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

4. IN THE IDEAL WORLD I WOULD WORK WITH MY
FRIENDS
To find out what the ideal way of selecting a project team could be for the parties in a
building process, interviews were conducted with representatives from the building
industry. The main conclusion was that if the project team does not work, the project
will most likely fail. Moreover, if the respondents could choose freely they would
prefer to work with people and companies, whom they know and with whom they had
good experiences on earlier projects. It seems that key-persons are more important to
project success than how the work is done and by which means (Jørgensen et al., 2007).
The respondents also found, that a way to obtain a good building process would be to
choose people with focus on personalities in order to make the team work. In that way
there is a chance to create a building project, where the team members can talk and
understand each other. There is also a chance that they will have less conflicts and
instead will help each other bring about a win-win situation.
When going through the interviews it looks like an easy thing to do as the respondents
suggest: choose the people you know and like. But when you ask about suggestions
how to choose employees on a site according to personality, there are no suggestions.
The tendering has to be transparent (and when it comes to publicly financed projects
they follow the law based standards) in order to be accepted by the parties. The use of
personalities as criterion is very difficult to make explicit, both because of the
subjective nature of the criterion and because there is no tradition for its use.
From the above it can be stated that the building sector has to do something in order to
make a better and more transparent tendering process which does not inhibit
development in the building process.
5. PERSONAL COMPETENCIES ARE IMPORTANT
The empirical findings indicate that personal competencies and personal relations are
perceived as highly influential on the success of building projects. The case pointed to
the project manager as a key person in achieving the objective set by the client. The
Danish Benchmark Centre for the Danish Construction Section has just published a big
research study about the efficiency in the Danish building and construction sector. The
report documents among others that the project manager is very important and that
management on the sites in these projects is not good enough. (Byggeriets produktivitet
– en analyse fra BEC(14/2-07)). There are project managers at many levels; every
involved company has its own project manager on the project.
In the case the client did not articulate any demands on the competencies of the project
manager before choosing the team. As the project manager did not fulfil the implicit
competencies expected by the client, the client learned to be more aware of this in
future projects. Nonetheless, the client has not articulated how this will affect his future
tendering processes.
The interviews showed that the representatives for the different parties in the building
process all pointed to the traditional competitive tender process as a hindrance for
improvement of the building process. If they could decide how to choose a project
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