Managing Construction Projects - Graham M Winch

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Résumé :

Preface to 1st Edition xiii

Preface to 2nd Edition xvii

Part I Introduction 1

1 The Management of Construction Projects 3

1.1 Introduction 3

1.2 Projects as the creation of new value 5

1.3 The project as an information processing system 6

1.4 Project management and the management of projects 8

1.5 Projects and resource bases 8

1.6 The five generic project processes 10

1.7 Critiques of the first edition 10

1.8 A theoretical perspective on managing construction projects 13

1.9 A practical contribution to managing construction projects 14

1.10 The plan of the book 14

1.11 Summary 15

Case 1 The Channel Fixed Link 15

2 The Context of Construction Project Management 20

2.1 Introduction 20

2.2 The industry recipe for construction 21

2.3 National business systems in construction 24

2.4 The regulatory context 26

2.5 The construction cycle 31

2.6 The development of concession contracting 33

2.7 Summary 34

Case 2 The UK Construction Business System 35

Further reading 48

Part II Defining the Project Mission 49

3 Deciding What the Client Wants 53

3.1 Introduction 53

3.2 From artefact to asset: facilities as new value 53

3.3 Understanding spatial quality and business processes 56

3.4 Indoor environmental quality and business processes 57

3.5 Symbolic quality: beyond peer review 58

3.6 Justifying the investment 61

3.7 Strategic misrepresentation in investment appraisal 64

3.8 Defining the project mission: a conceptual framework for product integrity 66

3.9 Summary 68

Case 3 Defi ning the Mission at the University of York 69

Further reading 73

4 Managing Stakeholders 74

4.1 Introduction 74

4.2 Which are the project stakeholders? 74

4.3 Mapping stakeholders 77

4.4 The regulatory context 79

4.5 Managing consent 82

4.6 Ethics in project mission definition 84

4.7 The role of visualisation 85

4.8 Summary 86

Case 4 The Rebuilding of Beirut Central District 88

Further reading 92

Part III Mobilising the Resource Base 93

5 Forming the Project Coalition 99

5.1 Introduction 99

5.2 The principal/agent problem in construction 99

5.3 Procuring construction services 101

5.4 The formation of project coalitions 109

5.5 Selecting resource bases 115

5.6 Forming more effective project coalitions 117

5.7 The development of e-procurement 123

5.8 Probity in procurement 124

5.9 Summary 127

Case 5 Partnering Between Marks & Spencer and Bovis 127

Further reading 131

6 Motivating the Project Coalition 132

6.1 Introduction 132

6.2 The problem of moral hazard in construction projects 133

6.3 The problem of switching costs 134

6.4 Managing the problem of moral hazard 136

6.5 Contractual uncertainty and risk allocation 137

6.6 Governing the contract and the role of third parties 143

6.7 The dynamic of adversarial relations 146

6.8 Alliancing 147

6.9 Summary 151

Case 6 NHS ProCure 21 151

Further reading 154

7 Managing the Dynamics of the Supply Chain 155

7.1 Introduction 155

7.2 Horizontal and vertical governance 156

7.3 Internal resource mobilisation 157

7.4 Shirking 161

7.5 The role of sequential spot contracting in construction employment 162

7.6 Managing the supply chain 165

7.7 Managing consortia and joint ventures 167

7.8 The dyna...

Biographie:
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Sommaire:
Graham Winch is Professor of Project Management, Director of the Centre for Research in the Management of Projects, Director of the BP Managing Projects executive education programme and Head of the Decision Sciences and Operations Management Subject Area Group at Manchester Business School, University of Manchester....