Abstracts – Browse Results
Click on the titles below to expand the information about each abstract.
Viewing 5 results ...
Badger, W W and Mulligan, D E (1995) An implementation model of an alliance. Journal of Construction Procurement, 1(01), 21–37.
Davenport, D M and Smith, R (1995) International procurement systems: assessment of required levels of client participation in construction projects. Journal of Construction Procurement, 1(01), 38–49.
Naoum, S G and Mustapha, F H (1995) Relationship between the building team, procurement methods and project performance. Journal of Construction Procurement, 1(01), 50–63.
Songer, A D and Ibbs, W C (1995) Managing requests for proposal development in public sector design-build. Journal of Construction Procurement, 1(01), 64–80.
Walker, D H T (1995) The influence of client and project team relationships upon construction time performance. Journal of Construction Procurement, 1(01), 4–20.
- Type: Journal Article
- Keywords: client; procurement; productivity; time
- ISBN/ISSN: 1358-9180
- URL: http://www.journalofconstructionprocurement.com/abstractdetails.asp?id=1
- Abstract:
Results from recent research (Walker 1994) revealed that contract type does not significantly affect speed of construction and that several client related factors proved more significant, particularly how well clients or their representatives relate to the project team. These results provide an interesting insight into the nature of the client/project team relationship and throws some light onto conclusions drawn by others that non-traditional forms of procurement achieve better construction time performance (CTP) results than the traditional approach. The conclusion flowing from an investigation of the literature together with results of the Walker (1994) findings, suggests that the quality of the relationship between client, client representative (CR), the design team and construction management team is a major and significant factor governing construction time performance (CTP). Statistical evidence Walker (1994) clearly demonstrates a link between confidence of the project team in the CR. This confidence is engendered by other factors related to the CR's capacity to communicate with project teams and to have sufficient sophistication regarding the project's characteristics to understand the project, its challenges and how the project design and construction teams can best be marshalled to positively contribute and compensate for performance shortfalls of individuals. It is proposed that it is the quality of relations and team performance that significantly contributes to success rather than prescribing a particular procurement system for a given set of conditions.