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Building Procurement 2nd edition [Pehme köide]

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(Professor of Construction Procurement in the School of Architecture, Design and Built Environment at Nottingham Trent University.), (Senior Consultant in Procurement and Project Management at Stradia Ltd, Sheffield and a Senior Consult)
  • Formaat: Paperback / softback, 344 pages, kõrgus x laius x paksus: 241x173x20 mm, kaal: 590 g
  • Ilmumisaeg: 22-Feb-2013
  • Kirjastus: Wiley-Blackwell
  • ISBN-10: 0470672439
  • ISBN-13: 9780470672433
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Building Procurement 2nd editionSuurem pilt
  • Formaat: Paperback / softback, 344 pages, kõrgus x laius x paksus: 241x173x20 mm, kaal: 590 g
  • Ilmumisaeg: 22-Feb-2013
  • Kirjastus: Wiley-Blackwell
  • ISBN-10: 0470672439
  • ISBN-13: 9780470672433
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780470672433.html
Märksõnad:
Morledge (construction procurement, Nottingham Trent U., Britain) and Sheffield-based consultant Smith explore approaches to improving the successful procurement of buildings, incorporating recent developments in both research and contemporary practice. They emphasize the need to establish realistic and measurable objectives, both for clients and contractors, linked to a carefully evaluated business case, and supported by rigorous post-project analysis. Among the topics are principles of strategic procurement, public sector projects, project team selection, the value of design, and procurement of work to heritage buildings. A chapter also surveys construction procurement in Europe, the Middle East, and China. Annotation ©2013 Book News, Inc., Portland, OR (booknews.com)

As an industrial process, construction is unique in that the method of procurement of any built asset (building, infrastructure or process plant) defines many of the subsequent management processes that take place during the building phase – a very different situation to the purchase of goods and services in most other industries. The procurement process is therefore central to the success of any construction project and many of the problems which impact construction projects can be traced back to the procurement phase, so a good understanding of the methods of procurement and the influence it has on project success is essential for all those working in the industry.

Much has changed in the global construction industry since publication of the first edition of Building Procurement, for example the global liquidity & banking crisis and the debt burden of many major economies. This new edition has been rewritten to take account of these significant developments, but at its core it continues to provide a critical examination and review of current procurement practices in the UK, continental Europe (including EU procurement procedures), China and the USA. It retains its original strong emphasis on the need for clients to establish achievable objectives which reflect the project business case and focuses on development of suitable strategies and management structures to meet those objectives in the current construction climate.

Building Procurement will be essential reading for senior undergraduate and postgraduate students of construction management and practitioners working in all areas of construction management.

Review of the first edition

"...a thorough and comprehensive investigation of building procurement..."
Construction Management and Economics

Preface to the second edition xii
1 Introduction
1(5)
2 Procurement strategy: a literature review
6(36)
Introduction and early history
6(1)
Procurement strategy selection models
7(1)
Towards a broader view
8(2)
Defining project success
10(1)
Team relationships, supply chain management and communication and their effect on project performance
11(7)
Teamwork and team performance
11(1)
Partnering: introduction and early development
12(1)
Partnering: a critical review
13(2)
Partnering variants
15(1)
Partnering dissected
16(1)
Procurement and multicultural teams
17(1)
Supply chain management
17(1)
The role of the client in the procurement process
18(1)
The interrelationship between the components of the overall procurement approach: strategic procurement management
19(1)
Legal and contractual issues, including public sector procurement legislation, and their effect on project performance
20(2)
International procurement comparisons and the impact of cultural differences
22(2)
Risk allocation and reward
24(1)
Bid evaluation techniques
25(2)
Environmental and sustainability issues and the procurement of construction work
27(1)
Conclusion
28(1)
References
29(13)
3 Principles of strategic procurement
42(13)
Introduction
42(2)
Procurement: a review of theory and practice
44(1)
A strategic approach to procurement
45(1)
Components of the procurement process
46(7)
Conclusion
53(1)
References
54(1)
4 Public sector projects
55(26)
Introduction: why should public sector projects be different?
55(1)
What constitutes the public sector?
56(8)
Central government
57(6)
Local government
63(1)
Best value
64(1)
Procurement rules: European Union principles and procedures
64(15)
Non-discrimination and transparency: the role of the EU
64(1)
EU Directives
65(4)
Tendering
69(3)
Framework agreements
72(2)
Electronic auctions
74(1)
Sustainability and environmental issues
75(1)
Timescales
76(1)
Award procedures
76(2)
The Remedies Directive
78(1)
Enforcement of EU Directives
79(1)
References
79(2)
5 Project initiation
81(11)
Introduction
81(1)
Strategic fit
82(1)
Payback
82(4)
Assessment of options
86(1)
Achievability
87(1)
Affordability
87(1)
Project initiation
87(1)
Prioritisation of objectives
88(3)
Conclusion
91(1)
References
91(1)
6 Briefing and the design process
92(18)
Introduction
92(1)
Project briefing: an overview
92(2)
Types of construction client
94(4)
Questions to determine the type of client
96(1)
Project complexity
97(1)
The briefing process: a historical perspective
98(2)
Developing the strategic brief
100(1)
The project execution plan (PEP)
101(4)
What issues does the PEP need to address?
101(2)
When should it be prepared?
103(1)
Who prepares the PEP?
104(1)
How is the PEP prepared?
104(1)
Project briefing: the case of hospitals
105(1)
Critical factors for success in the briefing process
106(2)
References
108(2)
7 Procurement strategies and procurement routes
110(31)
Introduction
110(5)
Procurement strategy
115(2)
Procurement routes
117(2)
Factors to be considered in selecting a procurement route
119(4)
Factors outside the control of the project team
119(1)
Client resources
120(1)
Project characteristics
120(1)
Ability to make changes
120(1)
Risk management
120(1)
Cost issues
121(1)
Project timing
121(1)
Construction times
122(1)
Performance
122(1)
Selection of a procurement route
123(3)
Procurement routes: a review
126(13)
Traditional (design-bid-build)
126(3)
Design and build
129(5)
Measurement (remeasurement or measure and value)
134(1)
Construction management
135(2)
Management contracting
137(2)
Design and manage
139(1)
References
139(2)
8 Project team selection
141(12)
Introduction
141(2)
The selection process
143(5)
Prequalification
143(3)
Tender invitation and submission
146(1)
Tender evaluation
146(1)
Interview
147(1)
Award of the contract
148(1)
Selecting a consultant
148(3)
Selecting a contractor
151(1)
References
152(1)
9 Managing the procurement process
153(18)
Introduction
153(1)
The project manager
154(1)
First tasks of the project manager
155(2)
Developing the project execution plan
156(1)
Identifying the project team
156(1)
Implementing the procurement strategy
157(1)
Project resources
157(2)
Financial resources
157(1)
Human resources
157(1)
Physical resources
158(1)
Temporary organisational structure
159(1)
Contractual arrangements
159(1)
Systems and controls
159(1)
Time management
160(2)
Design management
162(1)
Design risk
163(1)
Cost management
164(3)
Quality control
167(1)
Change control
168(1)
Commissioning
169(1)
Occupation and take-over
170(1)
Conclusion
170(1)
References
170(1)
10 The value of design
171(11)
Introduction
171(1)
Considering value in the business context
172(1)
The value of good design
173(2)
Managing value
175(6)
Value management
176(3)
Value engineering
179(2)
References
181(1)
11 Risk management
182(17)
Introduction
182(1)
Risk and uncertainty
183(1)
Types of risk
183(1)
Risk management strategies
184(1)
Identifying risk
185(4)
Assumption analysis
185(1)
Checklists
185(2)
Brainstorming
187(1)
Delphi technique
187(1)
Cause and effect of risk
187(1)
Examples of risks
188(1)
Analysing risk
189(5)
Qualitative assessment
189(1)
Quantitative assessment
190(4)
Choosing a risk management strategy
194(3)
Risk management strategies
195(1)
Risk allocation
196(1)
The empty chair theory
197(1)
Monitoring and controlling risk
197(1)
References
198(1)
Further reading
198(1)
12 Partnering culture and the management of relationships
199(26)
Introduction
199(1)
The Latham review and subsequent developments
199(1)
The rise of collaborative approaches to procurement
200(1)
Collaborative approaches to construction work
201(1)
Contractual approaches to collaboration
202(3)
The JCT forms of contract including the Standard Form of Building Contract
202(1)
The New Engineering Contract Engineering and Construction Contract (NEC ECC) Edition 3
202(1)
The ACA Project Partnering Contract (PPC 2000)
203(1)
Perform21 Public Sector Partnering Contract (PSPC)
203(1)
Target cost contracts
204(1)
What advantages does partnering bring?
205(1)
Managing a successful partnering arrangement
205(3)
The role of the workshop facilitator
206(1)
Facilitation guidelines
207(1)
Team composition
208(1)
Managing relationships
208(11)
Why is relationship management important?
209(1)
Establishing the `cultural fit'
210(2)
Mutual objectives
212(1)
Team development
213(3)
The nature of trust
216(2)
Maintenance of the relationship
218(1)
The project supply chain
219(3)
The holistic approach
221(1)
The bicameral approach
221(1)
The unilateral approach
221(1)
The collaborative approach
222(1)
Conclusion
222(1)
References
223(2)
13 Privately financed public sector projects
225(32)
Introduction
225(1)
Historical development
225(4)
Modern models for privatisation
229(9)
Outright privatisation
229(1)
Participative privately financed techniques
230(1)
Corporatisation and the use of semi-private (mixed) companies
230(2)
Management contracts
232(1)
The leasing or build-lease-transfer (BLT) model
232(1)
Prefinancing
233(1)
Mixed models
234(1)
Concession-based methods
234(4)
Public private partnerships (PPPs)
238(1)
The Private Finance Initiative
239(15)
Genesis
239(1)
Problems
240(13)
Current developments
253(1)
Conclusion
254(1)
References
254(3)
14 Construction procurement: Europe, the Middle East and China
257(20)
Introduction
257(1)
Europe
258(13)
The French system
258(7)
The northern European approach
265(2)
The Mediterranean approach
267(4)
The Middle East
271(2)
The People's Republic of China and the Hong Kong Special Autonomous Region
273(1)
The Chinese construction industry
273(3)
The construction professions
275(1)
Opportunities for Western companies
275(1)
Reference
276(1)
15 Procurement of work to heritage buildings
277(39)
Introduction
277(1)
The heritage challenge
278(2)
Procurement: The heritage context
280(4)
The value of built heritage
284(2)
The importance of cultural significance
286(1)
Statutory protection for heritage buildings
287(3)
Listed buildings
288(1)
Conservation areas
289(1)
Scheduled monuments
289(1)
World Heritage Sites
289(1)
Managing change in the historic environment
290(5)
Planning for conservation
290(2)
The role of the conservation advisor
292(1)
Procurement processes and procedures
293(1)
The investigation contract
294(1)
A case study in the procurement of work to historic buildings: The Derby roundhouse
295(17)
The existing buildings: historical background
297(5)
The genesis of the project
302(1)
The final scheme
302(6)
Site surveys and pre-tender investigations
308(1)
The tender process
308(1)
The partnering process
309(1)
Post-contract processes
310(1)
Practical issues on site
310(2)
References
312(4)
16 Summary
316(4)
Appendix: Procurement route selection checklists 320(4)
Index 324
Roy Morledge isProfessor of Construction Procurement in the School of Architecture, Design and Built Environment at Nottingham Trent University.

Adrian Smith is a Senior Consultant in Procurement and Project Management at Stradia Ltd, Sheffield and a Senior Consultant to the College of Estate Management, Reading.