IRIKA KU LIAH: Project Procurement Competence and Knowledge Base of Civil Engineering Consultants: An Empirical Study.

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Authors:

Rwelamila, Pantaleo D.¹ rwelapmd@unisa.ac.za
Edries, Ruwaida² edriesr@halcrow.com

Source:

Journal of Management in Engineering; Oct2007, Vol. 23 Issue 4, p182-192, 11p, 1 Diagram, 2 Charts, 5 Graphs

Document Type:

Article

Subject Terms:

*ENGINEERING -- Study & teaching
*CONSULTING firms
*CIVIL engineering
*BUILDING -- Study & teaching
CONSTRUCTION projects

Author-Supplied Keywords:

Consultants
Developing countries
Procurement
Professional development
Project management
South Africa

NAICS/Industry Codes:

541618 Other Management Consulting Services
541611 Administrative Management and General Management Consulting Services
541613 Marketing Consulting Services

Abstract:

This paper reports the findings of a survey designed to capture information on the construction project procurement systems (CPPSs) knowledge base of civil engineering consultants, specifically on their level of competence in terms of advising clients to make appropriate choices of CPPSs. The study included an examination of whether the civil engineering consultants’ advice on CPPSs and CPPSs services fulfilled the client’s needs and also the degree to which the client’s project requirements were being met. The selection criteria used by civil engineering consultants when choosing an appropriate procurement system was investigated. Also included in the study was an investigation into the degree to which civil engineering consultants communicate and inform clients of the range of CPPSs available to them. A postal questionnaire survey was administered to the clients (property developers) and civil engineering consultants in South Africa’s Western Cape Province. The results show that civil engineering consultants are unaware of or underinformed about the various construction project procurement systems available. Their selection criteria for procurement systems is based on biased past experience and conservative choices, with the result that incorrect decisions with unfortunate consequences are made. [ABSTRACT FROM AUTHOR]

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Author Affiliations:

¹Professor of Project Management, Graduate School of Business Leadership, Univ. of South Africa, P.O. Box 392, Unisa 0003, South Africa
²Project Engineer, Halcrow Group Ltd, 44 Brook Green, Hammersmith, London W6 7BY, U.K.

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