AN EVALUATION OF CONSTRUCTION CLIENTS'EFFORT IN ACHIEVING THEIR PROJECT NEEDS (original) (raw)
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RICS CONSTRUCTION AND BUILDING RESEARCH …
The complexity of the building process, even for the most simple types of construction project, has long been recognised in the UK as a real deterrent to client reinvestment in the construction process. Awareness of this problem has resulted in extensive studies to establish client priorities and objectives and appropriate contract procurement routes in order to assist the client in effective decision making. One particular strand of this wide field of research requires further investigation, namely the role of the client in terms of the level of participation which they require in the construction project. This paper analyses the results of a survey of UK construction clients, classified into identifiable categories, which examines the various degrees of involvement currently experienced and the levels of participation required in relation to :
Client-Contractor Relations on Construction project
International Journal of Project Organisation and Management, 2018
This study sought to determine ways to improve the relationship between clients and contractors on construction projects. The study identifies 14 measures central to improving relationship building between clients and contractors within the construction industry and their prevalence explored from 145 contractors, conveniently sampled. Data obtained from the study is analysed by mean score ranking. The findings revealed that 'ensuring professionalism from both parties', 'achieving client and contractor satisfaction', 'effective communication between parties', 'ensuring commitment from both parties', 'attaching importance to the project by each party', 'ensuring trustworthiness', and 'conformance to contract agreements from both parties' are highly significant measures that contribute to improving client-contractor relationship. Neglect of the identified measures by either party may lead to frustration from the individual and overall objectives of projects. This study makes an original contribution of exploring the area of client-contractor relationship management in Ghana from the practitioners' point of view. In practice, the findings from this study should assist construction practitioners in Ghana as well as those from other developing countries who seek to manage relationships between clients and contractors on projects.
2001
Construction is a multi-stakeholder process, the efficiency of which is influenced by clients, project managers, designers and contractors. The type of procurement system (PS) used on a project: provides the framework within which a project is executed; regulates multi-stakeholder contributions, and either engenders or marginalises the integration of design and construction. Traditionally, the performance of contractors has been evaluated in terms of cost, quality and schedule. However, international research indicates that performance relative to cost, quality and schedule is influenced by: health & safety; productivity; performance relative to the environment, and worker satisfaction. Health & safety is also the catalyst for the synergy between the aforementioned project parameters. Although contractors are often perceived to be inefficient and a percentage are, the reality is that the priorities and performance of the other stakeholders and the type of PS used often marginalises ...
By nature, government and private projects have different characteristics, which influence client performance. This research aims to compare performance of government and private clients in construction projects as perceived by contractors. Six client performance indicators were used, i.e. understanding of project requirements, financial, decision making, management skills, supports for contractor, and client's attitude. Data were collected through questionnaire surveys filled in by 117 respondents. The results show that there is a significant difference between both types of client performance. Three variables related to financial indicators, i.e. timely payment, owner value estimate, and payment approval, rank in the bottom three of the government client performance, but in contrast rank in the top three of the private ones. These results suggest that the government clients' performance is perceived inferior to the private ones. Establishing a clients' forum for sharing knowledge and best practices would be a strategic solution to enhance clients' capacities.
The Performance of Contractors : Clients' Perceptions
2001
Construction is a multi-stakeholder process, the efficiency of which is influenced by clients, project managers, designers and contractors. The type of procurement system (PS) used on a project: provides the framework within which a project is executed; regulates multi-stakeholder contributions, and either engenders or marginalises the integration of design and construction. Traditionally, the performance of contractors has been evaluated in terms of cost, quality and schedule. However, international research indicates that performance relative to cost, quality and schedule is influenced by: health & safety; productivity; performance relative to the environment, and worker satisfaction. Health & safety is also the catalyst for the synergy between the aforementioned project parameters. Although contractors are often perceived to be inefficient and a percentage are, the reality is that the priorities and performance of the other stakeholders and the type of PS used often marginalises the performance of contractors. Given the aforementioned, a survey: 'Image of contractors', was conducted among members of a South African client association to determine their perceptions with respect to the performance of contractors. Findings include, inter alia: client priorities are quality, client satisfaction, productivity and schedule; clients generally do not pre-qualify designers and contractors on various parameters; contractors are generally rated good, average or poor in terms of performance relative to twenty-six aspects; client and design changes often negatively affect cost; worker skills, short project duration and lack of contractor Quality Management Systems (QMSs) negatively affect quality more than other aspects; rework, client and design changes, and poor productivity negatively affect schedule performance; the traditional construction procurement system (TCPS) is regarded as a suitable form of PS, and various interventions, inter alia, the implementation of QMSs would improve the performance and image of the construction industry.
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Communication today has become the crucial element of every organization. In the construction industry, during a construction project, information needs to be accurately and timely communicated among project stakeholders in order to realize the project objectives. Poor communication between clients and contractors during the construction project is one of the major factors that affect project delivery. Therefore, the purpose of this research is to investigate the causes and effects of poor communication between clients and contractors. This was achieved by identifying the causes and effects of poor communication between clients and contractors in the Nigerian construction industry through a statistical analysis. It is hypothesized that poor communication between clients and contractors, significantly affects construction projects. The population of the respondents is 150, and survey method of data collection was used. One hundred and twenty (120) questionnaires were distributed to c...
The changing role of the public client in construction procurement
The public sector obligation to improve the performance of construction procurement has resulted in several changes to the organisation, roles and systems adopted for development schemes. For example, a less than expected outturn performance of traditional arrangements and the increase demand for public services led to the adoption of integrated procurement systems. These changes have seen a transition of client's role from merely a funder to an active player working collaboratively alongside the private sector (as service providers) at different periods over the last three decades. These changes were expected to improve construction procurement performance dramatically as they allow the clients to enhance their organisational capabilities by assigning major part of their roles to the private sector. However, the literature does not show that the procurement performance has improved as a result of the changes in the client organisation. While research continues to emphasise the importance of the client role in the construction procurement, so far limited attention has been given to the development of the client's internal organisation for better procurement performance. This paper reports a comprehensive review of the role of the client in construction procurement identified by various researchers to establish the role that the client has been performing over the last three decades. This has been achieved by applying a chronological mapping method of materials published on the subject over the last three decades. The analysis indicates that there are critical elements within the client role which have been consistently addressed over the last three decades. In addition, there are elements which have emerged as a consequence of the shift towards integrated systems. An understanding of critical and emerging elements will allow the clients to identify the gap between the required and the existing capabilities within their organisations, and to assess their procurement arrangement.