to the efficient use of time. Money is another very important resource that will be discussed in some detail in the last two chapters of the book. In addition to what we normally understand manpower to mean—that is, craft workers who actually do the work on the project—there are many other people who add value to the project.

Within the company, the estimator, the purchasing agent, the financial unit, and the management information systems unit all support the project manager in achieving a successful project. Outside the company, subcontractors provide much of the labor and materials that go into the job. Meanwhile, material suppliers ...

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