Project management in public sector construction projects
Series: Journal of Construction Procurement ; 8(2) November 2002, 84-100(17)Publication details: 2002Subject(s): Summary: UK clients are often sceptical about the value added to a capital building project by the use of external consultant project managers. Objective quantification of the precise influence that the consultant project manager has on the performance variables of time, cost and quality has become crucial given the increase in the use of project management. Presents a causal path model developed to deliver such a quantification and provides a fully analysed provisional data set. Discusses the implications for the project management discipline. Tables and references [Taken from journal abstract].| Item type | Current library | Call number | Copy number | Status | Barcode | |
|---|---|---|---|---|---|---|
| Journal article | London Journal article | ABS66284 (Browse shelf(Opens below)) | 1 | Available | 120942-1001 |
UK clients are often sceptical about the value added to a capital building project by the use of external consultant project managers. Objective quantification of the precise influence that the consultant project manager has on the performance variables of time, cost and quality has become crucial given the increase in the use of project management. Presents a causal path model developed to deliver such a quantification and provides a fully analysed provisional data set. Discusses the implications for the project management discipline. Tables and references [Taken from journal abstract].