Preface to 1st Edition.
Preface to 2nd Edition.
Part I Introduction.
1 The Management of Construction Projects.
1.2 Projects as the creation of new value.
1.3 The project as an information processing system.
1.4 Project management and the management of projects.
1.5 Projects and resource bases.
1.6 The five generic project processes.
1.7 Critiques of the first edition.
1.8 A theoretical perspective on managing construction projects.
1.9 A practical contribution to managing construction projects.
1.10 The plan of the book.
Case 1 The Channel Fixed Link.
2 The Context of Construction Project Management.
2.2 The industry recipe for construction.
2.3 National business systems in construction.
2.4 The regulatory context.
2.5 The construction cycle.
2.6 The development of concession contracting.
Case 2 The UK Construction Business System.
Part II Defining the Project Mission.
3 Deciding What the Client Wants.
3.2 From artefact to asset: facilities as new value.
3.3 Understanding spatial quality and business processes.
3.4 Indoor environmental quality and business processes.
3.5 Symbolic quality: beyond peer review.
3.6 Justifying the investment.
3.7 Strategic misrepresentation in investment appraisal.
3.8 Defining the project mission: a conceptual framework for product integrity.
Case 3 Defining the Mission at the University of York.
4 Managing Stakeholders.
4.2 Which are the project stakeholders?
4.3 Mapping stakeholders.
4.4 The regulatory context.
4.5 Managing consent.
4.6 Ethics in project mission definition.
4.7 The role of visualisation.
Case 4 The Rebuilding of Beirut Central District.
Part III Mobilising the Resource Base.
5 Forming the Project Coalition.
5.2 The principal/agent problem in construction.
5.3 Procuring construction services.
5.4 The formation of project coalitions.
5.5 Selecting resource bases.
5.6 Forming more effective project coalitions.
5.7 The development of e-procurement.
5.8 Probity in procurement.
Case 5 Partnering Between Marks & Spencer and Bovis.
6 Motivating the Project Coalition.
6.2 The problem of moral hazard in construction projects.
6.3 The problem of switching costs.
6.4 Managing the problem of moral hazard.
6.5 Contractual uncertainty and risk allocation.
6.6 Governing the contract and the role of third parties.
6.7 The dynamic of adversarial relations.
Case 6 NHS ProCure 21.
7 Managing the Dynamics of the Supply Chain.
7.2 Horizontal and vertical governance.
7.3 Internal resource mobilisation.
7.5 The role of sequential spot contracting in construction employment.
7.6 Managing the supply chain.
7.7 Managing consortia and joint ventures.
7.8 The dynamics of supply chains.
7.9 Clustering the supply chain.
Case 7 Building Down Barriers.
Part IV Riding the Project Life Cycle.
8 Minimising Client Surprise.
8.2 Projecting a perfect future.
8.3 Strategies for imagining the future: options thinking.
8.4 Moving from phase to phase: gating the process.
8.5 The gap analysis approach.
8.6 What do we mean by project success?
8.7 The nature of information flows in problem solving.
8.8 Process representation.
8.9 Knowledge management and learning from projects.
Case 8 Riding the Life Cycle on the Glaxo Project.
9 Defining Problems and Generating Solutions.
9.2 Tame and wicked problems in the project process.
9.3 Solving the briefing problem.
9.4 Client organisation for briefing and design.
9.5 Solving the design problem.
9.6 The cult of wickedness.
9.7 The management of design.
Case 9 Designing the Sheffield Arena.
10 Managing the Budget.
10.2 Levels of accuracy in project budgets.
10.3 Developing a budgetary system.
10.4 Using the PBS to control the budget.
10.5 Value engineering and cost management.
10.7 Controlling the budget.
10.8 Earned value analysis.
10.9 Mitigating optimism bias.
10.10 Budget overruns and escalating commitments.
Case 10 The Centuria Project Budget.
11 Managing the Schedule.
11.2 Critical path method.
11.3 Resourcing the project.
11.4 The limitations of the critical path method.
11.5 New approaches to project scheduling.
11.6 The dynamics of the project schedule.
Case 11 Centuria Project Schedule.
12 Managing Conformance.
12.2 The principles of quality management systems.
12.4 Quality control.
12.5 Quality assurance.
12.6 Integrated management systems for quality, environment, safety and health.
12.7 Creating a culture of improvement.
12.8 Quality awards and self-assessment.
12.9 Conformance management in a project environment.
12.10 Standardisation and pre-assembly.
Case 12 From Navvies to White Van Man: Managing Conformance at T5.
13 Managing Uncertainty and Risk on the Project.
13.2 Risk and uncertainty: a cognitive approach.
13.3 The elicitation of subjective probabilities.
13.4 Propensity for risk and uncertainty.
13.5 The practice of managing risk and uncertainty.
13.6 Managing opportunities and threats on projects.
13.7 The strategic management of project risk and uncertainty.
Case 13 Managing Front-End Risks Through Networks: Boston Central Artery/Tunnel.
14 Managing the Project Information Flow.
14.2 The principles of integrated project information.
14.3 The development of information and communication technologies.
14.4 Engineering information management systems.
14.5 Enterprise resource management systems.
14.7 Project extranets.
14.8 The role of the project manager in managing project information.
Case 14 Building Information Modelling at One Island East.
Part V Leading the Project Coalition.
15 Designing Effective Project Organisations.
15.2 The rise of the project management concept.
15.3 Projects, programmes and portfolios.
15.4 The responsibilities of the client.
15.5 Who is the project manager?
15.6 Organising the project through the life cycle.
15.7 Project organisation in construction.
15.8 Determining the organisation breakdown structure.
15.9 Project teamworking.
15.10 Constructing the team.
15.11 Summary: project organisation design.
Case 15 Glaxo Project Organisation.
16 Infusing the Project Mission.
16.2 Appropriate leadership.
16.3 Leadership style.
16.4 Construction project leadership.
16.5 Resolving conflict on the project.
16.6 The levers of power.
16.7 Project culture and leadership.
16.8 Leading the construction project.
16.9 Summary: infusing the project mission.
Case 16 Patrick Crotty: Project Director on the Waterloo International Project.
16.10 The project life cycle.
16.11 Keeping control.
17 Conclusions: Managing Construction Projects Consummately.
17.1 Revaluing construction.
17.2 Managing for product integrity.
17.3 Managing for process integrity.
17.4 Construction as a manufacturing process.
17.5 Systems thinking and managing projects.
17.6 Professionalism and managing construction projects.
17.7 Judgement in managing construction projects.
17.8 Summary of the book.
17.9 A concluding thought.
Case 17 Tinker Bell Theory in Practice.