The Client Role in Successful Construction Projects

The Client Role in Successful Construction Projects is a practical guide for clients on how to initiate, procure and manage construction projects and developments.

The Client Role in Successful Construction Projects is a practical guide for clients on how to initiate, procure and manage construction projects and developments. This book is written from the perspective of the client initiating a construction project as part of a business venture and differs from most available construction literature which can externalise the client as a risk to be managed by the design team. The book provides a practical framework for new and novice clients undertaking construction, giving them a voice and enabling them to:

• Understand the challenges that they and the project are likely to face.

• Communicate and interact effectively with key stakeholders and professionals within the industry.

• Understand in straightforward terms where they can have a positive impact on the project.

• Put in place a client-side due diligence process.

• Reduce their institutional risk and the risk of project failure.

• Discover how their standard models are able to co-exist and even transfer to a common client-side procedure for managing a construction project.

  Written by clients, for clients, this book is highly recommended not only for clients, but for construction industry professionals who want to develop their own skills and enhance their working relationship with their clients. A supporting website for the book will be available, which will give practical examples of the points illustrated in the book and practical advice from specialists in the field.

  Autorentext

Jason Challender has acquired nearly 30 years' client-side experience in the UK construction industry and procured numerous successful major construction programmes during this time. He is Director of Estates and Facilities at the University of Salford, a member of its Senior Leadership Team and is responsible for overseeing a large department of approximately 350 estates and construction related staff. He is also a construction researcher with ten published academic journal and conference papers in recent years, all of which have been dedicated to his studies around trust and collaborative procurement in the construction industry. Furthermore, he has previously participated as a book reviewer for Wiley. He has also attended many national construction and institutional conferences as a guest speaker over the years and is a Fellow and Board Director of the Royal Institution of Chartered Surveyors.

Russell Whitaker is a Chartered Surveyor, an engineer and construction purchasing specialist and runs his own practice in Guildford. Russell was a senior executive and former Vice Principal in many public and private organisations with over 30 years' managing complex multi-faceted development and construction projects and facilities staff before starting his own property consultancy. He has advised many prestigious clients including Southbank Arts Centre, Royal Botanic Gardens Kew and currently the Royal Automobile Club on project initiation, pre-development and procurement. Russell has strong academic links as a Visiting Lecturer and Course Leader for over 20 years in Building Project Management and Procurement and Professional Project Management at the Sir John Cass Business School, City University. He is a conference speaker specialising in the client role in managing 'front-end' project risk.

Inhalt

Contents

Author biographies

Foreword by Brigadier Miles Wade CBE

Foreword by Professor Peter McDermott FRICS PhD

Preface

Acknowledgements

List of Figures

List of Tables

Part One: An introduction into the Construction Industry and Construction Clients by Dr Jason Challender

1. Introduction

References

2. A model of construction clients and their projects

2.1 Clients and the process of construction

2.2 The 'client voice'

2.3 The complexity of clients

2.4 Client requirements through project briefs

2.5 The transformational nature of client projects

2.5.1 Buildings, organisational and human considerations

2.5.2 Organisational changes in clients brought about through projects

2.6 Project and client requirements

2.6.1 Understanding the businesses of construction clients

2.7 Summary of chapter

References

3. The unique role of clients in the context of the construction industry

3.1 The bespoke nature of the construction industry

3.2 The construction Industry and recent reforms

3.3 The involvement of clients in the procurement of design and construction services

3.3.1 Traditional procurement of construction projects; barriers and problems

3.3.2 Deficiencies with traditional construction procurement

3.4 Overall context of collaborative working and partnering within the construction industry

3.5 Alternative procurement methods for clients on construction projects

3.5.1 Government context; reports, codes of practice and recommendations for change

3.5.2 Industry and professional context

3.6 Summary

References

4. The importance of leadership for construction clients

4.1 Introduction to chapter

4.2 Leadership Identity and relevance for construction clients

4.3 Leadership challenges for construction clients

4. 4. Keys components of leadership for construction clients

4.5 Leadership styles as applied to construction clients

4.6 The importance of communication for construction clients in leadership

4.7 Adaptability of leadership styles for construction clients

4.8 The relationship between poor client leadership and project failure

4.9 Summary

References

5. Governance considerations for construction clients

5.1 Introduction to chapter

5.2 Project controls

5.3 The importance of project/programme boards

5.4 Gateway processes for project approval and business cases

5.5 Summary of chapter

References

6. Selection and appointment processes for construction clients

6.1 Introduction to chapter

6.2 The importance of the contractor selection process

6.3 Articulation of the problem for selecting contracting partners from the perspective of construction clients

6.4 A historical perspective of the problem

6.5 Risk

6.6 Benchmarking

6.6.1 Key performance indicators

6.6.2 Constructionline

6.6.3 Centralised KPI sharing systems

6.6.4 Common prequalification practices

6.7 Prequalification models and methodologies

6.7.1 Multi-criteria model

6.7.2 Fuzzy set model

6.7.3 Financial Model

6.8 Designing a new way for construction clients to select their contracting partners

6.9 The quality of prequalification processes and their influence on project success

6.10 Summary and conclusions

6.10.1 Determination of whether quality of prequalification processes by construction clients influences project success.

6.10.2 Determination of whether construction clients' current prequalification practices are sufficient to identify and select collaborative contractors

6.10.3 Determination of the extent to which construction clients are using objective assessments of KPIs to short-list contractors for tenders

6.10.4 Potential recommendations and drivers for change and improvement

References

7. The 'Intelligent Client'; a model of procurement built on relationship management between construction clients and the supply chain

7.1 Introduction to chapter

7.2 What do we mean by collaborative strategies?

7.3 An awareness for construction clients on issues around collaborative procurement strategies and trust

7.4 Trust as a collaborative necessity for construction clients

7.5 Potential benefits of trust for construction clients; incentives to trust

7.6 Research findings and discussion

7.6.1 Quantitative analysis: questionnaire data

7.6.2 Qualitative analysis: Interview data

7.7 Implications for construction client in managing requirements and expectations for collaboration and t…