Udvælgelses- dan og tildelingskriter ske byggesektor ... - RenProces

2006). As a part of the case study, an extensive amount of formal and informal
interviews were conducted with several representatives from the clients’ organisation,
from the project manager and from the skilled workers at the construction site.
Furthermore, observations, participating observations and action research were carried
out in order to understand and support learning activities at the site (Kristiansen and
Krogstrup, 1999).
The interviews were conducted as a pilot study in connection with a Ph.D.-project
concerning the tender process and the selection of the project team 2 . The respondents
were chosen to represent a broad range of roles in the building industry: the
professional client (3 numbers of interviews), the architect (4), the engineer (4), and the
contractor (4). 15 interviews were conducted covering both management and
practitioners. The interviewed persons were all chosen as mid-level manager to get the
most honest answers. The interviews were semi structured allowing the respondents to
reflect on the questions and elaborate on their answers (Bogdan and Taylor, 1975). The
main questions in the interviews were: How is the project team set under normal
circumstances? What is the ideal way of setting a project team?
3. FOCUS ON LEARNING AND COOPERATION
In this section the case will be presented with the aim of showing how a client made a
decision and took the first step to do something new with the objective of improving
the building process.
The client chose a team assigned on the basis of an architect project. The aim was to
initiate a strategic partnering relationship (Bennet and Jayes, 1998) with the involved
companies, starting with two projects without setting the second project to tender. By
using the same team, the client believed both that the team members would invest in
the cooperation among the different parties and the development of the building
process, and that the experience gained in connection with the first project could be
reused in the subsequent project. The overall objective was to increase the effectiveness
and efficiency so the client would get a better quality at a lower price, and so the team
members would benefit from the projects.
The client took several initiatives in order to improve the cooperation and learning
among the team members, such as the Last Planner System of Production Control
(LPS) (Ballard, 2000) and such as focus on social arrangements with participation of all
the involved parties. The project was also a part of a national initiative, BygSoL
(Danish abbreviation for Leaning and Cooperation in the Building Industry, (Ebbesen
and Olsen, 2006)). All of the above mentioned initiatives were introduced by the client
because he believes in learning and cooperation as a way to improve the building
process. By using the same team, the client believed that the initiatives would be a good
investment and furthermore the client considered that the project would provide the
building industry with some valuable experience.
2 Ongoing PhD.-Project: Udvælgelses- og tildelingskriterier i byggesektoren,
(Selection- and assignment criteria in the Danish building sector), Lene Faber Ussing.
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