Purpose -This paper describes the use of the construction management framework (CMF) in the Highways Agency's (HA) Areas 9 and 10, two of the HA's 14 areas within England, defined by geographical boundaries. It examines: how the CMF has adapted itself to the changing needs of the client; how it has captured and used innovation and lessons learnt; and how the number of companies involved has impacted on the effectiveness of the framework. Design/methodology/approach -The research compares the advantages and disadvantage of frameworks as reported in literature with the case study of the HA's CMF. The framework is examined in terms of: how well it met the client's changes/expectations; how it can be used to anticipate those changes; how it used innovations and lessons learnt to achieve competitive advantage; and how the number of parties involved in the framework can affect the effectiveness of this arrangement. Findings -The CMF in Areas 9 and 10 has formed its own "Community" and established joint processes, including procedures and measures that have been put in place following changes in HA policy. The innovations process used in the CMF shows that savings of 6.3 per cent on average can be made with clear benefits resulting from the lessons learnt. Finally, it is recommended that the selection of specialisms in the framework should be considered carefully, taking into account the likely workload over the anticipated life of the framework in terms of continuity and percentage share of construction works for each specialism. Practical implications -This research provides a model of the CMF that can be used in other HA areas. Presenting the CMF model will: allow better informed decisions to be made on whether or not to adopt the CMF; help identify how many specialist contractors are to be included; and raise awareness of some of the potential pitfalls. Originality/value -This paper presents a review of an application of the HA's CMF, an innovative long-term collaborative working arrangement. The CMF is an option for delivering highways major maintenance and renewal schemes which is expected to be extended to other HA areas. This paper also helps to identify how this option can be best implemented.
Over the last decade, there has been a growing emphasis on collaborations and partnering in the construction industry. This has been embraced in the UK highways maintenance sector, with partnering promoted by the client, leading to the formation of alliances and partnering frameworks. One of these is the construction management framework (CMF), the preferred method of procurement for major maintenance projects in the Highways Agency's areas 9 and 10. This paper compares two road and structure renewals schemes carried out using the CMF. The first scheme was carried out in 2004 as one of the first of its type to be undertaken by the CMF; the second was a similar project carried out in 2006. Documentation of the two projects was reviewed to identify the benefits that were gained through working in collaboration, and if there was an improvement in performance as the framework became more established. The research considered key performance indicators, including cost and time predictability measures, respect for people surveys, innovations and lessons learned discussed at the time of the projects, and instructions for changes to works information. Data collected from both schemes show improvements in measurement and culture fostered by the CMF, and the advantages of the processes used are illustrated.
Ten years have passed since the Highways Agency launched the UK's first construction management framework pilot in 1999. Today's framework, which has delivered over £300 million of schemes without any contractual disputes, is generally seen as a success by those involved, creating a more enjoyable work environment and making it a preferred form of procurement. This paper reviews the initiatives that have been identified and practised during the life of the framework. The benefits and successes of these are discussed along with the lessons learned and recommendations for the future.
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