Walker, D. H. T. and Rowlinson, S., Eds. (2008).
Procurement Systems – A Cross Industry Project Management Perspective,
Taylor & Francis, London
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consider it as a recommended text and source of useful project management
practitioner continued professional development material.
Chapters
authors are either academics with significant industry experience or
practitioners with a significant academic interest in the subject materials.
The
editors have edited and written a number of books related to project
procurement and project management, mainly with a construction industry focus.
This book was aimed to broaden the project procurement perspective to be
relevant to the more general project management community.
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About
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About The Book’s Content
This book is primarily focussed upon how project
leaders can make and influence procurement decisions so as to realise a project
that truly delivers value to project stakeholders for project and
organisational success. Particular
attention is paid to the nature of ‘value’ in this process, in doing so, we introduce
a range of intangible project outcomes including ethical concepts to help
project managers consider and address relative, identified ethics issues when
realising a project.
The key theme is procuring project value.
Organisations tend not to want to merely source products, equipment, people or
systems rather they have a complex (often implicit) need for a bundle of
resources that help them generate and deliver something that will be valued by
those receiving the project product/service.
Value can be explicitly and implicitly
expressed. Understanding procurement options allows us to manage procurement
choices and subsequent outcomes.
Procurement is more than being about
outsourcing or contracts administration. While many, if not most, projects have
been traditionally outsourced there is an increasing trend toward ‘projectisation’
of many business processes so that these become treated as ‘projects’ within
programs of projects. Many of these kinds of project are sourced using in-house
resources.
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About The Book’s Editors
Derek H.T. Walker
(co-author on Preface and
chapters 1 through 14)
Dr Derek Walker is
Professor of Project Management at the School of Property, Construction and
Project Management at RMIT University, Melbourne, Victoria Australia. He is
Director of the Doctor of Project Management (DPM) program http://dhtw.tce.rmit.edu.au/pmgt/
. His PhD thesis is related to construction time performance management and
this led him into further investigation of a range of project procurement,
organisational learning and innovation aspects of PM. He has successfully
supervised numerous PhD candidates in this area as well as having written
several books, over 30 book chapters and in excess of 150 peer reviewed papers.
Further details can be found on http://dhtw.tce.rmit.edu.au/
. His industry experience includes 16 years in the construction industry in the
UK, Canada and Australia (including a two year period with a project planning
software support and development organisation) with 20 years as an academic
also providing consulting services to the construction and IT industry.
Steve Rowlinson (co-author
on Preface and chapters 1, 2, 3, 4, 9 and 13)
Dr Ir Steve Rowlinson is a
Professor in the Department of Real Estate and Construction at Hong Kong
University and he is involved actively in research and
Doctoral supervision in the areas of procurement systems, construction
management, occupational health and safety and ICT. He has been coordinator of
the CIBW 092 working commission on Procurement Systems for over ten years now
and has co-organised numerous conferences and symposia in this capacity. Steve
has authored and co-authored more than ten books and over 100 peer reviewed
papers. He is an Adjunct Professor at Queensland University of Technology where
he has a particular interest in international project management and
construction innovation. Steve has acted as a consultant to, inter alia, Hong Kong Works Bureau, Hong
Kong Housing Authority and Queensland Department of Main Roads and, as well as
numerous consultancy reports, has produced over 100 expert reports in relation
to construction site accidents and construction disputes over the past twenty
years in Hong Kong. He is a member of the Institution of Engineers (HK), the
Institution of Civil Engineers (UK) and a Fellow of the Royal Institution of
Chartered Surveyors and is a keen golfer. For more details see http://rec.hku.hk/steve/
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About The Book’s Chapter Co-authors
Mario Arlt (co-author on
chapters Preface and 1, 5 and 7)
Mario Arlt M.S., PMP is a
Senior Manager with SIEMENS Corporate Research, Inc. Princeton, NJ, U.S.A. and
also a Doctor of Project Management (DPM) Candidate at RMIT University,
Melbourne, Australia. Over the past 15 years, he has actively managed and
provided consulting services on small to large-scale projects in Financial
Services, Banking, Automotive, Pharmaceutical and High Tech industries. During
the last four years he has established and managed a project management
consulting group within the SIEMENS USA. He is a PMI Project Management
Professional, Certified OPM3® ProductSuite Consultant and Assessor. His areas
of expertise include project portfolio management, project recovery and PMO
management.
Justin Stark (co-author on
Preface and chapters 1 and 7)
Justin Stark, BSc.
GradDipMGMT, MBA, PMP, AACS, is a program manager at Hewlett Packard Ltd.,
Melbourne, Australia and is also a Doctor of Project Management (DPM) Candidate
at RMIT University, Melbourne, Australia. Justin has extensive experience in
managing a wide range of varied projects including infrastructure role outs and
design (architecture), transition and transformation programs, national and
international data centre and office relocations as well as global SDLC
programs and pursuit management. Justin is PMP certified and has published a
number of academic papers on subjects including ICT and Outsourcing Services as
well as being an invited speaker on Asset Management throughout the Asia Pacific
region. Justin areas of expertise are project recovery, offshore relocations,
global programs and PMO management; his thesis area is on Portfolio
Optimisation within an Enterprise setting.
Dr
Lynda Bourne (co-author
on chapter 3)
Dr Lynda Bourne received her Doctor of Project Management degree at RMIT
University where her research on defining and managing stakeholder
relationships led to the development of a new project management tool, the Stakeholder Circle™
(See
URL http://www.stakeholder-management.com
for more details). She has authored numerous papers, and
is a recognised international speaker on the topic of stakeholder management,
project communications and other related subjects. Professionally, Lynda is the
Managing Director of Stakeholder Management Pty Ltd and is responsible for the
development and delivery of a range of advanced project and stakeholder
management training courses; including courses for PMP, CAPM, PgMP and OPM3
ProductSuite accreditation. She was the first accredited OPM3 ProductSuite
Assessor and Consultant in Australia, chaired the OPM3 ProductSuite Examination
committee and was the inaugural winner of PMI’s ‘Project Manager of the Year’
award (2003, Australia) and has contributed to a number of PMI standard
development teams including the OPM3 and Program/Portfolio Management
Standards.
Dr
Michael Segon (co-author on chapter 4)
Dr Michael Segon teaches at
the Graduate School of Business at RMIT University, Melbourne, Victoria
Australia. He received his PhD focussing on Creating and Implementing Ethics
Systems in large organisations from the Queensland University of Technology in
2006. From 2003-2006 he was retained by KPMG Australia Melbourne Office) to
provide professional advice and consulting services in ethics and
integrity.
Dr
James Norrie (co-author
on chapter 5)
Dr James Norrie received his Doctor of Project Management degree at RMIT
University and is currently the Director of and a Professor in the School of
Information Technology Management (ITM) at Ryerson University in Toronto,
Canada (www.ryerson.ca) where he teaches
both graduate and undergraduate courses in project management and business
strategy. He is the author of two books,
several articles and speaks frequently around the world on topics related to
project management with particular interest and expertise in enterprise project
management (EPM), project portfolio management (PPM), strategic project
selection and the use of the balanced scorecard as a project management tool.
Dr
Kersti Nogeste (co-author
on chapter 6)
Dr Kersti Nogeste is
Director and Principal Consultant of Project Expertise Pty Ltd (www.projectexpertise.com.au);
received her Doctor of Project Management (DPM) degree from RMIT University,
Melbourne, Australia; has managed successful projects and programs of work in
Australia and North America; is a doctoral supervisor, guest university
lecturer and a board member of a regional hospital and health service. Using
this combination of qualifications and experience, Kersti applies a unique
balance of rigour and relevance to helping her clients implement their
organisational strategy via projects; ensuring alignment of organisational
strategy, programs of work and individual projects through to the level of
project outcomes and outputs. Kersti’s most recent roles have involved managing
product development, IT&T infrastructure and company merger and acquisition
(M&As) projects and programs of work. In addition, Kersti is the author of
a number of peer-reviewed journal articles and a regular speaker at national
and international conferences.
Dr
Guillermo Aranda-Mena (co-author
on chapter 7)
Guillermo is currently a Lecturer in
Property, Construction and Project Management at RMIT University, Melbourne,
Australia. He holds a PhD in Construction Management and Engineering from The University
of Reading and a Masters of Science in European Construction Engineering from
Loughborough University of Technology, both in the United Kingdom. In 2003
Guillermo was appointed Post Doctoral Research Fellow at the University of
Newcastle, Australia, working on a Cooperative Research Centre for Construction
Innovation (CRC-CI) research project in Building Information Modelling (BIM) in
collaboration with the Common Wealth Scietific and Iindustrial Research
Organisation (CSIRO), Ove Arup and Woods Bagot Architects. He is currently RMIT
principal investigator of four CRC-CI research projects including ‘Business
Drivers for BIM’, ‘Mobile Telcom in Construction’, ‘eBusiness Adoption in
Construction’ and ‘Automated BIM Estimator’. He is currently supervising
various Masters Theses and two PhDs. Guillermo is a Conjoint Academic to the
Singapore Institute of Management, Singapore and the University of Newcastle,
Australia. Publilcations and further details can be found on
Dr
Tayyab Maqsood (co-author
on chapter 8)
Dr Tayyab Maqsood is a Lecturer in Construction
and Project Management in School of Property, Construction and Project
Management at RMIT University, Melbourne, Victoria Australia. He is a Civil
Engineer and has worked in Australia, Hong Kong, UK, Thailand, and Pakistan in
various capacities as lecturer, project engineer and research associate over
last 11 years. His PhD investigated the role of knowledge management in
facilitating innovation and learning in the construction industry. His PhD work
is published in 22 refereed articles.
Fiona Y.K Cheung (co-author on chapter 9)
Ms Cheung recently completed her Master
of Applied Science at Queensland University of Technology on the topic of Determinants
of Effectiveness in Relational Contracting. She has been also working as
research assistant on the CRC in Construction Innovation in Brisbane on a
number of research projects associated with relational contracting and has
co-authored a number of conference and journal papers. Ms Cheung is currently
QUT PhD candidate focussing on relational contracting and sustainability in the
construction industry.
Dr
Beverley Lloyd-Walker (co-author
on chapter 10)
Dr Beverley Lloyd-Walker
undertakes teaching and research in the School of Management, Faculty of
Business and Law, Victoria University, Melbourne, Victoria, Australia.
Her PhD focused on IT-supported change in the Australian banking industry and
its impact on bank performance. Dr
Lloyd-Walker’s more recent research and teaching has maintained a strong
interest and emphasis on strategic human resource management issues and she has
co-authored with John Griffiths and Gary Dessler Human
Resource Management, published by Pearson Education Australia, the third
edition of which is due for release in mid 2007. Dr Lloyd-Walker has also
contributed several book chapters on construction procurement and the role of
IT in human resource management.
Dr
Helen Lingard (co-author
on chapter 10)
After completing a PhD in
the field of occupational health and safety in the construction industry, Dr
Lingard worked as Area Safety Advisor for Costain Building and Civil
Engineering (Hong Kong). Dr Lingard has lectured in occupational health and
safety and human resource management at RMIT and Melbourne universities and
provided consultancy services to corporate clients in the mining, construction
and telecommunications sectors. Dr Lingard has researched and published
extensively in the areas of occupational health and safety, work-life balance
and human resource management. She has co-authored two books on Human
Resource Management in Construction Projects and Occupational Health and
Safety in Construction Project Management. She is writing a third book on
the subject of Managing Work-Life Balance in the Construction Industry, to
be released in 2007. Dr Lingard is Associate Professor (Construction
Management) in the School of Property, Construction and Project Management,
RMIT University.
Chris Cartwright (co-author on chapter 11)
Chris Cartwright PMP has recently retired from Ericsson Australia after
35 stimulating years, the final 10 years taking responsibility for project
management methods and competence. Driving the process improvement activities
for the Ericsson Project Office the team was rewarded in October 2005 when the
organisation was recognised “best in class” globally within the group. Chris is
currently completing his Masters Degree in Project management at RMIT. An
active member of the Melbourne chapter of PMI Chris has spent time as a
director and is currently managing a global team of 450 PMI members writing the
second edition of the Project Manager Competency Development Framework, an ANSI
standard, due for release in Q3 of 2007.
Dr Peter Rex Davis (co-author on chapter 12)
Peter Davis is an Associate Professor in
Construction and Project Management. He commenced teaching and research at
Curtin in 1994. Prior to entering academia Peter amassed many years experience
in commercial construction, with both Government and corporate clients.
Projects undertaken varied, and encompassed Schools, Hospitals, local
government buildings and major developments of significant complexity and
scope. Peter has professional experience in construction management in both the
UK and Australia. Peter has a PhD that investigates the impact of Relationship
based procurement. The doctoral program was carried out at Royal Melbourne
Institute of Technology (RMIT), Melbourne. Apart from his research into
Construction Procurement Peter actively researches teaching and was awarded a
Curtin University Excellence and Innovation in Teaching Awards (EIT) in 2003.
Alejandro Arroyo (co-author on chapter 14)
Alejandro
Carlos Arroyo, MBA Marine Resource Management, MSC Shipping and Ports, is also a Doctor of Project Management (DPM) Candidate at RMIT University, Melbourne,
Australia. He is focusing his thesis on an integrative project at transnational
scale that is taking place today in South America, by involving knowledge
management and communities of practice concepts within an ever-changing
political and business environment. He is CEO and Consultancy Director of
Buenos Aires-based Southmark Logistics SA (www.southlog.com)
– a company focusing on project logistics across the Americas in the segments
of mining, oil and gas, hydropower, infrastructure, transportation, marine environment,
and project sustainable development. Alejandro works at present for a number of
large projects in the natural resources and infrastructure areas in the
logistic and environment function, across the vast and complex geography of
Latin America, the Caribbean, and Alaska.
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Chapters and co-authors:
|
Chapter
and Title |
Authors |
|
Preface
– General introduction and explanation of the books purpose, focus and value
proposition |
Derek H.T. Walker and Steve Rowlinson |
|
Chapter 1
Introduction and Procurement Fundamentals - provides a discourse on the nature of value,
PM, and procurement and defines terms and the historical journey that has led
from a lowest-cost tender to the sophisticated view expressed in this book
and the literature that has supported the development of this book. It
discusses the ‘make or buy’ decision and the rationale for outsourcing and
also the various outsourcing types. |
Derek H.T. Walker, |
|
Chapter
2 – Project Types and their Procurement
Needs - addresses
the issue of the context of different types of project and how that impacts
upon a choice of procurement methods to use. A discussion of relevant
contract administration issues is also presented as they relate to generating
and maintaining value within the context of procurement choices. |
Derek H.T. Walker and Steve Rowlinson |
|
Chapter 3
– Stakeholders and the Supply Chain - views procurement from the stakeholder
perspective. Stakeholders can add considerable value to projects as well as
negatively threaten projects, draining management energy and causing
disruption. |
Derek H.T. Walker, |
|
Chapter 4
- Business Ethics and Corporate Citizenship - includes important discussion of ethical
issues relating to procurement. This chapter also discusses project and
corporate governance and the impact of brand image upon those associated with
a project. |
Derek H.T. Walker, Michael Segon and |
|
Chapter
5: The Role of
Business Strategy in PM Procurement - is important because it discusses the strategic
decisions that anchor a project in a particular trajectory, the initial
approval to proceed and the strategies that may govern the project throughout
its life cycle. |
Derek H.T. Walker, Mario Arlt and James Norrie |
|
Chapter 6 – Performance Measures and Project Procurement - logically discusses performance measures and ways of value being perceived and how to assess the effectiveness of project teams in a holistic manner. This chapter indicates how recent research has shown how hidden intangible value can be identified and linked to more tangible project outputs so that the true value of a project can be better articulated and monitored. |
Derek H.T. Walker and Kersti Nogeste |
|
Chapter
7 – E-Business and Project Procurement - investigates how
e-business has affected project procurement choices and procedures. This
chapter also discusses important facets of how information communication
technology (ICT) is supporting project procurement and delivery processes and
how it should be factored into a project procurement and delivery strategy. |
Derek H.T. Walker, Guillermo
Aranda-Mena, Mario Arlt and Justin Stark |
|
Chapter 8
– Procurement Innovation and Organisational Learning - addresses the important
and often neglected aspect of innovation, organisation learning and KM that
can add value to project procurement processes. |
Derek H.T. Walker and Tayyab Maqsood |
|
Chapter 9
– Culture and its Impact Upon Project Procurement - brings forward critically
important issues relating to cultural dimensions of procuring and delivering
projects. This includes the cultural environment of projects and how a
procurement design can set it on a more positive trajectory. Project teams
these days comprise cross-cultural groups whether these are cross-national or
cross-disciplinary cultural groups. These issues are relevant to considering
and designing an effective procurement and project delivery strategy. |
Steve Rowlinson, Derek H.T. Walker and
Fiona Y.K. Cheung |
|
Chapter 10
–Project Procurement and the Quest for talent - addresses a key issue
relating to project delivery. Projects do not deliver themselves, people do.
Therefore, effective procurement choices should build in value that tempts
the project organisations to attract the best available talent to deliver
value. This is as relevant to both in-sourced and outsourced projects. |
Beverley Lloyd-Walker, Helen Lingard and
|
|
Chapter
11 Case Study – Developing a Centre of
Excellence (CoE) – reports on the initiation and development of a Centre of
Excellence at Ericsson P/L – links strongly to the Strategy, Culture and
Quest for Talent chapters. This provides a practical example of how a centre
of excellence was developed and vital resources procured. |
Chris Cartwright and Derek H.T. Walker |
|
Chapter
12 Case Study –
Trust, Commitment and Mutual Goals in Alliances – Reports on research
undertaken into a significant number of alliance projects in Australia with a
focus on how trust and commitment was developed at the start of projects with
a formal set of workshops to build relationships between alliance partners.
This provides a practical example of how to successfully develop trust and
commitment in alliance team members and how an alliance procurement choice
can be designed to facilitate this. |
Peter R. Davis and |
|
Chapter
13 Case Study –
Innovation Management in Alliances – focuses upon project alliances from several
case studies. The chapter then explores how a culture of innovation was
engendered and how innovation was better managed through the project
alliance. This provides a practical example of how to change culture in
organisations to manage innovation and how an alliance procurement choice can
be designed to facilitate this. |
Steve Rowlinson and Derek H.T. Walker |
|
Chapter
14 Case Study –
Business Transformation through an Innovative Alliance – focuses on an
innovative way to reconfigure the supply chain through an alliance between an
iron or supplier in Brazil, a steel manufacturer in Argentina, a barge
operator based in Paraguay and a logistics consultant based in Argentina. The
project involved both a physical capacity building exercise involving building
barges but also relationship capacity building through strategising a
completely new business model. This provides a practical example of a
significant business transformation and how a procurement choice facilitated
this. |
Alejandro C. Arroyo and Derek H.T.
Walker |
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