Construction project teams : making them work profitably by Tim Cornick, James Mather

By Tim Cornick, James Mather

This ebook addresses the real matters fascinated by forming potent and ecocnomic groups for building tasks - either inside and among buyer, layout and building companies.

It is split into major sections. the 1st comprises theories relating to specific elements of undertaking groups, with key issues illustrating their functional software. the second one includes genuine and simulated development and civil engineering case reviews, every one concluding with corrective classes to assist winning building undertaking staff development

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Extra info for Construction project teams : making them work profitably

Example text

Measured objectively, it would appear that, at the very most, success is perceived to be achieved in a project if: • • • project objectives are achieved (which ideally include time and cost) all stakeholder expectations are met all the project team’s expectations are met. ‘A high level of satisfaction among everyone involved with the project and all those affected by the outcomes is perceived a measure of success’ (Young, 1995). It would appear to follow that the same criteria of success for the project as a whole apply to individual ‘team member’ firms.

From a business point of view, raising the finance for the project through loan, grant or — in the case of charities — donation; when it is acquired related to when it has to be paid out, and when it has to be paid back in the case of a loan; and how all these transactions fit into the ongoing company cash flow are crucial. Only if this all works financially can the project be considered viable and therefore the project team be formed at all. The business plan itself should also inform the client on the right procurement strategy to adopt.

That is, if they are to have the full sympathy and cooperation of each project participant. Forcing a specialist contractor firm that has been appointed on the basis of a lowest tender to participate in an organization arrangement that has not recognized that a particular firm’s strengths and weaknesses is a recipe for disaster — and also the cause of demoralization, defects and claims! Therefore, although like the project objectives, the organization objectives will be set initially in the client’s organization, they must invariably vary to suit the changing project situation whilst always ensuring that the project objectives are being met.

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