ABSTRACT
The research agenda for construction has been dominated in recent years by the perceived need for a change in the processes of design and construction. In the UK, the Latham and Egan reports (Latham 1994; Egan 1998) have emphasized various aspects of this to enable a more efficient and effective design and construction procurement. The assumption has been that the process of construction design and assembly is where the focus should be, as this is where maximum benefit has been achieved in other industries. Part of this process issue has been the management of how the various parties to the process collaborate. If that collaboration breaks down then inefficiencies and abortive work emerge.
