Hedley Smyth – författare

Discover foundational and cutting-edge ideas in the organisation of construction projects

In Construction Project Organising, an authoritative team of construction researchers delivers a comprehensive exploration of the many organisational processes and forms that can be found in construction project organising and the many dimensions that can influence these forms. The authors examine these dimensions, detailing their importance to projects and enabling managers to respond to calls by industry professionals for more collaborative forms of organising that focus on value creation.

The book investigates the relationship between structure and action, and how patterns of action are created, recreated and maintained by scrutinising the myriad of organisational arrangements between clients, financiers, design teams, contractors, stakeholders and supply chains. It also discusses different concepts in the development and management of construction project organisations, including formation and maintenance issues.

Construction Project Organising highlights some of the key issues that remain underdeveloped in the modern literature. It also includes:

Perfect for researchers, academics and advanced students of construction and similar disciplines, Construction Project Organising is also a must-read resource for construction professionals and the consultants who serve them.

Discover foundational and cutting-edge ideas in the organisation of construction projects

In Construction Project Organising, an authoritative team of construction researchers delivers a comprehensive exploration of the many organisational processes and forms that can be found in construction project organising and the many dimensions that can influence these forms. The authors examine these dimensions, detailing their importance to projects and enabling managers to respond to calls by industry professionals for more collaborative forms of organising that focus on value creation.

The book investigates the relationship between structure and action, and how patterns of action are created, recreated and maintained by scrutinising the myriad of organisational arrangements between clients, financiers, design teams, contractors, stakeholders and supply chains. It also discusses different concepts in the development and management of construction project organisations, including formation and maintenance issues.

Construction Project Organising highlights some of the key issues that remain underdeveloped in the modern literature. It also includes:

Perfect for researchers, academics and advanced students of construction and similar disciplines, Construction Project Organising is also a must-read resource for construction professionals and the consultants who serve them.

Market Management and Project Business Development is a guide to the theory of marketing and selling projects in business, demonstrating how to secure and deliver value, and improve performance in profitable ways.

By providing a set of key principles and guidelines to business-to-business (B2B) marketing, construction project management expert Hedley Smyth demonstrates how to use marketing and business development principles to maximise the value of a project.

The book takes a step-by-step approach by dealing with each stage in a project’s lifecycle in turn, covering a range of approaches including the marketing mix, relationship marketing and its project marketing variant, entrepreneurial marketing and the service-dominant logic.

This book is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry.

Market Management and Project Business Development is a guide to the theory of marketing and selling projects in business, demonstrating how to secure and deliver value, and improve performance in profitable ways.

By providing a set of key principles and guidelines to business-to-business (B2B) marketing, construction project management expert Hedley Smyth demonstrates how to use marketing and business development principles to maximise the value of a project.

The book takes a step-by-step approach by dealing with each stage in a project’s lifecycle in turn, covering a range of approaches including the marketing mix, relationship marketing and its project marketing variant, entrepreneurial marketing and the service-dominant logic.

This book is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry.

Relationship Management and the Management of Projects is a guide to successfully building and managing relationships as a project manager and in the project business.

Relationship management is a core skill for any project business to develop capabilities and manage the interface with projects, providing guidance to project managers as they negotiate with business partners and coordinate between business functions. Whatever the structures and procedures an organization has and whatever the project management tools and techniques, they are only as good as the hands they are in. Yet relationship management, though a well-established discipline, is rarely applied to the process-driven world of project management.

This book is a much-needed guide to the process of enhancing these skills to boost firm performance, team performance and develop collaborative practices. Hedley Smyth guides you through the processes of relationship management examining the theory and practice. This book highlights the range of options available to further develop current practices to ensure a successful relationship management in all stages of a project’s lifecycle.

Relationship Management and the Management of Projects is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry.

Relationship Management and the Management of Projects is a guide to successfully building and managing relationships as a project manager and in the project business.

Relationship management is a core skill for any project business to develop capabilities and manage the interface with projects, providing guidance to project managers as they negotiate with business partners and coordinate between business functions. Whatever the structures and procedures an organization has and whatever the project management tools and techniques, they are only as good as the hands they are in. Yet relationship management, though a well-established discipline, is rarely applied to the process-driven world of project management.

This book is a much-needed guide to the process of enhancing these skills to boost firm performance, team performance and develop collaborative practices. Hedley Smyth guides you through the processes of relationship management examining the theory and practice. This book highlights the range of options available to further develop current practices to ensure a successful relationship management in all stages of a project’s lifecycle.

Relationship Management and the Management of Projects is valuable reading for all students and specialists in project management, as well as project managers in business, management, the built environment, or indeed any industry.

Students, academics and practitioners need to understand the changing nature of reforms from successive calls for change by the industry’s various clients and client groups. Project team network relationships are a function of mindsets, behaviour and competencies of individuals and The Management of Complex Projects: a relationship approach:

• Explores the relationship at the project interface: client-design team-contractor, stakeholders and supply chain relations • Examines different concepts to the development and management of relationships; formation and maintenance issues • Highlights some of the key issues that require development, both academically and through applied research.

Most project management books cover tools and techniques; this one covers the softer skills and shows how crucial good relationships are to the successful management of projects.

Construction projects are increasingly run in ways that challenge the traditional boundary of the firm – and sometimes also the definition of the project coalition and programme management. And all this in the context of construction firms whose clients demand ever increasing performance improvements and who also want to improve their strategies for greater collaboration to give themselves competitive advantage.

In Collaborative Relationships in Construction the editors identify three main themes: collaborative relationships, operating both in frameworks and within networks of contacts, e.g. relational contracting in partnering, supply chain management and other procurement-driven initiatives.

The second theme is frameworks, both contractual frameworks binding parties together over a series of contracts, and conceptual frameworks used to develop future performance improvement arising from the proactive strategies of firms.

The third theme is the network of relationships that supports individuals and firms within the project coalition in delivering services and adding value to improve performance. These networks define the investment and incentives supporting the inter-firm and intra-firm relationships, as well as the formal contractual conditions through which such incentives flow. Networks of information exchange define the structure of the activity and help predict organisational configurations for successful project outcomes.

The book probes the corporate entities of both client and contractor organisations, analysing new ways of working to encourage the move towards more collaborative practices in the construction industry.

The book is structured into sections around 3 main themes: managing the organisation; and managing specific issues that affect operations, and a third section reflects upon management from practitioner experience.

Section I: ''Managing the organisation'' looks at how the history of the firm creates both opportunities and rigidities for developing the practice, in terms of culture and market position, strategies and implementation, financial, marketing and HR management.

Section II: ''Managing specific strategic and tactical issues'' looks at how these affect approaches a discipline and operational processes in practices. These issues compliment those covered in Section I.

Section III: ''Reflecting on practice'' covers experience of those in practice and top practitioners detail how they are addressing key issues in their practice and for their discipline. Each chapter by a practitioner has a postscript from academic authors to make links back to research on theory and application.