Table of Contents
Cover
Author's Notes
Notes on Project References
Acknowledgements
Biographies
Preface
Why Have I Written this Book?
Objectives
My Journey from the Australian Bush to International Construction
Who Should Read this Book and Why?
Conclusion
1 Introduction
1.1 Opening Remarks
1.2 Section A – The State of the Industry (Chapters 2–6)
1.3 Section B – People and Teamwork (Chapters 7–11)
1.4 Section C – The Right Framework – Forms of Contract, Business Models, and Public Private Partnerships (Chapters )
1.5 Section D – Management of Risk (Chapters 16–23)
1.6 Section E – Robust Processes – Corporate and Project Management (Chapters 24–27)
1.7 Section F – Emerging Conclusions (Chapter 28)
1.8 Final Note
Section A: The State of the Industry
2 Global Overview of the Construction Industry
2.1 Introduction – Globalisation Impacts on Construction
2.2 Construction Industry Cycles
2.3 Industry Trends – Business Models, Contract Types, Financing, Technology
2.4 Regional Trends – Middle East, Asia Pacific, Africa, the Americas, UK and Europe
2.5 Bad News and Its Consequences
2.6 The Good News – Significant Improvements in the Right Direction
2.7 Summary and Conclusions
3 Construction Consultants in the Global Market Place
3.1 Introduction
3.2 Political Risk
3.3 Regional/Cultural Differences
3.4 Payment or Fee Recovery
3.5 Localisation
3.6 Failure to Attract or Retain Skilled People
3.7 Contractual Terms and Conditions
3.8 Ability to Deliver Across Major Projects/Programmes
3.9 Cyber Security
3.10 Contractor Failure
3.11 Design Liability
4 Common Causes of Project Failure
4.1 Introduction
4.2 High Profile
‘Problem Projects’
Since 2000
4.3 The 35 Common Causes
4.4 Project Leadership – How Bad Can It Get?
4.5 Lessons Learnt from Incompetent Site Management
4.6 Conclusion
5 The Use and Abuse of Construction Supply Chains
5.1 Introduction
5.2 Construction: An Outsourced Industry
5.3 Adverse Economic Forces Bearing Down on the Supply Chain
5.4 Supply Chain Dysfunctionality
5.5 Addressing the Issues and Solutions
5.6 The Future
6 A Discussion on Preventing Corporate Failure: Learning from the UK Construction Crisis
6.1 A Call to Action'
6.2 Lifting the General Level of Corporate Management
6.3 Improving Risk Management
6.4 Joint Recommendations by the Corporate Risk Manager and the Investment Banker
6.5 Conclusions
Section B: People and Teamwork
7 Obstacles to Senior Management and Board Success
7.1 Introduction
7.2 Groupthink and Team Selection
7.3 Training
7.4 Choosing the Wrong Strategy and/or Projects
7.5 Need for ‘Macro‐Level’ Focus, with Effective Corporate Oversight (‘the Wider Picture’)
7.6 Effective Communication and Delegation
7.7 Summary
8 Structuring Successful Projects
8.1 Introduction
8.2 So What Happens on Successful Projects? What Are the Key Factors that Create Success?
8.3 The Different Activities and Responsibilities, from Concept to Completion of Construction
8.4 Checklist for Structuring Successful Projects
8.5 Summary
9 Understanding and Managing Difficult Client/Contractor Relationships
9.1 Introduction
9.2 Problems Posed by Difficult Clients
9.3 How to Manage Difficult Clients
9.4 Problems Posed by Difficult Contractors
9.5 Steps to Manage Difficult Contractors
9.6 Conclusion
10 Social Intelligence – The Critical Ingredient to Project Success
10.1 Introduction
10.2 Project Intelligence
10.3 Social Intelligence
10.4 Learning and Development
10.5 Building Cohesive Teams
10.6 Introducing a Specialist into Your Team
10.7 Coaching the Team
10.8 Managing Behavioural Risk
11 Practical Human Resources Considerations
11.1 The Changing Job Requirements in the Construction Industry – Government and Corporate
11.2 The Argument for Broader Based Training of Tomorrow's Industry Leaders
11.3 What Makes a Good Leader in the Construction Industry – for Contractors, Government Departments and PPP Players?
11.4 Personnel Recruitment and Positioning – A Different Perspective
11.5 Leadership Considerations
11.6 The Inherent Risks of Decision Making for Survival
11.7 The Human Fallout from a Failed Project
11.8 Summary
Section C: The Right Framework - Forms of Contract, Business Models, and Public Private Partnerships
12 The Contract as the Primary Risk Management Tool
13 The New Engineering Contract (NEC) Interface with Early Warning Systems and Collaboration
14 Development Contracting – An Efficient Way to Implement Major Projects
14.1 Introduction
14.2 Major Projects Are Unique
14.3 Commitment and Costs
14.4 The Tools for Successful Development Contracting
14.5 Conclusion
15 A Critical Review of PPPs and Recommendations for Improvement
15.1 Introduction
15.2 Proponents and Opponents
15.3 Project Viability and Necessary Due Diligence
15.4 Some Current Perspectives on the PPP Process
15.5 Efficient Structuring and Managing of PPPs
15.6 PPP Claims and Disputes
15.7 Summary of Key Factors for Success and Minimising Risk
Section D: Management of Risk
16 A Tale of Oil Rigs, Space Shots, and Dispute Boards: Human Factors in Risk Management
16.1 Human Factors in Risk Management
16.2 The Challenger Disaster
16.3 Dispute Boards
16.4 Nuclear Fusion
16.5 The ITER Project
16.6 Conclusion
17 Effective Risk Management Processes
17.1 Introduction
17.2 Effects of Human Behaviour in Risk Management
17.3 Typical Project Risks
17.4 Keeping Risk Management Simple
17.5 Procedures to Eliminate, Mitigate, and Control Risks
17.6 Conclusions
18 Risk Management and its Relation to Success in the North American Context
18.1 Introduction
18.2 Relationship of Success to Risk Management
18.3 Planning for Success and Managing Risks
18.4 Go/No‐Go Stage
18.5 Summary
18.6 Recent Projects: A Success and a Failure
19 Early Warning Systems (EWSs), the Missing Link
19.1 Introduction
19.2 Look Outside of the Technical Bubble
19.3 Cultural Barriers
19.4 Learning to Value ‘Gut Feel’
19.5 Case Study
19.6 Summary
20 Construction Risk Management – Technology to Manage Risk (ConTech)
20.1 Introduction to Technology in Construction
20.2 What Do We Mean by ConTech?
20.3 ConTech as a Tool Not a Toy
20.4 Major Projects – Temporary Smart Cities
20.5 Smart City Principles
20.6 ‘Smart’ Commercial Management
20.7 Dehumanising Risk Management
20.8 Joining the Dots for Exponential Growth
20.9 Project Control and Risk Management – The Future
20.10 Conclusion
21 Intelligent Document Processes to Capture Data and Manage Risk and Compliance
21.1 Introduction
21.2 The Dimensions of IDF
22 Organisational Information Requirements for Successful BIM Implementation
22.1 Introduction
22.2 Leveraging Organisational Information Requirements for Business Success
22.3 Developing OIRs Using BIM
22.4 Conclusion
References
23 Examples of Successful Projects and how they Managed Risk
23.1 Introduction
23.2 People, People, People – London 2012 Olympic and Paralympic Games
23.3 Managing Risk – Tunnels for Heathrow's Terminal 5 (2001–2005)
Acknowledgements
Bibliography
23.4 Cyber Design Development – Alder Hey Institute in the Park, UK
23.5 The Importance of Clear Ownership and Leadership by the Senior Management of the Client and the Contractor
Section E: Robust Processes - Corporate and Project Management
24 Planning and Programming Major Projects
24.1 The Foundations of Success
24.2 Monitoring ‘Progress versus Programme’ and ‘Cost‐to‐Complete versus Budget’
24.3 Extensions of Time, Concurrency and Associated Costs
24.4 Ownership of Float
25 Managing and Resolving Conflict
25.1 Conflict Can Be Good
25.2 Co‐operation
Versus
Confrontation
25.3 We Are All Different
25.4 Fairness or Justice (or Both)
25.5 Relationships
25.6 The Move Towards Collaborative Working
25.7 Best Deals
25.8 Staged Resolution
25.9 Conclusion
26 Dispute Resolution – The Benefits and Risks of Alternative Methods
26.1 Introduction
26.2 Avoiding Formal Disputes Through Early Communications and Negotiations
26.3 Main Considerations of the Parties When They End Up in a Formal Dispute
26.4 What Do Commercial Clients Want Out of a Formal Dispute Process?
26.5 Working with Lawyers
26.6 Techniques for Negotiating Settlements
27 Peer Reviews and Independent Auditing of Construction Projects
Section F: Emerging Conclusions
28 Conclusions and Recommendations
28.1 Overview
28.2 Where Is the Global Industry Headed?
28.3 Key Observations and Recommended Actions
28.4 Final Thoughts
Appendix A
Index
End User License Agreement
List of Tables
Chapter 5
Table 5.1
Chapter 14
Table 14.1 Stakeholder strategy, responsibilities and deliverables matrix.
Table 14.2 Standard report including.
Chapter 17
Table 17.1 Example of a ‘by exception’ report.
Chapter 18
18.1 An example of some of the components of an initial ‘go/no go’ risk matrix.
18.2 An example of a generic risk matrix based on the assumption the project is ...
Chapter 19
Table 19.1 Examples of behavioural blockages to the use of EWSs.
Chapter 22
Table 22.1 Organisation activities as per PAS1192‐3 versus required information ...
Chapter 28
Table 28.1 Different Levels of Contractor Efficiency.
List of Illustrations
Chapter 6
Figure 6.1
Chapter 8
Figure 8.1
Chapter 10
Figure 10.1 The three components of project intelligence.
Chapter 14
Figure 14.1 The stakeholder communication globe.
Figure 14.2 Typical graphical project plan.
Chapter 17
Figure 17.1 Bid Risk management team structure.
Chapter 20
Figure 20.1 The ‘commercial’ triangle.
Figure 20.2 The progression ‐ commercial triangle to tetrahedron to 3D ...
Figure 20.3 A very simple exponential versus straight line change.
Chapter 21
Figure 21.1
Chapter 22
Figure 22.1 Components of building information modelling.
Figure 22.2 Framework for the relationship between business success and ...
Figure 22.3 Relationship between the elements of information management ...
Figure 22.4 Categories of Organisational Information Requirements.
Figure 22.5 Subcategories of organisational information requirements (1)...
Figure 22.7 Example template for OIRs.
Figure 22.6 Sub‐categories of organisational information requirements (2...
Chapter 23
Figure 23.1 Aerial view of the T5 project (Williams 2008).
Figure 23.2 T5 project and the location of the tunnel projects (Williams...
Figure 23.3 The right values and behaviours.
Chapter 24
Figure 24.1 A typical S‐Curve.
Guide
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