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Client Role in Successful Construction Projects [Minkštas viršelis]

(Leeds City College of Further and Higher Education, UK), (Innovate Estates Ltd, UK)
  • Formatas: Paperback / softback, 294 pages, aukštis x plotis: 234x156 mm, weight: 484 g, 44 Tables, black and white; 34 Line drawings, black and white; 2 Halftones, black and white
  • Išleidimo metai: 07-May-2019
  • Leidėjas: Routledge
  • ISBN-10: 1138058211
  • ISBN-13: 9781138058217
Kitos knygos pagal šią temą:
Client Role in Successful Construction ProjectsDidesnis paveikslėlis
  • Formatas: Paperback / softback, 294 pages, aukštis x plotis: 234x156 mm, weight: 484 g, 44 Tables, black and white; 34 Line drawings, black and white; 2 Halftones, black and white
  • Išleidimo metai: 07-May-2019
  • Leidėjas: Routledge
  • ISBN-10: 1138058211
  • ISBN-13: 9781138058217
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781138058217.html
Raktažodžiai:
The Client Role in Successful Construction Projects is a practical guide for clients on how to initiate, procure and manage construction projects and developments. This book is written from the perspective of the client initiating a construction project as part of a business venture and differs from most available construction literature which can externalise the client as a risk to be managed by the design team. The book provides a practical framework for new and novice clients undertaking construction, giving them a voice and enabling them to:











Understand the challenges that they and the project are likely to face.





Communicate and interact effectively with key stakeholders and professionals within the industry.





Understand in straightforward terms where they can have a positive impact on the project.





Put in place a client-side due diligence process.





Reduce their institutional risk and the risk of project failure.





Discover how their standard models are able to co-exist and even transfer to a common client-side procedure for managing a construction project.

Written by clients, for clients, this book is highly recommended not only for clients, but for construction industry professionals who want to develop their own skills and enhance their working relationship with their clients. A supporting website for the book will be available, which will give practical examples of the points illustrated in the book and practical advice from specialists in the field.
List of figures
xiii
List of tables
xv
Foreword xvi
Miles Wade
Foreword xviii
Peter McDermott
Preface xxi
Acknowledgements xxiv
PART 1 An introduction into the construction industry and construction clients
1(204)
Jason Challender
1 Introduction
3(5)
2 A model of construction clients and their projects
8(13)
2.1 Clients and the process of construction
8(1)
2.2 The `client voice'
9(1)
2.3 The complexity of clients
10(2)
2.4 Client requirements through project briefs
12(3)
2.5 The transformational nature of client projects
15(2)
2.6 Project and client requirements
17(1)
2.7 Summary
18(3)
3 The unique role of clients in the context of the construction industry
21(14)
3.1 The bespoke nature of the construction industry
21(2)
3.2 The construction industry and recent reforms
23(1)
3.3 The involvement of clients in the procurement of design and construction services
23(3)
3.4 Overall context of collaborative working and partnering within the construction industry
26(2)
3.5 Alternative procurement methods for clients on construction projects
28(3)
3.6 Summary
31(4)
4 The importance of leadership for construction clients
35(10)
4.1 Introduction
35(1)
4.2 Leadership identity and relevance for construction clients
35(2)
4.3 Leadership challenges for construction clients
37(1)
4.4 Key components of leadership for construction clients
37(1)
4.5 Leadership styles as applied to construction clients
38(1)
4.6 The importance of communication for construction clients in leadership
39(2)
4.7 Adaptability of leadership styles for construction clients
41(1)
4.8 The relationship between poor client leadership and project failure
41(1)
4.9 Summary
42(3)
5 Governance considerations for construction clients
45(6)
5.1 Introduction
45(1)
5.2 Project controls
45(1)
5.3 The importance of project/programme boards
45(1)
5.4 Gateway processes for project approval and business cases
46(3)
5.5 Summary
49(2)
6 Selection and appointment processes for construction clients
51(23)
6.1 Introduction
51(1)
6.2 The importance of the contractor selection process
52(1)
6.3 Articulation of the problem for selecting contracting partners from the perspective of construction clients
53(1)
6.4 A historical perspective of the problem
54(1)
6.5 Risk
55(1)
6.6 Benchmarking
56(6)
6.7 Pre-qualification models and methodologies
62(2)
6.8 Designing a new way for construction clients to select their contracting partners
64(2)
6.9 The quality of pre-qualification processes and their influence on project success
66(2)
6.10 Summary and conclusions
68(6)
7 The `Intelligent Client': a model of procurement built on relationship management between construction clients and the supply chain
74(15)
7.1 Introduction
74(1)
7.2 What do we mean by collaborative strategies?
74(1)
7.3 An awareness for construction clients on issues around collaborative procurement strategies and trust
75(1)
7.4 Trust as a collaborative necessity for construction clients
76(3)
7.5 Potential benefits of trust for construction clients; incentives to trust
79(1)
7.6 Research findings and discussion
80(2)
7.7 Implications for construction clients in managing requirements and expectations for collaboration and trust
82(2)
7.8 Conclusions and recommendations
84(5)
8 Critical success factors for construction clients
89(18)
8.1 Introduction
89(2)
8.2 The articulation of the problem for construction clients
91(1)
8.3 Understanding what skills construction clients require
92(1)
8.4 Success criteria on projects for construction clients
93(5)
8.5 Research study to identify the success factors for construction clients
98(1)
8.6 Analysis and reflection of the study on critical success factors for construction clients
99(3)
8.7 The key human skills that influence the performance of construction clients
102(1)
8.8 The importance of individual qualities of construction clients for project success
103(1)
8.9 Summary
104(3)
9 The relevance of professional ethics for construction clients
107(10)
9.1 Introduction
107(1)
9.2 What are professional ethics?
107(1)
9.3 The importance of professional ethics for construction clients
108(2)
9.4 Codes of ethics for construction clients
110(1)
9.5 How should construction clients recognise unethical practices?
111(1)
9.6 The need for construction clients to uphold cultural values when procuring projects
112(1)
9.7 Governance and regulation of professional ethics
113(2)
9.8 Environmental ethics
115(1)
9.9 Summary and conclusions
115(2)
10 The influence of construction clients on motivating project teams
117(15)
10.1 Why should construction clients be concerned about project team motivation?
117(1)
10.2 The bespoke and unique nature of the construction industry
118(1)
10.3 Factors which affect motivation levels of project teams
119(1)
10.4 Communication as a motivational factor
120(2)
10.5 The benefits of training and education
122(2)
10.6 Cultural factors affecting levels of motivation for construction related staff
124(2)
10.7 The use of financial incentives as a motivational management tool
126(1)
10.8 Summary and conclusions
127(5)
11 Developing a construction client toolkit, as a practical guide for managing projects
132(17)
11.1 Introduction
132(1)
11.2 Planning and devising the toolkit
133(1)
11.3 Feedback and evaluation of the toolkit from the perspectives of construction clients
133(1)
11.4 Ensuring and monitoring performance throughout the life of projects: general project directory and checklist
134(1)
11.5 The documentation that construction clients need to consider at pre-construction stages
134(5)
11.6 Managing documentation and construction processes following the appointment of contractors
139(1)
11.7 The documentation and processes that construction clients need to consider in the construction phases of projects
139(1)
11.8 The documentation and processes that construction clients need to consider in the post-construction phases of projects
140(8)
11.9 Conclusion
148(1)
12 Reflections, overview and summary of key points of Part 1
149(56)
12.1 Overall summary and recommendations
149(56)
Appendix 1A Project proposal (Gateway 1) 153(2)
Appendix 1B Business case (Gateway 3) template 155(13)
Appendix 1C Example of a partnering charter 168(1)
Appendix 1D Example of a contractor competency questionnaire 169(6)
Appendix 1E Example of a health and safety contractor's handbook 175(9)
Appendix 1F Example of a project execution plan (PEP) 184(101)
PART 2 A construction risk management model for clients
205(80)
Russell Whitaker
13 Executive summary briefing
207(3)
14 Construction clients, business propositions and corporate construction risk
210(11)
14.1 The construction client
210(1)
14.2 Construction clients and value propositions
211(1)
14.3 Client and construction team behaviours
212(3)
14.4 Risk management principles for clients in construction
215(4)
14.5 Summary: the need for a professional construction client
219(2)
15 Unique client contributions to construction
221(10)
15.1 Preamble
221(1)
15.2 The professional construction client
221(1)
15.3 The four unique contributions a client can make to a construction client
222(7)
15.4 Project success and client satisfaction
229(1)
15.5 Summary: the client as a unique contributor to project success
229(2)
16 Reducing corporate risk using the construction risk management model
231(5)
16.1 Risk, construction and clients
231(1)
16.2 Client contributions to risk reduction
232(1)
16.3 Navigating around the client-side Construction Enterprise Risk Management (CERM) model
233(2)
16.4 Summary: managing risk using our client-side risk management model
235(1)
16a Business Concept Development Stage
236(11)
16a.1 Purpose
236(1)
16a.2 Organisations and planning
236(1)
16a.3 Planned change and managed impact
237(1)
16a.4 Why construction change is different
237(1)
16a.5 Business Concept Development Stage outputs
238(2)
16a.6 Job book: Business Concept Development Stage
240(6)
16a.7 Summary: Business Concept Development Stage
246(1)
16b Corporate Client/Delivery Capability/Transformation Stage
247(12)
16b.1 Purpose
247(1)
16b.2 Corporate Client/Delivery Capability /Transformation Stage
247(1)
16b.3 Job book: Corporate Client/Delivery Capability /Transformation Stage
248(10)
16b.4 Summary: Corporate Client/Delivery Capability/Transformation Stage
258(1)
16c Outcomes Delivery Stage
259(13)
16c1 Purpose
259(1)
16c.2 Outcomes Delivery Stage
259(2)
16c.3 Job book: Outcomes Delivery Stage
261(4)
16c.4 Preparing for design stage, benchmarking and design liability
265(5)
16c.5 Appointment of contractors and start on site
270(1)
16c.6 Summary: Outcomes Delivery Stage
271(1)
16d Three Year In Stage
272(9)
16d.1 Purpose
272(1)
16d.2 Three Year In Stage
272(2)
16d.3 Job book: Three Year In Stage
274(5)
16d.4 Summary: Three Year In Stage
279(2)
17 Key points: client risk management and the risk management model
281(4)
Appendix 2A Client-side CERM model 285(1)
Appendix 2B RIBA Outline Plan Stage of Work 286(1)
Index 287
Jason Challender has acquired nearly 30 years client-side experience in the UK construction industry and procured numerous successful major construction programmes during this time. He is Director of Estates and Facilities at the University of Salford, a member of its Senior Leadership Team and is responsible for overseeing a large department of approximately 350 estates and construction related staff. He is also a construction researcher with ten published academic journal and conference papers in recent years, all of which have been dedicated to his studies around trust and collaborative procurement in the construction industry. Furthermore, he has previously participated as a book reviewer for Wiley. He has also attended many national construction and institutional conferences as a guest speaker over the years and is a Fellow and Board Director of the Royal Institution of Chartered Surveyors.

Russell Whitaker is a Chartered Surveyor, an engineer and construction purchasing specialist and runs his own practice in Guildford. Russell was a senior executive and former Vice Principal in many public and private organisations with over 30 years managing complex multi-faceted development and construction projects and facilities staff before starting his own property consultancy. He has advised many prestigious clients including Southbank Arts Centre, Royal Botanic Gardens Kew and currently the Royal Automobile Club on project initiation, pre-development and procurement. Russell has strong academic links as a Visiting Lecturer and Course Leader for over 20 years in Building Project Management and Procurement and Professional Project Management at the Sir John Cass Business School, City University. He is a conference speaker specialising in the client role in managing 'front-end' project risk.