ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book discusses various criteria that help determine what makes a project successful or unsuccessful. It provides a serious case for the development of clear project objectives. The book presents risk management as one of the most, if not the most important process in construction projects. It deals with project governance, contract management, collaboration, dispute avoidance and dealing with conflicts and disputes. The book compares several project-delivery models from various cultural and legal backgrounds. It also compares the concept of a project with that of a company. The book illustrates how the ‘performance bar’ can be raised and looks into various studies on human behaviour, and on project management literature. It describes the link between risk management and the issue resolution ladder.
