Abstract:
The problem facing the building industry at the present time is that there is no unity of thought with regard to meeting the needs of the client in the design, management and construction of building projects. Since the industry revolves around the client the problems that face him and the chain reaction that these set off on the way to completing his project warrant examination. Speculation regarding the prospects of the economy continue to occupy columns in every newspaper and trade journal. All predictions, whether they tend towards optimism or pessimism, are presented subject to some form of qualification. Developments which tend to support the long awaited up-turn in the economy are interpreted with the greatest of caution. Against this background the client of today makes a decision to invest in a building project. This long term investment decision will be based on one of two motives. The first one being to derive an income from the letting of space to others or secondly the need to fulfil one's own requirements for space. These clients, respectively referred to as habitual and periodic clients, choose between various forms of organisational leadership and types of contracts with which to transform their requirements into a building. Clients choose different forms of organisational leadership and types of contract for various different reasons. The final outcome of the chosen combination, with regard to time for completion and final cost, also varies widely and this in turn influences their future approach to building projects. The architects, engineers and quantity surveyors, referred to as the professional team, are appointed by the client to perform their respective functions in the completion of the building project. Inter-professional communication and co-operation are not always as successful as the clients would believe them to be. Inter-professional jealousy, misunderstanding, differing objectives and adherence to the status quo often result in unnecessary cost increases for which the client unwittingly pays. The contractors execute the physical function of constructing the building. In this the final step, the effectiveness of the pre-tender planning, coordination and detailing are put to the test. The practical experience gained on site is invaluable and contractors can often contribute to time and cost savings if consulted in the initial design phase. Many contractors offer the client the alternative or dealing directly with them, thereby bypassing the direct professional team approach. The modern contractor fulfills a management function in addition to the building function for which he is employed. A relatively new concept in South Africa, construction management, actually realises this management function as a separate service and provides it under a professional services contract. The roles that are played by the client, professional team and contractors under the construction management approach differ from those played under the traditional approach. The challenge to the building industry is to find the most suitable method of synergistically channeling all their skills to meet the time and budget requirements of the client.
