ABSTRACT
Much effort by practitioners, researchers and authors continues to be devoted to the determination of the most suitable procurement approach to be adopted for an individual project, a particular client, a project type, a client type or, even, projects in general [the idea of critical success factors (CSFs)]. Such work is linked to examination of participant and project goals (as well as various process evaluations) to arrive at conclusions concerning performance in the provision and realisation of capital or real estate projects. Further, studies are extending to incorporate requirements and realisations of ownership, occupation, use and disposal or reuse of the projects. Such holistic approaches analyse the consumption of, often non-renewable, resources embodied within the provision and use of construction projects. However, in practice, commercial imperatives-of profit, capital rationing, etc.—usually dominate perspectives of the decisionmakers and hence the decisions which drive the vast majority of projects.
