Book description
The objective of the book is to make accessible the ways in which
social network analysis (SNA) may be used to observe, monitor and
analyse systems and relationships in major construction project
coalitions. Although this has been an established analytical technique
in the US for some time, it is only now being developed in the UK.
Having spent nearly two decades investigating major project
relationships using SNA, the author has brought together mathematical
and sociological methods, and major project relationships in a manner
that will inspire both academic interest and a desire to apply these
concepts and techniques to live construction projects. Case studies
include projects from two of the UKs largest property developers, the
UK Ministry of Defence and a County Council.
SNA is innovative - but potentially inaccessible to project
management analysts and practitioners. This book will provide clear
and relevant explanation and illustration of the possibilities of
using SNA in a major project environment.
In addition to offering the potential; for sophisticated
retrospective analysis of a wide range of systems associated with
construction and engineering project coalitions, the author looks at
how we might apply the network analysis findings to the design and
management of project and supply chain networks.
Dr Stephen Pryke
is a Senior Lecturer in Project Management at The Bartlett School,
University College London and Director of Studies for the MSc Project
and Enterprise Management programme there. He has published a number of
books and papers in leading research journals dealing with supply chain
management, social network analysis and the legal aspects of procurement
reforms in the UK. His work has been presented to a number of
international research conferences and his work on procurement and
project management systems in France and China has been published by the
RICS. He has provided project management training and consultancy to a
number of major European companies and is a consultant to Durland
Consulting in Chicago, USA. Prior to entering academia in the mid 1990s,
he ran his own consultancy and held a number of senior project
management positions in both the public and private sectors within the
UK.
