Will Hughes

Bio: Will Hughes is an academic researcher from University of Reading. The author has contributed to research in topics: Procurement & Construction management. The author has an hindex of 20, co-authored 105 publications receiving 1802 citations.

Construction Contracts: Law and Management

Abstract: 1. UK construction sector context 2. Roles and relationships 3. General contracting 4. Design-build 5. Construction management 6. Collaborative contracting 7. Risk allocation and procurement decisions 8. Contract choice 9. Tendering and contract formation 10. Liability in contract and tort 11. Contractor's obligations 12. Employer's obligations 13. Responsibility for design 14. Time 15. Payment 16. Contractors' delay and disruption costs 17. Insurance and bonds 18. Role of the contract administrator 19. Sub-contracts 20. Financial remedies for breach of contract 21. Defective buildings and subsequent owners 22. Suspension and termination of contracts 23. Non-adversarial dispute resolution 24. Adversarial dispute resolution

Building Design Management

Abstract: Introduction * Part 1: Design Management Theory * Management and organization in design and construction * The process of building design * The process of engineering design * Stages, roles and responsibilities * People and organizations * Part 2: Design Management Practice * Tactics for developing a project culture * Defining the tasks * Managing information production * Evaluation of information * Planning, monitoring and control * Design management in action

Risk under performance‐based contracting in the UK construction sector

Abstract: As a method of procuring the services of the built environment, performance-based contracting (PBC) seeks to link the building supplier to longer term commitments than has traditionally been the case in the construction sector By rewarding the building producer according to the way that building or structure delivers the users' requirements, rather than according to a list of assembled parts, a number of additional risks are taken by contractors, including fitness for purpose, costs and briefing The extent to which contractors recognize these risks and their methods of dealing with them vary considerably and are influenced by their attitudes towards risk As the risks associated with PBC are seen as large, uninsurable, and vulnerable to changing client requirements, the majority of respondents would reject the use of PBC as a method of contracting Nevertheless, PBC may be used under particular conditions, where rewards are deemed sufficient to compensate for the additional risk to the contractor of undertaking work on the basis of a stream of payments paid over the life of a structure depending on the satisfactory performance of the building or as part of a private finance initiative

How contractors price risk in bids: theory and practice

Abstract: Formal and analytical models that contractors can use to assess and price project risk at the tender stage have proliferated in recent years. However, they are rarely used in practice. Introducing more models would, therefore, not necessarily help. A better understanding is needed of how contractors arrive at a bid price in practice, and how, and in what circumstances, risk apportionment actually influences pricing levels. More than 60 proposed risk models for contractors that are published in journals were examined and classified. Then exploratory interviews with five UK contractors and documentary analyses on how contractors price work generally and risk specifically were carried out to help in comparing the propositions from the literature to what contractors actually do. No comprehensive literature on the real bidding processes used in practice was found, and there is no evidence that pricing is systematic. Hence, systematic risk and pricing models for contractors may have no justifiable basis. Contra...

Risk and Price in the Bidding Process of Contractors

Abstract: Formal and analytical risk models prescribe how risk should be incorporated into construction bids. However, the actual process of how contractors and their clients negotiate and agree to price is complex and not clearly articulated in the literature. With participant observation, the entire tender process was shadowed in two leading U.K. construction firms. This was compared with propositions in analytical models, and significant differences were found. A total of 670 h of work observed in both firms revealed three stages of the bidding process. Bidding activities were categorized and their extent estimated as deskwork (32%), calculations (19%), meetings (14%), documents (13%), off-days (11%), conversations (7%), correspondence (3%), and travel (1%). Risk allowances of 1–2% were priced in some bids, and three tiers of risk apportionment in bids were identified. However, priced risks may be excluded from the final bid to enhance competitiveness. Although risk apportionment affects a contractor’s pricing s...

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The Nature of Managerial Work

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