It is with great pleasure that I introduce readers to this exciting issue of the Management, Procurement and Law journal. The diversity of topics covered by the contributors to this issue attests to the need for engineers to master and apply a broad range of skills at the nexus between management, procurement and law. The papers provide in-depth insight into important topics associated with the administration of construction contracts, the integration of social, political and ethical considerations into engineering practice and the benefits of interdisciplinary engineering education.The issue opens with an articulate briefing by Albert Lester (2010) in which the author argues that conventional outputs, such as computer-generated Gantt charts, are of limited use when assessing the effects of delays. Lester argues bar charts cannot adequately reflect the complexity of project situations, in which a delay in one activity triggers a series of delays in any number of dependent activities. Lester argues for the inclusion of a detailed critical path network, showing the floats of all non-critical activities, at the tender stage. He also proposes an innovative means of presenting this information using the 'Lester diagram'. Extension of time claims can then be assessed by comparing a revised network with the original to ascertain the true impact of a delay. The use of critical path networks in this way could contribute considerably to the resolution of problematic arguments about the use and abuse of float in the mitigation of construction delays (Kumaraswamy and Yogeswaran, 2003).Chris Tomlinson and Bill Nelson describe a comprehensive project-focused process for integrating security risk management into the design and delivery of construction projects. Since the construction of early walled cities, security requirements have been a significant factor influencing urban environments (Coaffee, 2003). In the context of increased levels of crime, terrorism and political instability, the need to protect people and assets has become an important aspect of risk management. Tomlinson and Nelson (2010), writing from the perspective of experienced security consultants in the Middle East, note that security measures are often implemented in a reactive and ad hoc manner, after an incident has occurred. The risk-based management process described by the authors firmly embeds security considerations in the entire project process, from outline design to the commissioning stage. Not only can this optimise security outcomes but, as the authors suggest, it will also ensure the best integration with project aesthetics and reduce costs. The key to the success of the step-by-step 'roadmap' the authors describe is the early engagement of a knowledgeable security consultant and coordination with other design consultants. The relevance of the authors' systematic approach to security risk management extends well beyond the Middle East.Glenn Hide provides an expert insight into the contractual requirement placed upon the contractor to develop a...
