Overview

Value is added to projects through the relationships surrounding the client; the focus of this book is therefore the client as project, rather than the building on the ground. It shows how to create and maintain effective relationships between the client and the project team, as well as intra-coalition relationships 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.

Full Product Details

Author:   Stephen Pryke (University College London) ,  Hedley Smyth (University College London)
Publisher:   John Wiley and Sons Ltd
Imprint:   Wiley-Blackwell
Dimensions:   Width: 19.10cm , Height: 1.80cm , Length: 24.30cm
Weight:   0.789kg
ISBN:  

9781405124317

ISBN 10:   1405124318
Pages:   328
Publication Date:   25 October 2006
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Out of stock  
The supplier is temporarily out of stock of this item. It will be ordered for you on backorder and shipped when it becomes available.

Table of Contents

Introduction: Overview of book. Chapter 1: Scoping the subject in theory and practice. Section I: Mindsets, behaviour and competencies in project relations. Chapter 2: Risk and opportunity management in a changing world - a relationship-based approach. Chapter 3: Applying emotional intelligence in project working. Chapter 4: Project-based learning: how social relations create knowledge. Section II: Relations at the client, design team, contractor interface. Chapter 5: Relationship management; theories and tools. Chapter 6: Account handling models for continuity of service. Chapter 7: Applying team-working models to projects. Chapter 8: Measuring, developing and managing trust in the relationship. Section III: Relations across the project clusters and supply chain. Chapter 9: Projects as networks and the application of social network analysis as a diagnostic tool. Chapter 10: Relations in the supply chain; distance, decay and redress. Chapter 11: Communications and stakeholders. Chapter 12: Economics of relationships; managing opportunities and constraints. Conclusion: Setting an agenda for academia and industry for the future

Reviews

[This book] can be understood as one important contribution in mapping and ultimately also managing the modern complex project that is characterized by a rapidly growing diversity of cultures, institutions and actors that underlie its complexity. (Building Research & Information, March 2009) It is a significant piece of work and should be viewed as a serious preface to study in this area. (Building Engineer)

[This book] can be understood as one important contribution in mapping and ultimately also managing the modern complex project that is characterized by a rapidly growing diversity of cultures, institutions and actors that underlie its complexity. (Building Research & Information, March 2009) It is a significant piece of work and should be viewed as a serious preface to study in this area. (Building Engineer)

Author Information

Stephen Pryke, Course Director; Hedley Smyth, Senior Lecturer - both teach on Masters Programmes (Project & Enterprise Management, Construction Economics & Management) at the Bartlett School, University College London

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