In the total process an inherent weakness is the separation of design development from the realities of construction practice. It contributes to lack of practical design and to separate groups whose aims rarely seem to merge. It divides the design team from the construction team. No wonder clients are seeking to use more integrated procurement methods! The large number of small building and sub-contracting firms makes it difficult to achieve a comprehensive and unified approach to improving performance and efficiency within the industry.
In the construction field, contractors have a shoddy image based on illegal and collusive tendering practices and bribery; some corrupt activities are far too prevalent for the general public to hold the industry in high esteem. Inefficient and outdated practices tend to reduce the potential for improvements in productivity.
Patterns of conflict seem to characterise relations in the industry. Contracts are based on adversarial relationships, not co-operation and the sharing of joint objectives. As a consequence the client’s needs are often lost in inter-party and inter-disciplinary rivalry, which seems to contribute little to the outcome.
A poor quality finished product.
Delays caused by factors which are within the control of the design and construction teams and should not occur
Cost overruns, many of which become news items because they and construction teams and should not occur. Involve public money.
Poor marketing and client relations.
Inefficient organisation of subcontractors.
Lack of attention to public concerns of noise, nuisance, danger and generally poor public relations.