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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
As with all previous editions of Project Management in Construction, this sixth edition focuses on systems theory as the approach suitable for organizing and managing people skilled in the design and completion of construction projects. It discusses the many competing paradigms and alternative perspectives available, for example in relation to differentiation and integration, as well as the emerging study of temporary organizations and its relevance to construction project management.
Whilst encompassing the need to develop further theoretical aspects of construction project organization theory, this edition has also enhanced the application of organization studies to practical issues of construction project management. More emphasis has been placed on the added complexity of construction project management by issues surrounding clients and stakeholders, and the control and empowerment of project participants. Additional focus has been placed on sustainability issues as they impinge on construction project management, on reworked views on supply chain management and on developments in partnering, together with clarification of the shifting terms and definitions relating to construction organization structures and their uses.
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Veröffentlichungsjahr: 2015
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CONTENTS
Cover
Title page
Copyright page
Preface
1 Introduction
1.1 Introduction
1.2 Evolution of Project Organisation
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
1.8 The Contribution of 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
2.3 The Behavioural Approach
2.4 The Socio-Technical Approach
2.5 The Systems Approach
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
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
3.3 Action of Environmental Forces
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
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
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
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
6.3 Subsystems
6.4 The Operating System and the Managing System
6.5 The Functions of the Managing System
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
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
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
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
9.3 The Components of Project Organisation Structures
9.4 Client/Project Team Integration
9.5 Design Team Organisation
9.6 Integration of the Construction Team
9.7 An Illustration of a Transaction Cost Explanation
9.8 Organisation Matrix
9.9 Public–Private Partnerships
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
10.5 Project Outcome
10.6 Presentation of Project Organisations
References
Advertisements
Index
End User License Agreement
List of Tables
Chapter 05
Table 5.1 Examples of amalgams of firms
Chapter 09
Table9.1 Matrix of project organisation structure
List of Illustrations
Chapter 01
Figure 1.1 Simplified matrix management structure.
Figure 1.2 Factors in the project management process.
Figure 1.3 Perspectives of the contributors (original idea and sketches by Dave Taylor).
Chapter 02
Figure 2.1 The construction process as an input–output model.
Chapter 03
Figure 3.1 The interdependency of environmental forces.
Figure 3.2 The input of environmental forces.
Figure 3.3 The environment of the process of construction.
Chapter 04
Figure 4.1 Graduation of client types (developed from Masterman & Gameson 1994).
Figure 4.2 Client objectives – weighting of factors.
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.
Chapter 06
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.
Figure 6.5 The operating system.
Figure 6.6 An example of how roles and activities may be distributed.
Chapter 07
Figure 7.1 Power and the project manager.
Chapter 08
Figure 8.1 Some styles of leadership
Figure 8.2 Bonoma–Slevin leadership model.
Chapter 09
Figure 9.1 Conventional structure.
Figure 9.2 Non - executive project management structure.
Figure 9.3 Executive project management structure.
Figure 9.4 Design - and - build structure (construction dominant).
Figure 9.5 Design - and - build structure (project management dominant).
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.
Figure 9.11 Indicative arrangements for a PFI scheme.
Chapter 10
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.
Figure 10.5 Application of linear responsibility analysis.
Guide
Cover
Table of Contents
Begin Reading
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Project Management in Construction
SIXTH EDITION
Anthony Walker
BBS, MSc, PhD, FRICSEmeritus Professor of Real Estate and ConstructionUniversity of Hong Kong
This edition first published 2015© 2015 by John Wiley & Sons, Ltd.© 1984, 1989, 1996, 2002, 2007 by Anthony Walker
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Library of Congress Cataloging-in-Publication Data
Walker, Anthony, 1939– Project management in construction / Anthony Walker. – 6th edition. pages cm Includes bibliographical references and index.
ISBN 978-1-118-50040-8 (pbk.)1. Construction industry–Management. 2. Project management. I. Title. HD9715.A2W27 2015 624.068′4–dc23 2014045947
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Cover Image by (building) iStockphoto © PPAMPicture(background) iStockphoto © Godruma
Preface
As the sixth edition of this book makes its appearance, the challenge of managing construction projects to successful outcomes continues unabated throughout the world. Prestigious projects make the headlines: both those successful and those less so. The public’s imagination is captured by, for instance, constructions to accommodate great sporting events such as the Olympics and spectacular buildings such as Burj Khalifa and Shanghai Tower. But such projects overshadow the enormous amount of construction which contributes hugely to people’s well-being. The importance of developing all projects effectively, both public and private, is central to economy in using the world’s resources. Many factors impinge on success in this arena: development and utilisation of materials and new machines, training and education of a skilled workforce, political will and understanding of people’s needs, to name but a few.
A major need, central to effectively producing projects whatever their scale, is the organisation and management of people skilled in designing and building them. As with all previous editions of this book, this edition focuses further on proposing and using systems theory as the organisational approach suitable for this task and addresses the increasing complexity of the environments within which construction projects find themselves placed. In doing so, this edition has sought to explain how diverse approaches to organisation underpin systems theory and its relevance to construction project management as well as recognising the many competing paradigms and alternative perspectives available, for example in relation to differentiation and integration. Recognition has also been afforded to recent emergence of the study of temporary organisations arising in mainstream management and its relevance to construction project management.
Whilst encompassing the need to develop further theoretical aspects of construction project organisation theory, this edition has also enhanced application of organisation studies to practical issues of construction project management. More emphasis has been placed on the added complexity of construction project management by issues surrounding clients and stakeholders and by issues engendered by control and empowerment of project participants. Additional focus has been made on sustainability issues as they impinge on construction project management, on reworked views on supply chain management and on developments in partnering together with clarification of the shifting terms and definitions relating to construction organisation structures and their uses. Other general updating has been undertaken with some reorganisation of chapters and sections to aid continuity and clarity.
Six editions are not achieved without great indebtedness to colleagues from both academia and practice who have contributed enormously to my knowledge and understanding and who have provided encouragement over many years. I fully recognise their contribution, in particular my colleagues past and present from the University of Hong Kong and those who publish in the academic press in the field of construction project management in its widest sense. And, of course, once again my thanks are due to my wife for seeing me through this edition with forbearance and encouragement. Of course, only I am responsible for any faults that remain, but hope that this edition continues to make a contribution to the field.
Anthony WalkerHoylake
1Introduction
1.1 Introduction
The management of construction projects has been carried out since people first cooperated to erect buildings, yet there is little documented knowledge of how people interacted in this process. It is revealing that historical and contemporary accounts of construction work pay little attention to how people worked together and managed their activities. Writers over the ages have concentrated upon the buildings themselves, particularly on aesthetics, the use of new materials, technological developments and the impact of buildings on their environment. How people were organised and managed received scant attention until recent times. What was written tended to be about such charismatic characters of enormous ability as Brunel and Wren, and not about how they structured their organisations.
The way in which available skills are provided and used is of paramount importance in providing what clients expect from their projects. There is little point in the construction industry developing the special skills of its members if no one is going to amalgamate them in the best manner to meet a particular client’s objective.
The conventional method of organisation for construction projects, by which is meant one in which the architect or engineer is the designer and manager of the process using specialist consultants with the construction contract awarded by competitive tender after the design is substantially complete, evolved in contexts (environments) that were considerably more stable than those faced today by both the construction industry and its clients. The complexity of the conditions within which the construction industry’s clients now exist makes them place increasing demands upon the industry in terms of the performance of projects (both functionally and aesthetically), the capital and running costs, environmental and sustainability demands and the time required from conception of the project to occupation. This has come about as a result of technological developments, globalisation, uncertain economic conditions, social pressures, political instability, and so on. Such forces have led to the emergence of stakeholders in projects: that is, organisations, institutions and individuals that are not formally clients but can claim a socially/commercially acceptable interest in projects which clients are required to acknowledge and respond to. Thus, generally, the term ‘client(s)’ used in this book also incorporates ‘stakeholder(s)’ as appropriate. The distinction between clients and stakeholders is covered in Chapter 4.
Within such conditions, clients from both private and public sectors have to increase their effectiveness to remain competitive and to satisfy their own clients who transmit the demands of a complex world to them. The construction industry has in turn to respond to demands from clients that arise from such conditions and is itself also subject to external pressures in a manner similar to that of its clients. It therefore needs to respond by mobilising the talents it possesses in a way which recognises the particular needs of individual clients. It has become clearly recognised that it is unreasonable to suppose that the conventional way of organising construction projects remains a universal solution to producing a project in today’s conditions.
The complexity of clients’ demands, together with the increasing complexity of building, civil and industrial engineering and other construction work, particularly as a result of technological developments, has over the years resulted in increasing specialisation within the construction industry. The professions associated with construction emerged as separate skills (e.g. architecture; quantity surveying; structural, mechanical and electrical engineering; acoustics and safety), as have the many specialist subcontractors. On any project, even a small one, large numbers of contributors and skills are involved. On the largest, there is a vast range of skills and materials required and an enormous variety of people and equipment to mobilise. Where these projects are carried out overseas, there are many additional issues of culture, logistics and language. Fundamental to the management of construction projects is therefore the way in which the contributors are organised so that their skills are used in the right manner and at the right time for the maximum benefit to the client. There is little point in the construction industry developing its skills if they are not then implemented effectively.
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