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

includes that all parties earn money and work is carried out in a pleasant climate and you feel
proud of being part of the team.
A bad process is for the interviewed persons a project where team members do not like each
other, they argue for their own benefits, and they do not respect neither other team members
nor their work. A lot of conflicts arise which are insoluble and all parties are not willing to
accept a solution. In a bad process it is usual that parties or some of them do not earn money.
But it is also a bad process even if some or all of the parties earn money and at the same time
some of the above-mentioned bad points occur during the project.
One of the questions for the interviewed persons was about what sort of process and which
people they would employ in their building team if they could choose freely? Again the 3
groups of people interviewed were quite unanimous. They wanted to work together with
people they knew beforehand: It could be from a previous project which succeeded or it
could be people who were recommend by friends or other business counterparts. They
wanted people, who they respected either for their personal competencies or for their
technical competencies.
The process they wish is a process similar to the “good process”. They choose a smooth way
through the project. They all think it will be a project where you know each other or you start
the project by getting to know each other. If you respect and like the other team members
then there is a big chance that the process will go right. The team members understand the
other members easily, and they may also know what another team member will do in a given
situation maybe without asking. If this is the case then some time will be saved, which means
the project will earn more money. To earn money is the main reason to do most of the
projects. If team members do not know each other, there will be more discussions and
meetings to find out a way to cooperate; the result is higher costs on the single project but in
the long term it can also be a good process for the next projects.
3.3 What kind of competencies must future project organizations hold?
The field observations mentioned only included 15 companies. Later in the PhD project
(Faber Ussing) a more extensive interview survey will be made where more companies will
be interviewed. Now we have to evaluate if the 15 companies represent the building sector
and if they do, their wishes can give an indication of what we may expect companies will
wish for future project organizations.
Expected competencies for a building project team can in future be:
- Costs will not be the primary issue. Most clients of cause have a costs limit, but they
will also consider other aspects and want to optimise values and costs.
- Technical competencies are important. Houses have more and more technical
equipment. For instance, a suitable heating system is demanded, which can either
keep a constant temperature or use as little CO2 as possible or both. A lot of clients
want electronic data processing in their houses; they want to survey consumption of
light, the heating system, surveillance system etc. The construction has to be right, but
the clients also want the best and cheapest product if possible. The architecture often
has to express the lifestyle of the owner. This will tell others something about the
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