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Rationale
It is axiomatic of construction management that a project may be regarded as successful if the building is completed as scheduled, within budget and quality standards as well as achieving a high level of client satisfaction. Increasingly, the fulfillment of these criteria has been associated with the problem of procurement method for construction. In short, the selection of the appropriate method can shape the success of the project.
Broadly speaking, the problems that are facing the building process are considered in relation to: separation of design from construction; lack of integration; lack of effective communication; uncertainty; changing environment; changing clients’ priorities and expectations; and increasing project complexity. These, problems together with economic changes (e.g. inflation and recession), have led construction professionals and the industry to offer alternative methods of building procurement such as design and build, management contracting and construction project management.
There are other mechanisms in procuring a project such as partnering, public finance initiative (PFI), PPP, alliancing and ProCure 21 which may also be considered to fall under the term procurement method. However, according to Clamp et al. (2007) they might be more accurately described as an approach to procurement. Naoum (2003) described it as a philosophy and a contract of trust. For example, most partnering arrangements are an over-arching agreement, which encompass one or several contracts let under one of the three key procurement routes, namely, the fragmented route such as the traditional method, fully integrated such as design and build, partially integrated such as management contracting.
The large amount of research has given rise to a similarly large number of definitions of procurement method. Two of the many definitions are:
[…] a procurement system is an organizational system that assigns specific responsibilities and authorities to people and organizations, and defines the relationships of the various elements in the construction of a project (Love et al., 1998).
[…] a mechanism for linking and coordinating members of the building team together throughout the building process in a unique systematic structure, both functionally and contractually. Functionally, via roles, authority and power; contractually, via responsibilities and risks. The main aim is to deliver a project that meets the objectives and fulfil the client criteria needs and expectations (Naoum and Egbu, 2015).
The literature...