Satisfying client expectations in a project through Innovative procurement routes

This paper compares delivery systems with the client's main project objective of delivery on time, within cost, at the required quality, and meeting the client's requirements. Four project management areas are used as a frame of reference: scope, time, cost, and quality management in line with the client's main project objectives. These are subsequently used to compare the prevalent routes which is categorised as integrated (design and build) and fragmented (traditional and management routes) with the recently developed STO (Specialist Task Organisations) route. The study is carried out via literature reviews and an office complex case study (example) of the STO route. The results show the weaknesses of the prevalent routes in managing these key management variables. The STO approach supports: (1) a better management system, (2) a greater involvement of the task organisations and management team in preconstruction planning in (i) feasibility appraisal and (ii) design economies studies of building, (3) value-adding through users' involvement in defining requirements and involvement in the project implementation process, (4) a better procurement approach that takes into consideration life-cycle costing, constructability, maintainability, and better supply chain management.