The construction in industry is fragmented in nature and the standardisation of buildings and processes is impossible - making it difficult to complete projects within time, budget and to quality. Effective project management can improve performance of both the process and the result and much research in directed towards new models for these aspects of project and construction management. This book will explain the implementation of partnering and project management as an integrated approach. The aim is to enhance communication between all parties in the construction processes and contribute to the overall project performance through improved time, cost and quality management. Many books are published on both project management and project partnering; this will be the first to identify overlapping themes between the two approaches, bringing together the key aspects of partnering and project management into an integrated system. The first five chapters give an overview of integrated systems; describe the underlying concepts of partnering and project management and how they relate to one another; and present a wide range of case studies drawn from the UK, the US, Australia and the Far East. Once the overlapping themes of partnering within project management have been identified (Chapter 6), the main thrust of the book is presented in Chapters 7 & 8, explaining the theoretical framework for Integrated Project Partnering Management (IPPM) and the critical success factors for using such systems.