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Informationen zum Autor Michael Dallas, MA, MICE, FIVM is an engineer with Davis Langdon, London. Klappentext Published on behalf of the Chartered Institute of Building and endorsed by a range of construction industry institutes, this book explains the underlying concepts of value and risk, and how they relate to one another. It describes the different issues to be addressed in a variety of circumstances and at all stages of a project's life and reviews a number of commonly used and effective techniques, showing how these may be adapted to suit individuals' styles and circumstances. Zusammenfassung Published on behalf of the Chartered Institute of Building and endorsed by a range of construction industry institutes! this book explains the underlying concepts of value and risk! and how they relate to one another. Inhaltsverzeichnis Foreword xi Preface xiii About the Author xvii Acknowledgements xviii 1 Key features and benefits 1 1.1 Why successful projects need value and risk management 1 1.2 Delivering success 1 1.3 Summary 7 2 Principles of value management 9 2.1 Essential attributes 10 2.2 A brief history 11 2.3 Language 13 2.4 Concepts 13 2.5 The family 15 2.6 Value management through the project cycle 17 2.7 The generic process 19 2.8 Value or cost - balancing benefits and investment 22 2.9 The value of time 25 2.10 Quality 26 2.11 Measuring value 29 3 Principles of risk management 33 3.1 Essential attributes 34 3.2 Evolution 35 3.3 Language 37 3.4 Concepts 37 3.5 The family 40 3.6 Risk management cycle 41 3.7 A generic risk management process 41 3.8 Risk to quality 43 3.9 Measuring risk 44 3.10 Contingency management 49 3.11 Time risk 49 4 An integrated approach to value and risk management 52 4.1 Why integrate? 53 4.2 The integrated process 57 4.3 Timing 58 4.4 Project stages and study types 61 4.5 Understanding the client's business 66 4.6 Programmes of projects 69 4.7 Project launch studies 70 4.8 Summary of value and risk study types 72 4.9 Critical success factors 76 4.10 A framework for introducing value and risk management into an organisation 77 4.11 Embedding value and risk management in an organisation 81 4.12 Drawing on experience 83 4.13 Selecting the appropriate level of activity 86 5 People 88 5.1 The people and their roles 89 5.2 Collaboration versus confrontation 89 5.3 Stakeholder analysis and management 91 5.4 Team building 92 5.5 Partnering 92 5.6 Communications 95 5.7 The supply chain 97 5.8 Selecting the study team 100 5.9 The study leader 103 5.10 Styles of leadership 105 5.11 A study structure based on logic 105 5.12 Overcoming difficulties 107 5.13 Using conflict to advantage 110 5.14 Gaining consensus 111 5.15 Developing value and risk culture 112 5.16 Language 114 6 Concepts, standards and qualifications 117 6.1 Understanding value and risk 118 6.2 Understanding value 119 6.3 Understanding risk 140 6.4 Training and certification systems 150 7 Learning from others 154 7.1 Practice in other sectors 154 7.2 A value and risk approach to project development 155 7.3 Soft value management 161 7.4 Value management in manufacturing 164 7.5 Value management for public services 168 7.6 Risk and enterprise 174 7.7 The impact of partnering on value and risk 183 7.8 Just how mature are your organisation's processes? 188 8 Study types 193 8.1 Types of study 194 8...
