Walker, D H T (1995) The influence of client and project team relationships upon construction time performance. Journal of Construction Procurement, 1(1), pp. 4-20. ISSN 1358-9180
Abstract
Results from recent research (Walker 1994) revealed that contract type does not significantly affect speed of construction and that several client related factors proved more significant, particularly how well clients or their representatives relate to the project team. These results provide an interesting insight into the nature of the client/project team relationship and throws some light onto conclusions drawn by others that non-traditional forms of procurement achieve better construction time performance (CTP) results than the traditional approach. The conclusion flowing from an investigation of the literature together with results of the Walker (1994) findings, suggests that the quality of the relationship between client, client representative (CR), the design team and construction management team is a major and significant factor governing construction time performance (CTP). Statistical evidence Walker (1994) clearly demonstrates a link between confidence of the project team in the CR. This confidence is engendered by other factors related to the CR's capacity to communicate with project teams and to have sufficient sophistication regarding the project's characteristics to understand the project, its challenges and how the project design and construction teams can best be marshalled to positively contribute and compensate for performance shortfalls of individuals. It is proposed that it is the quality of relations and team performance that significantly contributes to success rather than prescribing a particular procurement system for a given set of conditions.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | client, procurement, productivity, time |
| Index terms: | team performance, construction time, project design, project team, construction team, design team, procurement system, productivity, investigation, evidence |
| Subjects: | data collection methods, project controls, contractual arrangements, professional practice, management, project delivery, evaluation and assessment methods |
| Topics: | Time Control, Business Strategy, Research Practice, Project Management, Procurement, Design Practice, Organizational Design |
| Descriptive scope: | 3 PCA |
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