Ringing the changes
Article Abstract:
It is becoming widely recognised in the UK that many construction clients are not happy with the degree of control they have over their projects. This situation could be addressed by introducing a control system for construction projects which is able to identify and manage change before it takes place. The client would be able to decide whether to make changes or not, and would therefore feel in more control of the project. An effective change management system is one which can provide information on the time and cost impact of a change at any time during the project.
Publication Name: Building
Subject: Construction and materials industries
ISSN: 0007-3318
Year: 1997
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Fee enterprise
Article Abstract:
Consultants working in the UK construction industry may be tempted to cut corners and deliver an inferior service if agreements covering fees are drawn up under the newly planned draft consultants agreement. The draft provides up to 14 separate incidences where consultants may require extra payments to cover costs incurred during the design and construction period. Other industry agreements list up to 3 different cases, making it easier to deal with the adjustments in additional payments.
Publication Name: Building
Subject: Construction and materials industries
ISSN: 0007-3318
Year: 1999
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What's your motivation?
Article Abstract:
The motivation of construction contractors in the UK can be boosted by making incentive payments on the basis of the contractor's performance measured against key performance indicators. The key performance indicators must be determined by the client and, in the case of partnering agreements, the contractor and consultants. This approach must cover time, safety, cost, quality, environment and lack of defects. It may be appropriate to include other indicators, such as client satisfaction.
Publication Name: Building
Subject: Construction and materials industries
ISSN: 0007-3318
Year: 1999
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