There is no one definition of Best Practice, but during a survey in early 2009 to find people's opinions on Best Practice, some of the key words used to define Best Practice were:
Best Practice cogs
One definition of Best Practice is:
Upto the 1980s, there was (and still is to some extent) emphasis on competitive tendering and lowest price (based on client rules) which led to increasing confrontation, claims to recover costs, and budget and time over-run. Increasing claims led to increasing involvement by lawyers, so that it was said that lawyers' fees were a significant percentage of the construction industry turnover, possibly as high as 10%.
The problem, as identified by Sir Michael Latham, could be summarised as follows:
There was a definite need for change.
'Constructing the Team' (1994)In 1994, Sir Michael Latham wrote the influential joint government and industry report 'Constructing the Team' (known as the Latham Report). In it he advocated partnerships within the fragmented construction industry. He recommended:
The report led to the establishment of the Construction Industry Board to oversee reform and subsequent initiatives were the Egan report 1998 ‘Re-thinking construction’; the 'Construction Best Practice Programme’, ‘The Movement for Innovation’ and ‘Constructing Excellence’. Ref: 'Constructing the Team' (The Latham Report) - ISBN: 9780117529946 (this report may no longer be available to buy) | |
'Rethinking Construction' (1998)Sir John Egan was asked by the Deputy Prime Minister to review the Construction Industry in 1998, following on from the Latham Report. "Rethinking Construction" was published by the Construction Task Force under Sir John's chairmanship. He recommended five key drivers:
He recommended several targets to be achieved annually, including
There was major emphasis on integration, which amongst other things was picked up in a series of publications created by the Office of Government Commerce entitled "Achieving Excellence in Construction" (1999). | 'Accelerating Change' (2002)Through the Strategic Forum for Construction, Sir John Egan authored a further report to build on and reaffirm the principles set out in 'Rethinking Construction'. Some change was acknowledged in this report but there were mixed views. The vision was to realise maximum value for all clients, end users and stakeholders to exceed their expectation through consistent delivery of world class products and services. The targets set by 'Accelerating Change' included the achievement of Integrated Project Teams and Integrated Supply Chains:
These targets were not met during the time periods prescribed 'Accelerating Change' also recommended the introduction of a 'Toolkit' through the Strategic Forum for Construction. This Toolkit provides invaluable guidance on how to achieve Best Practice, including a 'Maturity Assessment Grid'. |
'Releasing Resources to the Front Line' (Gershon Report 2004)This report sought to deliver £20 billion of efficiencies in public spending by 2007-8, increasing output, or freeing up resources. For the public sector in the constructin industry, emphasis was placed on procurement. Frameworks might reduce the cost of procurement of individual contracts by between as much as £50k and £100k. | |
'2012 Construction Commitments'To mark the 10th anniversary of 'Rethinking Construction' and to reinvigorate the recommendations of that report, the Strategic Forum for Construction developed the '2012 Construction Commitments'. The Construction Commitments, according to the Strategic Forum, bring together the six key areas vital to delivering construction projects on time, safely and to budget. They represent the principles which it is intended will underpin all construction projects in order to achieve a better industry and exceed current best practice. In support of this the Strategic Forum has set a number of key targets which will demonstrate the improvements that the industry is making as a result of the adoption of these Commitments. The Forum will be working with Constructing Excellence in the Built Environment to promote the use of these Commitments as a framework for all construction projects. Stemming from the Construction Commitments are the 'Client Commitments'. In addition to the Client Commitments, there is a free Client Assessment Tool developed through the Institution of Civil Engineers in consultation with other organisations such as Constructing Excellence called ClientMAP which Client Organisations may find helpful. | 'Never Waste a Good Crisis' (Wolstenholme Report 2009)Published in October 2009, this is a Review of Progress since Rethinking Construction and also provides thoughts for the future. The report reviews progress so far and the blockers to progress, and suggests some big themes for future action and some quick wins. The big themes include:
Some 22 quick wins are also listed. |
