Conflict Prevention in Project Management: Strategies, Methods, Checklists and Case Studies

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Springer Science & Business Media, Aug 9, 2008 - Technology & Engineering - 186 pages
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Tis handbook has three primary objectives : (?) to give the project managers gu- ance to avoid con?icts in project execution and to understand the procedures in case of legal proceedings, (?) to give lawyers the understanding of the technical problems in project management, and (?) to give students an introduction into the technical and legal aspects of managing big international projects. Te case studies and qu- tions at the end of each chapter are especially directed to the student and the young project managers, who try to enter the ever more complicated world of managing international projects. Tis book does not try to give legal advice, but it tries to help engineers and project managers how to thoroughly plan their project in order to avoid con?icts during execution. In this way it also helps lawyers to better understand their clients, when they have to defend them in con?icts regarding big international projects. Te authors’ many years of experience in managing international projects on one side and in assisting as experts and monitors of litigation on the other side have led them to write this book and thus to help other project managers avoid the mistakes that they themselves and other project managers have made in the past.

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5152 The Mineral Processing Plant A Description of the Conflict
5153 The Food Processing Plant A Description of the Conflict
5154 The New Technology Plant A Description of the Conflict
5155 The Semiconductor Project A Description of the Conflict
516 Conclusion to Chapter 5
517 Questions on Chapter 5
Litigation Arbitration and Mediation Contributing to Conflict Settlement

32 Material Obligations and the Drafting Process
33 Regulatory Obligations
34 Financial Obligations
342 Security System
35 Taxes
36 Project Organisation Provisions
38 Contract Drafting in Europe Asia and America
382 Survey on Lawyers Opinion on Conflicts in International Projects
383 Asian Contract Drafting as Observed by Europeans
384 American Contract Drafting as Observed by Europeans
386 International Standards and Good Practises
39 Conclusion
310 Questions on Chapter 3
Preventing Conflicts by Application of Psychology
42 Understanding the Dynamics of Conflicts
422 Level Two Win Lost
423 Level Three Lost Lost
43 Dimensions of Conflicts on Project Level
44 Understanding Ones Own and the Other Partys Reactions to Conflicts
441 The Persons Involved
45 Fostering Constructive Responses to Conflicts
452 Destructive and Constructive Conflict Communication
46 Understanding Organizational Differences
47 Suggestions About How to Work out a Psychological Contract
472 Less Formal the Internal Psychological Check List
49 Questions on Chapter 4
Negotiations Leading to Conflict Resolution
52 Conflict Causes and Sources
53 Why Commercial Negotiation is the Preferred Method of Conflict Prevention
54 How Can the Rate of Success in Commercial Negotiations Be Improved?
55 The Contract Parties and Their Situation
562 Negotiating Team
57 Suggestions on How to Start Settlement Negotiations
58 Negotiations Leading to Settlement
582 Attitudes and Behaviour of Negotiators
59 Making the Agreement for a Settlement
593 Drafting the Settlement Agreement
594 Concluding and Signing the Settlement Agreement
511 Negotiations Parallel with Litigation
513 Negotiation of Delays and Extension of Time
514 Regional Differences
515 Case Studies
5151 The Raw Material Plant A Description of the Conflict
612 The Monitor of Litigation
62 Considerations Concerning the Strategy for Litigation
63 PreArbitral and Soft Resolution Methods
632 The Corporate Pledge Model
64 Arbitration and Litigation
642 Arbitration
643 Litigation
645 The Cost of Litigation
646 The Preparation of Evidence
65 Case Studies and Questions
652 The Alcohol Plant
66 Conclusion to Chapter 6
Expertise Contributing to Conflict Solutions
71 The Appointment of the Expert by the Court
72 The Appointment of the Expert by One or Both Parties
73 Execution of the Expertise
74 Can an Expert Be Rejected?
75 Cost of an Expertise
76 Case Studies
762 The Flour Mill
77 Conclusions to Chapter 7
78 Questions on Chapter 7
Project Management Tools to Help Avoid Conflicts
81 The Detailed Project Plan
812 Specifications or Task Statement and Functional Guarantees
813 Work Breakdown Structure
814 TimeSchedulePERTandDelay Penalties
815 Organisation Staffing and Responsibility Matrix
817 Budget
819 Project Reporting
8110 Project Acceptance Procedure
8111 Risk Analysis
82 The Personnel for the Project
822 Team Building and Team Relations
83 Case Studies and Questions
832 The EPS plant
84 Conclusions to Chapter 8
85 Questions on Chapter 8
Conclusions and Recommendations

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About the author (2008)

Dr. Wolfgang Spiess, Engineering Degree (Dipl.-Ing.) at Technical University Berlin, Germany, Doctor ́s Degree in Systems Engineering, Lecturer at Technical University Berlin for Planning and Management Systems. CEO of Trapp Systems Engineering, developing computerized planning systems and simultaneously Head of Organisational Division of F.C.Trapp Construction Company. Head of International Division of RWTÜV one of the leading companies for quality and safety supervision. Senior Executive VP of SGS (Société Générale de Surveillance) world leader in quality and safety inspection. Major experience in arbitration for the ICC (Paris).

Finn Felding holds a Master Degree in Economics at University of Copenhagen. Post Graduate studies at Technical University of Denmark. He has 30 years experience in international engineering contracting in line positions from Assistant Project Manager to Managing Director in FLSmidth A/S, Copenhagen, APV Danish Turnkey Dairies Ltd., Aarhus, Denmark and the Christiani & Nielsen owned M&E Contractor in Thailand. He has managed or appraised projects in Asia, Europe, Americas and Austral Asia from a value of EUR 100.000 to 300 millions. Since 1997 he has operated as independent Project Advisor with assignments for international engineering and contracting companies. Furthermore he has developed and implemented international project management courses at Maersk Training Center etc.



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