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Building Procurement [Pehme köide]

4.25/5 (6 hinnangut Goodreads-ist)

Roy Morledge, Adrian Smith, Dean T. Kashiwagi

Formaat: Paperback / softback, 352 pages, kõrgus x laius x paksus: 244x173x20 mm, kaal: 756 g, 26 illustrations
Ilmumisaeg: 08-May-2006
Kirjastus: Wiley-Blackwell (an imprint of John Wiley & Sons Ltd)
ISBN-10: 0632064668
ISBN-13: 9780632064663

Teised raamatud teemal:

Building construction & materials - (Hetkel poes: 8 nimetust)

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Formaat: Paperback / softback, 352 pages, kõrgus x laius x paksus: 244x173x20 mm, kaal: 756 g, 26 illustrations
Ilmumisaeg: 08-May-2006
Kirjastus: Wiley-Blackwell (an imprint of John Wiley & Sons Ltd)
ISBN-10: 0632064668
ISBN-13: 9780632064663

Teised raamatud teemal:

Building construction & materials - (Hetkel poes: 8 nimetust)

Püsilink: https://www.kriso.ee/db/9780632064663.html

Märksõnad:

Morledge (construction procurement, Nottingham Trent U.), British consultant Adrian Smith, and Dean Kashiwagi (performance based construction studies, Arizona State U.) set out the elements of procuring construction work--which almost always entails a combination of services and materials--as part of a building project. Their topics include principles of strategic procurement, briefing and the design process, project team selection, risk, and privately financed public sector projects. Specific information is provided for Britain, Europe, China, and the US. All the case studies are from the US. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com) Morledge, Smith and Kashiwagi: Building Procurement: Back Cover Text The procurement of construction work is complex, and a successful outcome frequently elusive. Clients have developed increased expectations of the industry, and constructors and consultants are faced with far greater demands, to achieve improvements in terms of value for money and quality, in addition to seeking savings in cost and time.This book provides a critical review of current practices in building procurement and evaluates new approaches, particularly from the USA, together with discussing the drivers for change in traditional UK procurement approaches.It emphasises, in particular, the important need for clients to establish achievable objectives which reflect the client’s business case for the project, and then to develop a strategy and management structure to meet those objectives.The book also examines procurement practices in Europe, including EU procurement procedures, and in China and the USA.It will be of interest to construction management postgraduates and researchers, as well as construction practitioners.The AuthorsRoy Morledge is Professor of Construction Procurement in the School of the Built Environment, Nottingham Trent University.Adrian Smith is a Consultant at the College of Estate Management.Dean Kashiwagi is Professor and Director of the Performance Based Studies Research Group, Del. E. Webb School of Construction, Arizona State University, United States of America.Cover design by Simon WitterCovers photographs courtesy of Stephen Brownwww.blackwellpublishing.com

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'Even though building procurement systems are, and will remain, complex despite this excellent book, the knowledge , expertise, well-articulated argument and collection of recent research efforts that are provided by the three authors will help to make project success less elusive' CME April 2007

Foreword

xiii

Preface

Introduction

(5)

Procurement strategy: a literature review

(25)

Introduction

(3)

Procurement strategy selection models

(1)

Team relationships, supply chain management and communication and their effect on project performance

(3)

Teamwork and team performance

(1)

Partnering and multicultural teams

(1)

Supply chain management

(1)

The role of the client in the procurement process

(1)

The interrelationship between the various components of the overall procurement approach: strategic procurement management

(1)

Legal and contractual issues, including public sector procurement legislation, and their effect on project performance

(3)

Legal and contractual issues in procurement

(2)

Public sector procurement law

(1)

International procurement comparisons and the impact of cultural differences

(1)

Risk allocation and reward

(1)

Bid evaluation techniques

(2)

Environmental and sustainability issues and the procurement of construction work

(1)

Conclusion

(9)

Principles of strategic procurement

(12)

Introduction

(1)

Procurement: a review of theory and practice

(1)

A strategic approach to procurement

(8)

Components of the procurement process

(7)

Conclusion

(2)

Public sector projects

(26)

Introduction: why should public sector projects be different?

(1)

What constitutes the public sector?

(9)

Central government

(5)

Local government

(2)

The National Health Service (NHS)

(1)

Procurement rules: European Community principles and procedures

(16)

Non-discrimination and transparency: the role of the EU

(1)

The Directives

(3)

Tendering

(4)

Framework agreements

(2)

Electronic auctions

(1)

Sustainability and environmental issues

(1)

Timescales

(1)

Award procedures

(1)

Enforcement of EU Directives

(2)

Project initiation

(10)

Introduction

(1)

Strategic fit

(1)

Payback

(2)

Assessment of options

(1)

Achievability

(1)

Affordability

(1)

Project initiation

(1)

Prioritisation of objectives

(2)

Conclusion

(3)

Briefing and the design process

(16)

Introduction

(1)

Project briefing: an overview

(2)

Types of construction client

(3)

Time

(1)

Cost

(1)

Quality

(1)

Likelihood of post-contract client changes

(1)

Degree of accountability required

(1)

The briefing process: an historical perspective

(2)

Developing the project brief

(1)

The project execution plan (PEP)

(3)

What issues does the PEP need to address?

(2)

When should it be prepared?

(1)

Who prepares the PEP?

(1)

How is the PEP prepared?

(1)

Project briefing: the case of hospitals

(2)

Critical factors for success in the briefing process

(3)

Procurement strategies

(25)

Introduction

(5)

Procurement strategy

100

(2)

Procurement options

102

(1)

Selecting a procurement strategy

103

(2)

Factors to be considered in selecting a procurement strategy

105

(3)

Factors outside the control of the project team

105

(1)

Client resources

106

(1)

Project characteristics

106

(1)

Ability to make changes

106

(1)

Cost issues

106

(1)

Project timing

107

(1)

Construction times

108

(1)

Performance

108

(1)

Procurement strategies: a review

108

(12)

Design-bid-build (also known as `traditional')

108

(3)

Measurement (remeasurement or measure and value)

111

(1)

Construction management

112

(2)

Management contracting

114

(1)

Design and manage

115

(1)

Design and build

116

(4)

Project team selection

120

(10)

Introduction

120

(1)

Selecting consultants

121

(3)

Selecting contractors

124

(6)

Qualification

125

(1)

Production of the tender list

126

(1)

Tender evaluation

127

(1)

Interview

128

(1)

Weightings

129

(1)

The award

129

(1)

Managing the procurement process

130

(18)

Strategic aspects

130

(3)

Developing the project execution plan

132

(1)

Identifying the project team

132

(1)

Implementing the procurement strategy

133

(1)

Financial resources

133

(1)

Human resources

133

(1)

Physical resources

134

(1)

Temporary organisational structure

135

(1)

Contractual arrangement

135

(1)

Systems and controls

135

(1)

Time management

136

(2)

Design management

138

(1)

Design risk

139

(2)

Cost management

141

(3)

Quality control overview

144

(1)

Change control overview

145

(1)

Commissioning

146

(1)

Occupation and take-over

146

(1)

Conclusion

146

(2)

The value of design

148

(9)

Value context

148

(2)

The value of good design

150

(1)

Managing value: value management and value engineering

151

(6)

Value management

152

(2)

Value engineering

154

(3)

Risk

157

(13)

The need for risk management

157

(1)

Risk and uncertainty

158

(1)

Risk management strategies

158

(1)

Risk identification

158

(4)

Assumption analysis

159

(1)

Lists

159

(1)

Brainstorming

159

(1)

Delphi technique

159

(2)

Cause and effect

161

(1)

Risk examples

161

(1)

Analysis, involving quantification of the risk effects and prioritisation

162

(5)

Qualitative assessment

162

(1)

Quantitative assessment

163

(4)

Choice of an acceptable risk management strategy

167

(2)

Risk avoidance

167

(1)

Risk reduction

167

(1)

Risk transfer

167

(1)

Risk sharing

167

(1)

Risk retention

168

(1)

Risk allocation

168

(1)

Risk monitoring and control

169

(1)

Partnering culture and the management of relationships

170

(26)

Introduction

170

(1)

Collaborative procurement: an overview

170

(1)

The Latham review and subsequent developments

170

(1)

The rise of collaborative approaches to procurement

171

(1)

Collaborative approaches to construction work

172

(1)

Some general issues

172

(1)

Contractual approaches

173

(4)

The JCT forms of contract including the Standard Form of Building Contract

173

(1)

The GC Works range

173

(1)

The New Engineering Contract (NEC) Engineering and Construction Contract (ECC) Edition 3

174

(1)

The ACA Project Partnering Contract (PPC 2000)

174

(1)

Perform 21 Public Sector Partnering Contract

175

(1)

Target cost contracts

175

(2)

What advantages does partnering bring?

177

(1)

Managing a successful partnering arrangement

177

(1)

The role of the workshop facilitator

177

(2)

Facilitation guidelines

178

(1)

Team composition

179

(1)

The management of relationships

180

(1)

Background

180

(1)

Establishing the `cultural fit'

181

(3)

`Cultural fit'

181

(1)

What is culture?

182

(1)

Understanding culture

183

(1)

Achieving cultural fit

183

(1)

Mutual objectives

184

(1)

Team development

185

(2)

The nature of trust

187

(2)

Maintenance of the relationship

189

(1)

The project supply chain

190

(4)

The holistic approach

192

(1)

The bicameral approach

192

(1)

The unilateral approach

193

(1)

The collaborative approach

194

(1)

Conclusion

194

(2)

Privately financed public sector projects (PFI and PPP)

196

(15)

Introduction

196

(1)

Historical development

196

(4)

Modern models for privatisation

200

(11)

Outright privatisation

200

(1)

Participative privately financed techniques

201

(1)

Corporatisation and the use of semi-private (i.e. mixed) companies

201

(2)

Management contracts

203

(1)

The leasing model or build-lease-transfer (BLT)

203

(1)

Prefinancing

204

(1)

Mixed models

205

(1)

Concession-based methods

205

(6)

Public private partnerships (PPPs) and the UK Private Finance Initiative (PFI)

211

(22)

Introduction

211

(1)

The Private Finance Initiative (PFI)

211

(19)

Genesis

213

(1)

Contractual arrangements

214

(1)

Problems

214

(3)

The first Bates review

217

(1)

The second Bates review

218

(1)

Current developments

218

(1)

Current problems and solutions

219

(11)

Conclusion

230

(3)

Construction procurement: Europe and China

233

(17)

Introduction

233

(1)

Europe

234

(12)

The French system

234

(7)

The northern European approach

241

(2)

The Mediterranean approach

243

(3)

The People's Republic of China and the Hong Kong Special Autonomous Region (HKSAR)

246

(4)

The Chinese construction industry

247

(1)

The external construction industry

247

(1)

The indigenous construction industry

248

(1)

The construction professions

248

(1)

Opportunities

249

(1)

US delivery processes critically reviewed

250

(20)

Introduction

250

(1)

Low-bid award

251

(2)

Best interest of the client vs best interest of the contractor

252

(1)

The design and build process

253

(2)

Construction management

255

(1)

Design and build

256

(2)

Construction management at risk

258

(1)

Indefinite delivery, indefinite quantity (IDIQ)

259

(1)

Job order contracting (JOC)

260

(1)

Time and materials contracting

260

(1)

Performance contracting

261

(1)

Best value selection

261

(1)

Performance Information Procurement System (PIPS)

262

(1)

Comparison of procurement processes

262

(4)

Outsourcing

266

(1)

Conclusion

267

(3)

Performance Information Procurement System (PIPS)

270

(23)

Introduction

270

(2)

Set-up and training phase

272

(1)

Core group

273

(1)

Client or client policies

273

(1)

Selection of performance criteria

274

(1)

Bidding phase and past performance information phase

275

(1)

Request for proposal (RFP)

276

(1)

Weights for the criteria

276

(4)

Training meeting

280

(1)

Past performance information (PPI)

280

(1)

Identification of past performance references

281

(2)

The PIPS process

283

(1)

Rating the past performance of contractors

284

(1)

Prebid meeting

284

(1)

Capability to perform the required construction

285

(1)

The bidding phase

285

(1)

Value added features by critical subcontractors

286

(1)

The risk assessment plan

286

(1)

Interviews

287

(2)

The pre-award stage

289

(1)

The contract

290

(1)

During construction

290

(1)

Updating performance information

291

(1)

Conclusion

291

(2)

Summary

293

(3)

Appendix: PIPS case studies

296

(31)

Case study no. 1: United Airlines

296

(3)

Introduction

296

(1)

Construction results

296

(1)

High quality painting

297

(1)

High quality roofing and flooring

298

(1)

Conclusion

298

(1)

Case study no. 2: the State of Utah

299

(12)

Introduction

299

(1)

The State of Utah construction environment

300

(1)

The University of Utah housing project (2000 Winter Olympic village housing)

300

(1)

PIPS implementation

301

(1)

Performance data collection

302

(1)

PIPS results

303

(2)

Construction of the University of Utah housing

305

(1)

Analysis of the PIPS implementation

306

(1)

Overview of the State of Utah PIPS tests

307

(1)

Lessons learned

308

(1)

Value-based selection process

309

(1)

Comments by the State of Utah participants

310

(1)

Conclusion

310

(1)

Case study no. 3: University of Hawaii

311

(6)

Introduction

311

(1)

Implementation of PIPS by the UH

312

(1)

Painting projects

313

(1)

Results

314

(2)

Conclusion

316

(1)

Case study no. 4: the State of Georgia

317

(10)

Introduction

317

(1)

Project 1: Environmental Science and Technology (ES&T) Building (Georgia Institute of Technology)

318

(2)

Project 2: Occupational Technology Building (Savannah Technical Institute)

320

(5)

Comparison with other low-bid projects

325

(1)

Conclusion

326

(1)

Index

327

Roy Morledge is Professor of Construction Procurement and Director of Postgraduate Studies for the Faculty of Construction & the Environment, Nottingham Trent University. Mr Adrian Brooks is Tutor in Project Management, College of Estate Management, Reading. Dr Dean T. Kashiwagi is Associate Professor and Director of the Performance Based Studies Research Group (PBSRG), Arizona State University, Arizona, USA.

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