Global construction success / Charles O'Neil.

Format:

Book

Author/Creator:

O'Neil, Charles, 1943- author.

Contributor:

O'Neil, Charles, 1943- editor.

Series:

THEi Wiley ebooks.

Language:

English

Subjects (All):

Construction industry--Management.

Construction industry.

Success in business.

Building--Superintendence.

Building.

Globalization.

Physical Description:

1 online resource (357 pages)

Edition:

Second edition.

Place of Publication:

Hoboken, New Jersey ; Chichester, West Sussex, England : Wiley Blackwell, 2019.

System Details:

Access using campus network via VPN at home (THEi Users Only).

Summary:

A guide to effective corporate and project management in the construction industry with a focus on the role that people play in the process Global Construction Success explores the importance that human dynamics play in risk management of construction projects. Every time a project is structured, designed and built, personal behaviours and inputs can either lead to success or be the cause of failure. With contributions from noted experts on the topic, the book offers insight into stakeholders' reactions in a variety of situations, provides expert analyses of risk management and proposes potential solutions and recommendations in order to ensure effective construction management. The book explores common causes of project failure, outlines the key factors of successful projects, shows how to implement Public Private Partnerships, explores the different stages of structuring projects and reveals what it takes to manage difficult client/contractor relationships. International case studies of major projects clearly illustrate how communications and relationships can lead to helpful solutions to commonly encountered challenges to achieve positive results. * Offers a comprehensive review of the impact human dynamics play in the success or failure of construction projects * Stresses the importance of the leadership of senior management * Offers a chapter on managing and resolving conflicts * Shows why the industry needs better risk management * Includes new information for managing communications and relationships * Explores new areas of technology that are being embraced by the construction industry Written for construction industry senior management in both the corporate and government sectors, project management professionals, consultants and supply chain participants, Global Construction Success includes material for minimizing risk and improving management quality and profitability when working with international construction projects.

Contents:

Cover

Title Page

Copyright

Contents

Author's Notes

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

Chapter 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 12-15)

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

Chapter 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

Chapter 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

Chapter 4 Common Causes of Project Failure

4.1 Introduction

4.2 High Profile 'Problem Projects' Since 2000

4.2.1 Berlin's New Brandenburg Airport.

4.2.2 The Central Artery/Tunnel Project (the Big Dig), Boston

4.2.3 Brisbane Airport Link

4.2.4 The Scottish Parliament Building

4.2.5 Stuttgart 21 Rail Development

4.2.6 National Physics Laboratory, UK

4.2.7 Metronet, UK

4.2.8 The Sydney Opera House and the Hamburg Symphony Concert Hall (Elbphilharmonie)

4.3 The 35 Common Causes

4.3.1 Structuring, Bidding and Pre‐Contract Phase

4.3.2 Design, Construction, Commissioning, and Transition to Operations

4.4 Project Leadership - How Bad Can It Get?

4.5 Lessons Learnt from Incompetent Site Management

4.6 Conclusion

Chapter 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

5.5.1 Latham

5.5.2 Egan

5.5.3 Farmer

5.5.4 The Plunder Goes On

5.5.5 Conditions Precedent

5.5.6 Cross‐Contract Set‐Off

5.5.7 Avoidance of Statutory Obligations

5.5.8 Not the Whole Story

5.5.9 Charters and Codes

5.5.10 Supply Chain Finance Initiative

5.5.11 Public Contracts Regulations 2015

5.5.12 Project Bank Accounts

5.5.13 What is a PBA?

5.5.14 Retentions

5.5.15 The Cost of the Retention System

5.6 The Future

Chapter 6 A Discussion on Preventing Corporate Failure: Learning from the UK Construction Crisis

6.1 A Call to Action'

6.1.1 Corporate Risk Manager

6.1.2 Investment Banker

6.2 Lifting the General Level of Corporate Management

6.2.1 Operational

6.2.2 Commercial

6.2.3 Financial

6.2.3 Investment Banker

6.3 Improving Risk Management

6.4 Joint Recommendations by the Corporate Risk Manager and the Investment Banker

6.4.1 Programme and/or Project Risk Register Actions

6.4.2 Gateway Reviews (GRs).

6.4.3 Early Warning Systems (EWS)

6.5 Conclusions

Section B - People and Teamwork

Chapter 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

Chapter 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

8.3.1 Building Effective Teams

8.3.2 Understanding the Bigger Picture

8.3.3 Know and Manage the Contract Diligently

8.3.4 Performance Bonds, Payment Terms, Retentions, and Pricing of Variations and Back Charges

8.4 Checklist for Structuring Successful Projects

8.4.1 Structuring the Project (Client)

8.4.2 Tendering and Bidding Activities (Client, Contractor, User/Operator, FM)

8.4.3 Establishing the Risk Management Process (Each Party is Responsible for their own Risk Management)

8.4.4 Finalising the Financing and the Contract

8.4.5 Establishing the Project Leadership and Team Spirit

8.4.6 Agree the Key Processes with All Stakeholders at the Outset

8.4.7 Construction Phase (Contractor, FM)

8.4.8 Commissioning, Completion and Transition to Operations (Client, Contractor, User/Operator, FM)

8.4.9 Defects Liability Period (Client, Contractor, FM)

8.4.10 Claims and Disputes (All Parties)

8.4.11 Crisis Management Planning (All Parties)

8.5 Summary

Chapter 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.

9.3.1 The Client Brief

9.3.2 The Programme

9.3.3 Cost of the Works

9.3.4 Quality Procedures

9.3.5 Relationships with Consultants

9.3.6 Claims

9.3.7 Payments

9.4 Problems Posed by Difficult Contractors

9.5 Steps to Manage Difficult Contractors

9.5.1 Developing a Procurement Strategy

9.5.2 Tender Reconciliation

9.5.3 Acceptance of the Tender

9.5.4 Contract and Other Documents

9.5.5 Performance on Site

9.6 Conclusion

Chapter 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

Chapter 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

11.5.1 Real Team Leaders versus Egos, Arrogance, and Poor Basic Management Skills

11.5.2 Cronyism

11.5.3 Bosses with Poor People Skills Who Avoid Staff Management Problems

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

Chapter 12 The Contract as the Primary Risk Management Tool

Chapter 13 The New Engineering Contract (NEC) Interface with Early Warning Systems and Collaboration.

Chapter 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

14.4.1 Vision and Value

14.4.2 Identify All the Stakeholders

14.4.3 Plan, Programme, and Process

14.4.4 Sustainability

14.5 Conclusion

Chapter 15 A Critical Review of PPPs and Recommendations for Improvement

15.1 Introduction

15.2 Proponents and Opponents

15.2.1 Supporters

15.2.2 Opponents

15.2.3 Addressing the General Pros and Cons of PPPs

15.3 Project Viability and Necessary Due Diligence

15.3.1 PPP Project Due Diligence

15.4 Some Current Perspectives on the PPP Process

15.4.1 North America

15.4.2 United Kingdom

15.4.3 General Points

15.4.4 Europe

15.4.5 Australia

15.5 Efficient Structuring and Managing of PPPs

15.5.1 Structuring, Bidding and Finalising the Contracts and the Financing

15.5.2 Establishing the Project Leadership and Team Spirit

15.5.3 Agree the Key Processes with all Stakeholders at the Outset

15.5.4 Construction Phase

15.5.5 Commissioning, Completion and Transition to Operations

15.5.6 Defects Liability Period

15.6 PPP Claims and Disputes

15.6.1 PPP Disputes - Typical Categories

15.6.2 PPP Disputes

15.6.3 Transfer of PFI Risk

15.7 Summary of Key Factors for Success and Minimising Risk

Section D - Management of Risk

Chapter 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

16.3.1 DB Background

16.3.2 FIDIC DB Clauses

16.3.3 Operation of a DB

16.4 Nuclear Fusion

16.5 The ITER Project

16.5.1 Plasma

16.5.2 Magnetic Fields

16.5.3 The Tokamak Complex.

16.6 Conclusion.

Notes:

"With contributions from 17 industry leaders" --Title page.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

9781119440338

1119440335

9781119440345

1119440343

9781119440314

1119440319

OCLC:

1080308984