By Jack Masterman
This transparent, well-researched consultant could be worthy to scholars and practicing building execs alike as they paintings with quite a number development procurement platforms to settle on the process so much fitted to their wishes.
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Extra resources for An Introduction to Building Procurement Systems
E. in areas where they consider the quantities may eventually be substantially increased, although this sort of price rigging should easily be detected by an experienced quantity surveyor during the detailed evaluation of the tenders. When considering the use of this procurement method it should be appreciated that like most other co-operative methods, two-stage selective tendering calls for a greater input from the client, or his advisors, than the conventional approach and that it is essential that all of the participants in the scheme are conversant with every aspect of the method in order to avoid any misunderstandings occurring during the currency of the project.
The ability of design consultants in general, and architects in particular, to manage projects has been continually questioned over the past two decades and particularly by Barnes  who has maintained that in the case of the conventional approach designers are not motivated to give sufficient attention to the control of the critical criteria of cost and time. The combination of part-time supervision and lack of management expertise and motivation during the construction phase of conventionally procured projects can result in delays and additional costs being incurred by the client as a consequence of poor performance by his consultants; the detailed and continuing involvement of the client can offset these deficiencies as it has been amply demonstrated that customers who take a constructive and objective 34 SEPARATED AND CO-OPERATIVE PROCUREMENT SYSTEMS interest in all aspects of their projects achieved the best results particularly in terms of speed of completion.
The criteria for measuring the success of the first project must be agreed by both parties to the contract and procedures for negotiating the second contract established prior to the initial project being let. e. the conventional system (single-stage selective tendering), and a negotiated contract, although the guarantee of continuity does generally result in a more positive commitment from both consultants and contractors on the first project. The statistical survey carried out as part of the Wood Report  grouped continuity and serial contracts together but found that when using both of these variants that: 1.