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Construction management : new directions. /
"The construction industry faces continual challenges and demands, due to market conditions and coercion by governments, for improvements in safety, quality and cost control, and in the avoidance of contractual disputes. To meet these challenges construction enterprises need to constantly seek...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex, UK :
Wiley-Blackwell,
2013.
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| Edición: | Third edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Construction Management: New Directions; Copyright; Contents; Preface to Third Edition; Acknowledgements; 1 The Culture of the Construction Industry; The book's contents; Strategic management; Benchmarking; Reengineering; Partnering and alliancing; Enterprise risk management; Total safety management; Total quality management; Value management; Constructability; Linking the concepts; References; 2 Strategic Management; Introduction; Overview; A brief history of its development; Strategic management process; Strategic management in construction.
- Paradoxes of strategic management processes in constructionDeveloping and implementing strategy in construction; Change management; Linking operational actions to strategy using a balanced scorecard; Stakeholder identification, analysis and consultation; Why consider stakeholders; Stakeholder analysis; Stakeholder communication and consultation; Strategic management in action
- a case study of Arup; Background; Arup's ownership structure; The keynote speech
- the formulation of the strategic plan (mission, vision and core value); Arup Group Strategy; Arup's Australasia Region Strategy.
- Lessons learned from Arup's strategic approachAn integrated strategic management framework; Conclusion; References; 3 Benchmarking; Introduction; Definition of benchmarking; Historical development; Types of benchmarking; Internal benchmarking; Competitive benchmarking; Generic benchmarking; The process of benchmarking; Step 1: Decide to benchmark; Step 2: What to benchmark?; Step 3: Which companies to benchmark?; Step 4: Establishing the performance gap; Step 5: Set targets; Steps 6, 7 and 8: Implement
- Monitor
- Set new target; Step 9: Best practice achieved; The benchmarking team.
- Benchmarking Code of ConductLegal considerations; Benchmarking: The major issues; The relationship between benchmarking and TQM; The place of innovation in benchmarking; The problem of using metrics; Business cooperation; How far to go?; Japanese kaizen; Disadvantages of benchmarking; Current research; Case studies; Conclusion; References; 4 Reengineering; Introduction; Reengineering: What's in a name?; Origins of reengineering; Reengineering in a construction industry context; The goals of reengineering; Reengineering methodology; The initiation stage; The planning stage.
- The implementation stagePitfalls of reengineering; Information technology and reengineering; Reengineering from a European perspective; A case study of a process reengineering study in the Australian construction industry; Background; Research method; Themes for the T40 project; Proposed T40 process; Examples of construction process reengineering; Conclusion; References; 5 Partnering and Alliancing; Introduction; The origins of partnering; Partnering in a construction industry context; The goals of partnering; Categories of partnering; Project partnering; The participants; Commitment.