Pressures on resources and rhetorics of partnering have persuaded many that clients do not really need to be able to engage in the project process and that expressing the need clearly and supplying the finance is enough to ensure effective delivery of the facility because competent suppliers can do the rest. In part, this view has developed in understandable response to the earlier prevalence of large, bureaucratic client organisations, which weighed heavily on the project process and stifled innovation. This research suggests that the process of project capability outsourcing has gone too far and that many clients now have too little capability to manage their projects. It also suggests that the underlying reason why clients may have cycled from too much capability through too little is the lack of clear management principles for identifying what the most effective level and mix of client capability actually is. The aim of this research is thus to develop such managerial principles that can support clients in deciding on the most appropriate level and mix of capabilities for the projects they sponsor.
The project is carried out at the Division of Construction Management.
Roine Leiringer (University of Hong Kong)