| Description |
xxii, 330 pages : illustrations ; 24 cm |
| Contents |
Contents note continued: 10.10.Uncertainty and success/failure ambiguities -- 10.11.Global perspectives on uncertainty -- 10.12.Tools and techniques for managing risk/uncertainty -- 10.12.1.Restructure the risk -- 10.12.2.Risk transfer -- 10.12.3.Risk sharing -- 10.12.4.SMART objectives -- 10.13.Chapter summary -- 10.14.Discussion questions -- 10.15.References -- 11.Global Sustainable Development and Construction -- 11.1.Introduction -- 11.2.Learning outcomes -- 11.3.Background to sustainable development -- 11.3.1.Origins and definitions of sustainable development -- 11.3.2.Sustainable construction -- 11.3.3.Sustainable development and the EU -- 11.3.4.The triple bottom line -- 11.3.5.Resilience of the global construction projects -- 11.4.Social capital -- 11.4.1.Background to social capital -- 11.4.2.Definition(s) of social capital -- 11.4.3.Types of social capital -- 11.4.4.Why social capital in urban sustainability development? -- |
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Contents note continued: 11.4.5.Social capital and the physical urban environment -- 11.4.6.Physical determinants of social capital -- 11.5.Corporate social responsibility -- 11.5.1.Globalisation and corporate growth -- 11.5.2.Corporate social responsibility and corporate responsibility -- 11.5.3.Corporate responsibility and profitability -- 11.5.4.Developing a social conscience: business ethics -- 11.5.5.Construction ethics -- 11.5.6.Shareholders and stakeholders -- 11.5.7.CR steps -- 11.5.8.Reporting corporate and social responsibility -- 11.6.Sustainability assessment -- 11.6.1.Need for incentives in sustainability assessment -- 11.6.2.Barriers to sustainability assessment -- 11.6.3.Perceptual and behavioural barriers -- 11.6.4.Institutional barriers -- 11.6.5.Economic barriers -- 11.6.6.Social return on investment (SROI) -- 11.7.Promotion of best sustainable practice -- 11.7.1.Managing sustainable projects -- 11.7.2.Business case for sustainable development -- |
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Contents note continued: 11.7.3.CR is good business -- 11.7.4.Sustainable supply chain management (SSCM) -- 11.7.5.Successful SCM: two schools of thought -- 11.7.6.Barriers to integrating sustainability issues in SCM -- 11.7.7.Corruption -- 11.8.Infrastructure projects in developing countries -- 11.8.1.Background -- 11.8.2.The rationale -- 11.8.3.External funding issues -- 11.8.4.Stakeholder and community participation -- 11.8.5.Economic sustainability -- 11.8.6.Environmental sustainability -- 11.8.7.Social sustainability - quality of life aspects -- 11.9.Governments taking actions -- 11.10.Case study: London Olympics 2012 -- 11.11.Chapter summary -- 11.12.Discussion questions -- 11.13.References -- 12.Conclusions: Global Construction Project Management -- 12.1.Introduction -- 12.2.Learning outcomes -- 12.3.Implementation of global construction projects -- 12.3.1.Tackling bribery and corruption during implementation -- 12.4.Comparison of identified project practices -- |
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Contents note continued: 12.5.Information and communication technology in global construction projects -- 12.6.Barriers, benefits and attributes of inter-organisational ICT -- 12.7.Implementation of ICT on construction projects: the way forward -- 12.8.The value of project management learning and higher education -- 12.8.1.Nurturing global project management in higher education -- 12.8.2.Differences between APM, PMI and PRINCE2 -- 12.8.3.Association of Project Management -- 12.8.4.Association for Project Management Group (APMG) -- 12.8.5.Project Management Institute (PMI) -- 12.8.6.Choosing your project management qualification -- 12.8.7.Amalgamating APM, PMI and PRINCE2 qualifications -- 12.9.Chapter and book summary -- 12.9.1.Case study: Itaipu Dam (Brazil and Paraguay) -- 12.9.2.Discussion questions -- 12.10.References |
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Contents note continued: 2.6.Tools and techniques for the management of strategic issues -- 2.6.1.SWOT analysis -- 2.6.2.Porter's five forces -- 2.6.3.PESTLE analysis -- 2.6.4.Value analysis -- 2.7.Project governance -- 2.8.Current approaches to project management -- 2.9.Infrastructures for global project management -- 2.9.1.More diversity -- 2.9.2.Appreciation of soft project skills -- 2.9.3.Automated project roles -- 2.9.4.Interpretation of environmental sustainability -- 2.9.5.Impact of austerity measures -- 2.10.Chapter summary -- 2.11.Case study: the Marmaray project in Turkey -- 2.11.1.Background to the case study -- 2.11.2.Objectives of the project -- 2.11.3.Contracts -- 2.11.4.Financial -- 2.11.5.Organisation -- 2.11.6.Disapproval of the Marmaray project -- 2.12.Discussion questions -- 2.13.References -- 3.Stakeholder Management -- 3.1.Introduction -- 3.2.Learning outcomes -- 3.3.Global stakeholders and sustainability -- 3.4.Identifying stakeholders in global projects -- |
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Contents note continued: 3.5.Classification of global stakeholders and the construction process -- 3.6.Tools and techniques for stakeholder analysis -- 3.6.1.An example tool -- 3.6.2.An example technique -- 3.7.Analysing global stakeholder perspectives -- 3.7.1.The separation perspective -- 3.7.2.The ethical perspective -- 3.7.3.The integrated perspective -- 3.8.Relationship with the client -- 3.9.Response decisions in changing stakeholder perspectives for effective global project delivery -- 3.10.Chapter summary -- 3.11.Discussion questions -- 3.12.References -- 4.Measuring and Improving Global Project Performance -- 4.1.Introduction -- 4.2.Learning outcomes -- 4.3.Defining global project success -- 4.4.Understanding global project failure -- 4.4.1.Global project failure causes -- 4.5.Strategy-modelling failure -- 4.5.1.Law of Requisite Variety and control -- 4.6.Global critical success factors and key performance indicators (KPIs) -- |
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Contents note continued: 4.7.International KPIs/contractor comparisons -- 4.8.International measures of project performance -- 4.8.1.Linking local and the transnational performance measures -- 4.9.Collaboration and project performance measurement -- 4.9.1.Collaboration failures -- 4.9.2.Collaboration successes -- 4.10.Project performance measurement and improvement -- 4.11.Chapter summary -- 4.12.Discussion questions -- 4.13.References -- 5.Relevance of Global Project Structure and Organisation -- 5.1.Introduction -- 5.2.Learning outcomes -- 5.3.The origins of strategy -- 5.4.Administer and control strategies in modern global project management -- 5.5.A. relationship-building hierarchy -- 5.5.1.Interact/initiate -- 5.5.2.Communicate/connect -- 5.5.3.Collaborate/care -- 5.6.Traditional structures for creating a global project and client/parent organisation relationship -- 5.6.1.The nature of structure -- 5.6.2.Functional project organisation structure -- |
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Contents note continued: 5.6.3.Pure project structure -- 5.6.4.Matrix structure -- 5.6.5.How people relate in global projects -- 5.7.Management of global value chains -- 5.7.1.The value of play -- 5.7.2.Value of supply chain management -- 5.7.3.Value of knowledge -- 5.8.A transformational structure: fractal web technique for managing project structures -- 5.9.Chapter summary -- 5.10.Discussion questions -- 5.11.References -- 6.Global Project Management Process -- 6.1.Introduction -- 6.2.Learning outcomes -- 6.3.Project phases -- 6.4.Project initiation in global construction projects -- 6.5.Project monitoring and control -- 6.6.Project closure -- 6.7.Process portfolio management -- 6.8.Leading strategic transformation of global project management process -- 6.9.Programme managing the value chain -- 6.10.Techniques for global project management process -- 6.11.Integrating the process -- 6.12.Chapter summary -- 6.13.Case study: Dubai World Trade Centre -- |
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Contents note continued: 6.13.1.Background to the case study -- 6.14.Discussion questions -- 6.15.References -- 7.Managing Cultural Complexity in Global Projects -- 7.1.Introduction -- 7.2.Learning outcomes -- 7.3.Multiculturalism -- 7.4.Integration of multicultural project teams -- 7.5.Unifying multicultural thinking -- 7.6.Current issues on internationalisation -- 7.7.Managing change in project teams -- 7.8.Communication across multicultural project teams -- 7.9.Working across different standards -- 7.10.Dealing with diversity and values -- 7.11.Dealing with project complexity, cultural complexity and uncertainty -- 7.12.Challenges of technological and organisational transfers between countries and cultures -- 7.13.National culture and project management -- 7.14.Aligning your organisation's culture with strategy -- 7.15.Building an organisational culture of sustainability -- 7.16.Proposing a competent organisational cross-cultural framework -- |
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Contents note continued: 7.17.Building effective multicultural teams at all levels and stages of the project organisation -- 7.18.Team integration principles -- 7.19.Techniques for global team integration -- 7.20.Chapter summary -- 7.21.Case study: China's infrastructure footprint in Africa -- 7.22.Discussion questions -- 7.23.References -- 8.Partnering and Alliancing in Global Projects -- 8.1.Introduction -- 8.2.Learning outcomes -- 8.3.Inter-organisational excellence -- 8.3.1.The need to improve construction project performance -- 8.3.2.The Latham Report -- 8.3.3.Egan and the construction task force -- 8.3.4.Long-term arrangements -- 8.4.Changing perceptions of quality within construction -- 8.4.1.Introduction to quality and performance concepts -- 8.4.2.TQM and inter-organisational collaboration -- 8.4.3.TQM and the project alliance -- 8.5.Improving project performance -- 8.5.1.Integrated teams -- 8.5.2.Empowerment -- 8.5.3.Supply chain perspectives -- |
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Contents note continued: 8.6.Relationship management and contracting -- 8.6.1.Relationship management -- 8.6.2.Relationship contracting -- 8.7.Partnering and alliancing -- 8.7.1.Definition of partnering -- 8.7.2.Different types of partnering -- 8.7.3.Early partnering developments -- 8.7.4.Drivers for partnering and alliancing -- 8.7.5.Strategic alliances -- 8.7.6.Prerequisites to successful partnering in global construction projects -- 8.7.7.Cost and benefits of partnering and alliancing -- 8.7.8.Public Private Partnership (PPP) and Private Finance Initiative (PFI) -- 8.7.9.Typical problem and potential solution -- 8.8.Chapter summary -- 8.9.Discussion questions -- 8.10.References -- 9.Financing Global Construction Projects -- 9.1.Introduction -- 9.2.Learning outcomes -- 9.3.Global corporate financing -- 9.3.1.Corporate financing -- 9.3.2.Short-term finance -- 9.3.3.Medium-term finance -- 9.3.4.Long-term finance -- 9.4.Bilateral loans -- 9.4.1.Grants and loans -- |
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Contents note continued: 9.10.3.Risk identification: project-related risks -- 9.10.4.Risk identification: business strategy -- 9.10.5.Risk identification: management or accounting -- 9.10.6.Evaluation of risk -- 9.10.7.The use of bonds to offset risk -- 9.10.8.The use of guarantees to offset risk -- 9.10.9.Insurance to offset risk -- 9.10.10.Modelling and monitoring project cost -- 9.11.Case study: Channel Tunnel -- 9.12.Chapter summary -- 9.13.Discussion questions -- 9.14.References -- 10.Factors Affecting Perspectives on Uncertainty and Risk in Global Projects -- 10.1.Introduction -- 10.2.Learning outcomes -- 10.3.Human behaviours -- 10.3.1.Stereotypes -- 10.4.Non-human behaviours -- 10.5.Risk and reward -- 10.6.Differentiating between uncertainty, risk and hazards in projects -- 10.6.1.Impact of uncertainty -- 10.7.Perception of risk and uncertainty -- 10.8.Responses to risk - response decisions -- 10.9.The ̀optimal response' concept -- 10.9.1.Secondary uncertainties -- |
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Contents note continued: 9.4.2.Senior or junior loans (debt) -- 9.4.3.Loan conditions -- 9.5.Syndicated loans and commercial bonds -- 9.5.1.Syndicated loans -- 9.5.2.Parties to a syndicated loan -- 9.5.3.Steps in completing a syndicated loan -- 9.5.4.Loan documentation -- 9.6.Global project finance -- 9.6.1.Advantages of project finance -- 9.6.2.Disadvantages of project finance -- 9.6.3.Build-operate-transfer -- 9.7.Indirect guarantees -- 9.7.1.Single-purpose entities and guarantees -- 9.7.2.Take-or-pay and throughput contracts -- 9.7.3.Owner/sponsor guarantees -- 9.8.Global countertrade -- 9.8.1.Countertrade -- 9.8.2.Forms of reciprocal trade -- 9.8.3.Switch trading -- 9.9.Development bank project finance procedures -- 9.9.1.Development projects -- 9.9.2.Development banks -- 9.9.3.The World Bank Group -- 9.9.4.The World Bank project cycle -- 9.10.Financial risk assessment and management -- 9.10.1.Certainty, risk and uncertainty -- 9.10.2.Risk management -- |
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Machine generated contents note: 1.Introduction -- 1.1.Chapter objectives -- 1.2.Primary aims of this book -- 1.3.Global construction project management -- 1.4.What is globalisation? -- 1.5.Recent global project developments -- 1.6.Regional global differences -- 1.7.Global construction policy issues -- 1.7.1.Population growth -- 1.7.2.Budgetary policy -- 1.7.3.Environmental policy -- 1.8.The structure of the book -- 1.9.References -- 2.Strategic Issues in Global Project Management -- 2.1.Introduction -- 2.2.Learning outcomes -- 2.3.Global strategic issues -- 2.4.Concept of strategic issues: global construction industry -- 2.5.Corporate strategic issues -- 2.5.1.Implementing an appropriate business model -- 2.5.2.Appreciation of cultural diversity -- 2.5.3.Integration of legal and tax settings -- 2.5.4.Familiarity of a country's technical features and supplying material rights -- 2.5.5.Corporate responsibility -- 2.5.6.New emerging markets -- |
| Summary |
Management of Global Construction Projects is 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 the first textbook to combine project management and international construction - features a wide range of international case studies, with examples from BRIC countries and Africa, to provide real insight into construction across the world, including in developing countries - covers increasingly important and current issues, such as managing sustainability and cultural diversity 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 |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Construction industry -- Management -- Case studies.
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Construction projects -- Management -- Case studies.
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Multinational work teams -- Management -- Case studies.
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Project management -- Case studies.
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| Genre/Form |
Case studies.
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| Author |
Moore, David (David R.)
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Price, A. D. F. (Andrew D. F.)
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| ISBN |
9780230303218 (paperback) |
