Global Construction Success

By Charles O'Neil

A guide to effective corporate and project management in the construction industry with a focus on the role that people play in the process

Global Construction Success explores the importance that human dynamics play in risk management of construction projects. Every time a project is structured, designed and built, personal behaviours and inputs can either lead to success or be the cause of failure. With contributions from noted experts on the topic, the book offers insight into stakeholders’ reactions in a variety of situations, provides expert analyses of risk management and proposes potential solutions and recommendations in order to ensure effective construction management.

The book explores common causes of project failure, outlines the key factors of successful projects, shows how to implement Public Private Partnerships, explores the different stages of structuring projects and reveals what it takes to manage difficult client/contractor relationships. International case studies of major projects clearly illustrate how communications and relationships can lead to helpful solutions to commonly encountered challenges to achieve positive results. This new and updated edition:

• Offers a comprehensive review of the impact human dynamics play in the success or failure of construction projects
• Stresses the importance of the leadership of senior management
• Offers a chapter on managing and resolving conflicts
• Shows why the industry needs better risk management
• Includes new information for managing communications and relationships
• Explores new areas of technology that are being embraced by the construction industry 

Written for construction industry senior management in both the corporate and government sectors, project management professionals, consultants and supply chain participants, Global Construction Success has been updated to include expanded material for minimizing risk and improving management quality and profitability when working with international construction projects.

• Language: English
• Publisher: Wiley
• Release date: Dec 21, 2018
• ISBN: 9781119440338

Book preview

Author's Notes

All opinions expressed in the contributors' chapters in this book are those of the authors and not of any organisation with which they may be associated.

All the other chapters that do not have a nominated author have been written by me, Charles O'Neil, and the opinions expressed in these chapters are mine alone and not of any organisation with which I am associated. The same applies to the quotations in boxes that have not been attributed to anyone in particular; some are commonly used in the industry and some are mine.

Notes on Project References

For obvious reasons we only refer to projects by name if the information quoted is publicly available on the internet from credible sources, such as from company announcements, court records, PPP portals, or approved in writing by the parties involved, and in each case we disclose the source.

Where the information is not publicly available, but we feel that important ‘lessons learned’ have occurred we describe ‘anonymous’ projects. With these references the key facts that caused the situation are based on a real project in each case and are accurately described without any embellishment, but the names of the parties and the location are not mentioned.

Acknowledgements

When I commenced putting this book together I sought advice from a number of my colleagues. This advice was so helpful that the conversation then led to ‘why don't you write a chapter?’

So, we have ended up with 17 contributing authors and I would like to thank all of you very much, because there is no doubt that your experience and insights have given the book a much broader and more interesting perspective. Additionally, you have provided many constructive comments along the way.

I would also like to thank all of my business colleagues and family members who have put in considerable effort in helping to get the book to the finish line, including my wife Andrea Slotnarin, Tony Blackler, Dr David Hancock, David Jardine, Damian Joy, Andy Matthews, Hugh O'Connor, Joanne O'Neil, Kenneth Reid, Frank Schramm, Thomas Schwenzer, Tim Sharpe, Gavin Stuart and Graham Whitson. No doubt there are others whose names I have overlooked who have been really helpful and I thank you equally.

When we completed the main draft of the manuscript we approached industry leaders in several countries to review our book and from this we have received their comments, which we greatly appreciate. On behalf of all of us who have been involved in writing the book, I would like to express our sincere thanks to all our reviewers for taking the time to read the book prior to publication and provide us with their generous endorsements. The purpose of this book is not to be critical of the construction industry for the sake of criticism. It is a call to action so that the industry takes its rightful place as a driver of the global economy for the benefit of all. I believe the comments we have received recognise the potential of the industry to achieve this.

With the production, the team at John Wiley & Sons Ltd have led the way, from initiating the book in the first place, and then with their excellent guidance and suggestions along the path to publication.

October 2018

Charles O'Neil

Biographies

Charles O'Neil DipArb FCIArb

Director, Contract Dynamics Consulting

Charles has over 40 years' experience in construction, steel fabrication, and asset management, predominantly in design and construction (D&C) and Public Private Partnership (PPP) projects – industrial; mining; grain terminals; motorways and bridges; hospitals, schools, prisons; shopping centres; multi‐storeys, including offices, hotels, and apartments. With ‘D&C’ delivery, his career focus has always been on ‘performance contracting’, completing on‐time and on‐budget, based on very detailed planning, specifications, cost estimates, and contracts in order to minimise variations and cost increases for the clients and to avoid disputes.

Charles has worked in Australia, NZ, China, Vietnam, Malaysia, Singapore, Indonesia, Myanmar, UK, Europe, Chile, Canada, South Africa, and Rwanda, gaining an understanding of the different cultural and business practices in these countries. Since 2001 Charles has specialised in PPPs, with involvement in more than 60 projects in nine countries, in a variety of roles including structuring and bidding, design, construction, asset management, and in dispute resolution. He has undertaken appointments in several countries as an Arbitrator, Mediator, Dispute Board Member, Expert Determiner, Expert Witness, and Neutral Negotiator.

Currently, Charles' main activities are consulting on infrastructure and PPP risk management and undertaking infrastructure dispute resolution. He has written several publications on these topics and is a regular university guest lecturer and conference speaker on them.

Ian Williams MSc, CEng, FICE, FCIArb

Ian is a Chartered Engineer and a Fellow of the Institution of Civil Engineers and Institute of Arbitrators. He has over 30 years' experience in major engineering projects in the UK, Southern Africa, the Middle East, and South East Asia. Ian is currently working for the Supreme Committee responsible for transport operations for the 2022 FIFA World Cup Qatar™. Before joining the Supreme Committee, he was Head of Projects for the Government Olympic Executive on the London 2012 Olympic Games. Prior to the Olympics, he held key positions on the delivery of metros in London and Singapore, and airport infrastructure developments at Heathrow for Terminal 5 and the redevelopment of Terminals 3 and 4.

Judy Adams BSc, MRICS

Director and Global Head of Risk Management, Turner & Townsend

Judy joined Turner & Townsend in 1995 as Senior Cost Manager and was made Director in 2002.

She has worked in both the UK and overseas, for clients including BAA, The Wellcome Trust, Royal Bank of Scotland and the Department for International Development. She has also held senior management roles in Turner & Townsend's European and Asian businesses and was Global Operations Director from 2007 to 2011. Since 2011, Judy has performed the role of Global Head of Risk Management.

In addition to her current role, she is also one of Turner & Townsend's 96 global partners.

Professor Rudi Klein LLB, FCIOB, FRSA, Barrister, Cert Ed

Rudi Klein is CEO of the Specialist Engineering Contractors' (SEC) Group UK, an umbrella body representing the UK's premier trade associations in the specialist engineering sector. He is a barrister specialising in construction law and President of the New Engineering Contract (NEC) Users' Group. Rudi is acknowledged as the driving force behind the changes introduced over the years to improve payment performance in the UK construction industry. These have included the Construction Act and project bank accounts. He helped draft the Construction Contracts Act in Ireland, which was added to the Irish Statute Book in July 2013. Rudi is the author of two legal publications and countless legal articles in the construction press and academic journals. He is Visiting Professor of Construction Law at the University of Northumbria and Visiting Law Lecturer at the University of Stuttgart. In 2015 the Technology and Construction Court Solicitors' Association awarded him the Clare Edwards Award for his professional excellence and contribution in the field of construction law. In October 2016 Rudi was presented with a Lifetime Achievement Award by SELECT, the campaigning trade body for the electro‐technical industry in Scotland. SEC Group was awarded the 2018 Gold Award at the H&V News Awards.

Stephen Woodward FAPM

Corporate Risk Management Consultant

Stephen has an interest in human behaviour (NLP Master Practitioner), principled negotiation and conflict avoidance. As a contractors' quantity surveyor (formerly FCIOB) he exploited his risk skills in claims generation. Influenced by construction management procurement he changed direction, becoming commercial director at a Japanese multinational contractor, pioneering early risk identification, fair risk sharing, and project mediation (CEDR Accredited Mediator). Subsequently working with funders, he moved project monitoring from a historical cost to a predictive risk service. For two decades he has been a construction risk advisor to project sponsors, funders and investors, and UK government offices.

Nigel Brindley MBA, IMC, BSc (Hons), CEng, MIMechE, MIFT

Director Infraquest Limited

Nigel advises investors in construction and infrastructure projects and businesses and is a non‐executive director. He specialises in performance improvement and has advised a private equity firm in the acquisition of two distressed construction companies in 2018. Previously, Nigel led the asset management and investor reporting for Barclays Private Equity's infrastructure funds. He fulfilled a similar role at the investments division of Mowlem prior to its acquisition by Carillion. Nigel's background is in managing high profile construction projects (including BP Oil's new headquarters and the MI5's Thames House refurbishment). Nigel started his career at Arup where he was a design engineer on the iconic Lloyds Building in London.

David Somerset BSc LLB(Hons) FRICS FCIArb MEWI

Managing Director Somerset Consult UK

David is Managing Director of Somerset Consult (based in London), a claims, disputes and legal support services consultancy specialising in construction and engineering projects. David is a Chartered Surveyor and also holds a Law Degree.

David is a highly experienced expert witness, having been involved in a number of high profile disputes in the UK and internationally. The disputes include loss and expense claims, claims for rectification costs of defects and professional negligence claims. He is currently the quantum expert of a project assessing the construction costs in excess of US$1 billion.

David has written a number of articles relating to mechanical and electrical design responsibilities, claims from subcontractors and costing information. He is also advisor to a number of large organisations in the UK regarding procurement strategy and claims management. www.somersetconsult.com

Tony Llewellyn FRICS

Collaboration Director at Resolex Ltd., UK

Tony is a specialist in interpersonal dynamics and the effectiveness of project teams. Originally training as a surveyor, he has spent over 30 years working on major construction projects.

Tony has published two books on the topic of team coaching, Performances Coaching for Complex Projects, and The Team Coaching Toolkit. He is also a visiting lecturer at the University of Westminster where he runs a masters module on Developing Effective Project Teams.

Rob Horne CArb, FCIArb, LLM (Disp Res), FSALS, FFAVE (Master), LLB

Head of Construction Risk at Osborne Clarke LLP, London

Rob is a partner at Osborne Clarke, a leading international law firm. He received his Royal Charter as an Arbitrator over 10 years ago as one of the youngest ever Chartered Arbitrators. He is recognised by the legal directories for his innovation in finding solutions to complex project problems and as a leading expert in the NEC form of contract. He is the author of The Expert Witness in Construction published in 2013 and multiple guidance notes on adjudication published through the Adjudication Society and the Chartered Institute of Arbitrators. He is a committee member of the City of London Law Society Construction Group as well as being the chief examiner for the Royal Institution of Chartered Surveyors.

Rob's practice is largely based on major projects within the UK and internationally across the Middle East, Africa, and Europe, and even advising on projects in Australia, in which he is often brought into very early to help steer them through the commercial minefield. He has been involved in disputes up to a value of £250million all tending to be centred around complex engineering problems, significant delay and analysis of disruption caused as a result across transport, power, health commercial, residential, and many other project types.

Richard Bayfield BSc (Hons), MSc, CEng, CEnv, FICE, FCIArb

Construction Consultant, Risk Director and Adjudicator

www.richardbayfield.com

Richard began his career working for Costain on major projects including the Thames Barrier in 1976. He has had senior roles as a contractor, consultant and client. His recent experience includes several major capital projects including the Sainsbury Wellcome Centre at UCL, the new Lambeth Palace Library, the Gradel Quad at New College, Oxford and HS2. Some career highlights follow:

Three times British Construction Industry Award (www.bcia.org.uk) winner as Client representative – 2016 – Sainsbury Wellcome Centre at UCL, 2013 – Bishop Edward King Chapel, Cuddesdon Oxford and 2002 – Honda New European Plant, Swindon.

Member of Construction Minister's sounding board of 6 ‘key industry figures’ appointed to assist the DTI/BEIS (2006/10).

Member of London 2012 Olympics and Heathrow Terminal 5 Dispute Panels.

Former Chairman and Honorary Member of Society of Construction Law (2006).

Joint author of DTI/BEIS sponsored report analysing 40% construction savings made by Honda when developing its 600 acre site at Swindon (2001/2002).

Jon Lyle BBuild (Hons) UNSW,

Development Director, Grocon Australia

Jon Lyle is an experienced international development and construction executive with an extensive track record in emerging and developed markets, delivering major mixed use developments and masterplans. His project portfolio stretches from Australia and New Zealand, through Indonesia and Malaysia to the Middle East, in Bahrain, Abu Dhabi, Dubai, and Saudi Arabia.

With a project portfolio in excess of US$10 billion of delivered projects Jon's understanding of project completion and operations allows him to know the ‘end game’ and what needs to be done on day one to get there successfully.

Jon is a property development strategist who delivers developments using his extensive experience in both construction and development, allowing him to create high level development plans that incorporate all stakeholders and respective schedules of deliverables to ensure all interdependencies required are identified and complied with in accordance with the project plan. Jon is currently (2018) delivering the W Hotel for Marriott on Sydney Harbour.

Dr Robert Gaitskell QC BSc (Eng) FIET FIMechE FCIArb,

Keating Chambers, London, UK

Dr Gaitskell is the Chairman of the Dispute Board for the ITER nuclear fusion project in France, one of Europe's biggest power ventures. He is a Queen's Counsel, and acts regularly as a Dispute Board Member, Arbitrator, Mediator, Adjudicator and Expert Determinator in construction/engineering disputes worldwide. He is also a Chartered Engineer, a Fellow of the Institution of Engineering and Technology (FIET), a Fellow of the Institution of Mechanical Engineers (FIMechE), and a Fellow of the Chartered Institute of Arbitrators (FCIArb). As an engineer he was involved in the design of power stations and oil rigs. He is a former Vice‐President of the IEE/IET (Europe's largest professional engineering body) and Senator of the Engineering Council and a part‐time judge. Dr Gaitskell is the Editor of The Keating Construction Dispute Resolution Handbook 3rd edn, December 2016. His PhD, from King's College, London, concerned engineering standard form contracts. He is the Chairman of the IET/IMechE Joint Committee on Model Forms, which produces the MF/1‐4 Suite of Contracts (used for power plants and other infrastructure projects).

John McArthur Dip Env Pl, BLA

Chairman, Kiewit Development Company, Toronto, Ontario, Canada and

Omaha, Nebraska, USA

John McArthur has 40 years' experience in the design, construction and investment business throughout North America. His education in urban planning and landscape architecture comprise his formal educational training and that, coupled with his years of experience in the design, construction, and infrastructure investment business throughout North America, form the basis of his understanding of risk management. During his career he has developed projects with one of Canada's largest real estate development companies throughout Canada. He also spent several years with a major Canadian construction company working on a variety of large building projects. Since 2003 he has been in the PPP investment business, initially for an international German construction/investment company and more recently with a large American construction/investment company. Over the course of a long career he has seen risk management develop to become the sophisticated process that it is today. Risk management is now widely employed by designers, subcontractors, owners, investors, rating agencies, insurance/bonding companies, and public agencies. He notes that in the past it was only given a minor level of recognition, but now it has become one of the trademarks of not only top tier companies, but also is a process utilised by most that are involved both directly and indirectly in the construction business.

Edward Moore MICW BSc

Edward has been Chief Executive at ResoLex UK since 2004. He is a specialist in embedding collaboration in teams and monitoring the effectiveness of team development. He created the RADAR methodology and toolset, which is a web based project horizon scanning and risk monitoring tool. The service has been developed to understand the impact of human dynamics on risk management and bridges the gap between forensic data and the perceptions of project stakeholders. It is now utilised on major projects to align team collaboration, behavioural risk and traditional risk management. Edward also designs and embeds alternate dispute prevention and resolution processes within project teams and commercial agreements.

Graham Thompson DipEng(Elec), LLB(Hons)

Graham is co‐founder and CEO of Affinitext, a leading technology company which transforms the ability to quickly and confidently understand and manage complex contracts.

Graham has built an international reputation, first as an engineer and then as a key legal and commercial advisor on major infrastructure projects whilst a partner of Pinsent Masons and King & Wood Mallesons, with a lead role in developing successful collaborative contracting models, particularly project alliances.

This unique combination of international engineering, legal and commercial experience, coupled with a strong belief in the benefits of collaboration, led to a keen interest in developing smart technologies to transform the understanding and management of complex contracts.

His co‐founding of Affinitext was a natural progression of this experience, which has led to the exponential global adoption of its disruptive Intelligent Document Format (‘IDF’) technology. www.affinitext.com

Professor Noha Saleeb PhD, MSc, BArch (Hons), FHEA

Dr Noha Saleeb is an Associate Professor in Construction & Creative Technologies, Middlesex University UK. She is Programme Leader for International MSc Building Information Modelling (BIM) Management, focusing on innovative digital technologies, enhancement processes of design, information, project and construction management. She is also Programme Leader for the BSc Architectural Technology programme. Her research interests are in architecture and IT, specialising in 3D digitisation and BIM, currently investigating implementation of Industry 4.0 technologies in design/construction, e.g. AI and Big Data analytics. Dr Saleeb is a practicing architect providing consultancy in BIM design, construction and onsite project coordination, and has achieved many awards and publications in journals, conferences, and books.

Stephen Warburton RIBA

Director, Design & Project Services Ltd.

Trained in Oxford and London, Stephen moved to Hong Kong in the mid 90s to pursue a career with development companies. After prior architectural internships in Washington DC and New York, Stephen was keen to work overseas again and became engaged on a diverse range of projects including luxury villas in Nha Trang, Vietnam, and Hong Kong's new international airport. On returning to the UK, he led Lend Lease's design teams on the BBC Mediacity Salford project. As a keen exponent of design in the built environment, he has also tutored students at the Oxford School of Architecture and has had projects exhibited at the Ashmolean Museum in Oxford, which were subsequently published in A Treasury of Graphic Techniques by Tom Porter. Stephen was a contributor to Human Dynamics in Construction Risk Management by Charles O'Neil in 2014.

Qualifications:

BA (Hons) in Architecture. Oxford Brookes University

Post‐Graduate Diploma in Architecture. Oxford Brookes University

MSc Construction Economics and Management. London South Bank University

Chartered Member of the Royal Institute of British Architects.

David Richbell FCIArb (Mediation) 1943–2018.

David died on 25 September, 2018. Refer to our Tribute to David in the Preface

David had over 25 years mediating commercial disputes over numerous sectors. He had a particular interest in helping the mediator profession achieve recognition and he was responsible for revising the Chartered Institute of Arbitrators Mediation Rules and wrote their model procedure. He was a Board member of the Civil Mediation Council and was responsible for the introduction of the Registration scheme for Individual Mediators, Providers and Trainers.

David wrote the award‐winning Mediating Construction Disputes, written for users, and the acclaimed How to Master Commercial Mediation, written for commercial mediators at every stage of their career.

Preface

Charles O'Neil, editor and author of 11/28 chapters.

Why Have I Written this Book?

I got a rude awakening to risk management in 1977 when I signed a fixed price contract with a two year programme for a coal handling plant for Gladstone Power Station in Queensland. During the next two years there was rampant wage inflation and we lost heavily, not the client. We were so keen to win the contract we excluded ‘rise and fall’ from our offer. A hard lesson, but we survived and we certainly learnt from it!

In 2008, I was asked to investigate why a €300 million highway project cost more than €600 million and how two major companies in joint venture could get it so badly wrong? I quickly established that the cause was a series of shockingly bad decisions that overrode risk management checkpoints all the way up to Board level, all because a number of senior people ‘really wanted to win the first project in that country’. And in doing so they became completely blinded to or ignored the most obvious risk management ‘stop‐signs’. It was a ‘must win’ situation for all the wrong reasons. It only took me a short time to compare the costs per kilometre of similar projects in the data base of one of the companies, where I could see that the out‐turn cost was always going to be around €600 million, even if they built the highway with their best efficiency. There were no excuses, just a lot of egg on face and embarrassing explanations to shareholders.

This investigation whetted my appetite, and out of interest I started looking into construction and engineering ‘disaster’ projects worldwide and researching what went wrong with each of them. My initial objective was to prepare risk management information for internal use by my employer that summarised the most common causes and the lessons to be learnt. The first time round with this research, I identified 19 common causes of significant project failure, but with more investigation this expanded to 35 causes, as listed in Chapter 4. Of these, 20 occurred during the planning and pre‐contract stage and 15 during the detailed design and construction stage

It became very apparent that in virtually every case the real cause was human behaviour at some level of the decision making or implementation stage. In most cases it was at a senior management level. I concluded that the real issue was that ‘people are definitely the problem, not processes’ and the big question was how to reduce the potential for individuals to sidestep the system and cause all sorts of problems through their erroneous behaviour.

Since then I have taken an increasing interest in the ‘human behaviour’ perspective in planning and construction, the effects that people may actually have on situations and how vital it is to understand this in establishing robust corporate and project management.

All this motivated me to write my first book Human Dynamics in Construction Risk Management – the key to success or failure that I published in 2014 and which chronicled my observations and conclusions, supported by contributions from leading experts in their field. The book was well received. The chapter on ‘35 Common Causes of Project Failure’ attracted a lot of attention and we have updated and repeated it here.

Unfortunately since then there have been more high profile project failures and an apparent increase in contractor and supply chain companies collapsing or getting into serious financial difficulty.

My involvement in the construction industry has now lasted for more than four decades, in almost every aspect of it, starting as a welder in steel fabrication; then studying building and moving into site management, subcontracting and head contracting; into property development, Public Private Partnerships (PPPs) and asset management; to representing clients; and in dispute resolution. This has covered a wide range of civil and building projects and in several countries. I have enjoyed (almost) every minute of it and still do, just as much as at the beginning; some would say passionate about it.

The global construction industry is at a crossroads as we write this book in 2018, with some exciting new technical and digital developments, but at the same time the industry is being seriously hampered by the continuing use of outdated business models and terms of contract that need urgent revision.

Efficient and selective contractors are coping with this, but many are not, and they commonly blame low margins and onerous contracts and payment terms, although often these are just excuses for inefficient and incompetent management. However, it is a worldwide problem and the major issues are common almost everywhere. Construction has also been caught up in the push towards globalisation and today you find Chinese contractors in Africa, Koreans in the UK, Australians in the Middle East, and so on, but every second day you read about problem projects and construction companies in financial difficulty somewhere.

So, all of this has been the motivation for our book, which is the combined effort of our contributing authors who have all built their careers around the construction industry. We all share some very real concerns that the global industry is not changing and adapting many of its traditional practices and cultures rapidly enough to be a financially healthy and sustainable industry in this fast moving world, and by comparison with other industries.

My co‐authors and I have written this book with the following purposes:

To advocate the urgent need for change to the outdated business models, processes, and cultures that are holding back the potential of construction contractors and their supply chain to be financially strong and profitable, and to do this by identifying and analysing the key areas of concern.

To use our combined experience to provide practical examples and make recommendations for improving management efficiency at the government, corporate and project levels in order to help the industry become more efficient and less risky for clients, contractors and investors.

It is a real truism of life that there is no better experience than learning the hard way. We all make mistakes and many of the most successful entrepreneurs and managers in a wide range of industries will tell you that those mistakes and the lessons they learnt from them were an invaluable part of their ultimate success. Once may be OK, but what is not acceptable is to make the same mistakes repeatedly, yet this is exactly what has been occurring in the construction industry for at least the last 40 years that this author has been involved with major projects and certainly it has been going on considerably longer.

Objectives

In line with our purposes, our first objective is to identify and analyse all the structural problems and key issues causing concern in the industry that affect the viability of contractors and the supply chain and which in turn affect their ability to deliver quality projects. These areas include:

People, teamwork, and management competency

Human behaviour and its impact on all areas

Business models, forms, and terms of contract

Corporate and project management processes

Risk management.

We also highlight areas where the industry is making good progress with improvements to practices and processes.

We look at how people react in certain situations under pressure or for other extraneous reasons. The study of human factors is becoming widely accepted as a vital management component by many industries, in healthcare, with airline pilots, in factory production, and so on.

This includes all levels of personnel from Board members to site managers. We delve into the range of human behaviour, including defensiveness, aggression (bullies and sledgehammer managers), greed, ego driven behaviour, loss of perspective and reality, and bottom‐drawer managers who hide or ignore things for different reasons.

From this, our next key objective is to make the ‘lessons learnt’ available in an easy‐to‐read, concise and practical form, so that public and private sector managers can take them on board.

It is equally important to examine successful projects as well as those that get into serious trouble, so that effective comparisons can be made and the differences properly understood.

We review the key strategies and processes of corporate and project management, with comment on the good and bad practices and with recommendations for improving delivery efficiency and profitability.

Other key themes that we examine are communications, collaboration and relationship management, all of which rank highly in importance and they receive a lot of attention.

On an industry wide basis, there has definitely been too much emphasis on winning projects to chase revenue and not nearly enough on profitability, cash flow and prudent risk management. This ‘must win’ competitive approach is totally unacceptable when it results in ever‐increasing borrowings and project and corporate losses. Managers need to remember that they are answerable to their shareholders and lenders and are responsible for the prudent use of the shareholder and loan capital.

In writing this book, the challenge we have faced has been to put our collective thoughts together in a frank and objective way that will encourage top level management to review the way in which they operate and ensure that they are running their construction companies like real businesses, and not just be ‘monument’ builders (a common term for revenue chasers).

At the same time, we believe regulators in each country need to really listen to the concerns of the industry and work collaboratively with industry organisations to implement the necessary changes that will overcome the major issues.

So what are the solutions? Certainly for public companies, senior management competence is paramount, with an end to cronyism and jobs for the boys. And accountability has to be reinforced by the regulators through serious penalties for cover‐ups and false reporting.

What are employees and shareholders meant to think when it comes out that the pension fund has been raided to prop up the cash flow, or that the directors have given themselves pay rises or bonuses while the ship is sinking.

Given that most of the problems today have been occurring on and off for decades, it is clear that there need to be some radical changes to the industry culture. We are certainly not alone in thinking this, as someone is saying it publicly every second day. But major change is exceedingly difficult, with conscious and even sub‐conscious resistance always a problem. It will only come about if industry leaders in both the public and private sectors agree and work together on implementing real change to the culture and business models.

My Journey from the Australian Bush to International Construction

My journey started 400 km west of Sydney in Australia; since then I have lived and worked in several countries and now reside in Germany, but I've been lucky enough to travel to various places around the world on a regular basis.

I grew up on my parent's sheep and cattle farm in central New South Wales. I started school riding a horse 5 km down the road to a one‐teacher bush primary school with 16 pupils. My secondary education was in Sydney at a boarding school, where I passed the final year exams and left school at 16. My results were good enough to go to university, but this was never considered and I went back to the bush to learn about sheep, cattle and farming, often spending long days on horseback. 40 years later and after many winding roads I decided it was time to go to university and enrolled at Reading University in the UK to study Arbitration Law and Practice.

The year after leaving school I was fortunate to tour the world for six months playing cricket with an Australian club team; visiting Canada, the UK and some European cities, and then on to Pakistan, India, Sri Lanka, Singapore, and Indonesia. This opened my eyes to the fact that there was a lot more to the world than sitting on a horse chasing sheep and cattle. This experience unknowingly set the stage for my later international career.

I worked with my father on his farm for four years and then went 500 km north to manage a 7000 acre sheep and cattle property. I developed a passion for repairing machinery, welding and building steel yards and sheds on the farms. In 1969, we had an urgent need for a steel cattle crush, used for administering veterinary treatment to cattle in large numbers. Due to the expense, purchasing one was not an option. So a friend on another farm and I decided to design and build a steel one to fit our needs. We probably over‐built them a bit as they are still working well 50 years later! On the back of this we commenced a manufacturing business and within 12 months had 25 employees. I bought out my partner and expanded the range of equipment and also moved into commercial steel fabrication. In 1972 and in 1974, I won awards for new equipment design at the Australian National Field Days, an annual show for farmers and stock breeders.

In 1974, I obtained my Construction Supervisor's certificate and Builder's Licence and our business entered into general construction. We expanded to 100 employees and completed our first significant project that year, the structural framework for a 30 000 m² shopping complex that we built in record time. We entered into a penalty/bonus contract with the client, with my team sharing 90% of an attractive performance bonus and the business keeping 10%.

This set the new direction for the business, which from then on concentrated on what we termed ‘performance contracting’: undertaking Design & Construct (D&C) contracts in Australia and New Zealand with demanding schedules and fixed lump sum contract prices. At the same time we undertook some property development with retail, commercial and residential projects. We gained experience in concept design, feasibility studies, financing and facilities management. As our ‘own’ builder we quickly learnt the importance of the S‐Curve when projects are being developed on loan finance. (See Chapter 24 for an explanation of S‐Curves.)

In 1990–1991 Australia was in the grip of a recession, the construction industry was at a low ebb and it was hard to obtain new projects, let alone make a profit. South East Asia was booming so I toured several countries looking for opportunities and in early 1992 negotiated an agreement between Singaporean investors, as my backers, and a Vietnamese government company in Ho Chi Minh City to finance, design, construct and operate a 21 storey serviced apartment development. It was a 30 year contract that was effectively a PPP. This was one of the first joint ventures established after Vietnam opened its doors to foreign investment and it was not an easy road. The project was successfully completed in September 1996 and continues today as one of the most successful joint ventures in Vietnam.

This was the start of my international career in managing developments and construction projects. The high‐rise project in Vietnam presented a huge learning curve for me in respect of understanding and managing a project involving multi‐national participants, cross‐border contracts and financing.

I lived in Ho Chi Minh City for five years and then in Kuala Lumpur for four years. My involvement in design and construction during this time included factories in Vietnam for foreign manufacturers, shopping centre and industrial park developments in Malaysia, and the infrastructure and utilities design for a new 500 acre township near Yangon in Myanmar, completed before the international sanctions were put in place. These activities introduced me to a broad range of interesting companies, design consultants, and government organisations in these countries and in Singapore and Hong Kong.

Looking back, the most significant experience that I gained was an understanding of the diverse cultural and business practices in the different Asian countries I worked in.

In 2001, I joined the German company Bilfinger Berger AG in the UK, in their PPP division. To me this was a great challenge because PPPs covered feasibility and financing, design and construction through to the long term services operations of the facilities. PPPs are partnering in the true sense and if you don't get it right then the financial and reputational losses can be heavy. The ingredients for successful PPPs are well covered in this book, but in short PPPs are all about people, and the projects rely heavily on the human dynamics working in a positive manner. Since 2001, I have had continued involvement on a wide range of PPPs.

There can be very real human reasons why a project must be completed on time. For example, take the new maternity hospital that was replacing three worn‐out old hospitals in the UK. The National Health Service (NHS) and local authorities publicly announced the opening date four months ahead and at the same time sent out letters to 1000 pregnant mums advising them they could have their babies in the new hospital. One month before the opening date the builder announced the completion would be a month late, which was not acceptable. As the lead person, I was not going to face those pregnant mums! The hospital opened on time! My earlier experience in performance contracting certainly helped in that situation.

Acceleration is a fine line between achieving the target date and blowing the budget, but it does not have to be all about throwing money at it to fix it; in fact there is a much better way. If you lead from the front, motivate and encourage your management team, the builder and their subcontractors, it is not difficult to develop a team spirit whereby no one wants to be the one that lets the team down. People really will go that extra mile on that basis. Empathy, relationships and communications are all important.

During my time working with Bilfinger on PPPs, I became more and more interested in risk management and how vital it is to understand the human element. In 2009–2011, I was appointed director of asset management for the Bilfinger global infrastructure portfolio, overviewing design and construction and operational performance of a range of investments in several countries, including motorways and bridges, hospitals, schools, prisons, and government administration buildings. During this period, I led a team that restructured the global financial and operational reporting into a standardised real‐time process and implemented stringent ‘look‐ahead’ (early warning) risk management procedures.

My interest in dispute resolution goes back a long way because of my involvement in contracting. In 2001–2002, I studied arbitration law and practice at Reading University in the UK. The principles of arbitration led me to change my thinking about the way in which a problem should be approached. Arbitration teaches you to look at situations that are confused or have ‘shades of grey’ and to make them ‘black and white’ by unearthing and assessing the facts and not to be confused by emotional and self‐interested interpretations, to view things impartially, how to read contracts and determine the rights and obligations of the parties, and so on. It can be recommended as great training at any stage in your career, even if you never go on to be an active arbitrator.

Who Should Read this Book and Why?

We hope that this book contains worthwhile material for the decision makers in the construction industry – directors, CEOs and senior managers of government procurement departments and contractors, and all stakeholders in projects from inception through design and construction to facility management and the end users. Our observations, analyses, and recommendations throughout the book apply equally to all these people, from planning authorities to the design team, the commercial managers and cost planners, bankers and lawyers; the complete supply chain. Last but by far not least are the people who will use the facilities and infrastructure, the asset managers and services industry. They are the users who inherit the assets and have to adopt, change and operate less efficiently if their functional needs are not met. They should be involved from the outset.

One of the key objectives of this book is to provide information that will be of benefit to industry participants in both developed and developing countries.

Conclusion

In putting this book together I have been privileged to have received generous and enthusiastic support from my co‐authors, who are all experienced industry leaders in the UK, Europe, North America, and