Cover; Half Title; Title Page; Copyright Page; Table Of Contents; Preface; 1. The new paradigm; Paradigm shifts; Collapse of the management paradigm; Lean production; A new view of the world; Complexity and uncertainty; Elements and hierarchies; Change in construction; Practical theories; Systems thinking; Chaos theory; Control and flexibility in construction; Comparative efficiency; The costs and benefits of interactions; Changing to the new paradigm; 2. Competition; Market forces; Traditional competition; Customer information; Market research; Construction's use of targets
Target-driven competitivityBenchmarking; 3. Cooperation; Effective behaviour; Mature adults; Cooperative interdependence; Mutual objectives; Decision making; Continuous improvement; Partnering; Partnering in the USA; Partnering in practice in US construction; Partnering in the UK; The emergence of partnering in UK construction; Developed partnering practice in the UK; 4. New framework; Patterns, structures and processes; New patterns of practice; Strategy; Membership; Equity; Integration; Project processes; Benchmarks; Feedback; The seven pillars in practice; 5. Structures
Traditional structures challengedPrinciples of structure; People; Relationships; Teams; Continuity; Team interactions; Mainstream structures; New-stream structures; 6. Processes; Learning organizations; Ideal processes; Management tools; Planning a team's processes; Basic construction processes; Procedures and standards; Integral constraints; Targets and control systems; Meeting face-to-face; Information systems; Long-term development; References; Subject Index
Summary
This book describes current best practice in managing construction. It is based on case studies of leading practice responding to demands from customers that construction match the value and quality that international competition is forcing on their own businesses. The case studies show that major customers now partner with construction firms to find more efficient ways of working. The resulting best practice adds to these cooperative approaches a drive for efficiency and innovation based on benchmarks of world class performance tha
Bibliography
Includes bibliographical references (pages 201-203) and index
