New Project and Partnering Techniques
Edited by Haydn Shaughnessy
Bibliographic record and links to related information available from the Library of Congress catalog
About the Contributors
Series Preface
CHAPTER 1 The Practice of Collaboration Management
Haydn Shaughnessy
New skills requirements -- Collaboration management
-- Corporate networking -- Replacing traditional
alliances -- Infrastructure opportunities and
collaboration -- The nature of collaboration
management -- Transient relationships -- Key skills of
collaboration management -- Summary -- A new
learning resource
CHAPTER 2 Managing the Search for Partners
Nicholas Parker
Forms of collaboration -- The collaboration
process -- Identification of needs -- Getting the format
right: alternatives to formal joint ventures and
mergers -- Structuring the search -- Dealing with
cliches -- Selection of partner
CHAPTER 3 New Objectives for Legal Agreements in
Collaborative Management
Willem Gooijer and Haydn Shaughnessy
Rethinking contractual relationships -- Contracts and
relationship quality -- Contracts and relationship
objectives: 10 ways to orientate contracts towards
good relationships
CHAPTER 4 Contract Acquisition and Partnering Strategies
Martin Collins
Factors stimulating collaboration in public
contracts -- The European Bank for Reconstruction
and Development -- The World Bank -- PHARE and
TACIS -- European Investment Bank (EIB) -- New
EC procurement laws -- The EC's structural funds --
Identifying the right partnering strategy -- Partnering
checklist
CHAPTER 5 Risk Analysis and Inherent Risk -- Management
Priorities
Chris Chapman
How, why and where of risk analyses -- The base
plan -- The benefits of formal risk -- management
processes -- The nature of formal project
risk -- management processes -- Qualitative analysis: the
identification or scope phase -- Qualitative analysis:
the structure phase -- Qualitative analysis: the
parameter phase
CHAPTER 6 Anticipating Problems: Project Risk Assessment and
Project Risk Management
Kris Nielsen and Pat Galloway
The risk issue -- Getting a picture of project risk --
Where does project risk occur? -- How is project risk
analysed? -- What is the result and on what projects
is application appropriate?
CHAPTER 7 Project Monitoring
Gavin Warnock
The nature of monitoring, -- Monitoring and
evaluation -- Monitoring and management -- Timing
and funding of monitoring -- Recent experience with
monitoring -- Monitoring and peer review --
Monitoring and collaborative project management
CHAPTER 8 Time Management in Managerial Roles
Colin Mackay
Time and quality -- Time management and time
measurement -- Characteristics of a good time --
management system -- Implementing time
measurement: nine steps to implement time
recordings
CHAPTER 9 Successful Capacity Management: Creating the
"Just-in-Time" Project
Ulrich Crombach and Klaus-Joachim Lemke
Thinking about the "just-in-time" project -- Focusing
on costs -- The concept of model calculation --
Capacity management -- Components of a successful
capacity management system
CHAPTER 10 When Things Go Wrong: Making Effective Use of
New Arbitration Procedures
John Kendall
Uncertainty and disputes -- Governing law --
Forum -- Litigation -- Arbitration -- Alternative
Dispute Resolution (ADR) -- Expert determination --
National arbitration systems -- International
arbitration -- The ideal arbitration clause -- Tactics --
Arbitration procedure -- Managing a dispute: six key
skills of a good arbitration lawyer -- Enforcing an
award
Addresses and Contact Numbers of Contributors