Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010063848 | HD9715.A2 P76 2003 | Open Access Book | Book | Searching... |
Searching... | 30000010202888 | HD9715.A2 P76 2003 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Construction has been an industry characterised by disputes, fierce competitiveness and fragmentation - all major obstacles to development. Now, however, a relationship-based approach to project procurement, through partnering and alliancing, aims to bring about a fundamental change.
This book addresses the critical relationship issues for a more collaborative and sustainable construction industry. It looks at how project procurement and project alliancing partner selection works, and how risk and crisis resolution are managed. It provides readers with guidance and models on how to put a relationship-based approach to procurement into practice, drawing on specific prototypes from an actual, successful project that can be adapted.
Author Notes
Derek Walker is Professor of Project Management at the Department of Building and Construction Economics, RMIT University. He worked in various project management roles in the UK, Canada and Australia for 16 years before commencing his academic career in 1986. He obtained a Master of Science from the University of Aston (Birmingham) in 1978, and a PhD in 1995 from RMIT University (Melbourne). He has written over 70 peer reviewed papers and book chapters. His research interests centre on project management and project procurement systems. He is also the Program Director of the Doctor of Project Management (DPM) program.
Keith Hampson led the research team studying the National Museum of Australia project in Canberra. He is currently the CEO of Cooperative Research Centre for Construction Innovation that has a budget of $64 million over seven years to investigate and advance innovation in the Australian construction industry. He is a civil engineer and project and project manager with extensive industry experience. Prior to his CEO appointment to the CRC he was Director of Research in Construction Management and Property at Queensland University of Technology and Team Leader of the national QUT/CSIRO Construction Research Alliance. Keith Hampson completed an MBA, and a PhD in Construction Engineering and Management at Stanford University.
Table of Contents
| Introduction |
| Procurement choices |
| Enterprise networks, partnering and alliancing |
| Project alliancing member organisation selection |
| Managing risk and crises resolution |
| Enabling improved business relationships |
| Developing cross-team relationships |
| Developing a quality culture |
| Developing an innovative culture through relationship-based procurement systems |
| Implications of human capital issues |
