Global Construction Success

ISBN-13: 9781119440253 / Angielski / Twarda / 2019 / 360 str.

Charles O'Neil

Recenzje

Lord Andrew Adonis - Chair of the UK National Infrastructure Commission 2017"Charles O'Neil and his co-authors have produced an impressive and important contribution to the construction industry that should be read by everyone involved in construction projects"._________________________________________________________________________________Ian Rogers - Senior Legal Adviser, Arup"This hard-hitting collection of essays reveals the real problems in the construction industry, identifying not just the symptoms and how they might be treated, but also tackling the underlying causes. People and governance are top of the list and until these are addressed, change will be merely superficial. It is a vitally important contribution to the debate over the future of a key global industry"._________________________________________________________________________________Datuk Sundra Rajoo - Director Asian International Arbitration Centre (AIAC)- Past President of the Chartered Institute of Arbitrators, U.K. (2016)"This book is an exceptional collection of insight and wisdom from various experts across the global construction industry. It provides a 360-degree overview of the current state of international construction, including impacts of globalization, a detailed analysis of industry and regional trends in construction as well as the challenges faced by various sectors in the industry, making it relevant across the globe. This book is also written in simple and effective language, identifying the key areas of improvement within the industry and offering viable solutions for all stakeholders concerned. The author has also done a remarkable job in structuring the book in such a way that makes it thorough and comprehensive, which is a boon for all of us in the industry. I believe this book will be a useful reference for all stakeholders concerned with navigating the emerging issues and challenges of risk management that plagues this industry today"_________________________________________________________________________________Chris Blythe - CEO, The Chartered Institute of Building"A great read with something for anyone wanting a successful construction industry. Construction is the art of getting ordinary people to do extraordinary things. Throughout the book, contributors show the best and worst behaviours that give the industry its extremes of reward and frustration. The wrong behaviours take the ordinary and produce the mediocre by repeating mistakes and not learning from them. Construction is too important as a driver of the global economy for the risks of failure to be as high as they are. This book offers an agenda for de-risking construction."__________________________________________________________________________________Gerhard Bester - MD of CAPIC, a South-African owned, specialist consulting services firm in the infrastructure development, construction and engineering industries."Africa's decision makers, both public and private, clients and contractors alike, should jump at the opportunity to acquire the benefit of hindsight from the industry in first world countries - Africa generally follows their infrastructure delivery mechanisms, contracting regimes and unfortunately, consequential flaws...Africa has some additional variables to make things more challenging, but we cannot afford to ignore the wisdom and guidance on the way forward if we are to achieve "Global Construction Success" as presented by Charles O'Neil and his co-authors in this aptly named book!"_________________________________________________________________________________Don Ward - CEO of Constructing Excellence, U.K"So many Governments and industry stakeholders around the world are anxious to see construction sector reform for major improvement in delivery. So why doesn't it happen faster? The insights in this book are hugely valuable to policy makers and industry leaders everywhere, with their focus on getting strong leadership and vision for projects, modernising the capability of people culture & behaviours in project teams, and aligning common processes and tools. Perhaps most crucial is the alignment of commercial arrangements throughout the supply chain."_______________________________________________________________________________Matthew Bell - Senior Lecturer and Co-Director of Studies, Construction Law, Melbourne Law School"Introducing this immensely useful book, Charles O'Neil writes that 'there is no better experience than learning the hard way'. This is true. Charles and his colleagues have generously shared their experience on construction projects around the world so that the rest of us can recognise and steer away from the commercial, technical and - especially - human factors which cause so many projects to founder".___________________________________________________________________________Nick Barrett - Editor of Construction Law Magazine, U.K."This book emphasising human factors and risk management in delivering successful construction projects comes at a potentially crucial turning point for the construction industry, with a new readiness to consider major changes to business models and processes evident following the Carillion collapse in the UK. The industry needs to read it"._________________________________________________________________________________Mark Farmer - Author of The Construction Industry Review "Modernise or Die" 2016."I believe we stand at an unprecedented crossroads in the construction industry's evolution driven by a structural and long-term decline in skills and capability. This is no longer another false dawn driven by periodic discontent. The risks of continuing are now all consuming and include the increasingly destructive consequences of poor risk management and embedded conflict. The burgeoning technology led opportunity we are now presented with as our potential saviour will not be maximised though without embracing fundamentally different organisational, procurement and contractual models that drive process integration & common interest. This book is a very useful reference point using key lessons learned and pointing the way forward."_________________________________________________________________________________Catherine Green, NZ Building Disputes Tribunal, BuildLaw"In this book, O'Neil and his contributors, have carefully distilled several lifetimes of experience engaged in the construction sector to provide the reader with an extraordinary collection of essays, including references to real-world examples, making the book a practical and easily digestible narrative and analysis which can only assist the reader to attain global construction success."

Spis treści

Author's Notes xxiAcknowledgements xxiiiBiographies xxvPreface xxxiiiWhy Have I Written this Book? xxxiiiObjectives xxxvMy Journey from the Australian Bush to International Construction xxxviWho Should Read this Book and Why? xxxixConclusion xxxix1 Introduction 1Ian Williams1.1 Opening Remarks 11.2 Section A - The State of the Industry (Chapters 2-6) 21.3 Section B - People and Teamwork (Chapters 7-11) 21.4 Section C - The Right Framework - Forms of Contract, Business Models, and Public Private Partnerships (Chapters 12-15) 31.5 Section D - Management of Risk (Chapters 16-23) 31.6 Section E - Robust Processes - Corporate and Project Management (Chapters 24-27) 41.7 Section F - Emerging Conclusions (Chapter 28) 41.8 Final Note 4Section A - The State of the Industry 52 Global Overview of the Construction Industry 72.1 Introduction - Globalisation Impacts on Construction 72.2 Construction Industry Cycles 72.3 Industry Trends - Business Models, Contract Types, Financing, Technology 82.4 Regional Trends - Middle East, Asia Pacific, Africa, the Americas, UK and Europe 92.5 Bad News and Its Consequences 112.6 The Good News - Significant Improvements in the Right Direction 132.7 Summary and Conclusions 153 Construction Consultants in the Global Market Place 19Judy Adams3.1 Introduction 193.2 Political Risk 193.3 Regional/Cultural Differences 203.4 Payment or Fee Recovery 213.5 Localisation 213.6 Failure to Attract or Retain Skilled People 213.7 Contractual Terms and Conditions 223.8 Ability to Deliver Across Major Projects/Programmes 223.9 Cyber Security 223.10 Contractor Failure 233.11 Design Liability 234 Common Causes of Project Failure 254.1 Introduction 254.2 High Profile 'Problem Projects' Since 2000 264.3 The 35 Common Causes 304.4 Project Leadership - How Bad Can It Get? 414.5 Lessons Learnt from Incompetent Site Management 434.6 Conclusion 445 The Use and Abuse of Construction Supply Chains 45Professor Rudi Klein5.1 Introduction 455.2 Construction: An Outsourced Industry 465.3 Adverse Economic Forces Bearing Down on the Supply Chain 475.4 Supply Chain Dysfunctionality 475.5 Addressing the Issues and Solutions 485.6 The Future 586 A Discussion on Preventing Corporate Failure: Learning from the UK Construction Crisis 59Stephen Woodward and Nigel Brindley6.1 A Call to Action' 596.2 Lifting the General Level of Corporate Management 616.3 Improving Risk Management 646.4 Joint Recommendations by the Corporate Risk Manager and the Investment Banker 656.5 Conclusions 67Section B - People and Teamwork 697 Obstacles to Senior Management and Board Success 717.1 Introduction 717.2 Groupthink and Team Selection 727.3 Training 737.4 Choosing the Wrong Strategy and/or Projects 747.5 Need for 'Macro-Level' Focus, with Effective Corporate Oversight ('the Wider Picture') 757.6 Effective Communication and Delegation 767.7 Summary 778 Structuring Successful Projects 798.1 Introduction 798.2 So What Happens on Successful Projects? What Are the Key Factors that Create Success? 798.3 The Different Activities and Responsibilities, from Concept to Completion of Construction 808.4 Checklist for Structuring Successful Projects 858.5 Summary 909 Understanding and Managing Difficult Client/Contractor Relationships 91David Somerset9.1 Introduction 919.2 Problems Posed by Difficult Clients 919.3 How to Manage Difficult Clients 929.4 Problems Posed by Difficult Contractors 959.5 Steps to Manage Difficult Contractors 969.6 Conclusion 9710 Social Intelligence - The Critical Ingredient to Project Success 99Tony Llewellyn10.1 Introduction 9910.2 Project Intelligence 10010.3 Social Intelligence 10010.4 Learning and Development 10210.5 Building Cohesive Teams 10310.6 Introducing a Specialist into Your Team 10310.7 Coaching the Team 10410.8 Managing Behavioural Risk 10411 Practical Human Resources Considerations 10711.1 The Changing Job Requirements in the Construction Industry - Government and Corporate 10711.2 The Argument for Broader Based Training of Tomorrow's Industry Leaders 10811.3 What Makes a Good Leader in the Construction Industry - for Contractors, Government Departments and PPP Players? 10811.4 Personnel Recruitment and Positioning - A Different Perspective 10911.5 Leadership Considerations 11011.6 The Inherent Risks of Decision Making for Survival 11211.7 The Human Fallout from a Failed Project 11311.8 Summary 114Section C - The Right Framework - Forms of Contract, Business Models, and Public Private Partnerships 11512 The Contract as the Primary Risk Management Tool 117Rob Horne12.1 Common understanding (or lack thereof) 11812.2 Clarity 11812.3 Knowledge transfer 11912.4 Adaptability 11912.5 Acceptance 11912.6 Application 11913 The New Engineering Contract (NEC) Interface with Early Warning Systems and Collaboration 129Richard Bayfield14 Development Contracting - An EfficientWay to Implement Major Projects 133Jon Lyle14.1 Introduction 13314.2 Major Projects Are Unique 13314.3 Commitment and Costs 13414.4 The Tools for Successful Development Contracting 13514.5 Conclusion 14515 A Critical Review of PPPs and Recommendations for Improvement 14715.1 Introduction 14715.2 Proponents and Opponents 15015.3 Project Viability and Necessary Due Diligence 15315.4 Some Current Perspectives on the PPP Process 15515.5 Efficient Structuring and Managing of PPPs 16015.6 PPP Claims and Disputes 16415.7 Summary of Key Factors for Success and Minimising Risk 165Section D - Management of Risk 16716 A Tale of Oil Rigs, Space Shots, and Dispute Boards: Human Factors in Risk Management 169Dr Robert Gaitskell QC16.1 Human Factors in Risk Management 16916.2 The Challenger Disaster 16916.3 Dispute Boards 17116.4 Nuclear Fusion 17316.5 The ITER Project 17416.6 Conclusion 17517 Effective Risk Management Processes 17717.1 Introduction 17717.2 Effects of Human Behaviour in Risk Management 17717.3 Typical Project Risks 17817.4 Keeping Risk Management Simple 18017.5 Procedures to Eliminate, Mitigate, and Control Risks 18317.6 Conclusions 18718 Risk Management and its Relation to Success in the North American Context 189John McArthur18.1 Introduction 18918.2 Relationship of Success to Risk Management 19118.3 Planning for Success and Managing Risks 19418.4 Go/No-Go Stage 19418.5 Summary 19618.6 Recent Projects: A Success and a Failure 19719 Early Warning Systems (EWSs), the Missing Link 199Edward Moore and Tony Llewellyn19.1 Introduction 19919.2 Look Outside of the Technical Bubble 19919.3 Cultural Barriers 20019.4 Learning to Value 'Gut Feel' 20119.5 Case Study 20219.6 Summary 20420 Construction Risk Management - Technology to Manage Risk (ConTech) 205Rob Horne20.1 Introduction to Technology in Construction 20520.2 What Do We Mean by ConTech? 20620.3 ConTech as a Tool Not a Toy 20920.4 Major Projects - Temporary Smart Cities 21120.5 Smart City Principles 21220.6 'Smart' Commercial Management 21320.7 Dehumanising Risk Management 21420.8 Joining the Dots for Exponential Growth 21820.9 Project Control and Risk Management -The Future 22320.10 Conclusion 22521 Intelligent Document Processes to Capture Data and Manage Risk and Compliance 227Graham Thomson21.1 Introduction 22721.2 The Dimensions of IDF 22922 Organisational Information Requirements for Successful BIM Implementation 233Dr Noha Saleeb22.1 Introduction 23322.2 Leveraging Organisational Information Requirements for Business Success 23422.3 Developing OIRs Using BIM 23622.4 Conclusion 243References 24323 Examples of Successful Projects and how they Managed Risk 24523.1 Introduction 24523.2 People, People, People - London 2012 Olympic and Paralympic Games 245Ian Williams23.2.1 Governance 24723.3 Managing Risk - Tunnels for Heathrow's Terminal 5 (2001-2005) 249Ian WilliamsAcknowledgements 255Bibliography 25623.4 Cyber Design Development - Alder Hey Institute in the Park, UK 256Stephen Warburton23.5 The Importance of Clear Ownership and Leadership by the Senior Management of the Client and the Contractor 258Charles O'NeilSection E - Robust Processes - Corporate and Project Management 26124 Planning and Programming Major Projects 263Charles O'Neil and Rob Horne24.1 The Foundations of Success 26324.2 Monitoring 'Progress versus Programme' and 'Cost-to-Complete versus Budget' 26524.3 Extensions of Time, Concurrency and Associated Costs 26724.4 Ownership of Float 27025 Managing and Resolving Conflict 275David Richbell25.1 Conflict Can Be Good 27525.1.1 Different Truths 27525.1.2 Difficult Conversations 27525.2 Co-operation Versus Confrontation 27625.3 We Are All Different 27625.4 Fairness or Justice (or Both) 27825.5 Relationships 27825.6 The Move Towards Collaborative Working 27925.7 Best Deals 27925.8 Staged Resolution 27925.9 Conclusion 28226 Dispute Resolution - The Benefits and Risks of Alternative Methods 28326.1 Introduction 28326.2 Avoiding Formal Disputes Through Early Communications and Negotiations 28326.3 Main Considerations of the Parties When They End Up in a Formal Dispute 28526.4 What Do Commercial Clients Want Out of a Formal Dispute Process? 28526.5 Working with Lawyers 28626.6 Techniques for Negotiating Settlements 28727 Peer Reviews and Independent Auditing of Construction Projects 291Section F - Emerging Conclusions 29528 Conclusions and Recommendations 29728.1 Overview 29728.2 Where Is the Global Industry Headed? 29828.3 Key Observations and Recommended Actions 29928.4 Final Thoughts 303Appendix A 305Index 307

O autorze

Charles O'Neil has over 40 years of international experience in property development, steel fabrication, design and construction, and asset management. He specializes in Public Private Partnerships, risk management and dispute resolution and was Director of Asset Management for Bilfinger Berger Projects, Luxembourg, responsible for the design and construction, operational performance and risk management of more than 60 facilities in 8 countries.