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El. knyga: Management of Global Construction Projects

(Liverpool John Moores University School of the Built Environment, Liverpool), (Loughborough University Department of Civil & Building Engineeri, Loughborough), (Robert Gordon Univ, Scott Sutherlan Architecture & Built Environment, Aberd)
  • Formatas: 360 pages
  • Išleidimo metai: 16-Sep-2017
  • Leidėjas: Red Globe Press
  • Kalba: eng
  • ISBN-13: 9781137329103
Kitos knygos pagal šią temą:
Management of Global Construction ProjectsDidesnis paveikslėlis
  • Formatas: 360 pages
  • Išleidimo metai: 16-Sep-2017
  • Leidėjas: Red Globe Press
  • Kalba: eng
  • ISBN-13: 9781137329103
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The first textbook of its kind, taking a uniquely global approach to project management in construction. Using a wealth of case studies from around the world to explain theory and practice, the authors take a business-oriented, decision-making approach to project management and the challenges it faces in the modern world. The book covers topics highly relevant to the challenges and opportunities currently facing the global construction industry, including managing culturally-diverse and globally dispersed teams, international project finance and global stakeholders in projects.

Management of Global Construction Projects is essential reading for both students of construction management and professionals looking to understand construction project management in a truly global context.

Recenzijos

'In their comprehensive coverage of a wide range of issues, Ochieng, Price and Moore provide a unique and really useful introduction to an impressive range of topics, in an accessible and engaging style. Case studies and discussion questions provide opportunities for reflection as well as making this into an invaluable teaching resource.' - Will Hughes, Professor of Construction Management and Economics and School Director of International Relations, University of Reading, UK 'At a time when global construction markets are becoming increasingly important, this text provides an extremely useful guide to navigating the field. Its approach to global project management, which takes account of the demands of cultural complexity and uncertainty using real-world projects, will prove useful to a range of undergraduates and postgraduates, and construction practitioners.' - Andrew King, MSc Quantity Surveying Course Leader, Nottingham Trent University, UK

Daugiau informacijos

In their comprehensive coverage of a wide range of issues, Ochieng, Price and Moore provide a unique and really useful introduction to an impressive range of topics, in an accessible and engaging style. Case studies and discussion questions provide opportunities for reflection as well as making this into an invaluable teaching resource.' - Will Hughes, Professor of Construction Management and Economics and School Director of International Relations, University of Reading, UK 'At a time when global construction markets are becoming increasingly important, this text provides an extremely useful guide to navigating the field. Its approach to global project management, which takes account of the demands of cultural complexity and uncertainty using real-world projects, will prove useful to a range of undergraduates and postgraduates, and construction practitioners.' - Andrew King, MSc Quantity Surveying Course Leader, Nottingham Trent University, UK
List of Figures and Tables
xii
About the Authors xiv
Acknowledgements xvi
Preface xvii
Abbreviations xx
1 Introduction
1(10)
1.1
Chapter objectives
1(1)
1.2 Primary aims of this book
1(1)
1.3 Global construction project management
1(3)
1.4 What is globalisation?
4(1)
1.5 Recent global project developments
5(1)
1.6 Regional global differences
6(1)
1.7 Global construction policy issues
6(3)
1.7.1 Population growth
6(1)
1.7.2 Budgetary policy
7(1)
1.7.3 Environmental policy
8(1)
1.8 The structure of the book
9(1)
1.9 References
9(2)
2 Strategic Issues in Global Project Management
11(29)
2.1 Introduction
11(1)
2.2 Learning outcomes
11(1)
2.3 Global strategic issues
12(1)
2.4 Concept of strategic issues: global construction industry
13(1)
2.5 Corporate strategic issues
14(4)
2.5.1 Implementing an appropriate business model
14(1)
2.5.2 Appreciation of cultural diversity
15(1)
2.5.3 Integration of legal and tax settings
16(1)
2.5.4 Familiarity of a country's technical features and supplying material rights
16(1)
2.5.5 Corporate responsibility
17(1)
2.5.6 New emerging markets
17(1)
2.6 Tools and techniques for the management of strategic issues
18(2)
2.6.1 SWOT analysis
18(1)
2.6.2 Porter's five forces
19(1)
2.6.3 PESTLE analysis
19(1)
2.6.4 Value analysis
20(1)
2.7 Project governance
20(3)
2.8 Current approaches to project management
23(7)
2.9 Infrastructures for global project management
30(2)
2.9.1 More diversity
31(1)
2.9.2 Appreciation of soft project skills
31(1)
2.9.3 Automated project roles
31(1)
2.9.4 Interpretation of environmental sustainability
32(1)
2.9.5 Impact of austerity measures
32(1)
2.10
Chapter summary
32(1)
2.11 Case study: the Marmaray project in Turkey
33(3)
2.11.1 Background to the case study
33(1)
2.11.2 Objectives of the project
34(1)
2.11.3 Contracts
35(1)
2.11.4 Financial
35(1)
2.11.5 Organisation
35(1)
2.11.6 Disapproval of the Marmaray project
36(1)
2.12 Discussion questions
36(1)
2.13 References
37(3)
3 Stakeholder Management
40(27)
3.1 Introduction
40(1)
3.2 Learning outcomes
41(1)
3.3 Global stakeholders and sustainability
41(5)
3.4 Identifying stakeholders in global projects
46(2)
3.5 Classification of global stakeholders and the construction process
48(5)
3.6 Tools and techniques for stakeholder analysis
53(4)
3.6.1 An example tool
53(1)
3.6.2 An example technique
54(3)
3.7 Analysing global stakeholder perspectives
57(3)
3.7.1 The separation perspective
58(1)
3.7.2 The ethical perspective
59(1)
3.7.3 The integrated perspective
59(1)
3.8 Relationship with the client
60(1)
3.9 Response decisions in changing stakeholder perspectives for effective global project delivery
61(3)
3.10
Chapter summary
64(1)
3.11 Discussion questions
64(1)
3.12 References
65(2)
4 Measuring and Improving Global Project Performance
67(23)
4.1 Introduction
67(1)
4.2 Learning outcomes
68(1)
4.3 Defining global project success
68(2)
4.4 Understanding global project failure
70(1)
4.4.1 Global project failure causes
71(1)
4.5 Strategy-modelling failure
71(3)
4.5.1 Law of Requisite Variety and control
72(2)
4.6 Global critical success factors and key performance indicators (KPIs)
74(2)
4.7 International KPIs/contractor comparisons
76(2)
4.8 International measures of project performance
78(4)
4.8.1 Linking local and the transnational performance measures
79(3)
4.9 Collaboration and project performance measurement
82(4)
4.9.1 Collaboration failures
82(2)
4.9.2 Collaboration successes
84(2)
4.10 Project performance measurement and improvement
86(1)
4.11
Chapter summary
87(1)
4.12 Discussion questions
88(1)
4.13 References
88(2)
5 Relevance of Global Project Structure and Organisation
90(33)
5.1 Introduction
90(1)
5.2 Learning outcomes
91(1)
5.3 The origins of strategy
91(1)
5.4 Administer and control strategies in modern global project management
92(2)
5.5 A. relationship-building hierarchy
94(7)
5.5.1 Interact/initiate
94(2)
5.5.2 Communicate/connect
96(3)
5.5.3 Collaborate/care
99(2)
5.6 Traditional structures for creating a global project and client/parent organisation relationship
101(12)
5.6.1 The nature of structure
101(2)
5.6.2 Functional project organisation structure
103(2)
5.6.3 Pure project structure
105(1)
5.6.4 Matrix structure
106(5)
5.6.5 How people relate in global projects
111(2)
5.7 Management of global value chains
113(4)
5.7.1 The value of play
113(1)
5.7.2 Value of supply chain management
114(1)
5.7.3 Value of knowledge
115(2)
5.8 A transformational structure: fractal web technique for managing project structures
117(2)
5.9
Chapter summary
119(2)
5.10 Discussion questions
121(1)
5.11 References
121(2)
6 Global Project Management Process
123(27)
6.1 Introduction
123(1)
6.2 Learning outcomes
123(1)
6.3 Project phases
124(1)
6.4 Project initiation in global construction projects
125(2)
6.5 Project monitoring and control
127(3)
6.6 Project closure
130(2)
6.7 Process portfolio management
132(3)
6.8 Leading strategic transformation of global project management process
135(4)
6.9 Programme managing the value chain
139(1)
6.10 Techniques for global project management process
140(3)
6.11 Integrating the process
143(1)
6.12
Chapter summary
144(1)
6.13 Case study: Dubai World Trade Centre
145(2)
6.13.1 Background to the case study
145(2)
6.14 Discussion questions
147(1)
6.15 References
147(3)
7 Managing Cultural Complexity in Global Projects
150(37)
7.1 Introduction
150(1)
7.2 Learning outcomes
150(1)
7.3 Multiculturalism
151(1)
7.4 Integration of multicultural project teams
152(1)
7.5 Unifying multicultural thinking
153(1)
7.6 Current issues on internationalisation
153(4)
7.7 Managing change in project teams
157(1)
7.8 Communication across multicultural project teams
158(1)
7.9 Working across different standards
159(1)
7.10 Dealing with diversity and values
160(2)
7.11 Dealing with project complexity, cultural complexity and uncertainty
162(3)
7.12 Challenges of technological and organisational transfers between countries and cultures
165(2)
7.13 National culture and project management
167(1)
7.14 Aligning your organisation's culture with strategy
168(2)
7.15 Building an organisational culture of sustainability
170(1)
7.16 Proposing a competent organisational cross-cultural framework
171(4)
7.17 Building effective multicultural teams at all levels and stages of the project organisation
175(2)
7.18 Team integration principles
177(1)
7.19 Techniques for global team integration
178(1)
7.20
Chapter summary
179(1)
7.21 Case study: China's infrastructure footprint in Africa
179(2)
7.22 Discussion questions
181(1)
7.23 References
181(6)
8 Partnering and Alliancing in Global Projects
187(22)
8.1 Introduction
187(1)
8.2 Learning outcomes
187(1)
8.3 Inter-organisational excellence
188(3)
8.3.1 The need to improve construction project performance
188(1)
8.3.2 The Latham Report
188(1)
8.3.3 Egan and the construction task force
189(2)
8.3.4 Long-term arrangements
191(1)
8.4 Changing perceptions of quality within construction
191(2)
8.4.1 Introduction to quality and performance concepts
191(1)
8.4.2 TQM and inter-organisational collaboration
192(1)
8.4.3 TQM and the project alliance
192(1)
8.5 Improving project performance
193(3)
8.5.1 Integrated teams
193(1)
8.5.2 Empowerment
194(1)
8.5.3 Supply chain perspectives
195(1)
8.6 Relationship management and contracting
196(1)
8.6.1 Relationship management
196(1)
8.6.2 Relationship contracting
196(1)
8.7 Partnering and alliancing
197(9)
8.7.1 Definition of partnering
197(1)
8.7.2 Different types of partnering
198(1)
8.7.3 Early partnering developments
199(1)
8.7.4 Drivers for partnering and alliancing
199(1)
8.7.5 Strategic alliances
200(1)
8.7.6 Prerequisites to successful partnering in global construction projects
201(3)
8.7.7 Cost and benefits of partnering and alliancing
204(1)
8.7.8 Public Private Partnership (PPP) and Private Finance Initiative (PFI)
205(1)
8.7.9 Typical problem and potential solution
205(1)
8.8
Chapter summary
206(1)
8.9 Discussion questions
207(1)
8.10 References
207(2)
9 Financing Global Construction Projects
209(29)
9.1 Introduction
209(1)
9.2 Learning outcomes
209(1)
9.3 Global corporate financing
210(3)
9.3.1 Corporate financing
210(1)
9.3.2 Short-term finance
211(1)
9.3.3 Medium-term finance
212(1)
9.3.4 Long-term finance
212(1)
9.4 Bilateral loans
213(1)
9.4.1 Grants and loans
213(1)
9.4.2 Senior or junior loans (debt)
213(1)
9.4.3 Loan conditions
214(1)
9.5 Syndicated loans and commercial bonds
214(3)
9.5.1 Syndicated loans
214(2)
9.5.2 Parties to a syndicated loan
216(1)
9.5.3 Steps in completing a syndicated loan
216(1)
9.5.4 Loan documentation
216(1)
9.6 Global project finance
217(2)
9.6.1 Advantages of project finance
217(1)
9.6.2 Disadvantages of project finance
218(1)
9.6.3 Build-operate-transfer
218(1)
9.7 Indirect guarantees
219(2)
9.7.1 Single-purpose entities and guarantees
219(1)
9.7.2 Take-or-pay and throughput contracts
219(1)
9.7.3 Owner/sponsor guarantees
220(1)
9.8 Global countertrade
221(2)
9.8.1 Countertrade
221(1)
9.8.2 Forms of reciprocal trade
221(1)
9.8.3 Switch trading
222(1)
9.9 Development bank project finance procedures
223(3)
9.9.1 Development projects
223(1)
9.9.2 Development banks
223(1)
9.9.3 The World Bank Group
223(1)
9.9.4 The World Bank project cycle
224(2)
9.10 Financial risk assessment and management
226(8)
9.10.1 Certainty, risk and uncertainty
226(1)
9.10.2 Risk management
226(1)
9.10.3 Risk identification: project-related risks
227(1)
9.10.4 Risk identification: business strategy
228(2)
9.10.5 Risk identification: management or accounting
230(1)
9.10.6 Evaluation of risk
231(1)
9.10.7 The use of bonds to offset risk
232(1)
9.10.8 The use of guarantees to offset risk
233(1)
9.10.9 Insurance to offset risk
233(1)
9.10.10 Modelling and monitoring project cost
233(1)
9.11 Case study: Channel Tunnel
234(1)
9.12
Chapter summary
235(1)
9.13 Discussion questions
236(1)
9.14 References
236(2)
10 Factors Affecting Perspectives on Uncertainty and Risk in Global Projects
238(28)
10.1 Introduction
238(1)
10.2 Learning outcomes
239(1)
10.3 Human behaviours
239(4)
10.3.1 Stereotypes
240(3)
10.4 Non-human behaviours
243(4)
10.5 Risk and reward
247(3)
10.6 Differentiating between uncertainty, risk and hazards in projects
250(3)
10.6.1 Impact of uncertainty
252(1)
10.7 Perception of risk and uncertainty
253(2)
10.8 Responses to risk - response decisions
255(1)
10.9 The `optimal response' concept
256(2)
10.9.1 Secondary uncertainties
257(1)
10.10 Uncertainty and success/failure ambiguities
258(2)
10.11 Global perspectives on uncertainty
260(2)
10.12 Tools and techniques for managing risk/uncertainty
262(2)
10.12.1 Restructure the risk
262(1)
10.12.2 Risk transfer
262(1)
10.12.3 Risk sharing
263(1)
10.12.4 SMART objectives
263(1)
10.13
Chapter summary
264(1)
10.14 Discussion questions
264(1)
10.15 References
265(1)
11 Global Sustainable Development and Construction
266(30)
11.1 Introduction
266(1)
11.2 Learning outcomes
266(1)
11.3 Background to sustainable development
266(6)
11.3.1 Origins and definitions of sustainable development
266(2)
11.3.2 Sustainable construction
268(1)
11.3.3 Sustainable development and the EU
269(1)
11.3.4 The triple bottom line
270(1)
11.3.5 Resilience of the global construction projects
271(1)
11.4 Social capital
272(4)
11.4.1 Background to social capital
272(1)
11.4.2 Definition(s) of social capital
272(1)
11.4.3 Types of social capital
273(1)
11.4.4 Why social capital in urban sustainability development?
274(1)
11.4.5 Social capital and the physical urban environment
274(1)
11.4.6 Physical determinants of social capital
275(1)
11.5 Corporate social responsibility
276(4)
11.5.1 Globalisation and corporate growth
276(1)
11.5.2 Corporate social responsibility and corporate responsibility
276(1)
11.5.3 Corporate responsibility and profitability
277(1)
11.5.4 Developing a social conscience: business ethics
278(1)
11.5.5 Construction ethics
278(1)
11.5.6 Shareholders and stakeholders
278(1)
11.5.7 CR steps
279(1)
11.5.8 Reporting corporate and social responsibility
279(1)
11.6 Sustainability assessment
280(3)
11.6.1 Need for incentives in sustainability assessment
280(1)
11.6.2 Barriers to sustainability assessment
280(1)
11.6.3 Perceptual and behavioural barriers
281(1)
11.6.4 Institutional barriers
281(1)
11.6.5 Economic barriers
282(1)
11.6.6 Social return on investment (SROI)
282(1)
11.7 Promotion of best sustainable practice
283(4)
11.7.1 Managing sustainable projects
283(1)
11.7.2 Business case for sustainable development
283(1)
11.7.3 CR is good business
284(1)
11.7.4 Sustainable supply chain management (SSCM)
284(1)
11.7.5 Successful SCM: two schools of thought
285(1)
11.7.6 Barriers to integrating sustainability issues in SCM
286(1)
11.7.7 Corruption
286(1)
11.8 Infrastructure projects in developing countries
287(3)
11.8.1 Background
287(1)
11.8.2 The rationale
287(1)
11.8.3 External funding issues
288(1)
11.8.4 Stakeholder and community participation
289(1)
11.8.5 Economic sustainability
289(1)
11.8.6 Environmental sustainability
289(1)
11.8.7 Social sustainability - quality of life aspects
290(1)
11.9 Governments taking actions
290(1)
11.10 Case study: London Olympics 2012
291(1)
11.11
Chapter summary
291(1)
11.12 Discussion questions
292(1)
11.13 References
292(4)
12 Conclusions: Global Construction Project Management
296(28)
12.1 Introduction
296(1)
12.2 Learning outcomes
296(1)
12.3 Implementation of global construction projects
297(2)
12.3.1 Tackling bribery and corruption during implementation
298(1)
12.4 Comparison of identified project practices
299(2)
12.5 Information and communication technology in global construction projects
301(2)
12.6 Barriers, benefits and attributes of inter-organisational ICT
303(1)
12.7 Implementation of ICT on construction projects: the way forward
304(2)
12.8 The value of project management learning and higher education
306(12)
12.8.1 Nurturing global project management in higher education
310(2)
12.8.2 Differences between APM, PMI and PRINCE2
312(1)
12.8.3 Association of Project Management
312(1)
12.8.4 Association for Project Management Group (APMG)
313(1)
12.8.5 Project Management Institute (PMI)
313(1)
12.8.6 Choosing your project management qualification
314(1)
12.8.7 Amalgamating APM, PMI and PRINCE2 qualifications
315(3)
12.9
Chapter and book summary
318(4)
12.9.1 Case study: Itaipu Dam (Brazil and Paraguay)
320(1)
12.9.2 Discussion questions
321(1)
12.10 References
322(2)
Index 324
Edward Ochieng is Senior Lecturer in Project Management, Liverpool John Moores University, UK.

Andrew Price is Professor of Project Management, Department of Civil and Building Engineering, Loughborough University, UK. 

David Moore is Reader at Robert Gordon University, UK, carrying out research in project management.
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