Project Management in Construction 6th edition by Anthony Walker – Ebook PDF Instant Download/Delivery: 1119003878 , 9781119003878
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ISBN 10: 1119003878
ISBN 13: 9781119003878
Author: Anthony Walker
A thorough review of project management from an organizational perspective, providing real understanding and insight into its application in construction management
Project Management in Construction 6th Table of contents:
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
Figure 1.1 Simplified matrix management structure.
Organisation Patterns
Variety of Clients
1.8 The Contribution of Organisation Structure
Behaviour
Figure 1.2 Factors in the project management process.
Figure 1.3 Perspectives of the contributors.
Techniques and Technology
Decision-Making
Organisation Structure
1.9 Organisation Theory and Project Organisations
1.10 Relevance of Systems Theory
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
Figure 2.1 The construction process as an input–output model.
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
3 Systems Thinking and Construction Project Organisation
3.1 Introduction
3.2 Systems Concepts
Objective
Contingencies
Organisational Fit
Environment
Environmental Forces
Figure 3.1 The interdependency of environmental forces.
Figure 3.2 The input of environmental forces.
Political
Legal
Institutional
Cultural and Sociological
Technological
Economic and Competitive
3.3 Action of Environmental Forces
Figure 3.3 The environment of the process of construction.
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
4 Clients and Stakeholders
4.1 Introduction
4.2 Classification of Clients
The Individual Client
The Corporate Client
The Public Client
Client Profiles
Figure 4.1 Graduation of client types.
An Alternative Approach
4.3 Clients’ Objectives
Figure 4.2 Client objectives – weighting of factors.
4.4 Relationship of the Client’s Organisation and the Construction Process
Figure 4.3 General model of an organisation as an open system.
Figure 4.4 An input–output model of the process of providing a project.
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
5 The Project Team
5.1 Introduction
5.2 Firms and Project Teams
Table 5.1 Examples of amalgams of firms
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
6 A Model of the Construction Process
6.1 Introduction
6.2 Common Characteristics
Figure 6.1 Organisation’s response to external influences.
Figure 6.2 Project conception process.
Figure 6.3 Project inception process.
Figure 6.4 Project realisation process.
6.3 Subsystems
Key Decision Points
Operational Decision Points
Figure 6.5 The operating system.
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
Figure 6.6 An example of how roles and activities may be distributed.
6.7 Project Management Activities
6.8 Project Management Skills
6.9 Some Practical Considerations
6.10 Design of Organisation Structures
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
Figure 7.1 Power and the project manager.
Authority in Projects
Power in Projects
7.11 Politics, Projects and Firms
7.12 Empowerment and Projects
7.13 Project Managers and Power
8 Project Leadership
8.1 Introduction
8.2 Leadership
8.3 Some Research Models
Figure 8.1 Some styles of leadership.
Figure 8.2 Bonoma–Slevin leadership model.
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
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
Figure 9.1 Conventional structure.
Non-Executive Project Management
Figure 9.2 Non – executive project management structure.
Executive Project Management
Figure 9.3 Executive project management structure.
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
Figure 9.4 Design – and – build structure (construction dominant).
Figure 9.5 Design – and – build structure (project management dominant).
Prime Contracting
9.7 An Illustration of a Transaction Cost Explanation
9.8 Organisation Matrix
Table 9.1 Matrix of project organisation structure
Figure 9.6 Diagram of type 5 structure.
Figure 9.7 Diagram of type 11 structure.
Figure 9.8 Diagram of type 22 structure.
Figure 9.9 Diagram of type 26 structure.
Figure 9.10 Diagram of type 29 structure.
9.9 Public–Private Partnerships
Figure 9.11 Indicative arrangements for a PFI scheme.
9.10 Programme Management
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
Figure 10.1 Typical linear responsibility chart.
Figure 10.2 LRC matrix (showing input–output application).
Figure 10.3 Schematic LRC.
Figure 10.4 Linear responsibility analysis in principle.
Matrix Symbols
Figure 10.5 Application of linear responsibility analysis.
Benefits
Interpretation and Use
10.5 Project Outcome
10.6 Presentation of Project Organisations
Back Matter
References
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