Project Management in Construction

ANTHONY WALKER BBS, MSc, PhD, FRICS, holds the title of Professor Emeritus in Real Estate and Construction at the University of Hong Kong, where he has been engaged in teaching and research since 1985, prior to which he held academic appointments in the United Kingdom. He is a chartered surveyor and has worked in Britain, the Middle East and the Far East.

• Preface viii1 Introduction 11.1 Introduction 11.2 Evolution of Project Organisation 31.3 Management and Organisation 91.4 Definition of Construction Project Management 111.5 Objectives and Decisions 121.6 The Project Management Process and the Project Manager 121.7 Projects, Firms and Clients 141.8 The Contribution of Organisation Structure 181.9 Organisation Theory and Project Organisations 221.10 Relevance of Systems Theory 232 Organisation and the Construction Process 262.1 Introduction 262.2 The Classical Approach 272.3 The Behavioural Approach 302.4 The Socio-Technical Approach 322.5 The Systems Approach 332.6 Reconciling Diverse Approaches 422.7 Criticisms of the Systems Approach 442.8 Configuration Theory 452.9 Mintzberg’s Classification 462.10 Chaos and Complexity Theory 522.11 Postmodernism 562.12 Critical Theory 572.13 The Transaction Cost Approach 582.14 Many Paradigms 652.15 The Relevance of Temporary Organisations Generally to Construction Project Management 652.16 Virtual Organisation 682.17 Projects, Firms and Process 703 Systems Thinking and Construction Project Organisation 723.1 Introduction 723.2 Systems Concepts 763.3 Action of Environmental Forces 893.4 Negative Entropy, Adaption and Protected Environments 973.5 Growth, Differentiation, Interdependency and Integration 993.6 Feedback 1013.7 Systems and Hierarchies 1023.8 Increasing Challenges 1043.9 Summary 1054 Clients and Stakeholders 1074.1 Introduction 1074.2 Classification of Clients 1144.3 Clients’ Objectives 1204.4 Relationship of the Client’s Organisation and the Construction Process 1234.5 Conflicting Objectives 1264.6 Project Change 1274.7 Role of the Client 1284.8 Clients, Stakeholders and Sustainability 1304.9 Practical Client Issues 1325 The Project Team 1395.1 Introduction 1395.2 Firms and Project Teams 1395.3 Relationship with the Client 1445.4 Differentiation, Interdependency and Integration 1455.5 Decisions and Their Effect on Structure 1535.6 Differentiation and Integration in Practice 1545.7 Organisational Culture 1585.8 Partnering 1635.9 Supply Chain Management 1715.10 Trust between Construction Organisations Generally 1756 A Model of the Construction Process 1786.1 Introduction 1786.2 Common Characteristics 1786.3 Subsystems 1846.4 The Operating System and the Managing System 1906.5 The Functions of the Managing System 1916.6 Pattern of Managing System Functions 1976.7 Project Management Activities 1996.8 Project Management Skills 2046.9 Some Practical Considerations 2056.10 Design of Organisation Structures 2077 Authority, Power and Politics 2097.1 Introduction 2097.2 Authority 2097.3 Power 2127.4 Relationship between Authority and Power 2127.5 The Sources of Power 2137.6 Power and Interdependency 2157.7 Politics in Organisations 2157.8 Power and Leadership 2187.9 Empowerment and Control 2187.10 Power in Project Management 2217.11 Politics, Projects and Firms 2267.12 Empowerment and Projects 2277.13 Project Managers and Power 2298 Project Leadership 2308.1 Introduction 2308.2 Leadership 2318.3 Some Research Models 2328.4 Leadership Style 2378.5 Transactional and Transformational Leadership 2388.6 Leadership and the Project Manager 2398.7 Project managers’ Perceptions 2438.8 Leadership Qualities 2459 Organisation Structures 2489.1 Introduction 2489.2 Project Management Theory and Transaction Cost Economics 2499.3 The Components of Project Organisation Structures 2579.4 Client/Project Team Integration 2589.5 Design Team Organisation 2599.6 Integration of the Construction Team 2649.7 An Illustration of a Transaction Cost Explanation 2759.8 Organisation Matrix 2769.9 Public–Private Partnerships 2889.10 Programme Management 29110 Analysis and Design of Project Management Structures 29510.1 Need for Analysis and Design 29510.2 Criteria 29610.3 Linear Responsibility Analysis and Other Techniques 29610.4 Application of Linear Responsibility Analysis 29710.5 Project Outcome 30910.6 Presentation of Project Organisations 313References 315Index 336