Download Construction project teams : making them work profitably by Tim Cornick, James Mather PDF

By Tim Cornick, James Mather

This booklet addresses the $64000 matters all for forming potent and ecocnomic groups for building tasks - either inside and among customer, layout and building corporations.

It is split into major sections. the 1st includes theories relating to specific elements of venture groups, with key issues illustrating their functional software. the second one comprises genuine and simulated development and civil engineering case reviews, each one concluding with corrective classes to help winning development venture crew construction

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Their purpose is ‘vocational’ and in one sense any ‘commercial’ motivation is secondary. As they come to a project to meet a client’s specific need they will tend to be reactive rather than proactive as a business organization. M ARKETING FOR THE ‘SUPPLIER ORGANIZATIONS’ INVOLVED IN THE CONSTRUCTION PROJECT The above organizations coming to the project can be considered as either the ‘customer organization’, which is the client’s, or the ‘supplier organizations’, which are the remainder. vp 26 June 1999 15:23:03 Color profile: Disabled Composite Default screen JOINING THE PROJECT TEAM • the ‘supplier organizations’ see the project as a business opportunity for their particular work skill, knowledge and experience but that in the widest possible sense both have similar generic ‘business’ objectives to be met in common through the project.

It is the client, and the client alone, who understands initially why there is a need for a new or rehabilitated building or civil engineering project. Depending on the client’s situation, the project may have some social, political or environmental ‘symbolic’ significance over and above the creation of the facility itself. Regardless of the particular project situation, the project objectives in construction are defined by the client and emanate from the client’s business organization. Only the client can define these objectives, and, therefore, in order to ensure that they are clearly communicated, targeted, maintained and finally achieved throughout the project life cycle, the client needs to ensure that: • • • the appointed project team is sympathetic to the objectives the project team has the skills, knowledge and resources as individual design and construction firms to achieve the objectives in practice the project team becomes, in effect, part of the client’s organization and the expert ‘agents’ by which that organization realizes its objectives for the project.

3) Marketing is a structured method to implement the firm’s business plan so that its business goals are achieved (which could be breaking into a new type of client project market) and is the direction and focus of actions to achieve business goals. ), the firm’s resources are effectively and efficiently used and not wasted, and it is prepared for the challenges of competitors and changing needs of its marketplace. (5) On the basis of the firm’s business plan (previously described in this chapter), a marketing plan should have been drawn up and followed, comprising at the very least: (a) marketing objectives for focus, resources and targets (b) marketing analysis comprising a study of the social, economic, political and technical factors affecting the market, trends and their combined effect on future business prospects (c) a marketing audit, which would look at such things as market size, share, segments (for example, in the construction market, the ‘newly privatized’ client organizations), growth, opportunities and threats, ending with market prioritization for attractiveness.

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