000			01336cam a2200265 4500
001			ABS66284
008			030107n2002 000 0 eng u
035			_a(Sirsi) u120942
100			_aAdams, J. D.
245			_aProject management in public sector construction projects
260			_c2002
490			_aJournal of Construction Procurement _v8(2) November 2002, 84-100(17)
520			_aUK 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].
590			_aABS
650			_aCASUAL PATH MODEL
650			_aCONSULTANTS
650			_aPERFORMANCE MEASUREMENT
650			_aPROJECT MANAGERS
650			_aTRANSACTION COSTS
650			_aSTANDARD FORMS OF APPOINTMENT
650			_aBUILDING PROJECTS
690			_aProject management _96261
700			_aBrown, A.W.
942			_n0
999			_c71893 _d71893