Graham Winch

University of Manchester

Author Statistics

Papers

Citation

H-Index

i-10 index

Research Trends

Author Order

Document Type

Co-Authors

Eunice Maytorena-Sanchez

University of Manchester

Natalya Sergeeva

University College London

Natalya Sergeeva

University College London

Jonghyuk Cha

University of Westminster

Michael Newman

University of Utah

Carmine Bianchi

University of Palermo

Philip Joyce

University of Maryland, College Park

Jeffrey K. Pinto

Pennsylvania State University

Roger Courtney

University of Manchester

David Lowe

Queen Elizabeth University Hospital

Cooperative Institutions

University of Manchester

University College London

Manchester School of Architecture

Massachusetts Institute of Technology

College of Business Administration

Pennsylvania State University

Georgia Institute of Technology

The Ohio State University

Stanford University

New Jersey Institute of Technology

Author Statistics

Papers

Citation

H-Index

i-10 index

Research Field

Managing Construction Projects

Graham Winch

Part I Introduction: The management of construction projects The context of construction project management Part II Defining the project mission: Deciding what the client wants Managing stakeholders Part III Mobilising the resource base: Forming the project coalition Motivating the project coalition The dynamics of the supply chain Part IV Riding the project life-cycle: The project life-cycle Defining problems and generating solutions Managing the budget Managing the programme Managing conformance quality Managing uncertainty and risk on the project Managing project information Part V: Leading the project coalition: Designing effective project organisations Infusing the project mission Conclusions: Revaluing construction project management Bibliography

Extreme project management

Project Risk Management

Project stakeholder

Work breakdown structure

Source

Cite

Citations (414)

Innovation and Management Control: Labor Relations at BL Cars

ILR Review (1986)

Stephen Wood Paul Willman Graham Winch

Management control system

10.2307/2523958

Cite

Citations (0)

The end of the beginning: Understanding benefits realisation in transformation projects in the UK government

Graham Winch J. Cha

This paper addresses the challenges in realising benefits from government transformation projects. No consensus has emerged on how organisational transformation from an information systems project can be efficiently achieved. By clarifying the context of government’s transformation project and reviewing the 10-year experience of information systems projects in the UK public sector, this study seeks to provide empirical evidence which highlights the necessity of a distinctive approach to benefits realisation and organisational transformation activities. We see the end of the project as just the beginning for the Public Service Provider to transform itself utilising the newly implemented information technology and systems. The UK’s National Audit Office’s Value-for-Money reports are used as the source of our content analysis. As an original contribution, the findings highlight the significance of project back-end management activities for organisational transformation that has been a relatively marginalised issue in the project management literature.

Realisation

Source

Cite

Citations (0)

Public-Private Partnerships: a review of the UK Private Finance Initiative

Graham Winch Sandra Schmidt

Private finance initiative

Public–private partnership

10.4324/9781315758053-11

Cite

Citations (2)

Guest Editorial: Special Issue on The European Construction Industry

Construction Management and Economics (2000)

Graham Winch

10.1080/014461900414673

Cite

Citations (0)

Leading

Oxford University Press eBooks (2022)

Graham Winch Eunice Maytorena-Sanchez Natalya Sergeeva

This chapter looks into the notion of leading at the core of strategic project organizing (SPO). It acknowledges that leading is the essential social essence that provides meaning to a common purpose. In SPO, a leader is viewed as a problem-solver for leading complex projects. The chapter then presents the Project Leadership Model (PLM), which developed an incomplete leadership concept that has sense-making, relating, projecting, and creating as its dimensions. Across the three domains, leading is distributed through networks of leaders horizontally and vertically dispersed. The chapter highlights the importance of teaming as an essential component of leading in SPO.

Problem solver

Component (thermodynamics)

10.1093/hebz/9780198861997.003.0003

Cite

Citations (0)

Managing Construction Projects : An Information Processing Approach

Graham Winch

Preface to 1st Edition. Preface to 2nd Edition. Part I Introduction. 1 The Management of Construction Projects. 1.1 Introduction. 1.2 Projects as the creation of new value. 1.3 The project as an information processing system. 1.4 Project management and the management of projects. 1.5 Projects and resource bases. 1.6 The five generic project processes. 1.7 Critiques of the first edition. 1.8 A theoretical perspective on managing construction projects. 1.9 A practical contribution to managing construction projects. 1.10 The plan of the book. 1.11 Summary. Case 1 The Channel Fixed Link. 2 The Context of Construction Project Management. 2.1 Introduction. 2.2 The industry recipe for construction. 2.3 National business systems in construction. 2.4 The regulatory context. 2.5 The construction cycle. 2.6 The development of concession contracting. 2.7 Summary. Case 2 The UK Construction Business System. Further reading. Part II Defining the Project Mission. 3 Deciding What the Client Wants. 3.1 Introduction. 3.2 From artefact to asset: facilities as new value. 3.3 Understanding spatial quality and business processes. 3.4 Indoor environmental quality and business processes. 3.5 Symbolic quality: beyond peer review. 3.6 Justifying the investment. 3.7 Strategic misrepresentation in investment appraisal. 3.8 Defining the project mission: a conceptual framework for product integrity. 3.9 Summary. Case 3 Defining the Mission at the University of York. Further reading. 4 Managing Stakeholders. 4.1 Introduction. 4.2 Which are the project stakeholders? 4.3 Mapping stakeholders. 4.4 The regulatory context. 4.5 Managing consent. 4.6 Ethics in project mission definition. 4.7 The role of visualisation. 4.8 Summary. Case 4 The Rebuilding of Beirut Central District. Further reading. Part III Mobilising the Resource Base. 5 Forming the Project Coalition. 5.1 Introduction. 5.2 The principal/agent problem in construction. 5.3 Procuring construction services. 5.4 The formation of project coalitions. 5.5 Selecting resource bases. 5.6 Forming more effective project coalitions. 5.7 The development of e-procurement. 5.8 Probity in procurement. 5.9 Summary. Case 5 Partnering Between Marks & Spencer and Bovis. Further reading. 6 Motivating the Project Coalition. 6.1 Introduction. 6.2 The problem of moral hazard in construction projects. 6.3 The problem of switching costs. 6.4 Managing the problem of moral hazard. 6.5 Contractual uncertainty and risk allocation. 6.6 Governing the contract and the role of third parties. 6.7 The dynamic of adversarial relations. 6.8 Alliancing. 6.9 Summary. Case 6 NHS ProCure 21. Further reading. 7 Managing the Dynamics of the Supply Chain. 7.1 Introduction. 7.2 Horizontal and vertical governance. 7.3 Internal resource mobilisation. 7.4 Shirking. 7.5 The role of sequential spot contracting in construction employment. 7.6 Managing the supply chain. 7.7 Managing consortia and joint ventures. 7.8 The dynamics of supply chains. 7.9 Clustering the supply chain. 7.10 Summary. Case 7 Building Down Barriers. Further reading. Part IV Riding the Project Life Cycle. 8 Minimising Client Surprise. 8.1 Introduction. 8.2 Projecting a perfect future. 8.3 Strategies for imagining the future: options thinking. 8.4 Moving from phase to phase: gating the process. 8.5 The gap analysis approach. 8.6 What do we mean by project success? 8.7 The nature of information flows in problem solving. 8.8 Process representation. 8.9 Knowledge management and learning from projects. 8.10 Summary. Case 8 Riding the Life Cycle on the Glaxo Project. Further reading. 9 Defining Problems and Generating Solutions. 9.1 Introduction. 9.2 Tame and wicked problems in the project process. 9.3 Solving the briefing problem. 9.4 Client organisation for briefing and design. 9.5 Solving the design problem. 9.6 The cult of wickedness. 9.7 The management of design. 9.8 Summary. Case 9 Designing the Sheffield Arena. Further reading. 10 Managing the Budget. 10.1 Introduction. 10.2 Levels of accuracy in project budgets. 10.3 Developing a budgetary system. 10.4 Using the PBS to control the budget. 10.5 Value engineering and cost management. 10.6 Constructability. 10.7 Controlling the budget. 10.8 Earned value analysis. 10.9 Mitigating optimism bias. 10.10 Budget overruns and escalating commitments. 10.11 Summary. Case 10 The Centuria Project Budget. Further reading. 11 Managing the Schedule. 11.1 Introduction. 11.2 Critical path method. 11.3 Resourcing the project. 11.4 The limitations of the critical path method. 11.5 New approaches to project scheduling. 11.6 The dynamics of the project schedule. 11.7 Summary. Case 11 Centuria Project Schedule. Further reading. 12 Managing Conformance. 12.1 Introduction. 12.2 The principles of quality management systems. 12.3 Inspection. 12.4 Quality control. 12.5 Quality assurance. 12.6 Integrated management systems for quality, environment, safety and health. 12.7 Creating a culture of improvement. 12.8 Quality awards and self-assessment. 12.9 Conformance management in a project environment. 12.10 Standardisation and pre-assembly. 12.11 Summary. Case 12 From Navvies to White Van Man: Managing Conformance at T5. Further reading. 13 Managing Uncertainty and Risk on the Project. 13.1 Introduction. 13.2 Risk and uncertainty: a cognitive approach. 13.3 The elicitation of subjective probabilities. 13.4 Propensity for risk and uncertainty. 13.5 The practice of managing risk and uncertainty. 13.6 Managing opportunities and threats on projects. 13.7 The strategic management of project risk and uncertainty. 13.8 Summary. Case 13 Managing Front-End Risks Through Networks: Boston Central Artery/Tunnel. Further reading. 14 Managing the Project Information Flow. 14.1 Introduction. 14.2 The principles of integrated project information. 14.3 The development of information and communication technologies. 14.4 Engineering information management systems. 14.5 Enterprise resource management systems. 14.6 e-construction. 14.7 Project extranets. 14.8 The role of the project manager in managing project information. 14.9 Summary. Case 14 Building Information Modelling at One Island East. Further reading. Part V Leading the Project Coalition. 15 Designing Effective Project Organisations. 15.1 Introduction. 15.2 The rise of the project management concept. 15.3 Projects, programmes and portfolios. 15.4 The responsibilities of the client. 15.5 Who is the project manager? 15.6 Organising the project through the life cycle. 15.7 Project organisation in construction. 15.8 Determining the organisation breakdown structure. 15.9 Project teamworking. 15.10 Constructing the team. 15.11 Summary: project organisation design. Case 15 Glaxo Project Organisation. Further reading. 16 Infusing the Project Mission. 16.1 Introduction. 16.2 Appropriate leadership. 16.3 Leadership style. 16.4 Construction project leadership. 16.5 Resolving conflict on the project. 16.6 The levers of power. 16.7 Project culture and leadership. 16.8 Leading the construction project. 16.9 Summary: infusing the project mission. Case 16 Patrick Crotty: Project Director on the Waterloo International Project. 16.10 The project life cycle. 16.11 Keeping control. Further reading. 17 Conclusions: Managing Construction Projects Consummately. 17.1 Revaluing construction. 17.2 Managing for product integrity. 17.3 Managing for process integrity. 17.4 Construction as a manufacturing process. 17.5 Systems thinking and managing projects. 17.6 Professionalism and managing construction projects. 17.7 Judgement in managing construction projects. 17.8 Summary of the book. 17.9 A concluding thought. Case 17 Tinker Bell Theory in Practice. Further reading. References. People Index. Project Index. Subject Index.

Source

Cite

Citations (98)

Project Stakeholder Mapping: Analyzing the Interests of Project Stakeholders

Sten Bonke Graham Winch

Stakeholder Analysis

Project stakeholder

Source

Cite

Citations (58)

The strategic management of architectural practice

Construction Management and Economics (1993)

Graham Winch Eric C. Schneider

The paper develops a model for the strategic management of architectural practice with the aim of better understanding how practices compete with each other for work around a tripartite definition of quality. It assesses the ways in which architectural practices are distinctive as knowledge-based organizations, before assessing some of the characteristics of their industrial context. Drawing on the work of Maister and Porter, it then develops a model of generic strategies for architectural practice which, it is suggested, can form the basis for further research and consultancy. Finally, some comments are made suggesting why architectural practices are relucant to think in strategic terms.

10.1080/01446199300000052

Cite

Citations (63)

The Process of Change: Implementation

Oxford University Press eBooks (1994)

Graham Winch

Abstract Earlier chapters have explored in detail the context and content of change towards lean production. The argument now turns to the process of change itself and addresses the question of how lean production might be achieved. This chapter starts by reviewing existing models of implementation and then goes on to develop a robust, recursive model of the process of change. It then examines the types of structures adopted by organizations to enable this implementation process to happen, and discusses their different properties in terms of the capacity to generate ‘organizational learning’.

Argument (complex analysis)

10.1093/acprof:oso/9780198288411.003.0010

Cite

Citations (0)