Book reviews

Contents page gave a clear guide on what to expect in each section. The book is structured in two parts. Part 1: Estimating for Construction Projects sets out to "ex- amine estimating techniques and practice at a number of different stages in a project". The description of this part is clear about what the reader can expect. It focuses on design estimates and construction estimates for civil engineers. Similarly, Part 2: Estimating Practice is concerned with information technology (IT) and the human factors of estimators and considers their influence on estimating. Again, the introduction to this part of the book gives a clear description of the last two chapters (excluding the last chapter, i.e. conclusion).

I particularly liked the fact that there was a bibliography at the end of each chapter, and this appeared to be fairly comprehensive.

I was pleased that the objectives were clear. The introduction states "estimating for process plants involves different dis- ciplines and so estimating construction costs is specialized in nature." I took this as a reinforcement of the objective that the book was about civil design and construction estimates, not about process plants.

Chapter 1 sets out the purpose and stages of estimating effectively and has some useful tables summarizing the different estimates and data requirements. It was a pity that parametric estimating which could have been included at this stage, was only raised as a technique in the chapter on infor- mation technology towards the end of the book. With the emphasis on civil construc- tion I could accept the different descrip- tions, to ones I was used to, for the phases and types of estimate used for each phase. I was, therefore, surprised that Chapter 2 made comparisons with process plants, and Chapter 5 was all about process plants. This introduction of process plants gave me an immediate conflict with the ter- minology. Further, having introduced the techniques used in process plants, I didn't really learn why they could not be applied to construction projects.

Whilst risk was referred to there was little about risk analysis, and I felt that this should have been covered in more detail. One specific reference to the sources of risk states; "there may be as few as five but there should not be more than 15," left me intrigued. Why 15? Why not 13 or 17?

Overall, I felt that the contents were too descriptive. I thought that there was too much emphasis on the bidding process itself and the use of estimates in the bidding stage, rather than the details of the techniques and practice at different stages. However, there were useful lists which whetted my appetite for more, e.g. the dangers in different definitions of measure- ment of units of capacity and, design principles that affect cost. The text could have been significantly enhanced with a few more simple examples applying the

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techniques and explanations of the details of the techniques, e.g. there is a discussion on the factorial technique but I am not told what factors--why some would be valid but others might not--nor how to develop factors for my own type of project. The introduction to Part 1 states that the design stage is not always considered as seriously as it should be. Consequently, I felt this chapter would have benefited from some examples of estimating calculations which were provided in the chapter on the con- struction stage. A case study was included at the end of Part 1 of the book, which appeared to be a useful example of an estimate. However, I was disappointed that it did not tell me how the specific figures were arrived at (referring perhaps to earlier parts of the book) or, with the benefit of hindsight, how the process could have been improved.

Part 2 of the book (two chapters) I found disappointing and felt added little of value. The human factors in estimating concentrated exclusively on the characteristics required for a professional estimator. It implies that only one person does an estimate and ignores the processes and attitudes of people providing data to the estimator.

One of the very few references--and what I felt was a key reference to under- standing the issues being discussed (the factorial technique)--was not quoted as an extract. It was implied that I should go and look it up. This was frustrating. It would have been useful and added value to have had some more references.

It was a pity that there was an error in one of the tables. However, the Publishers pro- vided a printed corrigendum. It might have been more useful if a gummed piece of paper was provided to stick over the original text.

A handysize book, appropriate for the treatment of the subject. It was very read- able but I was irritated by the pedanticism of the plural 'there are few reliable d a t a ' - and 'many data' and other similar phrases which occurred in three or four places. The glossy covering would stand up to the wear of regular usage but, without a price, it is difficult to make any comment in terms of value for money. As an introduction to construction cost estimating it is a useful book, but I felt it left me feeling 'yes, but specifically what do I have to do and specifically how do I do it?' The book left me feeling I needed more.

Garth G F Ward CranfieM School of Management

CranfieM University Cranfield

Bedford MK43 OAL UK

Project Par tner ing Ron Baden Bellard Thomas Telford 1995 200 pp ISBN 07277 20430

Partnering is a much promoted practice. In theory few could dispute its attractiveness. Much has been made of its practical benefits.

Ron Bellard's book is a fairly practical, straightforward account of Project Partner- ing. Examples of its application, in the UK, USA, Australia and New Zealand, are liberally given. The reader should have little uncertainty, at the conclusion of reading Ron Bellard's book, on:

• what the partnering concept is; • that a new partnering culture is needed

for it to work successfully; • how partnering workshops and agree-

ments work; • what the position is of contract adjudi-

cation.

But partnering is discussed here only and entirely within the context of the (civil and building) construction industry. 'Construction Partnering' would have been a better title.

There is no reference to the process or manufacturing industries. This is important since it is these that have pioneered the practice, have the most to say on it, and where both the difficulties and benefits are best displayed. There is no discussion of the need to partner to obtain suppliers' technology input for example; no discus- sion of how to obtain aggressive cost reduction from your suppliers when they hold the whiphand on technology (ideally through joint owner-supplier team work to improve supplier value, which is then shared via an incentivised procurement contract between the supplier and owner); and no discussion on how partnering should lead to long-term progressive performance improvement (using the same team-based approach), which was the original aim of partnering, as practised, for example, in the automobile manufacturing industry.

Partnering, frankly, is too important a concept to be treated in the half-hearted way it usually is in construction. It will end up being seen as an easy option. The prin- ciples are correct, it is that there is further yet to go, particularly on the commercial front.

Overall, Ron Bellard's book, useful though it is, similarly seems half hearted. It has not gone all the way. In fact it has not gone nearly far enough. For those wanting to know about team building there is an overview - - not too thorough it has to be said - - of cultural and organisational matters, and you certainly get plenty of evidence of how it is good to organise team-building sessions at the beginning of a construction project. The book is helpful but there is a lot more to partnering than this.

Peter Morris Professor of Project Management

UMIST Manchester

UK