PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 2013approach towards this achievement. Within this catalyst for change, the role of aclient was identified as crucial, with partnership and team relationships recognised asleading towards an overall improvement in performance. In Rethinking Construction(Egan 1998), five drivers were specifically identified as motivators for change:• Committed leadership• A focus on the customer• Integrated processes and teams• A quality driven agenda• Commitment to peopleRelationship drivers included in Egan’s Report were emphasised again and expandedfurther in Modernising Construction (National Audit Office 2001) through specificmention of investment in training and the better (thoughtful) use of innovation inprojects. Modernising Construction also incorporated results from researchundertaken concerning performance outcomes with public sector projects at thattime. Although limited by the amount and depth of information available, resultscollated by Graves and Rowe (1999) were obtained through the Agile ConstructionInitiative programme supervised by the University of Bath. ‘Headline’ results fromthis research are given in Table 1.2.Table 1.2: Project outcomes by Graves and Rowe (1999, p 11)Costs:Time:13% of projects delivered under tendered price14% of projects delivered on tender price73% of projects delivered over tender price10% of projects delivered early20% of projects delivered ontime70% of projects delivered lateAlthough most post 1980 reports are forward looking, progress made by governmentdepartments as clients since 2001 is traced through a reverse facing report ImprovingPublic Services through Better Construction (National Audit Office, 2005). InConstruction Matters, (Business and Enterprise Committee, 2008) a challenge isthrown to the construction industry to demonstrate its strengths but also highlights19