Graham M. Winch (University of Manchest Manchester Business School

Managing Construction Projects

• Broschiertes Buch

Produktbeschreibung

Project management is of critical importance in construction, yet its execution poses major challenges. In order to keep a project on track, decisions often have to be made before all the necessary information is available.

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Produktdetails

• Verlag: John Wiley and Sons Ltd
• 2 ed
• Seitenzahl: 544
• Erscheinungstermin: 11. Dezember 2009
• Englisch
• Abmessung: 244mm x 172mm x 35mm
• Gewicht: 940g
• ISBN-13: 9781405184571
• ISBN-10: 1405184574
• Artikelnr.: 29128623

Autorenporträt

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.

Inhaltsangabe

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 dynamics of supply chains 169
7.9 Clustering the supply chain 170
7.10 Summary 172
Case 7 Building Down Barriers 172
Further reading 177
Part IV Riding the Project Life Cycle 179
8 Minimising Client Surprise 193
8.1 Introduction 193
8.2 Projecting a perfect future 194
8.3 Strategies for imagining the future: options thinking 196
8.4 Moving from phase to phase: gating the process 202
8.5 The gap analysis approach 203
8.6 What do we mean by project success? 207
8.7 The nature of information flows in problem solving 209
8.8 Process representation 211
8.9 Knowledge management and learning from projects 213
8.10 Summary 217
Case 8 Riding the Life Cycle on the Glaxo Project 218
Further reading 225
9 Defining Problems and Generating Solutions 227
9.1 Introduction 227
9.2 Tame and wicked problems in the project process 228
9.3 Solving the briefing problem 229
9.4 Client organisation for briefing and design 234
9.5 Solving the design problem 236
9.6 The cult of wickedness 239
9.7 The management of design 240
9.8 Summary 248
Case 9 Designing the Sheffield Arena 249
Further reading 255
10 Managing the Budget 256
10.1 Introduction 256
10.2 Levels of accuracy in project budgets 257
10.3 Developing a budgetary system 260
10.4 Using the PBS to control the budget 262
10.5 Value engineering and cost management 263
10.6 Constructability 264
10.7 Controlling the budget 266
10.8 Earned value analysis 269
10.9 Mitigating optimism bias 271
10.10 Budget overruns and escalating commitments 273
10.11 Summary 276
Case 10 The Centuria Project Budget 279
Further reading 283
11 Managing the Schedule 284
11.1 Introduction 284
11.2 Critical path method 285
11.3 Resourcing the project 290
11.4 The limitations of the critical path method 292
11.5 New approaches to project scheduling 294
11.6 The dynamics of the project schedule 304
11.7 Summary 305
Case 11 Centuria Project Schedule 306
Further reading 315
12 Managing Conformance 316
12.1 Introduction 316
12.2 The principles of quality management systems 317
12.3 Inspection 322
12.4 Quality control 323
12.5 Quality assurance 326
12.6 Integrated management systems for quality, environment, safety and
health 328
12.7 Creating a culture of improvement 329
12.8 Quality awards and self-assessment 334
12.9 Conformance management in a project environment 334
12.10 Standardisation and pre-assembly 336
12.11 Summary 340
Case 12 From Navvies to White Van Man: Managing Conformance at T5 340
Further reading 345
13 Managing Uncertainty and Risk on the Project 346
13.1 Introduction 346
13.2 Risk and uncertainty: a cognitive approach 347
13.3 The elicitation of subjective probabilities 354
13.4 Propensity for risk and uncertainty 357
13.5 The practice of managing risk and uncertainty 359
13.6 Managing opportunities and threats on projects 365
13.7 The strategic management of project risk and uncertainty 366
13.8 Summary 368
Case 13 Managing Front-End Risks Through Networks: Boston Central
Artery/Tunnel 370
Further reading 377
14 Managing the Project Information Flow 378
14.1 Introduction 378
14.2 The principles of integrated project information 379
14.3 The development of information and communication technologies 380
14.4 Engineering information management systems 383
14.5 Enterprise resource management systems 387
14.6 e-construction 390
14.7 Project extranets 392
14.8 The role of the project manager in managing project information 394
14.9 Summary 396
Case 14 Building Information Modelling at One Island East 398
Further reading 403
Part V Leading the Project Coalition 405
15 Designing Effective Project Organisations 409
15.1 Introduction 409
15.2 The rise of the project management concept 410
15.3 Projects, programmes and portfolios 413
15.4 The responsibilities of the client 416
15.5 Who is the project manager? 420
15.6 Organising the project through the life cycle 420
15.7 Project organisation in construction 422
15.8 Determining the organisation breakdown structure 425
15.9 Project teamworking 426
15.10 Constructing the team 429
15.11 Summary: project organisation design 431
Case 15 Glaxo Project Organisation 431
Further reading 437
16 Infusing the Project Mission 438
16.1 Introduction 438
16.2 Appropriate leadership 439
16.3 Leadership style 442
16.4 Construction project leadership 443
16.5 Resolving conflict on the project 446
16.6 The levers of power 447
16.7 Project culture and leadership 449
16.8 Leading the construction project 452
16.9 Summary: infusing the project mission 453
Case 16 Patrick Crotty: Project Director on the Waterloo International
Terminal 455
16.10 The project life cycle 456
16.11 Keeping control 459
Further reading 462
17 Conclusions: Managing Construction Projects Consummately 463
17.1 Revaluing construction 464
17.2 Managing for product integrity 467
17.3 Managing for process integrity 469
17.4 Construction as a manufacturing process 470
17.5 Systems thinking and managing projects 474
17.6 Professionalism and managing construction projects 475
17.7 Judgement in managing construction projects 476
17.8 Summary of the book 477
17.9 A concluding thought 478
Case 17 Tinker Bell Theory in Practice 478
References 484
People Index 511
Project Index 514
Subject Index 516