Project Partnering: Principle and Practice

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Construction Project Management and Performance Public-Private Partnership Projects Value Engineering and Management

Abstract

Introduction: The framework of total quality management The Partnering concept and the construction project Pre-Partnering qualification and selection Cultural change for successful partnering Structuring the project The role of the Facilitator and Contract Management Adjudication in problem resolution Case studies of successful Partnering Conclusions Appendices

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2011The effect of relationship management on project performance in construction 2000Quantifying the causes and costs of rework in construction 2012Making sense of the multi-party contractual arrangements of project partnering, project alliancing and integrated project delivery 2003A branch and bound algorithm for sub-contractor selection in agile manufacturing environment 1998Contracting strategies for the project environment 1997Breaking up methodological monopolies: a multi-paradigm approach to construction management research 2006An empirical study on incentives of strategic partnering in China: Views from construction companies 2008Explaining Cooperative Behavior in Building and Civil Engineering Projects’ Claims Process: Interactive Effects of Outcome Favorability and Procedural Fairness

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