Students, academics and practitioners need to understand the changing nature of reforms from successive calls for change by the industry’s various clients and client groups. Project team network relationships are a function of mindsets, behaviour and competencies of individuals and The Management of Complex Projects: a relationship approach:
- Explores the relationship at the project interface: client-design team-contractor, stakeholders and supply chain relations
- Examines different concepts to the development and management of relationships; formation and maintenance issues
- Highlights some of the key issues that require development, both academically and through applied research.
Most project management books cover tools and techniques; this one covers the softer skills and shows how crucial good relationships are to the successful management of projects.
Chapter 1: Scoping the subject in theory and practice.
Section I: Mindsets, behaviour and competencies in project relations.
Chapter 2: Risk and opportunity management in a changing world - a relationship-based approach.
Chapter 3: Applying emotional intelligence in project working.
Chapter 4: Project-based learning: how social relations create knowledge.
Section II: Relations at the client, design team, contractor interface.
Chapter 5: Relationship management; theories and tools.
Chapter 6: Account handling models for continuity of service.
Chapter 7: Applying team-working models to projects.
Chapter 8: Measuring, developing and managing trust in the relationship.
Section III: Relations across the project clusters and supply chain.
Chapter 9: Projects as networks and the application of social network analysis as a diagnostic tool.
Chapter 10: Relations in the supply chain; distance, decay and redress.
Chapter 11: Communications and stakeholders.
Chapter 12: Economics of relationships; managing opportunities and constraints.
Conclusion: Setting an agenda for academia and industry for the future