Prediction of performance outcomes for procurement of public-sector construction consultants for property management

Abstract

Purpose Public-sector construction clients in the UK and Australia have a clear objective to maximise potential and value for construction and infrastructure projects. Outcome-based performance predictive models, which link influencing factors to individual performance outcomes, were developed for the public-sector property management clients. The paper aims to discuss this issue. Design/methodology/approach Combined qualitative-quantitative methods were used to examine the causal relationships between performance outcomes and input economic and job performance factors. Hypotheses on individual relationships generated by a literature review were refined using the findings from a qualitative multiple-case study of three universities, and then tested by a quantitative hierarchical regression analysis using data from 60 consultancies collected from a questionnaire survey sent to the estate management offices of the universities, which form a unique public sector. Each performance project outcome was regressed against influencing factors. Performance predictive models were established in the form of regression equations. Findings Five performance outcomes are identified: time, cost, quality, innovations and working relationship with the client. These can be significantly predicted by regression models, based on performance influencing factors of project staff, competence of firm, execution approach, size of firm, consultant framework and competition level. Research limitations/implications The performance predictive models developed should be regarded as “conceptual”. Public-sector clients may have different organisation objectives and hence different requirements for performance outcomes, which may further vary according to specific project situations. The models should be adapted to suit individual needs. Adjustments can be made by using the combined qualitative-quantitative methods adopted in this research, thus creating customised models for property management and construction-related clients. Practical implications The client’s professional team should focus on the significant performance influencing factors and take advantage of the performance predictive models to select quality consultants. Construction consultants should address the factors in the tender proposals in order to add value to the project and benefit the client. Originality/value The existing input-based assessment approach applied at the tender stage cannot guarantee the strategic project objectives to be achieved. The performance predictive models are adaptable for property management and construction disciplines within the wider public sector, thus contributing to achievement of the government construction policy.

A performance-driving model for public-sector construction framework procurement in England

“…A greater depth of understanding between all participants requires a higher level of commitment to the client and in so doing can be identified through the following indicative attributes, as revealed through empirical case studies of construction procurement and performance outcomes in the UK university sector (Lam, 2017; Estate Management Office, 2014): being fair, responsive and courteous with the delivery of quality services; being positive and providing a service which meets customers' requirements; aspiring to “right first time”; responding effectively to customers' complaints and using customer feedback to identify continuous improvement.…”

Tingkat Kepuasan Kontraktor Terhadap Kinerja Konsultan Manajemen Konstruksi Di Surabaya

“…Indikator kinerja konsultan manajemen konstruksi pada penelitian ini diambil dari beberapa referensi yaitu Cheng et al (2006), Lam (2017), Ng & Chow (2004), Nitithamyong & Tan (2007), Dadzie et al (2012), Ling (2002), Umam et al (2017), Assaf et al (2017), dan Coole (2003.…”

Ex-post service contract performance management

“…Contract theory alone does not provide the FM practitioner with sufficient mechanisms to manage situations of unforeseen contingencies. The working relationship between the client and contractor (principal and agent) has been found to be a key enabler of good contract performance outcome (Lam, 2017;Lok and Baldry, 2014).…”