Suchergebnisse

A guide to effective corporate and project management in the construction industry with a focus on the role that people play in the process Global Construction Success explores the importance that human dynamics play in risk management of construction projects. Every time a project is structured, designed and built, personal behaviours and inputs can either lead to success or be the cause of failure. With contributions from noted experts on the topic, the book offers insight into stakeholders' reactions in a variety of situations, provides expert analyses of risk management and proposes potential solutions and recommendations in order to ensure effective construction management. The book explores common causes of project failure, outlines the key factors of successful projects, shows how to implement Public Private Partnerships, explores the different stages of structuring projects and reveals what it takes to manage difficult client/contractor relationships. International case studies of major projects clearly illustrate how communications and relationships can lead to helpful solutions to commonly encountered challenges to achieve positive results. This new and updated edition: Offers a comprehensive review of the impact human dynamics play in the success or failure of construction projects Stresses the importance of the leadership of senior management Offers a new chapter on managing and resolving conflicts Shows why the industry needs better risk management Includes new information for managing communications and relationships Explores new areas of technology that are being embraced by the construction industry Written for construction industry senior management in both the corporate and government sectors, project management professionals, consultants and supply chain participants, the second edition of Global Construction Success has been updated to include expanded material for minimizing risk and improving management quality and profitability when working with international construction projects.

War outcomes are unlikely to effect elections if the major parties did not disagree over the war. Leaders who enter into wars are more likely to be punished for defeat or rewarded for victory if the opposition did not support the government during the war. Employing original data on legislative opposition during interstate wars, this paper examines all elections since WWII in the United States, the United Kingdom, Israel, and India. The results confirm that leaders are far more likely to be punished (rewarded) for bad (good) outcomes if the opposition did not support the war. Further, there is no direct effect of either war outcomes or the position of the opposition. It is only when considered in conjunction with the opposition's behavior that the important link between war outcomes and elections is revealed.