1st Edition

The Client Role in Successful Construction Projects

By Jason Challender, Russell Whitaker Copyright 2019
    318 Pages
    by Routledge

    318 Pages
    by Routledge

    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.

    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 trust

    7.8 Conclusions and recommendations

    References

    8 Critical success factors for construction clients

    8.1 Introduction

    8.2 The articulation of the problem for construction clients

    8.3 Understanding what skills construction clients require

    8.4 Success criteria on projects for construction clients

    8.5 Research study to identify the success factors for construction clients

    8.6 Analysis and reflection of the study on critical success factors for construction clients

    8.6.1 Human skills versus technical skills for construction clients; Human skills

    8.6.2 Human skills versus technical skills for construction clients; Technical skills

    8.6.3 Collaboration and common objectives

    8.6.4 Environment and external factors

    8.6.5 Determining the right balance between hard and soft skills for the success of construction clients

    8.7 The key human skills that influence the performance of construction clients

    8.8 The importance of individual qualities of construction clients for projects success

    8.9 Summary of chapter

    References

    9. The relevance of professional ethics for construction clients

    9.1 Introduction to chapter

    9.2 What are professional ethics?

    9.3 The importance of professional ethics for construction clients

    9.4 Codes of ethics for construction clients

    9.5 How should construction clients recognise unethical practices?

    9.6 The need for construction clients to uphold cultural values when procuring projects

    9.7 Governance and regulation of professional ethics

    9.8 Environmental ethics

    9.9 Summary and conclusions

    References

    10. The influence of construction clients on motivating project teams

    10.1 Why should construction clients be concerned about project team motivation?

    10.2 The bespoke and unique nature of the construction industry

    10.3 Factors which affect motivation levels of project teams

    10.4 Communication as a motivational factor

    10.5 The benefits of training and education

    10.6 Cultural factors affecting levels of motivation for construction related staff

    10.7 The use of financial incentives as a motivational management tool

    10.8 Summary and conclusion

    References

    11. Developing a construction client toolkit, as a practical guide for managing projects

    11.1 Introduction to chapter

    11.2 Planning and devising the toolkit

    11.3 Feedback and evaluation of the toolkit from the perspectives of construction clients

    11.4 Ensuring and monitoring performance throughout the life of projects; General project directory and checklist

    11.5 The documentation that construction clients need to consider at pre-construction stages

    11.5.1 Contractor prequestionnaires for competency and compliance

    11.5.2 Monitoring checklist required for document control and processes

    11.5.3 Permits to work and making contractors aware of known hazards

    11.6 Managing documentation and construction processes following the appointment of contractors

    11.6.1 Project execution plan

    11.6.2 Contractors’ handbooks and codes of conduct

    11.7 The documentation and processes that construction clients need to consider in the construction phases of projects

    11.7.1 The importance of monthly project reporting for construction clients

    11.8 The documentation and processes that construction clients need to consider in the post-construction phases of projects

    11.8.1 Managing handover; project handover checklists and test certification

    11.8.2 Capturing lessons learnt on projects

    11.9 Conclusion

    References

    12. Reflections, overview and summary of key points of Part One

    12.1 Overall summary and recommendations

    Appendices

    Appendix A Project proposal (Gateway 1)

    Appendix B Business case (Gateway 3) template

    Appendix C Example of a partnering charter

    Appendix D Example of a contractor competency questionnaire

    Appendix E Example of a health and safety contractor’s handbook

    Appendix F Example of a project execution plan (PEP)

    Part Two: A Construction Risk Management Model for Construction Clients

    13. Executive Summary Briefing

    14. Construction clients, Business Propositions and Corporate Construction Risk.

    14.1 The Construction Client.

    14.2 Construction Clients and Value Propositions.

    14.3 Client and Construction Team Behaviours.

    14.3.1 Client Behaviour in Project Development.

    14.3.2 Design Team Behaviour in Design and Construction.

    14.3.3 Client Behaviour in Design and Construction.

    14.3.4 Client Behaviour in RIBA Outline Plan of Work.

    14.4 Risk Management Principles for Clients in Construction.

    14.4.1 Corporate Construction Risk.

    14.4.2 Managing Corporate Construction Risk.

    14.4.3 The Professional Clients Framework.

    14.5 Summary: The Need for a Professional Construction Client.

    References

    15. Unique Client Contributions to Construction.

    15.1 Preamble.

    15.2 The Professional Construction Client.

    15.3 The Four Unique Contributions a Client can make to a Construction Client.

     

    15.3.1 Contribution 1: Clarity in Purpose, Value Propositions (Outline Business Case, Objective Setting, Cashflow Optioneering, Business Case Refinement).

    15.3.2 Contribution 2: Realism and Flexibility in Operational Planning and Change (Work Package Agreement Configuration, Pestle Analysis, Stakeholder Alignment).

    15.3.3 Contribution 3: A Strong and Consistent Client Voice in Design and Production Stage (Client Requirements, Design Negotiations, Develop Design Implications Report).

    15.3.4 Contribution 4: Balanced Management of Change and Corporate Risk throughout Asset Delivery and Stabilisation A Strong and Consistent Client Voice in Design and Production Stage (Client Requirements, Design Negotiations, Develop Design Implications Report).

    15.4 Project Success and Client Satisfaction.

    15.5 Summary: The Client as a Unique Contributor To Project Success.

    References

    16. Reducing Corporate Risk Using the Construction Risk Management Model.

    16.1 Risk, Construction and Clients.

    16.2 Client Contributions to Risk Reduction.

    16.3 Navigating around the Client-Side Construction Enterprise Risk Management (CERM) Model.

    16.4 Summary: Managing Risk using Our Client-side Risk Management Model. 

    16a. Business Concept Development Stage

    16a.1 Purpose

    16a.2 Organisations and Planning

    16a.3 Planned Change and Managed Impact

    16a.4. Why Construction Change is Different

    16a.5 Business Concept Development Stage Outputs

    16a.6 Job Book: Business Concept Development

    16a.6.1 Corporate Vision Outputs

    16a.6.2 Corporate Construction Risk Mitigation Outputs

    16a.7 Summary: Business Concept Development Stage.

    16b. Corporate Client /Delivery Capability/Transformation Stage

    16b.1 Purpose

    16b.2 Corporate Client Delivery Capability

    16b.3 Job Book: Corporate Client /Delivery Capability/Transformation Stage

    16a.3.1 Operational Planning Outputs

    16b.4 Summary: Corporate Client /Delivery Capability/Transformation Stage

    16c. Outcomes Delivery Stage

    16c.1 Purpose

    16c.2 Outcomes Delivery Stage.

    16c.3 Job Book: Outcomes Delivery Stage

    16c.4 Preparing for Design Stage, Benchmarking and Design Liability

    16c.5 Appointment of contractors and start on site

    16c.6 Summary: Outcomes Delivery Stage

    16.d Three Year In- Stage

    16d.1 Purpose

    16d.2 Job Book: Three Year -In Stage.

    16c.2.1 Asset Delivery Aftercare and Management Outputs

    Part One: Asset Handover Management Planning

    Part Two: Post Operational Review

    16c.3 Summary: Three Year -In Stage.

    17. Key Points: Client Risk Management and the Risk Management Model

    Appendices

    Appendix 2A Client Risk Management Model

    Appendix 2B RIBA Outline Plan of Work

    Index

    Biography

    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.