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

Appendices to Thesis Keith Gale 2013Q13 In your view, does the use of key performance indicators help the parties gainbetter performance with projects? Why do you think this is?Yes, I think they do. They enable both sides to look at historical performance datarelated to the project to identify where the client team and the contractor teammembers need to improve. They encourage contractor teams to perform strongly in achosen area, to gain repeat business, and to not be penalised.Q14 In your opinion, is the collection of key performance data worthwhile? Is itdemanding?From what I’ve seen to date, I think yes it is.. very worthwhile. It is demanding,(particularly for our staff based team) for keeping records on top of their otherresponsibilities. They can create a certain amount of conflict if not recordedaccurately, or the parameters are not clearly defined (which has been noticeable on afew projects). Although, it does help to make sure operational goals are met andwhere possible improved, which is good for us as a client. I think it also means thatthe better performing contractors increase their chances of winning future work andthe client gets the best contractor for particular programs.Q15 In your view, does the use of a framework help with the balance of riskallocation? Why do you think it is?Primarily I believe that the procurement method (i.e. the choice of contract for itsrelevant option) chosen dictates that, rather than the fact that the project’s on aframework. I do have a belief that working the framework means that the client ispossibly less likely to put risk on the contractor and this is primarily because wework regularly with each other.Q16 Which method (traditional verses framework) do you think provides the mosteffective communication between participants in construction projects? Why doyou feel this?433