In all but the smallest of projects the project sponsor inevitably has to buy-in the services of other suppliers. Goods and services must be bought, and this requires people to make contracts so that they know the basis on which they are working with each other and to deal with any disagreements that subsequently arise. This means that a knowledge of contracting specifically for project management is necessary if a project is to avoid difficulties and reach a successful conclusion. This volume - which stems from the third edition of the "Gower Handbook of Project Management" - concentrates specifically on the contracting issues that surround projects of any size. Contents......Page 6 List of figures......Page 10 Notes on contributors......Page 12 Preface......Page 16 Project procurement......Page 20 The traditional project contract strategy......Page 21 Alternative project contract strategies......Page 26 Emerging project contract strategies......Page 31 Standard terms for project managers......Page 34 Future trends......Page 35 References and further reading......Page 36 Contract structures......Page 38 The Contract price......Page 40 Terms of payment......Page 46 References and further reading......Page 50 3 Farsighted project contract management......Page 52 Project organization: cooperation or conflict?......Page 54 A theory of contracts: incentivization and governance......Page 56 Contract types and a theory of contracts......Page 58 Choosing contract types......Page 66 A strategy for project contract selection......Page 70 Conclusions......Page 75 References and further reading......Page 76 Bespoke vs standard forms of contract......Page 78 Why use standard forms?......Page 79 Summary......Page 81 References and further reading......Page 82 Contract formation......Page 84 Invalidity factors and frustration......Page 88 Conditions and warranty......Page 89 Background......Page 100 Partnering......Page 101 Benchmarking......Page 113 Incentives and partnering......Page 117 Conclusions......Page 119 References and further reading......Page 121 Some special characteristics of project purchasing......Page 124 The project purchasing manager......Page 126 Subcontracting......Page 127 The purchasing cycle......Page 128 Purchased materials and equipment......Page 132 Amendments to purchase orders......Page 134 References and further reading......Page 135 Managing the bid process......Page 136 The bid process......Page 137 Post-bid review......Page 142 References and further reading......Page 143 Variations......Page 144 Claims......Page 149 Disputes......Page 152 Adjudication......Page 155 References and further reading......Page 157 C......Page 158 I......Page 159 P......Page 160 T......Page 161 W......Page 162 1. Roles And Responsibilities In Project Contract Management / Nigel Smith -- 2. Contracts And Payment Structures / Peter Marsh -- 3. Farsighted Project Contract Management / Rodney Turner -- 4. Standard Forms Of Contract / Stephen Simister And Rodney Turner -- 5. Contract Law / Peter Marsh -- 6. Partnering, Benchmarking And Incentive Contracts / Denise Bower And Fotis Skountzos -- 7. Procurement / Peter Baily -- 8. Bidding / Stephen Simister -- 9. Managing Variations, Claims And Disputes / Peter Marsh. Edited By J. Rodney Turner. This Book Is Derived From The Gower Handbook Of Project Management, 3rd Edition--pref. Includes Bibliographical References And Index. In all but the smallest of projects the project sponsor inevitably has to buy in the goods and services of other suppliers. This requires people to make contracts so that they know the basis on which they are working with each other and to deal with any disagreements that subsequently arise. So a knowledge of contracting specifically for project management is essential if a project is to avoid difficulties and reach a successful conclusion. This book concentrates specifically on the contracting issues that surround projects of any size.
