Relacje między klientem a wykonawcą i ich wpływ na wskaźniki systemu controllingu projektów budowlanych
DOI:
https://doi.org/10.33119/SIP.2022.186.4Słowa kluczowe:
klient,, wykonawca,, projekt budowlany,, controlling dokonaniamiAbstrakt
Celem artykułu jest wskazanie głównych czynników wpływających na kształtowanie relacji klienta z wykonawcą projektu budowlanego oraz zdefiniowanie tych kategorii systemu controllingu, na które relacje te mogą wpływać. Określono, że czynnikami moderującymi relacje są: zapisy umowne, cele strategiczne stron kontraktu, zewnętrzny kontekst projektu, zaufanie, formalny i nieformalny system komunikacji. W artykule zdefiniowano następujące mierniki systemu zarządzania controllingu kształtowane przez relacje klienta z wykonawcą budowlanym: poziom zatwierdzenia i zafakturowania zrealizowanych prac, poziom akceptacji zmian optymalizacyjnych, poziom zatwierdzenia dostarczonej dokumentacji, wysokość kar umownych z tytułu opóźnień lub wad jakościowych, płynność finansowa projektu, potencjalne przychody z nowych projektów. Wykazano, że relacje między klientem a wykonawcą mogą wpływać na wybrane wskaźniki controllingowe. Wyniki badań mogą pomóc kierownikom projektów klienta oraz wykonawcy w doskonaleniu systemu controllingu projektu, co powinno się przyczynić do wzrostu ich skuteczności i efektywności
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Bibliografia
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2. Baiden B.K., Agyekum K., Atuahene B.T. [2018], Client-contractor relations on construction projects in Ghana, „International Journal of Project Organisation and Management”, vol. 10(4), s. 333–351.
3. Belout A., Gauvreau C. [2004], Factors influencing project success: the impact of human resource management, „International Journal of Project Management”, vol. 22(1), s. 1–11.
4. Bryde D.J., Robinson L. [2005], Client versus contractor perspectives on project success criteria, „International Journal of Project Management”, vol. 23(8), s. 622–629.
5. Bryde D.J., Unterhitzenberger C., Joby R. [2019], Resolving agency issues in client – contractor relationships to deliver project success, „Production Planning & Control”, vol. 30(13), s. 1049–1063.
6. Bygballe L.E., Swärd A. [2019], Collaborative project delivery models and the role of routines in institutionalizing partnering, „Project Management Journal”, vol. 50(2), s. 161–176.
7. Cao Q., Hoffman J.J. [2011], A case study approach for developing a project performance evaluation system, „International Journal of Project Management”, vol. 29(2), s. 155–164.
8. Chen C.Y. [2011], Managing projects from a client perspective: The concept of the meetings-flow approach, „International Journal of Project Management”, vol. 29(6), s. 671–686.
9. Cheung S.O., Yiu T.W., Lam M.C. [2013], Interweaving trust and communication with project performance, „Journal of Construction Engineering and Management”, vol. 139(8), s. 941–950.
10. Drexler B.J., Larson E.W. [2000], Partnering: Why projects owner-contractor relations change, „Journal of Construction Engineering and Management”, vol. 126(4), s. 293–297.
11. Engström S., Stehn L. [2016], Barriers to client-contractor communication: implementing process innovation in a building project in Sweden, „International Journal of Project Organisation and Management”, vol. 8(2), s. 151–171.
12. Ghazinejad M., Hussein B.A., Zidane Y.J.T. [2018], Impact of trust, commitment, and openness on research project performance: Case study in a research institute, „Social Sciences”, vol. 7(22), s. 1–11.
13. Głodziński E. [2017a], Efektywność w zarządzaniu projektami. Wymiary, koncepcje, zależności, PWE, Warszawa.
14. Głodziński E., [2017b], Efektywność w zarządzaniu projektami budowlanymi. Perspektywa wykonawcy, Oficyna Wydawnicza PW, Warszawa.
15. Głodziński E. [2021], Performance measurement embedded in organizational project management of general contractors operating in Poland, „Measuring Business Excellence”, vol. 25(3), s. 271–286.
16. Greenwood D., Wu S. [2012], Establishing the association between collaborative working and construction project performance based on client and contractor perceptions, „Construction Management and Economics”, vol. 30(4), s. 299–308.
17. Hosseini A., Wondimu P.A., Klakegg O.J., Andersen B., Laedre O. [2018], Project partnering in the construction industry: Theory vs. practice, „Engineering Project Organization Journal”, vol. 8(1), s. 2–24.
18. Idrus A., Sodangi M., Husin M.H. [2011], Prioritizing project performance criteria within client perspective, „Research Journal of Applied Sciences, Engineering and Technology”, vol. 3(10), s. 1142–1151.
19. Ishaq I.M., Omar R., Yahya M.Y., Sarpin N. [2019], Improving Communication between Client and Contractor during Construction Project in Nigerian Construction Industry, „Journal of Technology Management and Business”, vol. 6(3), s. 60–75.
20. Jagtap M., Kamble S. [2019], The effect of the client – contractor relationship on project performance, „International Journal of Productivity and Performance Management”, vol. 69(3), s. 541–558.
21. Jagtap M., Kamble S. [2020], An empirical assessment of relational contracting model for supply chain of construction projects, „International Journal of Managing Projects in Business”, vol. 13(7), s. 1537–1560.
22. Kadefors A. [2004], Trust in project relationships – inside the black box, „International Journal of Project Management”, vol. 22(3), s. 175–182.
23. Kadefors A. [2005], Fairness in interorganizational project relations: norms and strategies, Construction Management and Economics”, vol. 23(8), s. 871–878.
24. Korneta P. [2020], Projektowanie Systemów zarządzania dokonaniami, Wydział Zarządzania Politechniki Warszawskiej, Warszawa.
25. Lu P., Guo S., Qian L., He P., Xu X. [2015], The effectiveness of contractual and relational governances in construction projects in China, „International Journal of Project Management”, vol. 33(1), s. 212–222.
26. Meng X. [2012], The effect of relationship management on project performance in construction, „International Journal of Project Management”, vol. 30(2), s. 188–198.
27. Müller R., Andersen E.S., Kvalnes O., Sankaran S., Turner R., Biesenthal C., Walker D.H., Gudergan S.S. [2013], The interrelationship of governance, trust, and ethics in temporary organizations, „Project Management Journal”, vol. 44(4), s. 26–44.
28. Müller R., Turner R., Andersen E.S., Shao J., Kvalnes Ø. [2014], Ethics, trust, and governance in temporary organizations, „Project Management Journal”, vol. 45(4), s. 39–54.
29. Nesterak J., Głodziński E., Kowalski M.J. [2018], Controlling projektu w praktyce przedsiębiorstw działających w Polsce, Krakowska Szkoła Controllingu, Kraków-Warszawa-Wrocław.
30. Niazi M., Mahmood S., Alshayeb M., Riaz M.R., Faisal K., Khan S.U., Richardson I. [2016], Challenges of project management in global software development: A client-vendor analysis, „Information and Software Technology”, vol. 80, s. 1–19.
31. Perera S., Davis S., Marosszeky M. [2011], Head contractor role in construction value‐based management: Australian building industry experience, „Journal of Financial Management of Property and Construction”, vol. 16(1), s. 31–41.
32. Petersen D.R., Murphree JR, E.L. [2004], The impact of owner representatives in a design-build construction environment, „Project Management Journal”, vol. 35(3), s. 27–38.
33. Pinto J.K., Slevin D.P., English B. [2009], Trust in projects: An empirical assessment of owner/contractor relationships, „International Journal of Project Management”, vol. 27(6), s. 638–648.
34. Radziszewska-Zielna E. [2010], Badania relacji partnerskich przedsiębiorstw budowlanych, Politechnika Krakowska, Kraków.
35. Schieg M. [2008], Strategies for avoiding asymmetric information in construction project management, „Journal of Business Economics and Management”, vol. 9(1), s. 47–51.
36. Segerstedt A., Olofsson T., Eriksson P.E. [2010], Improving construction supply chain collaboration and performance: a lean construction pilot project, „Supply Chain Management: An International Journal”, vol. 15(5), s. 394–403.
37. Sharma R., Madireddy V., Jain V., Apoorva S.R. [2008], Best practices for communication between client and vendor in IT outsourcing projects, „Journal of Information, Information Technology, and Organizations”, vol. 3, s. 61–93.
38. Smyth H., Gustafsson M., Ganskau E. [2010], The value of trust in project business, „International Journal of Project Management”, vol. 28(2), s. 117–129.
39. Söderlund J. [2012], Theoretical foundations of project management. Suggestions for a pluralistic understanding, in: Morris P.W.G., Pinto J.K., Söderlund J. (eds.), The Oxford handbook of project management, Oxford University Press, s. 37–43.
40. Wachnik B. [2016], Luka informacyjna w przedsięwzięciach informatycznych. Problemy i rozwiązania, PWE, Warszawa.
41. Wachnik B., Głodziński E. [2021], Komponenty informacyjne zmniejszające lukę informacyjną w informatycznych przedsięwzięciach wdrożeniowych, „Przegląd Organizacji”, nr 3, s. 20–30.
42. Wickramatillake C.D., Koh S.L., Gunasekaran A., Arunachalam S. [2007], Measuring performance within the supply chain of a large scale project, „Supply Chain Management: An International Journal”, vol. 12(1), s. 52–59.
43. Xie L.L., Xia B., Hu Y., Shan M., Le Y., Chan A.P. [2017], Public participation performance in public construction projects of South China: A case study of the Guangzhou Games venues construction, „International Journal of Project Management”, vol. 35(7), s. 1391–1401.
44. Yan L., Zhang L. [2020], Interplay of contractual governance and trust in improving construction project performance: Dynamic perspective, „Journal of Management in Engineering”, vol. 36(4), s. 04020029.
45. Yin R.K. [1994], Case study research: Design and methods, applied social research, Sage Publications, California.
46. Zheng S., Liu Y., Li Y., Wang L. [2018], Conjunct roles of client and vendor control in offsho-reoutsourced project performance, „International Journal of Production Research”, vol. 56(18), s. 6240–6258.
47. Zwikael O., Smyrk J. [2015], Project governance: Balancing control and trust in dealing with risk, „International Journal of Project Management”, vol. 33(4), s. 852–862
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2023-01-13
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Głodziński, E. . (2023). Relacje między klientem a wykonawcą i ich wpływ na wskaźniki systemu controllingu projektów budowlanych. Studia I Prace Kolegium Zarządzania I Finansów , (186), 61–76. https://doi.org/10.33119/SIP.2022.186.4
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