[eBook Code] Global Construction Success (eBook Code, 1st)

· 제목 : [eBook Code] Global Construction Success (eBook Code, 1st) 
· 분류 : 외국도서 > 기술공학 > 기술공학 > 건축공학 > 건축일반
· ISBN : 9781119440314
· 쪽수 : 360쪽

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