Project Processes

This toolkit does not contain guidance on generic project processes; there is a wealth of such information published elsewhere. It deals with the special circumstances that arise when the project is constructed under a framework.

How does frameworking make a difference? It creates the ideal working environment for fulfilling the ambitious agenda for change in Rethinking Construction, which is to make annual reductions of 10% in construction cost and time and 20% in defects, by:

  • integrating the four key elements in the process – product development, project implementation, partnering the supply chain and production of components
  • providing decent working conditions
  • improving management and supervisory skills
  • developing long-term relationships based on clear measurement of performance and sustained improvements in quality and efficiency.

Integrating the key elements:

  • Integration
  • Open-book management
  • Value management
  • Value engineering
  • Knowledge management

Decent working conditions:

  • Respect for People
  • Workplace organisation

Long-term relationships:

  • Supply chain management
  • Supplier development
  • KPIs
  • Balanced score card

Sustained improvement in quality and efficiency:

  • Business process re-engineering
  • Workplace organisation
  • Value stream management
  • Production control
  • Synchronisation
  • Achieving continuous improvement

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