372 Book reviews / International Journal of Project Management 24 (2006) 371–372
Peter Fewings, Construction Project Management – An
Integrated Approach, Taylor & Francis, London, 2005,
ISBN 0 415359066. pages 403. £ 24.99 (Soft-back)
This book gives comprehensive coverage of the subject
of project management in construction, and makes very
good use of detailed subjects and topics illustrated with
many case studies. The principal author, Peter Fewings
has been aided by two major contributors who are his col-
leagues at the University of the West of England, and by
several others who have helped.
This book seeks to take an overall managerial view of
the management of projects, rather than simply describ-
ing the various ‘‘tools and techniques’’ which often com-
prise the contents of many project management books.
The author is more concerned with the context of the
decisions and the ways in which they are made, and in
particular dealing with the factors which make projects
unique. This is a most important aspect of the construc-
tion industry where very nearly every project is ‘‘one-off’’,
either in terms of its technical content, its physical loca-
tion, its contractual form or the type of client.
The scene is set by listing the sequential phases of the life
cycle of a construction project, namely:- Inception/feasibil-
ity and strategy/design and tender/construction/commis-
sion/hand-over/client occupation. Whilst this sequence is
generally applicable there may be variations in particular
cases. The conclusion of this opening chapter is sound,
stating that ‘‘project management in its early days has
not always been delivered, but now it is important that pro-
ject managers provide an ethically sensitive service to all
parties in the contract.’’ The main aim of this book is to
doi:10.1016/j.ijproman.2005.12.001
bring about such an understanding, and to help aspiring
project managers to implement it. The text throughout
the book is based on a wide knowledge about the develop-
ment of project management, its basic concepts and its
applications in practice, for example the BOK (Body of
Knowledge), supported by The Association for Project
Management (in UK) and the Project Management Insti-
tute (in USA) gives ‘‘documentation of the generic compe-
tencies of a project manager.’’
The easiest way to understand the scope of this book is
to scan the chapter headings. All chapters are carefully pre-
sented, backed by good diagrams and extensive references
and a good index. The book has been written in an aca-
demic environment which is thorough, and therefore the
book will be of use to both students and those experienced
in construction. At the price it gives extremely good value.
The coverage of the text is comprehensive, starting with
a description of the construction industry with its particu-
lar characteristics, then moving on to the management of
design, planning, and construction. There is useful discus-
sion of leadership and the cultivation of a project culture,
and then specific sections on safety and health, supply man-
agement, quality and customer care. The final chapter ‘‘To-
wards a more integrated approach,’’ seeks to meet a clientÕs
requirements by creating an integrated strategy, seeking
continuous improvement and providing effective leader-
ship. This a noble aim.
John F. Woodward
Holly Cottage,
The Fairstead, Cley, Holt,
Norfolk N25 7RJ, UK