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E-grāmata: Leadership, Ethics, and Project Execution: An Evidence-Based Project Success Model

(New York University, New York), (University of Illinois, Champaign), (New York University, New York)
  • Formāts: 374 pages
  • Izdošanas datums: 02-Nov-2021
  • Izdevniecība: Routledge
  • ISBN-13: 9781000460575
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Leadership, Ethics, and Project Execution: An Evidence-Based Project Success ModelPalielināt
  • Formāts: 374 pages
  • Izdošanas datums: 02-Nov-2021
  • Izdevniecība: Routledge
  • ISBN-13: 9781000460575
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"Leadership, Ethics, and Project Execution provides a masterclass in the project and people management skills that set apart the most accomplished design and construction professionals. Interactive exercises allow readers to take the role of junior project managers and other emerging professionals and reason through the ethical dilemmas surrounding building projects from the initial bid to completion. Chapters on stakeholder alignment, productivity, and project success ensure that aspiring leaders' business decisions are as economically sound as they are ethically correct"--

Leadership, Ethics, and Project Execution provides a masterclass in the project and people management skills that set apart the most accomplished design and construction professionals. This textbook for graduate and advanced undergraduate students distils the insights gleaned over the authors’ decades of experience in academia and industry into actionable principles for success in a notoriously demanding field.

Combining real life case studies with original research, Leadership, Ethics, and Project Execution points the way from the classroom to the jobsite. Interactive exercises allow readers to take the role of junior project managers and other emerging professionals and reason through the ethical dilemmas surrounding building projects from the initial bid to completion. Chapters on stakeholder alignment, productivity, and project success ensure that aspiring leaders’ business decisions are as economically sound as they are ethically correct.

From its accessible, conversational tone to the lifetime’s worth of construction wisdom it shares, Leadership, Ethics, and Project Execution offers an extended mentoring session with three giants of the building industry.



From its accessible, conversational tone to the lifetime’s worth of construction wisdom it shares, Leadership, Ethics, and Project Execution offers an extended mentoring session with three giants of the building industry.

Recenzijas

"The authors regard project management as a people business, and their eloquent book offers vital lessons on how ethics and leadership are fundamental, inextricable parts of successful project management." Joanne B. Ciulla, Director, Institute for Ethical Leadership, Rutgers Business School

"This book provides an uncommon perspective, in that it spans both the academic and the industry realm. Too often, solely academic research, by its nature, is devoid of industry experienceThe research informing this innovative book is a prime example of solid academic and industry knowledge being coordinated and applied to optimize construction project teamwork. That team cohesion fills a major gap in current industry project delivery and will ultimately lead to a better project for the client and project team members." Charles E. Jettmar, Managing Director, Capital Projects and Engineering, USTA Billie Jean King National Tennis Center

"This book is unique, as it brings together the theory and reality of the construction process in a way no one else has. Construction management is like the weathereveryone talks about it but never does anything to change it. This book will change how you think about construction and defines what is really important for everyone on a project team. I find it exciting to see the concepts of our profession synthesized into a clear roadmap for project success." John Shea, Chief Executive Officer for Facilities and Construction, New York City Department of Education

List of Figures
xxviii
List of Tables
xxx
Preface xxxi
Acknowledgments xxxvi
1 Introduction to Leadership, Ethics, and Project Execution
1(16)
1.1 A New Paradigm for Project Delivery
1(1)
1.2 Why Can't All Projects Re Successful?
2(1)
1.3 Project Execution
3(3)
1.4 The Challenge Facing Us
6(1)
1.4.1 There Is No Complete Project Delivery Model to Follow
6(1)
1.4.2 Tension Between the Stakeholders
6(1)
1.4.3 The Tough Questions We Must Answer
7(1)
1.5 A Brief History and Status of Construction Management
7(3)
1.5.1 Early History of Construction Management
8(1)
1.5.2 Development of Hard-System Tools
9(1)
1.6 Breakthrough Findings on the People-Oriented Side of Project Delivery
10(2)
1.7 A Complete, Evidence-Based Project Success Model
12(5)
Exercises
14(1)
References
14(3)
PART 1 Leadership
17(98)
2 Introduction to Leadership
19(7)
2.1 What Is This Thing We Call Leadership?
19(1)
2.2 The Mindset to Lead
19(1)
2.3 The Steps in Leadership Development
20(1)
2.4 Leading and Knowing Yourself
20(3)
2.4.1 The Myers Eriggs Type Indicator (MRU®)
21(1)
2.4.2 Core Values
21(2)
2.5 Power and Influence
23(1)
2.6 Leadership
24(2)
Exercises
24(1)
References
25(1)
3 Principles of Leadership
26(23)
3.1 Introduction
26(1)
3.2 A Brief `Review of' the Theories of leadership
27(12)
3.2.1 Historical Background
27(1)
3.2.2 Leadership Theories
28(2)
3.2.2.1 Great Man Theory
30(1)
3.2.2.2 Trait Theory
30(1)
3.2.2.3 Behavioral Leadership Theories
30(1)
3.2.2.4 Role Theory
31(1)
3.2.2.5 Lewin's Democratic Leadership Styles
31(1)
3.2.2.6 Participative Leadership
32(1)
3.2.2.7 Likert's Decision-Making Styles
33(1)
3.2.2.8 Fiedlers Theories
33(1)
3.2.2.9 Strategic Contingencies Theory
34(1)
3.2.2.10 Situational Leadership
34(1)
3.2.2.11 Hersey and Blanchard Situational Leadership
34(1)
3.2.2.12 Vroom and Tetton's Normative Model
35(1)
3.2.2.13 House's Path-Goal Theory
35(1)
3.2.2.14 Transactional leadership
35(1)
3.2.2.15 Transformational Leadership
36(1)
3.2.2.16 Bass' Orientational Inventory Theory
37(1)
3.2.2.17 Burns' Transformational Leadership Theory
37(1)
3.2.2.18 Kouzes and Posner's Participation Inventory
37(1)
3.2.2.19 Greenleaf's Servant Leader
38(1)
3.2.2.20 Adaptive Leadership
38(1)
3.2.2.21 Primal Leadership
38(1)
3.2.2.22 Badger's Theory of Leadership
39(1)
3.3 A Set of Leadership Principles
39(7)
3.3.1 Know Yourself and Seek Self-Improvement
40(1)
3.3.2 Be Technically Competent
40(1)
3.3.3 Seek Responsibility and Take Responsibility for Tour Actions
41(1)
3.3.4 Make Sound and Timely Decisions
42(1)
3.3.5 Set the Example
42(1)
3.3.6 Balance the Needs of the Individuals in Tour Organization With the Goals, Tasks, and Missions of the Organization
42(1)
3.3.7 Reward Individual and Team Behavior That Supports the Organization's Tasks and Missions
43(1)
3.3.8 Do Not Tolerate Team Members Who Are Detrimental to the Performance of the Team
43(1)
3.3.9 Develop Morale and Esprit in the Organization
44(1)
3.3.10 Involve Followers in the Planning of Operations
44(1)
3.3.11 Mitigate Personal Concerns That Affect Team Performance
45(1)
3.3.12 Ensure Tour Team Members Are Properly Cared for and Have the Resources They Need to Succeed
45(1)
3.3.13 Keep Tour Team Members Informed
46(1)
3.4 Summary of Leadership Theory and Principles
46(3)
Exercises
47(1)
References
48(1)
4 Techniques for Construction Leaders
49(25)
4.1 Example of a Leader
49(2)
4.2 General Leadership Techniques
51(10)
4.2.1 Show Tour Group That Tou Respect Each and Every One
51(1)
4.2.2 Understand What the Members of Tour Group Need
52(1)
4.2.3 Motivate and Inspire
52(1)
4.2.3.1 Maslow's Theory of Motivation
52(2)
4.2.3.2 An Example of Motivation on a Real Project
54(2)
4.2.3.3 Motivational Techniques for Leaders at All Levels
56(1)
4.2.4 Enable Others to Act
57(1)
4.2.5 The Leader Turns a Crisis Into Just a Problem to Be Solved
57(1)
4.2.6 Challenge the Process
58(1)
4.2.7 Inspire a Shared Vision
59(1)
4.2.8 Encourage the Heart
60(1)
4.2.9 Conclusion for General Leadership Techniques
60(1)
4.3 Leadership Techniques for Construction Operations
61(10)
4.3.1 Educate the Superintendents and Forepersons in Leadership
62(1)
4.3.1.1 Communication
63(1)
4.3.1.2 Motivation
63(1)
4.3.1.3 Maintain Morale
64(1)
4.3.1.4 Production
65(1)
4.3.2 Factors Affecting Labor Productivity
65(2)
4.3.2.1 Direct Work Portion of the Typical Hour
67(1)
4.3.2.2 Support-Work Portion of the Typical Hour
67(1)
4.3.2.3 Idle and Non-Productive Portion of the Typical Hour
68(1)
4.3.2.4 Rework Due to Design Changes and Other Errors
68(1)
4.3.2.5 Rework Due to Errors at the Construction Site
68(1)
4.3.3 Improving Labor Productivity
69(1)
4.3.3.1 Labor Productivity of the Individual Worker
70(1)
4.3.3.2 Labor Productivity for Crews
70(1)
4.3.3.3 Labor Productivity Related to Worker Support
70(1)
4.3.3.4 Safety
71(1)
4.3.3.5 Quality Control
71(1)
4.4 Summary
71(3)
Exercises
71(2)
References
73(1)
5 Leadership and Management
74(30)
5.7 Introduction
74(2)
5.2 Project Management Functions (Duties)
76(2)
5.3 Management Functions: Task-Oriented
78(6)
5.3.1 Plan/Schedule/Budget
78(1)
5.3.1.1 Plan
78(1)
5.3.1.2 Schedule
79(1)
5.3.1.3 Budget
79(1)
5.3.2 Organize and Staff'
79(1)
5.3.3 Delegate
80(1)
5.3.4 Control
81(1)
5.3.5 Manage Change
81(1)
5.3.6 Manage Risks and Opportunities
82(1)
5.3.7 Integrate
83(1)
5.3.8 Measure
83(1)
5.3.9 Improve
84(1)
5.4 Management Functions: People-Oriented
84(4)
5.4.1 Promote Ethical Behavior
85(1)
5.4.2 Build Commitment to Clearly Defined Goals
85(1)
5.4.3 Provide Sustained Visible Leadership
86(1)
5.4.4 Build a Competent Team
86(1)
5.4.5 Align All Parties
86(1)
5.4.6 Allocate Risks Equitably
87(1)
5.4.7 Communicate
87(1)
5.4.7.1 Communicating to Direct the Work
87(1)
5.4.7.2 Setting Guidelines for Communication on the Project
87(1)
5.4.7.3 Monitoring, Gathering, and Disseminating Information
88(1)
5.4.7.4 Spokesperson
88(1)
5.4.8 Liaison Outside the Unit
88(1)
5.4.9 Resolve Conflicts
88(1)
5.5 Project Leadership Functions (Duties)
88(1)
5.6 Leadership Functions: Task-Oriented
89(5)
5.6.1 Set Direction and Convey Vision
89(1)
5.6.2 Establish Clear Goals and Objectives
90(1)
5.6.3 Create Mission Focus
90(1)
5.6.4 Lead Safety and Create a Safety Culture
90(1)
5.6.5 Assemble a Competent Team
91(1)
5.6.6 Allocate Resources
91(1)
5.6.7 Lead Decision-Making
92(1)
5.6.8 Negotiate
93(1)
5.6.9 Manage Risks and Opportunities
93(1)
5.7 Leadership Functions: People-Oriented
94(6)
5.7.1 Prohibit Rude Behavior
94(1)
5.7.2 Build Trust and Create an Ethics Culture
94(1)
5.7.3 Align All Parties
95(1)
5.7.4 Create Success Equilibrium
95(1)
5.7.5 Allocate Risk Equitably
96(1)
5.7.6 Motivate and Inspire
96(1)
5.7.7 Empower
97(1)
5.7.8 Take Care of Employees, Customers, Stakeholders, and Suppliers
98(1)
5.7.8.1 Employees
98(1)
5.7.8.2 Customers
98(1)
5.7.8.3 Suppliers
98(1)
5.7.8.4 Stakeholders
98(1)
5.7.9 Develop Leaders and Teams (Leadership Culture)
99(1)
5.7.10 Develop Employees
99(1)
5.8 Leadership and Management
100(4)
Exercises
102(1)
References
102(2)
6 Some Highlights of Leadership
104(11)
6.1 Leadership Development and the Leadership Culture
104(2)
6.1.1 Lead and Know Yourself
104(1)
6.1.2 Prepare to Lead by Gaining Awareness of Leadership Skills
105(1)
6.1.3 Lead by Implementing Leadership Skills
105(1)
6.1.4 Lead Subordinate Leaders While Practicing Leadership
105(1)
6.1.5 Develop Subordinate Leaders `Teams'
105(1)
6.1.6 Develop a Leadership Climate by Empowering and Developing Organizations
106(1)
6.1.7 Lead Changes to Processes by Implementing "Best Value for the Organization"
106(1)
6.2 Empathy in Leadership
106(1)
6.3 Leading High-Performance Teams
107(1)
6.4 The Importance of Aligning All of the Parties
108(1)
6.5 Leadership Situation: Engineering
109(1)
6.5.1 Relationships and Collaboration
109(1)
6.52 Scope of Work Negotiations
110(1)
6.5.3 Engineering Change Orders
110(1)
6.5.4 Problems at the Construction Site
111(1)
6.6 Leadership Situation: Construction
111(4)
Case Study
112(1)
Case Study 6.1 Leadership in the Field
112(1)
The Case Study
112(1)
Exercises
113(1)
References
113(2)
PART 2 Ethics
115(86)
7 Personal Ethics
117(10)
7.1 Why Do Engineers Get Into Trouble?
117(1)
7.2 Ethics, Values, and Virtues
118(2)
7.2.1 Where Do Values Come From?
118(1)
7.2.1.1 Family
118(1)
7.2.1.2 The Heart
119(1)
7.2.1.3 Religion
119(1)
7.2.1.4 Other Influences on Learning Ethics and Values
119(1)
7.2.1.5 Organizations and Clubs
119(1)
7.2.1.6 Rules, Regulation, and Procedures
120(1)
7.2.2 Virtues
120(1)
7.3 Ethical Decisions
120(1)
7.4 Moral Obligations
121(1)
7.4.1 Justice
121(1)
7.4.2 Duty
121(1)
7.4.3 Competence
122(1)
7.4.4 The Greatest Good
122(1)
7.5 Personal Challenges
122(1)
7.5.1 Authenticity
122(1)
7.5.2 Self-Interest
123(1)
7.5.3 Self-Discipline
123(1)
7.6 The Elderly Woman and the Ring Revisited
123(1)
7.7 Part 2--Ethics
124(3)
Exercises
124(1)
References
125(2)
8 Professional Ethics
127(16)
8.1 Professional Ethics
127(4)
8.1.1 A Case Study: Professional Ethics and Building an Ethics Culture
127(1)
8.1.2 Professional Ethics in Construction Projects
128(1)
8.1.2.1 What Do We Mean When We Speak to the Idea of Professional Ethics?
128(1)
8.1.2.2 What Is the Role of Professional Ethics in Business Exchanges?
129(1)
8.1.2.3 Does the Ethical Nature of Professional Behavior Change If You Area Project Owner, Design Consultant, or Constructor?
129(1)
8.1.2.4 Why Is Professional Ethics Important From a Personal As Well As Organizational Perspective?
130(1)
8.1.2.5 What Is the Difference Between Personal and Professional Ethics?
131(1)
8.2 Professional Ethics and the ASCE Code of Ethics
131(4)
8.2.1 A Broad Definition of Ethics
132(1)
8.2.2 Evolution of the ASCE Code of Ethics
132(3)
8.3 The 2020 ASCE Code of Ethics
135(3)
Code of Ethics The American Society of Civil Engineers Preamble
136(1)
Code of Ethics
136(2)
8.3.1 What Are the Takeaways from the 2020 Code?
138(1)
8.4 Case Study of the Manhattan Westway Project Revisited
138(2)
8.5 One Final Question
140(3)
Exercises
140(1)
References
141(2)
9 Business Conduct
143(28)
9.1 Introduction to Business Conduct
143(1)
9.2 Conflicts of Interest
144(2)
9.3 False Reporting
146(2)
9.3.1 Falsification
146(1)
9.3.2 Required Reporting
147(1)
9.3.3 Personal Integrity
147(1)
9.4 Finance and Accounting Irregularities
148(1)
9.5 Anticompetitive Activities: Overview
149(1)
9.6 Anticompetitive Activities: Industrial and Trade Organizations--Joint-Industry Studies
150(1)
9.7 Anticompetitive Activities: Ethical Pitfalls in the Construction Industry
151(5)
9.7.1 Ethical Pitfalls in the Contract-Formulation Phase (Pre-Bidding)
151(1)
9.7.1.1 Client Predeciding Which Contractor Will Win the Job
151(1)
9.7.2 Ethical Pitfalls in the Bidding Phase
152(1)
9.7.2.1 Misrepresentation of Company Experience
152(1)
9.7.2.2 Misrepresentation of Personnel (Bait and Switch)
152(1)
9.7.2.3 Aggressive Schedule
152(1)
9.7.2.4 Low-Ball Bid
152(1)
9.7.2.5 Front-Loading of Payments
153(1)
9.7.2.6 Rid Rigging
153(1)
9.7.2.7 Bid Shopping
153(1)
9.7.3 Ethical Pitfalls in the Procurement Phase (Subcontracting and Purchasing)
153(1)
9.7.3.1 Bid Pedaling by a Subcontractor or Vendor
153(1)
9.7.3.2 Bid Shopping by the General Contractor
154(1)
9.7.3.3 Bid Chiseling by the General Contractor
154(1)
9.7.4 Ethical Pitfalls in the Construction Phase
154(1)
9.7.4.1 Unfair Payment Procedures
154(1)
9.7.4.2 Taking or Selling the Owner's Materials and Equipment
155(1)
9.7.4.3 Inappropriate Job Costing
155(1)
9.7.4.4 Falsification of Quality Records
155(1)
9.7.4.5 Failure to Report Safety and Environmental Hazard-Related Incidents
155(1)
9.7.4.6 Other Business Conduct Ethical Violations
156(1)
9.8 Bribery and Corruption
156(1)
9.9 Harassment
157(3)
9.10 Drugs and Alcohol
160(1)
9.11 Safeguarding Sensitive Information
160(2)
9.11.1 Classified Information
160(1)
9.11.2 Proprietary Information
160(1)
9.11.3 Other Confidential Information
161(1)
9.12 Patents
162(1)
9.12.1 What to Do When a Novel Idea Is Conceived
162(1)
9.12.2 Patent Infringement
162(1)
9.12.3 Receiving Proprietary Information
163(1)
9.13 Local Ethical Policies and Ground Rules
163(1)
9.14 Compliance
164(7)
Case Study
164(1)
Case Study 9.1 Ethical Behavior--Procurement Dilemmas
164(1)
The Case Study
165(1)
Exercises
166(3)
References
169(2)
10 How to Make Better Ethical Decisions
171(9)
10.1 Moral Dilemmas Are Not Just a Single Decision
171(1)
10.2 The Path to Better Ethical Decisions
172(1)
10.3 Testing the Decision
173(1)
10.4 Choosing an Ethical Working Environment
174(1)
10.5 Power Corrupts
174(3)
10.5.1 Contributing Factors Brought On by Success
175(1)
10.5.2 The Dark Side of Success
175(1)
10.5.3 The Warning
176(1)
10.5.4 The Advice
176(1)
10.6 Morality Is Complex
177(3)
Exercises
177(2)
References
179(1)
11 Leadership and Ethics
180(21)
11.1 Leadership and Ethics
180(1)
11.1.1 What Is the Relationship Between Leadership and Ethics?
180(1)
11.1.2 Does Good Leadership Have to Be Moral or Ethical to Be Effective?
181(1)
11.2 Leadership and Ethics in Construction
181(6)
11.2.1 Ethics for Contractors Is a Matter of Integrity and Trust
183(1)
11.2.2 The Integrity of the Construction Process
183(2)
11.2.3 Excellence in Leadership
185(2)
11.2.4 Trust and an Ethics Culture
187(1)
11.3 Moral Obligations of Leaders and Followers
187(3)
11.3.1 Justice
188(1)
11.3.2 Duty
188(1)
11.3.3 Competence
189(1)
11.3.4 The Greatest Good
190(1)
11.4 Personal Moral Challenges of Leaders and Followers
190(1)
11.4.1 Authenticity
190(1)
11.4.2 Self-interest
190(1)
11.4.3 Self-Discipline
190(1)
11.5 Making Ethics a Virtue
191(1)
11.6 Ethical Behavior Is Good Business
191(1)
11.7 Leadership-Ethics Challenges for Young Leaders
192(4)
11.7.1 Case Study 1
192(2)
11.7.2 Case Study 1: What's Wrong With rFhis Picture?
194(1)
11.7.3 Case Study 2
194(1)
11.7.4 Case Study 2: What's Wrong With This Picture?
195(1)
11.7.5 Lessons Learned From These Case Studies
195(1)
11.8 Leadership, Ethics, Alignment, and Healthy Business Relationships
196(5)
11.8.1 Leadership and Ethics Are Interdependent
196(1)
11.8.2 A Long-Term Career View: Ethics Is Good for Your Career
196(1)
11.8.3 Leadership and Ethics Are Needed to Effectively Align Stakeholders
196(1)
Exercises
197(2)
References
199(2)
PART 3 Project Execution
201(125)
12 Project Delivery
203(22)
12.1 Part 3--Project Execution
203(1)
12.2 Our Definition of Project Execution
203(1)
12.3 Fundamental Considerations of a Project Delivery Methodology
204(1)
12.3.1 Diverse Stakeholder Interests
205(1)
12.3.2 Leadership and Ethics in Relation to the PDM
205(1)
12.4 What Is Project Delivery?
205(3)
12.5 Common Project Delivery Methods
208(5)
12.5.1 Design-Bid-Build (DBB)
208(1)
12.5.2 Construction Management At-Risk (CMR)
208(3)
12.5.3 Design-Build (DB)
211(1)
12.5.4 Integrated Project Delivery (IPD)
212(1)
12.6 Selecting the Appropriate Project Delivery Method
213(8)
12.6.1 Private Sector Project Delivery
213(1)
12.6.1.1 Private Sector Owners With Limited Project Resources
213(1)
12.6.1.2 Private Sector Owners With a High-Tech Project
213(1)
12.6.2 Public Sector Project Delivery
214(1)
12.6.2.1 Separation of Design and Construction Processes
215(1)
12.6.2.2 Separate Design and Construction Procurement Contracts
216(1)
12.6.2.3 Lowest Competitive Bid Tender
217(1)
12.6.2.4 Summary of the Shortcomings ofDBB in the Public Sector
218(2)
12.6.3 Public Sector Project Delivery: Regulations and Constructive Business Relationships
220(1)
12.6.3.1 The Need for Constructive Business Relationships
220(1)
12.6.3.2 Balanced Enforcement of Regulations
220(1)
12.7 Contracting
221(1)
12.8 Aligned Project Delivery
222(3)
Case Study
222(1)
Case Study 12.1 What Is the Optimal Project Delivery Method for My Next Project?
222(1)
Exercise
223(1)
References
223(2)
13 Aligned Project Delivery
225(33)
13.1 Introduction
225(5)
13.1.1 Project Team Integration
226(1)
13.1.2 What Do We Mean by Aligned Project Delivery?
227(1)
13.1.3 Concepts of Alignment
227(1)
13.1.3.1 Constructing the Team: Latham Report
228(1)
13.1.3.2 Rethinking Construction: The Egan Report
228(1)
13.1.3.3 Construction Industry Institute (CII) Research
229(1)
13.2 Aligned Conditions for Effective Project Delivery
230(2)
13.2.1 Why Assess Team Effectiveness?
231(1)
13.2.2 Project Team Alignment Partnering
232(1)
13.3 The State University Construction Fund Research Study
232(6)
13.3.1 Overview of the SUCF Investigation
232(1)
13.3.2 SUCF Phase I: Austa Billie Jean King National Tennis Center WCTB Tournament Facility Project Case Study
233(3)
13.3.3 Theoretical Contextualization
236(1)
13.3.4 SUCF Phase IB: Evaluating the Existing SUCF Project Database
237(1)
13.4 Rapid Alignment Initiated Delivery™
238(3)
13.4.1 A Support Tool for Partnering Team Alignment Facilitation
238(1)
13.4.2 Model Description
238(3)
13.5 Transitioning From Research Theory to Applied Practice
241(17)
13.5.1 The Applied Research Design
241(1)
13.5.2 The Rapid Alignment Initiated Delivery™ Team Alignment Assessment Tool
242(1)
13.5.2.1 Initial RAID Kick-Off Assessment: Team Alignment Assessment Tool
243(1)
13.5.2.2 Construction Phase: 90-Day Evaluations-- Team Alignment Assessment Tool
244(1)
13.5.3 Case Study No. 2: University at Albany Emerging Technology and Entrepreneurship (ETEC) Complex--Pilot Project Background
245(1)
13.5.4 Testing the Rapid Alignment Initiated Delivery™ Model
246(1)
13.5.5 An Evidence-Based Support Mechanism
247(1)
13.5.6 A Benchmarking Strategy: Key Performance Indicators (KPIs)
248(2)
13.5.7 Conclusion
250(1)
Data Availability Statement
251(1)
Case Studies
251(1)
Case Study 13.1 The Need for Project Management Metrics (KPI Selection and Monitoring)
251(1)
The Case Study 13.1
251(2)
Case Study 13.2 The Role of the Client and Its Relationship to Project Success
253(1)
The Case Study 13.2
254(1)
References
255(3)
14 Leadership, Productivity, and Team Effectiveness
258(10)
14.1 Leadership, Productivity, and Team Effectiveness
258(1)
14.1.1 Introduction
258(1)
14.1.2 Purpose
258(1)
14.2 What Is Production Rate and Productivity?
259(2)
14.3 Why and How Should We Think About Productivity?
261(4)
14.3.1 Factors Affecting AEC Industry Productivity
262(1)
14.3.1.1 Resources
262(1)
14.3.1.2 Improving Delivery Team Productivity
263(1)
14.3.1.3 Design Productivity
264(1)
14.3.1.4 Field Labor Productivity
264(1)
14.4 Conclusion
265(3)
Case Study
266(1)
Case Study 14.1 Project Schedule Acceleration and Trade Construction Productivity
266(1)
Discussion Questions
266(1)
Exercises
267(1)
Reference
267(1)
15 Other Essential Elements of Project Execution
268(37)
75.7 Essential Project Management Tools
268(1)
15.2 Effectively Plan the Work
269(14)
15.2.1 Overall Project Planning
269(1)
15.2.1.1 Robust Concept Selected
270(1)
15.2.1.2 Project Delivery Method
271(1)
15.2.1.3 Technical Definition
272(1)
15.2.1.4 Work Breakdown Structure, Contracts, and Purchase Orders
272(1)
15.2.1.5 Execution Planning
273(1)
15.2.1.6 Project Control Schedule
274(1)
15.2.1.7 Project Control Cost Estimate
274(1)
15.2.2 Planning Tour Construction Tasks--What Is Construction Planning?
274(1)
15.2.2.1 Construction Readiness Assessment
275(1)
15.2.2.2 Key Constructions Readiness (CR) Factors
276(1)
15.2.3 Creating the Construction Implementation Plan (CIP)
276(1)
15.2.3.1 Site Mobilization Tasks
277(3)
15.2.3.2 Procurement and Supply Chain Tasks
280(1)
15.2.3.3 Work Packaging: Connecting All Phases
280(2)
15.2.3.4 Team Member Onboarding Tasks
282(1)
15.3 Implement a Safety Program
283(1)
15.3.1 Zero Injury Safety Management
283(1)
15.4 Utilize Processes to Control the Work
284(13)
15.4.1 Professional Project Management: Core Competences--A Pragmatic Approach
285(1)
15.4.2 Design Management (Integrating RIM)
286(2)
15.4.3 Risk Management
288(1)
15.4.3.1 How Should We Define Risk?
288(1)
15.4.3.2 Why Is Risk Management Important?
289(1)
15.4.3.3 How Should We Think About Risk Management?
289(1)
15.4.3.4 When and How Do We Assess Risk?: Key Tasks for Managing Risk
289(1)
15.4.4 Contract Administration
290(1)
15.4.4.1 Best Practices for Administering a Contract
291(1)
15.4.5 Time Management
291(1)
15.4.6 Quality Management
292(1)
15.4.6.1 Quality Management Plan
292(1)
15.4.6.2 Zero-Punch List Initiative
293(1)
15.4.7 Cost Management: Estimating and Cost Control
294(2)
15.4.8 Performance Oversight Management
296(1)
15.4.9 Resource Management
296(1)
15.5 Achieve Deliverables Within Expectations
297(3)
15.5.1 Some `Thoughts About Achievability and Performance Outcomes'
298(1)
15.5.2 Consistency of Project Outcomes
299(1)
15.6 Bring the Project to an Efficient Close
300(2)
15.6.1 Demobilizing the Personnel
300(1)
15.6.2 Finishing the Job
301(1)
15.6.3 Closing Out the Contracts and Purchase Orders
301(1)
15.6.4 Handover to the Client and After-Market Opportunities
301(1)
15.7 Conclusion
302(3)
Case Study
302(1)
Case Study 15.1 Ethical leadership and Its Influence on Corporate Decision-Making
302(1)
The Case Study
302(1)
Exercise
303(1)
References
304(1)
16 Project Success
305(21)
16.1 What Creates Project Success?
305(1)
16.1.1 The Importance of Integrating Soft Systems and Hard Systems
306(1)
16.2 Essential Soft (People-Related) Systems
306(6)
16.2.1 Project Success and Its Relationship to Theory
308(2)
16.2.2 Interdependent Relationships Among the Six SAPES
310(2)
16.3 Project Success Model
312(1)
16.4 Implementation of the Essential Soft Systems
312(7)
16.4.1 Alignment Strategies for the Planning Phase
314(1)
16.4.2 Alignment Strategies for the Architecture and Engineering Phase
315(3)
16.4.3 Alignment Strategies for the Construction and Procurement Phase
318(1)
16.5 Essential Hard (Task-Related) Systems
319(1)
16.6 Have We Done What We Promised?
320(6)
16.6.1 There Is Now a Complete Project Delivery Model to Follow
320(1)
16.6.2 Tension Between the Stakeholders
320(1)
16.6.3 The Tough Questions We Must Answer
320(1)
16.6.3.1 How Do Leadership and Ethical Behavior Influence Team Engagement, Alignment, and Project Execution?
320(2)
16.6.3.2 How Should the Primary Stakeholders of the Project Delivery Team (Project Owner, Design Consultants, and the Constructor) Engage With One Another to Facilitate the Best Opportunity for Project Success?
322(1)
16.6.3.3 What Are the Conditions (Be They With the Project Processes or Stakeholder Engagement) That Support the Development of High-Performance Teams and Highly Successful Project Outcomes?
323(1)
16.6.3.4 If Those Ideal Conditions of Project Delivery Are Identified, Can They Be Replicated on a Consistent Basis? And Will They Apply to Both the Private and Public (Governmental) Owners?
324(1)
16.6.3.5 What Are the Tools Available to the Team That Will Support Project Execution and Deliver Highly Successful Outcomes'?
324(1)
16.6.3.6 What Is the Complete Project Delivery Model to Follow?
324(1)
16.6.4 Conclusion
324(1)
Exercise
324(1)
References
325(1)
List of Abbreviations 326(2)
Index 328
F.H. (Bud) Griffis, PhD, PE, (1938-2021) was Professor of Construction Engineering and Management at New York Universitys Tandon School of Engineering and Professor Emeritus at Columbia University. He was also Executive Vice President in the firm of Robbins, Pope and Griffis Engineers, P.C. of New York (RPG).

Frederick B. Plummer, Jr., PhD, is an executive with over 37 years of experience in the offshore oil and gas industry. He is currently a writer, investor, and self-employed consultant.

Francis X. DarConte, PhD, RA, is a research professor and construction management faculty member at New York Universitys Tandon School of Engineering. He is also a self-employed consultant with over 35 years of experience in the commercial building industry.
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