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

team, they would prefer to use their experience and knowledge of the potential
participants’ personal competencies instead of traditional tendering. But again, the
respondents’ answers were built on intuitive feelings of how to choose the best team,
and they do not seem capable of explicitly articulating on what criterion they would
base the “ideal tendering process”.
There are many reasons for problems with explicitly articulating causes among other
things the competitive tradition in the industry seem to block alternative use of
tendering. Furthermore, personal competencies is a fuzzy concept and very difficult to
measure objectively. Expressed needs on soft personal competencies such as empathy
can be understood in several ways and personal competencies also alter over time.
Because of these obstacles the parties of the building industry have seldom set out
specific wishes for an alternative way to set the project team.
However, it is necessary to articulate the wishes for an alternative selection of team
members in order to move in the direction of relying on more personal competencies
and less on lowest prices. Firstly, criteria for the selection have to be explicit in order to
make a competition legal (www.klfu.dk checked 23/4-07) and to avoid arbitration
because of unclear awarding. Secondly, explicit criteria are necessary to allow the
loosing team to improve, and thereby to ensure a healthy development of the bidding
teams.
Other experience and literature also emphasise the importance of personal relations (Ng
et al., 2002), and personal competencies (Doyle, 2006) in building projects. (Interview
with SAM karrierecenter 23/4-07). Furthermore, continuity of the core personal is
perceived as important allow to the relationship between client and contractor to be
reinforced at an individual level (Bresnen and Marshall, 2002).
The above-mentioned findings showed that particularly the personal competencies of
the project manager are important for the project success. Surprisingly, the literature on
project success factors does not specifically mention competencies of the project
manager as an important factor, which is in contrast to general management literature
(Turner and Müller, 2005). Though, Turner and Müller strongly questions that this lack
in the literature is due to the fact, that the project manager does not have impact on the
project success. Instead they stress that there has not been much research with in the
area.
In summary, both the practitioners and the general management literature point to the
(project) manager as a key person for success, and both the practitioner and the
literature point to the personal soft competencies of the project manager as highly
influential.
6. ALTERNATIVE PROCEDURES FOR SELECTING THE
PROJECT MANAGERS
As stated above, personal competencies are very important for the success of building
projects. So, for what can this information be used? In this section we turn to the case
again to see, what the client might have done instead of focusing on the architect
competition in order to support learning and development of the building process. It is
not the objective to give the final answer just now. Instead we hope to inspire to more
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