‏514.00 ₪

Global Construction Success

‏514.00 ₪

ISBN13

9781119440253

יצא לאור ב

Hoboken

זמן אספקה

21 ימי עסקים

עמודים

336

פורמט

Hardback

תאריך יציאה לאור

1 במרץ 2019

לדלג לסוף של גלריית תמונות

לדלג להתחלה של גלריית תמונות

פרטים

A guide to effective corporate and project management in the construction industry with a focus on the role that people play in the process Global Construction Success explores the importance that human dynamics play in risk management of construction projects. Every time a project is structured, designed and built, personal behaviours and inputs can either lead to success or be the cause of failure. With contributions from noted experts on the topic, the book offers insight into stakeholders' reactions in a variety of situations, provides expert analyses of risk management and proposes potential solutions and recommendations in order to ensure effective construction management. The book explores common causes of project failure, outlines the key factors of successful projects, shows how to implement Public Private Partnerships, explores the different stages of structuring projects and reveals what it takes to manage difficult client/contractor relationships. International case studies of major projects clearly illustrate how communications and relationships can lead to helpful solutions to commonly encountered challenges to achieve positive results. Offers a comprehensive review of the impact human dynamics play in the success or failure of construction projects Stresses the importance of the leadership of senior management Offers a chapter on managing and resolving conflicts Shows why the industry needs better risk management Includes new information for managing communications and relationships Explores new areas of technology that are being embraced by the construction industry Written for construction industry senior management in both the corporate and government sectors, project management professionals, consultants and supply chain participants, Global Construction Success includes material for minimizing risk and improving management quality and profitability when working with international construction projects.

מידע נוסף

מידע נוסף
עמודים	336
פורמט	Hardback
ISBN10	1119440254
יצא לאור ב	Hoboken
תאריך יציאה לאור	1 במרץ 2019
תוכן עניינים	Author's Notes xxi Acknowledgements xxiii Biographies xxv Preface xxxiii Why Have I Written this Book? xxxiii Objectives xxxv My Journey from the Australian Bush to International Construction xxxvi Who Should Read this Book and Why? xxxix Conclusion xxxix 1 Introduction 1 Ian Williams 1.1 Opening Remarks 1 1.2 Section A - The State of the Industry (Chapters 2-6) 2 1.3 Section B - People and Teamwork (Chapters 7-11) 2 1.4 Section C - The Right Framework - Forms of Contract, Business Models, and Public Private Partnerships (Chapters 12-15) 3 1.5 Section D - Management of Risk (Chapters 16-23) 3 1.6 Section E - Robust Processes - Corporate and Project Management (Chapters 24-27) 4 1.7 Section F - Emerging Conclusions (Chapter 28) 4 1.8 Final Note 4 Section A - The State of the Industry 5 2 Global Overview of the Construction Industry 7 2.1 Introduction - Globalisation Impacts on Construction 7 2.2 Construction Industry Cycles 7 2.3 Industry Trends - Business Models, Contract Types, Financing, Technology 8 2.4 Regional Trends - Middle East, Asia Pacific, Africa, the Americas, UK and Europe 9 2.5 Bad News and Its Consequences 11 2.6 The Good News - Significant Improvements in the Right Direction 13 2.7 Summary and Conclusions 15 3 Construction Consultants in the Global Market Place 19 Judy Adams 3.1 Introduction 19 3.2 Political Risk 19 3.3 Regional/Cultural Differences 20 3.4 Payment or Fee Recovery 21 3.5 Localisation 21 3.6 Failure to Attract or Retain Skilled People 21 3.7 Contractual Terms and Conditions 22 3.8 Ability to Deliver Across Major Projects/Programmes 22 3.9 Cyber Security 22 3.10 Contractor Failure 23 3.11 Design Liability 23 4 Common Causes of Project Failure 25 4.1 Introduction 25 4.2 High Profile `Problem Projects' Since 2000 26 4.3 The 35 Common Causes 30 4.4 Project Leadership - How Bad Can It Get? 41 4.5 Lessons Learnt from Incompetent Site Management 43 4.6 Conclusion 44 5 The Use and Abuse of Construction Supply Chains 45 Professor Rudi Klein 5.1 Introduction 45 5.2 Construction: An Outsourced Industry 46 5.3 Adverse Economic Forces Bearing Down on the Supply Chain 47 5.4 Supply Chain Dysfunctionality 47 5.5 Addressing the Issues and Solutions 48 5.6 The Future 58 6 A Discussion on Preventing Corporate Failure: Learning from the UK Construction Crisis 59 Stephen Woodward and Nigel Brindley 6.1 A Call to Action' 59 6.2 Lifting the General Level of Corporate Management 61 6.3 Improving Risk Management 64 6.4 Joint Recommendations by the Corporate Risk Manager and the Investment Banker 65 6.5 Conclusions 67 Section B - People and Teamwork 69 7 Obstacles to Senior Management and Board Success 71 7.1 Introduction 71 7.2 Groupthink and Team Selection 72 7.3 Training 73 7.4 Choosing the Wrong Strategy and/or Projects 74 7.5 Need for `Macro-Level' Focus, with Effective Corporate Oversight (`the Wider Picture') 75 7.6 Effective Communication and Delegation 76 7.7 Summary 77 8 Structuring Successful Projects 79 8.1 Introduction 79 8.2 So What Happens on Successful Projects? What Are the Key Factors that Create Success? 79 8.3 The Different Activities and Responsibilities, from Concept to Completion of Construction 80 8.4 Checklist for Structuring Successful Projects 85 8.5 Summary 90 9 Understanding and Managing Difficult Client/Contractor Relationships 91 David Somerset 9.1 Introduction 91 9.2 Problems Posed by Difficult Clients 91 9.3 How to Manage Difficult Clients 92 9.4 Problems Posed by Difficult Contractors 95 9.5 Steps to Manage Difficult Contractors 96 9.6 Conclusion 97 10 Social Intelligence - The Critical Ingredient to Project Success 99 Tony Llewellyn 10.1 Introduction 99 10.2 Project Intelligence 100 10.3 Social Intelligence 100 10.4 Learning and Development 102 10.5 Building Cohesive Teams 103 10.6 Introducing a Specialist into Your Team 103 10.7 Coaching the Team 104 10.8 Managing Behavioural Risk 104 11 Practical Human Resources Considerations 107 11.1 The Changing Job Requirements in the Construction Industry - Government and Corporate 107 11.2 The Argument for Broader Based Training of Tomorrow's Industry Leaders 108 11.3 What Makes a Good Leader in the Construction Industry - for Contractors, Government Departments and PPP Players? 108 11.4 Personnel Recruitment and Positioning - A Different Perspective 109 11.5 Leadership Considerations 110 11.6 The Inherent Risks of Decision Making for Survival 112 11.7 The Human Fallout from a Failed Project 113 11.8 Summary 114 Section C - The Right Framework - Forms of Contract, Business Models, and Public Private Partnerships 115 12 The Contract as the Primary Risk Management Tool 117 Rob Horne 12.1 Common understanding (or lack thereof) 118 12.2 Clarity 118 12.3 Knowledge transfer 119 12.4 Adaptability 119 12.5 Acceptance 119 12.6 Application 119 13 The New Engineering Contract (NEC) Interface with Early Warning Systems and Collaboration 129 Richard Bayfield 14 Development Contracting - An EfficientWay to Implement Major Projects 133 Jon Lyle 14.1 Introduction 133 14.2 Major Projects Are Unique 133 14.3 Commitment and Costs 134 14.4 The Tools for Successful Development Contracting 135 14.5 Conclusion 145 15 A Critical Review of PPPs and Recommendations for Improvement 147 15.1 Introduction 147 15.2 Proponents and Opponents 150 15.3 Project Viability and Necessary Due Diligence 153 15.4 Some Current Perspectives on the PPP Process 155 15.5 Efficient Structuring and Managing of PPPs 160 15.6 PPP Claims and Disputes 164 15.7 Summary of Key Factors for Success and Minimising Risk 165 Section D - Management of Risk 167 16 A Tale of Oil Rigs, Space Shots, and Dispute Boards: Human Factors in Risk Management 169 Dr Robert Gaitskell QC 16.1 Human Factors in Risk Management 169 16.2 The Challenger Disaster 169 16.3 Dispute Boards 171 16.4 Nuclear Fusion 173 16.5 The ITER Project 174 16.6 Conclusion 175 17 Effective Risk Management Processes 177 17.1 Introduction 177 17.2 Effects of Human Behaviour in Risk Management 177 17.3 Typical Project Risks 178 17.4 Keeping Risk Management Simple 180 17.5 Procedures to Eliminate, Mitigate, and Control Risks 183 17.6 Conclusions 187 18 Risk Management and its Relation to Success in the North American Context 189 John McArthur 18.1 Introduction 189 18.2 Relationship of Success to Risk Management 191 18.3 Planning for Success and Managing Risks 194 18.4 Go/No-Go Stage 194 18.5 Summary 196 18.6 Recent Projects: A Success and a Failure 197 19 Early Warning Systems (EWSs), the Missing Link 199 Edward Moore and Tony Llewellyn 19.1 Introduction 199 19.2 Look Outside of the Technical Bubble 199 19.3 Cultural Barriers 200 19.4 Learning to Value `Gut Feel' 201 19.5 Case Study 202 19.6 Summary 204 20 Construction Risk Management - Technology to Manage Risk (ConTech) 205 Rob Horne 20.1 Introduction to Technology in Construction 205 20.2 What Do We Mean by ConTech? 206 20.3 ConTech as a Tool Not a Toy 209 20.4 Major Projects - Temporary Smart Cities 211 20.5 Smart City Principles 212 20.6 `Smart' Commercial Management 213 20.7 Dehumanising Risk Management 214 20.8 Joining the Dots for Exponential Growth 218 20.9 Project Control and Risk Management -The Future 223 20.10 Conclusion 225 21 Intelligent Document Processes to Capture Data and Manage Risk and Compliance 227 Graham Thomson 21.1 Introduction 227 21.2 The Dimensions of IDF 229 22 Organisational Information Requirements for Successful BIM Implementation 233 Dr Noha Saleeb 22.1 Introduction 233 22.2 Leveraging Organisational Information Requirements for Business Success 234 22.3 Developing OIRs Using BIM 236 22.4 Conclusion 243 References 243 23 Examples of Successful Projects and how they Managed Risk 245 23.1 Introduction 245 23.2 People, People, People - London 2012 Olympic and Paralympic Games 245 Ian Williams 23.2.1 Governance 247 23.3 Managing Risk - Tunnels for Heathrow's Terminal 5 (2001-2005) 249 Ian Williams Acknowledgements 255 Bibliography 256 23.4 Cyber Design Development - Alder Hey Institute in the Park, UK 256 Stephen Warburton 23.5 The Importance of Clear Ownership and Leadership by the Senior Management of the Client and the Contractor 258 Charles O'Neil Section E - Robust Processes - Corporate and Project Management 261 24 Planning and Programming Major Projects 263 Charles O'Neil and Rob Horne 24.1 The Foundations of Success 263 24.2 Monitoring `Progress versus Programme' and `Cost-to-Complete versus Budget' 265 24.3 Extensions of Time, Concurrency and Associated Costs 267 24.4 Ownership of Float 270 25 Managing and Resolving Conflict 275 David Richbell 25.1 Conflict Can Be Good 275 25.1.1 Different Truths 275 25.1.2 Difficult Conversations 275 25.2 Co-operation Versus Confrontation 276 25.3 We Are All Different 276 25.4 Fairness or Justice (or Both) 278 25.5 Relationships 278 25.6 The Move Towards Collaborative Working 279 25.7 Best Deals 279 25.8 Staged Resolution 279 25.9 Conclusion 282 26 Dispute Resolution - The Benefits and Risks of Alternative Methods 283 26.1 Introduction 283 26.2 Avoiding Formal Disputes Through Early Communications and Negotiations 283 26.3 Main Considerations of the Parties When They End Up in a Formal Dispute 285 26.4 What Do Commercial Clients Want Out of a Formal Dispute Process? 285 26.5 Working with Lawyers 286 26.6 Techniques for Negotiating Settlements 287 27 Peer Reviews and Independent Auditing of Construction Projects 291 Section F - Emerging Conclusions 295 28 Conclusions and Recommendations 297 28.1 Overview 297 28.2 Where Is the Global Industry Headed? 298 28.3 Key Observations and Recommended Actions 299 28.4 Final Thoughts 303 Appendix A 305 Index 307
זמן אספקה	21 ימי עסקים