Integrated Project Partnering Management Systems
Published on 17. August 2018
Book
Hardback
240 pages
978-1-4051-8944-6 (ISBN)
Description
The construction in industry is fragmented in nature and the standardisation of buildings and processes is impossible making it difficult to complete projects within time, budget and to quality. Effective project management can improve performance of both the process and the result and much research in directed towards new models for these aspects of project and construction management. This book will explain the implementation of partnering and project management as an integrated approach. The aim is to enhance communication between all parties in the construction processes and contribute to the overall project performance through improved time, cost and quality management. Many books are published on both project management and project partnering; this will be the first to identify overlapping themes between the two approaches, bringing together the key aspects of partnering and project management into an integrated system.
The first five chapters give an overview of integrated systems; describe the underlying concepts of partnering and project management and how they relate to one another; and present a wide range of case studies drawn from the UK, the US, Australia and the Far East. Once the overlapping themes of partnering within project management have been identified (Chapter 6), the main thrust of the book is presented in Chapters 7 & 8, explaining the theoretical framework for Integrated Project Partnering Management (IPPM) and the critical success factors for using such systems.
The first five chapters give an overview of integrated systems; describe the underlying concepts of partnering and project management and how they relate to one another; and present a wide range of case studies drawn from the UK, the US, Australia and the Far East. Once the overlapping themes of partnering within project management have been identified (Chapter 6), the main thrust of the book is presented in Chapters 7 & 8, explaining the theoretical framework for Integrated Project Partnering Management (IPPM) and the critical success factors for using such systems.
More details
Language
English
Place of publication
Chicester
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
Professional and scholarly
ISBN-13
978-1-4051-8944-6 (9781405189446)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
Nicholas Chileshe, Senior Lecturer in Construction Management at Sheffield Hallam
Content
Chapter 1: Introduction. Overview of Chapters. Chapter Two: Overview of Integrated Systems. Introduction. Definition of Integration. Examples of Integrated Systems in Construction and Manufacturing Industries. Strategies for Integration. Situational Analysis. Systems Approach to IPPM Systems. Generic Steps in the Implementation of IMS. Summary. Chapter Three: Key Concepts of Project Management :. Introduction. Project Management Methodologies; Overview of CIOB Code of Practice. APM Body of Knowledge, PRINCE. BS 6073 Guide to Project Management. Construction as Useful Theoretical Project Management. Project Management Control System (Environmental Factors, Project Objectives, Technological Factors, Design Function and Construction Economics). Key Issues in Project Management; Summary. Chapter Four: Key Concepts of Partnering. Introduction. Historical Context and Rationale for Partnering. Reports on Partnering (Latham, Egan and Construction Excellence). Definitions, Methodologies and Types (DMT) of Partnering. Key Themes and Strategies in Partnering. Construction as a Useful Theoretical Partnering Model. Conclusion. Chapter Five: Partnering Case Studies. (with Norman Watts). Introduction. Examples of Partnering Case Studies. UK Context Examples (Latham, Egan and Construction Excellence). The Rest of the World (Asia, Europe, America and Africa). Post Modernist Mechanism for Achieving Partnering. Illustration of Success and Failure Partnering Stories,. Best Practice. Summary. Chapter Six: Identification of Overlapping Theme. (with Norman Watts). Introduction. Partnering within Project Management. Chapter Seven: Theoretical Framework for Integrated Project Management Systems. Introduction. Rationale for Framework. A SPACE (Strategy, Principles, Application/Analysis, Concepts and Execution) Approach of IPPM. A Valid Methodology for Integrated Project Partnering. Summary. Chapter Eight: Antecedents, Benefits and Consequence of Integrated Project Partnering Management Systems (ABC of TQM). Introduction. Antecedents (Behaviour Factors, Structure, Cultural Constrains and Management Issues). Benefits (Improved Project Relations, Avoidance of Litigation and Improved Client Satisfaction). Consequences (Improved Project Performance, Client Satisfaction, Improved Project Delivery). Critical Success Factors for the Deployment of IPPM. Summary. Chapter Nine: Conclusion