ABSTRACT
This chapter extends those key issues into a client-side management framework, what is known in the other industries as enterprise risk management. A construction project is by its very nature a catalyst for change initiated and controlled by the client. We believe there are four unique contributions a client can make to a building project are Clarity in purpose, Realism and flexibility in operational planning and change, Consistent client advocacy in design and production, and Balanced management of change and corporate risk throughout asset delivery and stabilisation. The primary function of the executive should be to endorse the right degree of dynamic shift in the client environment to ‘define project goals and execute in accordance with those goals’. Clients are generally categorised by the design and construction industry in respect of their knowledge of construction and the industry adjusts its expectations and rates to suit.
