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Burati, J L, Matthews, M F and Kalidindi, S N (1991) Quality Management in Construction Industry. Journal of Construction Engineering and Management, 117(02), 341–59.

Jaselskis, E J and Ashley, D B (1991) Optimal Allocation of Project Management Resources for Achieving Success. Journal of Construction Engineering and Management, 117(02), 321–40.

Miller, M L and Bernold, L E (1991) Sensor‐Integrated Nailing for Building Construction. Journal of Construction Engineering and Management, 117(02), 213–25.

Nam, C H, Gasiorowski, J G and Tatum, C B (1991) Microlevel Study of Integration in High‐Strength Concrete Innovation. Journal of Construction Engineering and Management, 117(02), 294–309.

Neely, E S and Neathammer, R (1991) Life‐Cycle Maintenance Costs by Facility Use. Journal of Construction Engineering and Management, 117(02), 310–20.

O'Connor, J T, Hugo, F and Stamm, E M (1991) Improving Highway Specifications for Constructibility. Journal of Construction Engineering and Management, 117(02), 242–58.

Padilla, E M and Carr, R I (1991) Resource Strategies for Dynamic Project Management. Journal of Construction Engineering and Management, 117(02), 279–93.

Rowings, J E and Kaspar, S L (1991) Constructability of Cable‐Stayed Bridges. Journal of Construction Engineering and Management, 117(02), 259–78.

Sanvido, V E and Paulson, B C (1991) Site Analysis Using Controller‐Function Charts. Journal of Construction Engineering and Management, 117(02), 226–41.

Smith, G R and Roth, R D (1991) Safety Programs and The Construction Manager. Journal of Construction Engineering and Management, 117(02), 360–71.

Ward, S C, Curtis, B and Chapman, C B (1991) Advantages of Management Contracting—Critical Analysis. Journal of Construction Engineering and Management, 117(02), 195–211.

  • Type: Journal Article
  • Keywords: Management; Contracts; Project management; Analysis;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(1991)117:2(195)
  • Abstract:
    This paper is based on a review of the literature on management contracting and findings from a program of interviews with top‐level managers of client, design and contracting organizations in the United Kingdom. An influence diagram showing interrelationships between advantages cited for management contracting is used, to structure a critical discussion under four general headings: fast completion, improved design, lower costs, and better supervision and coordination. Another section examines the effect of management contracting on project uncertainty. Client reasons for choosing management contracting are identified and related to perceived advantages of management contracting. Projects suited to the use of management contracting are those that are large, complex, have a need for flexibility, and can gain advantage from early completion. However a number of important provisos suggest that management contracting will only work if everyone involved understands how to make it work and wants to make it work.