Zulch, B G and Verster, J J P (2010) Project management and performance strategies. In: Egbu, C (ed.) Proceedings of 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK.
Abstract
Purpose of the research is to prove that the realized performance, as one of the 4R’s, between clients and contractors is strategic and offers a better perspective on the service delivery expectations of both parties. The client and contractor should both develop a mind shift from profit orientation to service orientation, delivering a service together with a project and ensure sustainability. The contractor should place more emphasis on those elements that contribute to the successful completion of a project. The methodology was the sending of a structured questionnaire to a selected group of Quantity Surveyors, Engineers, and Construction/Project Managers to determine their current relationship situation on projects. The findings/results showed that team development, trust, commitment, communications skills and processes, were been mentioned as issues in the performance between parties involved on a project. These issues can improve realized performances between contractors and their clients. The practical implication is that project managers or other professions acting as a project manager should place more emphasis on the strategic elements: Realized performances, Relationships, Risk management and Recommendations to ensure successful completion of projects in a competitive market environment, with the use of communication and thus ensure sustainability.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | communication; realized performance; relationship; risk management |
| Index terms: | questionnaire, risk management, profession, methodology, team development, project management, service delivery, project manager, quantity surveying, profit, strategy, engineer, commitment |
| Subjects: | research methods, management, project management theory and practice, service delivery, psychology, economic analysis, risk assessment, profession, data collection methods, institututions |
| Topics: | Roles and Professions, Risk Management, Business Strategy, Project Management, Research Practice, Organizational Design |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here