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Zulch, B G and Verster, J J P (2010) Project management and performance strategies. In: Egbu, C (Ed.), Proceedings 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK. Association of Researchers in Construction Management, Vol. 2, 1299–306.
- Type: Conference Proceedings
- Keywords: communication; realized performance; relationship; risk management
- ISBN/ISSN: 978-0-9552390-4-5
- URL: http://www.arcom.ac.uk/-docs/proceedings/ar2010-1299-1306_Zulch_and_Verster.pdf
- Abstract:
Purpose of the research is to prove that the realized performance, as one of the 4R’s, between clients and contractors is strategic and offers a better perspective on the service delivery expectations of both parties. The client and contractor should both develop a mind shift from profit orientation to service orientation, delivering a service together with a project and ensure sustainability. The contractor should place more emphasis on those elements that contribute to the successful completion of a project. The methodology was the sending of a structured questionnaire to a selected group of Quantity Surveyors, Engineers, and Construction/Project Managers to determine their current relationship situation on projects. The findings/results showed that team development, trust, commitment, communications skills and processes, were been mentioned as issues in the performance between parties involved on a project. These issues can improve realized performances between contractors and their clients. The practical implication is that project managers or other professions acting as a project manager should place more emphasis on the strategic elements: Realized performances, Relationships, Risk management and Recommendations to ensure successful completion of projects in a competitive market environment, with the use of communication and thus ensure sustainability.