Abstract
The complete project is defined as consisting of a number of `islands', and the power station plant supply is defined as one of these. Details are given of the timescale for the project and the procedures before the placing of the contract. The project management objective and the management structures are defined. There follows a discussion on who the parties are who are being controlled, their relationship and the methods by which this control is being exercised. The structure in the purchasers' office and at site is discussed, and the paper concludes by summarising the essential lessons which have been learned.
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