Standards Development

Scope

This document provides guidance on:

a) the role of the client in the effective and efficient delivery of construction projects; and

b) delivery management practices which enable the client’s business case to be translated into project outcomes in a manner which consistently realizes value for money.

This document may be applied by the private sector, the public sector or community organizations. Asset management and planning and budgeting processes which have forward and backward linkages with delivery management processes are beyond the scope of this document.

Purpose

There is a direct linkage between the role played by the client and construction works project outcomes regardless of project size, complexity and location. Client procurement and delivery management practices (the client buying functions) are central to the performance of the supply chain which delivers construction works projects. Such practices have a direct impact on the realisation of the client’s value proposition for the project (the promise of measurable benefits) and project sustainability impacts. Delivery management is required to translate the value proposition associated with a business case into project outcomes. 

Construction works projects are necessary to support the strategic and business objectives of clients according to their purpose and values. Such projects need to be delivered within the client’s governance framework i.e. the strategies, policies, decision-making structures and accountabilities through which the client’s governance arrangements operate. Client governing bodies need to hold management to account to ensure that construction works projects embrace the culture, norms and practices of the organization and align with its purpose. They need to make decisions informed by credible information and reliable data, stakeholders, ethical and societal expectations, compliance obligations, open and honest reporting and natural environment limitations and impacts.

Construction works projects are delivered through a supply chain. Contracts bind the participants in the supply chain. The delivery of construction works projects embraces:

• a “buying” function focusing on client delivery management practices (plan, specify, procure and oversee delivery); and

• a “supply” function focussing on the management and integration of the resources required to deliver the project.

The project management function associated with projects coordinates activities to direct and control the accomplishment of agreed objectives in support of the supply function. The delivery management function, on the other hand, focuses on knowledgeable leadership, consistent governance and systematic administration of procurement, contracts and project finances.

A global standard which provides guidance on the delivery management of construction works projects is required. A global standard which links numerous international standards which inform organizational governance, procurement and sustainability practices to organisational governance and delivery management will not only promote the application of these standards but will also facilitate the effective implementation.