An evaluation of management contracting

Sidwell, Anthony

doi:10.1080/01446198300000005

Cited by 23 publications

(14 citation statements)

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“…Journal of Construction Business and Management http://journals.uct.ac.za/index.php/jcbm and traditional procurement systems by Sidwell (1983) and Naoum (1994) respectively; the benefits in management contracting system were attributed to the improved integration of project team members, flexibility of the system, breaking down of work into packages with total competition of work packages, improved collaboration, risk sharing, early contractor's involvement and more relational relationship enhanced by the management contractor.…”

Section: University Of Cape Townmentioning

confidence: 99%

“…Therefore, the reported benefits of the system can be as a result of the roles and duties performed by the management contractor. While available research on MC emphasises more on the advantages and suitability of using the system (see Naoum, 1994;Naoum and Langford, 1987;Sidwell, 1983;Ward et al, 1991). Limited attention has been given to investigating the performed duties and the required competencies to perform as a management contractor that has resulted in the reported benefits MC has shown to deliver.…”

Section: University Of Cape Townmentioning

confidence: 99%

“…Management contracting evolved from the United Kingdom (UK) (Sidwell, 1983). According to Murdoch and Hughes (2008), the system has been in use for a considerable period even though it was only in 1987 that a standard form of contract was developed for it.…”

Section: Management Contracting Procurement Systemmentioning

confidence: 99%

“…According to Murdoch and Hughes (2008), the system has been in use for a considerable period even though it was only in 1987 that a standard form of contract was developed for it. The horizon factory in Nottingham for John payer limited designed by Arup and Associates and built by Bovis limited, and the British Library in London where among the earliest projects built using this system (Murdoch and Hughes, 2008;Sidwell, 1983).…”

Section: Management Contracting Procurement Systemmentioning

confidence: 99%

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Duties and Required Competencies of a Management Contractor

Ayegba

2018

JCBM

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One of the responses to the critical failings of separation of design and construction processes of traditional procurement system is the development of management contracting (MC) procurement system. Several studies have indicated MC procurement system to be most suitable for large and complex projects, when on-time project delivery is required, and when flexibility during construction is desired. Owing to the involvement of the Management contractor at both design and construction stage of projects, the management contractors play more significant role in the benefits that MC system has shown to deliver. This study aims to investigate the duties performed by the management contractor and the required competencies for a management contractor, to provide knowledge and understanding on important considerations for the selection of a management contractor. Empirical data was collected using documentary analysis of three management contracts tender documents and a semi-structured interview with a key role player of two of the management contracts in South Africa. Findings revealed the duties performed by management contractors to be multitasking, covering both the pre-construction and construction stage of building projects. Also, owing to the increased responsibilities of management contractors, the competencies required to perform as a management contractor are distinguishable when compared to competencies needed of contractors to perform in other procurement systems. The knowledge and understanding of the duties and required competencies to perform as management contractors provided in this study will help construction clients and the construction industry in the selection process, performance management and evaluation of management contractors. Keywords: Construction procurement, Management and relationship formation duties, Management contracting procurement system, Management contractor.

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Section: University Of Cape Townmentioning

confidence: 99%

Section: University Of Cape Townmentioning

confidence: 99%

Section: Management Contracting Procurement Systemmentioning

confidence: 99%

Section: Management Contracting Procurement Systemmentioning

confidence: 99%

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Duties and Required Competencies of a Management Contractor

Ayegba

2018

JCBM

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“…Therefore, the knowledge related to this stage should consist of three major components -problem, solution and outcome ( Figure 2). The problem part should represent the knowledge of the PSPs used in the previous CPS processes -these PSPs being related to time certainty, cost certainty, speed, flexibility, responsibility, complexity, price competition, risk allocation and quality as illustrated in Table 2 (see Sidwell, 1984;NEDO, 1985;Nahapiet and Nahapiet, 1985;Skitmore and Marsden, 1988;Walker, 1989;Hughes, 1989;Masterman, 1992;Masterman and Gameson;1994;Love et al, 1998;Rowlinson and McDermott, 1999;Ambrose and Tucker, 1999;Alhazmi and McCaffer, 2000;Chen, 2000;Kumaraswamy and Dissanayaka, 2001). The knowledge in the solution part should, however, contain the procurement system used, and its sub-managerial systems, such as the tendering method and contractual arrangement, etc.…”

Section: Resource Availabilitymentioning

confidence: 99%

Capitalising Experiential Knowledge for Guiding Construction Procurement Selection

Luu

Skitmore

2012

CEB

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Capitalising useful knowledge for construction procurementselection (CPS) decisions would provide a valuable asset to clientorganisations, as the successful/unsuccessful experience wouldhelp decision-makers avoid the occurrence of similar errors andensure the most suitable procurement system is employed fora construction project. As a result, there is a need to examinethe potential for developing a knowledge management model tocapture and reuse experiential knowledge to guide CPS decisions.This paper begins by identifying a suitable approach for managingCPS knowledge. This is followed by a discussion of the knowledgerequired for CPS decision support. A prototype knowledgemanagementmodel is developed, using the case-based reasoning(CBR) approach, and a mechanism for the retrieval and reuse ofknowledge for guiding CPS decisions is elucidated. The resultsindicate that CBR is a suitable tool for formulating the procurementselection parameters and selecting a suitable procurementsystem for a construction project. This is primarily becausethe CBR approach is flexible enough to allow closely matchinghistoric cases to be retrieved as well as enabling the decisionmakerto adapt the proposed solution based on the predominantcharacteristics of the client, project and external environmentpertinent to the current project.

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Constructability in Conceptual Planning and Procurement

Griffith

Sidwell

1995

Constructability in Building and Engineering Projects

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An evaluation of management contracting

Cited by 23 publications

References 0 publications

Duties and Required Competencies of a Management Contractor

Duties and Required Competencies of a Management Contractor

Capitalising Experiential Knowledge for Guiding Construction Procurement Selection

Constructability in Conceptual Planning and Procurement

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