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Cheung, S-O (1997) Risk allocation: an essential tool for construction project management. Journal of Construction Procurement, 3(01), 16–27.
Hampson, K and Kwok, T (1997) Strategic alliances in building construction: a tender evaluation tool for the public sector. Journal of Construction Procurement, 3(01), 28–41.
Hindle, R D and Muller, M H (1997) The role of education as an agent of change: a two-fold effect. Journal of Construction Procurement, 3(01), 56–69.
Ngowi, A B (1997) Impact of culture on construction procurement. Journal of Construction Procurement, 3(01), 3–15.
Walker, D H T (1997) Construction time performance and traditional versus non-traditional procurement methods. Journal of Construction Procurement, 3(01), 42–55.
- Type: Journal Article
- Keywords: construction time; procurement; project management
- ISBN/ISSN: 1358-9180
- URL:
- Abstract:
Research into construction time performance (CTP) suggests that inter-team working relationships, created and maintained when using a traditional procurement approach for construction projects, fail to create an environment where the construction team can best contribute its expertise to achieve a fast build rate. Numerous attempts have been made to explain why this may be so, using case studies as exemplars of best practice. It is generally agreed that traditional procurement approaches tend to set the constructor in a lower position of authority with respect to the design team and thus sound practical constructability advice is not properly considered. Many researchers believe that traditional procurement systems tend to isolate the clients representative from the manager of the construction process. It has also been unclear whether this applies to the construction industry in general or only to categories of construction projects such as commercial office or shopping centre construction. Recent research findings, which help bridge a gap in construction time performance knowledge, provide evidence that can be used to explore possible reasons for good construction time performance across a wide range of construction categories. The work reported upon in this paper helps to explain why traditional procurement projects perform less well than systems that include the manager of the construction process as a valued consultant, early in the projects development. Results clearly indicate that sound working relationships between the construction management team and the clients representative team help achieve good construction time performance. These results also indicate that sound planning and risk management for project time control strongly affects construction time performance. Furthermore, the research results clearly indicate that early involvement of the construction management team in project design assists with time planning and control.