INTRODUCTION

What this book is about

How can it be, in this third decade of the twenty-first century, that so many major projects seem to fail? Clients are disappointed, supplier reputations tarnished, deadlines missed, costs escalate and arguments ensue. It should not be this way.

The people who plan and execute major projects are often highly skilled and highly regarded. They are not obviously incompetent. Where a project uses external suppliers or contractors as a significant support to project delivery, then the risk of a fundamental failure seems to escalate. Is this a failure of project management nous? Is this a failure of procurement nous? Is it both or are there other factors at play?

This book aims to be a self-help manual – even a ...

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