Achieving Successful Construction Projects: A Guide for Industry Leaders and Programme Managers

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Routledge, May 15, 2015 - Technology & Engineering - 156 pages

Whether a construction project turns out to be successful or not has a lot to do with the clarity of the client’s objectives and how the client establishes and instils a culture throughout the project team. This book's focus is on defining and exploring those attributes of clients or organisations which enable clear communication, and as a result help ensure the project's success.

For senior construction professionals, this book explains how to approach key aspects of projects so that the client's expectations can be anticipated and understood. It also provides information on how other parties can positively influence the outcome of the project and interact with their fellow stakeholders.

Commentaries on real life projects illustrate how this is achieved in practice, and common pitfalls are pointed out to help you avoid them. Drawing on almost 40 years’ UK and international experience of working on major construction projects in a variety of roles, the author provides clear insight into how to efficiently progress a project from inception through to completion. This is hugely valuable reading for client senior decision-makers, project managers, programme managers, design and construction leaders, and those studying all of these subjects.

 

Contents

Foreword About the author
Preface The books approach
The challenge of leadership Providing a general context
The client Responsibility within the commissioning organisation
Project timeline The project stages over its lifetime
Representative case studies Why the rest of this book is worth reading
Project definition What is wanted and when being able to define
Governance of the project team How to set up and organise the project team
Forming the project team The relationship wanted with the project team
Managing uncertainty How best to align risk cost and contingency
Performance management How to measure and control progress
Construction expertise How to involve the best contractors and SMEs
Communications policy How to approach communications
External interfaces and social responsibilities How to handle the interfaces with stakeholders
Operation maintenance and legacy The postcompletion and legacy objectives
Conclusions Authors wrapup summary

Client involvement Whether the client wants to be handson or
The right procurement strategy How best to buy the project

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About the author (2015)

Ian Gardner is a Director of Ove Arup & Partners Ltd, a member of the firm’s UKMEA Region Board, and has chaired their Future Business Executive. Over his 38 years with the company, he has worked in a variety of leading roles on projects such as High Speed 1, the London 2012 Olympic Park, and the regeneration of Potsdamer Platz, Berlin and central Doha, Qatar.

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