Project Partnering: Principle and PracticeThomas Telford, 1995 - 200 من الصفحات This book provides a basic understanding and knowledge of the theory behind partnering. With the aid of practical case studies from around the world, this book helps remove the traditional barriers between client and contractor and ensures that all parties involved understand their objectives and are working towards an agreed goal with a 'win-win' result. |
المحتوى
Chapter | 5 |
List of figures and tables Figure 1 The TQM model | 10 |
The UKTQM model related to building construction | 11 |
Organization network for a building project | 16 |
Figure 4a Project plan application to manufacturing industry | 19 |
Figure 4b Project plan application to the construction industry | 20 |
Fishbone diagram of action points for success | 24 |
Investors in People national standard the four | 25 |
The psychological profile of a work culture | 68 |
Maslows hierarchy of human needs | 69 |
Influences on the worker in the 19th century | 72 |
Influences and attitudes to action in a stress situation | 73 |
Influences and attitudes to action in a situation of construction conflict | 74 |
Chapter 6 | 75 |
All pulling together | 78 |
Cooperation is working in unison | 79 |
List of figures and tables | 29 |
Chapter 3 | 32 |
Figure | 35 |
principles 218885 | 38 |
The partnering charter for the Rose Garden TI project Arizona USA | 39 |
The partnering charter for the Green Island Resort project Queensland Australia | 40 |
Table 1 | 41 |
Flow chart for the overall partnering process | 43 |
Preserving the relationship? | 47 |
Table 4 | 48 |
Prepartnering qualification and selection | 50 |
The location of precontract secondparty project specific audits in the client alternative route through the building process | 52 |
Cultural disunity is the cause of social conflict | 64 |
Cartwrights nine key motivating factors | 67 |
Plymouth Civic Theatre nexus of contracts | 81 |
Plymouth Civic Theatre project organization for the design team covering RIBA stages CG | 82 |
Contents list of looseleaf project operations manual | 83 |
Project structure and relationships | 84 |
Project mandates meetings | 85 |
Project mandates client representative | 87 |
Chapter 7 | 98 |
Table 5 | 109 |
Case studies of successful partnering USA Australia UK | 113 |
the way ahead for stakeholders | 150 |
29 | 171 |
| 198 | |
عبارات ومصطلحات مألوفة
achieve activities Aer Lingus approach arbitration areas attitudes Australia award behaviour benefits British Property Federation building project certification client commitment communication completion conflict construction industry construction project contract management adjudication cost design team developed dispute documents effective ensure established evaluation facilitator firms goals Green Island implementation improvement individual initial partnering workshop involved issue resolution Job Architect litigation Macquarie University management system million motivation needs nexus of contracts objectives one-off operation organisation organization overall paperwork participants parties partnering charter partnering concept partnering process partnering sessions PETER MORO philosophy Polycon Possum Kingdom Lake principles problems procedures professional project management project partnering project quality plan quality system quantity surveyor questionnaire relationships requirements resolve responsibilities role schedule second-party audit specialist stage stakeholders standard structure sub-contractors success suppliers teamwork techniques top management total quality management USAA value engineering