Offers a robust and consistent theoretical basis to explain the performance of the main approaches to construction
Trade Review
“Nevertheless it makes many good points, it has a refreshingly different perspective on both past and future CM research, and it is open to discussion and debate, as any theory should be.” (Construction Management and Economics, 1 September 2012)
Table of Contents
The Authors ix
Acknowledgements xiii
Preface xv
1 Introduction and Background 1
Construction viewed from space 2
What is construction? 9
Why a theory of construction management is needed 11
Who can manage construction? 12
Construction managed by designers 13
Construction managed by customers 15
Construction managed by contractors 16
Construction managed by facilities managers 17
Construction managed by independent project managers 18
Construction managed by independent construction managers 20
How the construction industry works 21
Designer-led practice 22
Manager-led practice 23
Contractor-led practice 25
Conclusions 28
2 The Built Environment 31
Introduction 31
Forces which shape the built environment 34
Climate and geology 35
Economy 35
Government 36
Culture and fashion 37
Technology 39
Customers 40
Buildings and infrastructure 48
Architecture 49
Civil engineering 49
Thinking about the forces which shape the built environment 50
3 Construction Concepts 53
Introduction 53
Construction products 53
Customers 53
Construction actions 54
Construction 59
Construction organizations 60
Common characteristics of construction organizations 62
Interactions and relationships 64
Double-loop learning in construction networks 66
Categories of relationship 67
Factors influencing construction performance 69
Construction management 71
Construction efficiency 71
4 Theory of Construction Management 75
Introduction 75
A worst case construction project 77
A straightforward and certain construction project 80
Barriers to effective relationships 82
Inherent difficulty caused by design 83
Inherent difficulty caused by construction teams 84
Inherent difficulty caused by construction environments 85
Inherent difficulty 85
Construction management 86
Construction management strategies 86
Basic theorems 87
Basic propositions about construction management decisions 88
Construction teams efficiency conditions 89
Propositions about construction management decisions relating to construction teams 90
Construction team relationships efficiency conditions 90
Propositions about construction management decisions relating to construction team relationships 91
Construction companies’ efficiency conditions 91
Propositions about construction management decisions relating to construction companies 92
Common organizational characteristics efficiency conditions 92
Propositions about construction management decisions relating to common characteristics of construction organizations 93
Double-loop learning condition 94
Propositions about construction management decisions relating to double-loop learning 94
Construction efficiency 95
Inherent difficulty indicators 95
IDIs in Practice 102
Size of construction projects 106
Using the theory of construction management 107
5 Traditional Construction 111
Introduction 111
Fundamental traditional construction 111
Project organization 112
Strengths and weaknesses 112
Construction management propositions and fundamental traditional construction 114
New technologies 114
Demanding customers 116
Developed traditional construction 117
Internal and boundary relationships 118
Strengths of developed traditional construction 120
Weaknesses of developed traditional construction 120
Construction management propositions and developed traditional construction 122
Scenarios to rescue developed traditional construction 127
Projects led by design consultants 127
Specialist contractor design 130
Architects and engineers design 132
Conclusions 133
6 Design Build 137
Introduction 137
Design build customers 138
Design build companies 140
Design build process 143
Design build performance 145
Design build efficiency 148
Construction management propositions 149
The theory of construction management 150
7 Management Approaches 157
Introduction 157
Customers 159
Designers 159
Construction managers 161
Works contractors 162
Construction management process 162
Construction management propositions 165
Construction management performance 166
Other management approaches 169
The theory of construction management 170
8 Partnering 177
Introduction 177
Project partnering 178
Strategic partnering 182
Strategic collaborative working 189
Partnering efficiency 191
Construction management propositions 193
Partnering performance 194
The theory of construction management 195
9 Total Construction Service 201
Introduction 201
Total construction service providers 201
Industrialised housing 203
General construction 206
Other total construction service companies 212
Total construction service efficiency 215
Construction management propositions 220
Total construction service performance 221
The theory of construction management 222
10 Implications for Industry 229
Introduction 229
Implications for customers 229
Implications for construction companies 239
Construction company strategies 241
Implications for construction companies providing a total construction service 241
Implications for project management companies 248
Implications for construction management companies 248
Implications for design companies 252
Implications for specialist contractors 253
Implications for other construction companies 255
11 The Future for Construction Management 257
Introduction 257
The theory of construction management and practice 259
The theory of construction management and research 262
Testing the theory of construction management 267
Research data 267
Research proposals 268
A basis for future practice and research 275
Appendix: Theory of Construction Management Propositions 277
Glossary 279
Index 283
