Project Management in Construction.

Intro -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Introduction -- 1.1 Introduction -- 1.2 Evolution of Project Organisation -- The Second World War and Post-War Activity -- The Significant Reports of the 1960s -- The Project Manager Initiatives -- 1.3 Management and Organisation -- 1.4 Definition of Construction Project Management -- 1.5 Objectives and Decisions -- 1.6 The Project Management Process and the Project Manager -- 1.7 Projects, Firms and Clients -- Conflicting Objectives -- Organisation Patterns -- Variety of Clients -- 1.8 The Contribution of Organisation Structure -- Behaviour -- Techniques and Technology -- Decision-Making -- Organisation Structure -- 1.9 Organisation Theory and Project Organisations -- 1.10 Relevance of Systems Theory -- Chapter 2 Organisation and the Construction Process -- 2.1 Introduction -- 2.2 The Classical Approach -- Hierarchy -- 2.3 The Behavioural Approach -- 2.4 The Socio-Technical Approach -- 2.5 The Systems Approach -- Contingency Theory -- Contingency Fit Theory and Organisational Design -- Strategic Contingency -- Resource Dependency -- Institutional Theory -- Population Ecology -- 2.6 Reconciling Diverse Approaches -- 2.7 Criticisms of the Systems Approach -- 2.8 Configuration Theory -- 2.9 Mintzberg's Classification -- 2.10 Chaos and Complexity Theory -- 2.11 Postmodernism -- 2.12 Critical Theory -- 2.13 The Transaction Cost Approach -- Transaction Cost Applications to Construction -- 2.14 Many Paradigms -- 2.15 The Relevance of Temporary Organisations Generally to Construction Project Management -- 2.16 Virtual Organisation -- 2.17 Projects, Firms and Process -- Chapter 3 Systems Thinking and Construction Project Organisation -- 3.1 Introduction -- 3.2 Systems Concepts -- Objective -- Contingencies -- Organisational Fit -- Environment -- Environmental Forces -- Political.

Legal -- Institutional -- Cultural and Sociological -- Technological -- Economic and Competitive -- 3.3 Action of Environmental Forces -- Sustainability -- Project Management's Response to Sustainability Issues -- Organisational Competence -- 3.4 Negative Entropy, Adaption and Protected Environments -- 3.5 Growth, Differentiation, Interdependency and Integration -- 3.6 Feedback -- 3.7 Systems and Hierarchies -- 3.8 Increasing Challenges -- 3.9 Summary -- Chapter 4 Clients and Stakeholders -- 4.1 Introduction -- 4.2 Classification of Clients -- The Individual Client -- The Corporate Client -- The Public Client -- Client Profiles -- An Alternative Approach -- 4.3 Clients' Objectives -- 4.4 Relationship of the Client's Organisation and the Construction Process -- 4.5 Conflicting Objectives -- 4.6 Project Change -- 4.7 Role of the Client -- 4.8 Clients, Stakeholders and Sustainability -- 4.9 Practical Client Issues -- Chapter 5 The Project Team -- 5.1 Introduction -- 5.2 Firms and Project Teams -- 5.3 Relationship with the Client -- 5.4 Differentiation, Interdependency and Integration -- An Alternative Perspective -- 5.5 Decisions and Their Effect on Structure -- 5.6 Differentiation and Integration in Practice -- 5.7 Organisational Culture -- 5.8 Partnering -- 5.9 Supply Chain Management -- 5.10 Trust Between Construction Organisations Generally -- Chapter 6 A Model of the Construction Process -- 6.1 Introduction -- 6.2 Common Characteristics -- 6.3 Subsystems -- Key Decision Points -- Operational Decision Points -- Task Subsystems -- 6.4 The Operating System and the Managing System -- 6.5 The Functions of the Managing System -- Approval and Recommendation -- Boundary Control, Monitoring and Maintenance -- General and Direct Oversight -- 6.6 Pattern of Managing System Functions -- 6.7 Project Management Activities -- 6.8 Project Management Skills.

6.9 Some Practical Considerations -- 6.10 Design of Organisation Structures -- Chapter 7 Authority, Power and Politics -- 7.1 Introduction -- 7.2 Authority -- 7.3 Power -- 7.4 Relationship Between Authority and Power -- 7.5 The Sources of Power -- 7.6 Power and Interdependency -- 7.7 Politics in Organisations -- 7.8 Power and Leadership -- 7.9 Empowerment and Control -- 7.10 Power in Project Management -- Authority in Projects -- Power in Projects -- 7.11 Politics, Projects and Firms -- 7.12 Empowerment and Projects -- 7.13 Project Managers and Power -- Chapter 8 Project Leadership -- 8.1 Introduction -- 8.2 Leadership -- 8.3 Some Research Models -- 8.4 Leadership Style -- 8.5 Transactional and Transformational Leadership -- 8.6 Leadership and the Project Manager -- 8.7 Project Managers' Perceptions -- 8.8 Leadership Qualities -- Chapter 9 Organisation Structures -- 9.1 Introduction -- 9.2 Project Management Theory and Transaction Cost Economics -- What are the Transaction Costs? -- Production Costs -- Behavioural Assumptions -- In Practical Terms -- 9.3 The Components of Project Organisation Structures -- 9.4 Client/Project Team Integration -- 9.5 Design Team Organisation -- Conventional Structure -- Non-Executive Project Management -- Executive Project Management -- 9.6 Integration of the Construction Team -- Target Cost and Guaranteed Maximum Price Contracts -- Two - Stage Tendering -- Serial Tendering -- Negotiated Tenders -- Separate Trades Contracting, Construction Management and Management Contracting -- Design - and - Build -- Prime Contracting -- 9.7 An Illustration of a Transaction Cost Explanation -- 9.8 Organisation Matrix -- 9.9 Public-Private Partnerships -- 9.10 Programme Management -- Chapter 10 Analysis and Design of Project Management Structures -- 10.1 Need for Analysis and Design -- 10.2 Criteria.

10.3 Linear Responsibility Analysis and Other Techniques -- 10.4 Application of Linear Responsibility Analysis -- Matrix Symbols -- Benefits -- Interpretation and Use -- 10.5 Project Outcome -- 10.6 Presentation of Project Organisations -- References -- Index -- Advert Page -- EULA.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.