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Global Construction Success.

By: Material type: TextTextPublisher: Newark : John Wiley & Sons, Incorporated, 2019Copyright date: ©2019Edition: 2nd edDescription: 1 online resource (357 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781119440314
Subject(s): Genre/Form: Additional physical formats: Print version:: Global Construction SuccessLOC classification:
  • HD9715.A2 .O645 2019
Online resources:
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.
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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.

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

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