Clients' goals and the construction project management process

Abstract

PurposeThe paper seeks to suggest methods that will enable innovative and effective communication and collaboration between clients and construction project management professionals.Design/methodology/approachThe methodology involves workshops with construction clients documented in working documents circulated to participants.FindingsWorkshops revealed trends that urge a re‐evaluation of the briefing process. The need for better briefing with the focus on end‐users is increasing. The findings also pointed to difficulties for construction projects to deliver what the user‐clients need. There was considered to be a lack of systems and methods to keep track of user client demands sufficiently and in a satisfactory way. Goals need to be iterated and validated on a regular and coherent basis throughout projects. An increased interest for process‐oriented and strategic briefing was indicated.Research limitations/implicationsFurther studies are required to develop a client/user driven construction process that is more than just new statements. Research needs to address not only issues in the business as such, but also what requirements should be put on the education and training of stakeholders who are active in the construction sector.Practical implicationsThe paper presents a challenge to the traditional role of several actors; there is a need to communicate core business needs to construction prerequisites in a reciprocal way. There is a need of choosing logic – however, this does not diminish the need for methodologies for capturing, processing and verifying requirements in the process of provision of facilities to a user.Originality/valueThe paper proposes the idea that different logics govern actions by construction industry stakeholders, an issue the construction sector needs to address.

Impact of construction-related rework on selected Ugandan public projects

“…PBC projects in Uganda urge end-users, such as school administrators and health care facility managers, to actively participate in the supervision of construction works. Their expectations, roles and activities need to be sufficiently managed and where possible, their involvement should originate at design brief formulation (Pemsel et al, 2010;Lindahl and Ryd, 2007). The organisational structures should also have a well-developed feedback mechanism that aids decision-making and influences positive change and future decisions (Forrester, 1994).…”

A qualitative re‐construction of project measurement criteria

“…There are various studies including that of Saleh and Alshawi (2005), Wateridge (1995), de Wit (1998 Westerveld (2003), Agarwal and Rathod (2006), Calisir and Gumussoy (2005), Lindahl and Ryd (2007) and Johs et al (2007), that in their reviews have contributed to the current state of knowledge on measures of failure or success for projects. So far, there has been no definitive solution produced.…”

Creating urban platforms — Opportunities and challenges for innovation in commercial real estate development

“…investors) may have differing expectations. Agreement among the participants over whose demands and expectations are prioritized is, therefore, important (Lindahl and Ryd, 2007).…”