Description
Over the years, projects meetings practice has been lacking of evidence of success from the viewpoints of the targeted practitioner in the construction sector. It remains debatable even though it has brought growing attention over the years among scholars. As a concept, there are numerous designs of practice in the general view of the meeting without regard to the relevant sector on its impact on the project success. Monitoring of project performance is a crucial task of project managers that significantly affects the project. A productive or a non-productive meeting can still be a meeting. It has been an existing microscopic that is either unobservant or incurious. This hidden problem needs to be extended to the audiences to investigate whether the scheduled project meeting affects time performance; this needs to be perceived if it is an activity that is
looked forward to and is not time-consuming, or time which at the foremost must be tailored to a scheduled meeting to assure a productive discussion takes place. The book is aimed at both academics and practitioners in project-related organizations from the construction industries. It focuses on the theory, methodology, and practical aspects of project meetings.
