Construction Management

Denny McGeorge is Emeritus Professor in the School of Architecture and Built Environment at the University of Newcastle, Australia; an Honorary Professor at the University of New South Wales and a Visiting Professor at the University of Salford.Patrick Zou is Professor and Head of Discipline, Building and Construction Management at the University of Canberra, Australia. Prior to joining the University of Canberra, he was associate professor and director of the construction management and property program at the University of New South Wales, Australia.  He is Guest Professor at Hunan University and Shenzhen University, and was Visiting Scholar at the National University of Singapore, University of Florida, Tsinghua University and Renmin University of China.

• Preface to Third Edition ixAcknowledgements xiii1 The Culture of the Construction Industry 1The book’s contents 4References 72 Strategic Management 9Introduction 9Overview 10Strategic management process 12Strategic management in construction 14Paradoxes of strategic management processes in construction 17Developing and implementing strategy in construction 18Change management 19Linking operational actions to strategy using a balanced scorecard 20Stakeholder identification, analysis and consultation 22Strategic management in action – a case study of Arup 25An integrated strategic management framework 30Conclusion 32References 323 Benchmarking 35Introduction 35Definition of benchmarking 37Historical development 38Types of benchmarking 39The process of benchmarking 42The benchmarking team 54Benchmarking Code of Conduct 55Legal considerations 55Benchmarking: The major issues 56Case studies 59Conclusion 61References 624 Reengineering 65Introduction 65Reengineering: What’s in a name? 67Origins of reengineering 68Reengineering in a construction industry context 68The goals of reengineering 70Reengineering methodology 73Pitfalls of reengineering 78Information technology and reengineering 80Reengineering from a European perspective 83A case study of a process reengineering study in the Australian construction industry 84Conclusion 92References 945 Partnering and Alliancing 97Introduction 97The origins of partnering 98Partnering in a construction industry context 98The goals of partnering 99Categories of partnering 100Project partnering 101Strategic or multi-project partnering 112Legal and contractual implications of partnering 114Dispute resolution 117Partnering: Overview 118Project alliancing – a natural progression from project partnering? 120Alliance definitions 121Alliancing in the construction industry 122The differences between alliancing and partnering 122Critical success factors in alliancing 124The financial arrangements 125The project outcome 126Postscript 127References 1286 Enterprise Risk Management 132Introduction 132Why ERM in the construction industry? 133Key terms and definitions 135ERM principles and processes 136The COSO ERM 137AS/NZS ISO 31000 Risk Management Standard 138Establish objectives, context and criteria 138Risk identification 140Risk analysis and evaluation 140Risk response and monitoring 141Risk review and learning 142Risk communication and consultation 143A comparison of risk management processes 143ERM application techniques 144Implementing ERM in the construction industry 144Organisational culture and ERM 146ERM performance 147ERM misconceptions 148Relationship between ERM and strategic planning 148Improving ERM capability and maturity 149The ERM3 model 150ERM3 example 154ERM capability improvement 156Project risk management 157Conclusion 159References 1607 Total Safety Management 163Introduction 163The science of safety management 164What is safety risk assessment at the design stage? 164Why safety risk assessment at design? 165Barriers for implementing safety risk assessment at design 167Methods for safety risk assessment at design 167Case study 169The art of safety management 176Components of a safety culture 177Dimensions of a safety culture 178Safety culture maturity models 179A construction safety maturity model 181Development of measurement instruments 182Conclusion 184References 1868 Total Quality Management 191Introduction 191Definition of TQM 191What is quality? 193Historical development of TQM 194The need for a paradigm shift 197A change in the culture of the construction industry 198Customer focus 200Integration 201The all-embracing nature of TQM 206Continuous improvement 206Quality costs and the cost of quality 207Universal standards of quality such as ISO 9000 208Change management 209The methods of TQM 209How to implement TQM 209Kaizen 210Current research into TQM in the construction industry 210Conclusion 211References 2129 Value Management 214Introduction 214Historical development 215Function analysis 218Organisation of the function analysis study 226Who should carry out the study? 226Who should constitute the team? 227How should alternatives be evaluated? 231Value management as a system 232The American system 233A case study of value management in the United States 233The British/European system 235A case study of value management in the UK 236Value management in Australia 239A case study of value management (and constructability) in Australia 240The Japanese system 244A case study of value management in Japan 244Why are the systems different? 245Differences in the style of management 246Differences in management systems 246The relationship between value management and quantity surveying 247Conclusion 247References 24910 Constructability 251Introduction 251Origins 252The goals of constructability 253Implementing constructability 255Constructability in practice 258Constructability and the building product 260Constructability and Building Information Modelling 263Good and bad constructability 264Quantifying the benefits of constructability 269Conclusion 270References 27111 Linking the Concepts 274References 280Bibliography 282Index 296