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

At the beginning of the second project the expectations to the project were high among
the skilled workers because of the development initiatives. They had heard some about
the planning system in connection with the first project, and were looking forward to
reliable planning and fruitful cooperation. They expected the site to be a nice and
secure place to work and that all the trades would benefit.
The project manager did not show the same enthusiasm at the beginning and after a few
months, he felt that he was not needed at the site as much as normally, so he stayed at
his office much of the time. He also did not perceive the new planning methods as
special. He planned in almost the same way as he always did and he did not feel any
demands for special competencies compared to traditional planning methods. Partly
because of this attitude the skilled workers began to feel that their expectations were
not met. They experienced several severe misunderstandings or faults in the material
logistics; misunderstandings when it came to supply of equipment; and frustrations
because of differences in ambitions to the use of the new planning system. They felt
that the planning went as normal with the traditional lack in communication. So instead
of being enthusiastic about the new initiatives, the skilled workers became more and
more frustrated, because the building process did not meet their expectations. The
project manager saw this frustration as normal, and did not take any action to prevent
this.
Therefore, despite the many different initiatives, the expectations about an effect of
keeping the same team were not met. The workers were frustrated about the lack of
improvement in the building process seen from their point of view and nobody seemed
to build on former experience, such as expected by the client. Several reasons caused
this. The client points to the fact that a) due to unforeseen problems from the authorities
it was not possible to keep the same key persons in the project team over time; b) the
competencies of the project manager have not met the client’s expectations. Whereas
the client until then had been focused on the competencies of the companies, the
personal competencies of the key-persons were now recognised as being highly
important. The next time such initiatives will be implemented, the client will require
more control of which people the different companies involve in the process, and the
client expects to be included if a key-person, mainly the project manager, has to be
replaced.
The case showed a client with a belief, who took the first step and tried it out. The
client believed that cooperation and learning were key issues in making a team work
and develops over a period. However, the client chose his team according to traditional
parameters such as price and technical competencies in the companies. The outcome
was not as expected. It showed that the personal competencies meant a lot to the
outcome of the project – perhaps even more than the initiatives taken to support
learning and development in the building process. Under all circumstances the personal
competencies of the involved persons were more important to the development of the
process than the architect project used for assignment. The client learned that personal
competencies were very important, but the client did not get any idea of how to use this
knowledge in a future tender process. Therefore, it is believed that there would be no
actual change in subsequent projects.
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