International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 11 Issue: 02 | Feb 2024
p-ISSN: 2395-0072
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The Project Manager as an ambassador of the contract. The case of NEC4 ECC contracts. Georgios Xanthakis Professor, Aegean University, Chios, Greece GeorgeX consultants (Director), PMP, MICE MAPM, EUR-ING Email: xanthakisg@gmail.com, info@gxconsultants. Phone: (0044)07514-233832 ---------------------------------------------------------------------***---------------------------------------------------------------------
Involvement (ECI), since contract risks are commonly assumed by the contractor, who often does not have the capacity for the aforementioned responsibility.
Abstract - NEC has always been known for its innovative
approach to contract management. No other contract suite has had such a transformative effect on the built environment industry as NEC. It has put the collaborative sharing of risk and reward at the heart of modern procurement. It is also unique in providing a complete, back-to- back procurement solution for all works, services and supplies in any sector and any country. The research is based on a literature review with the main objective of understanding of the specific contracts. A new contribution is made regarding the benefit of improving the traditional contracting models and, thus seeking to contribute to the closing of the knowledge gap of the NEC4 ECC. The purpose of this article is, therefore, to provide a review of some of the main characteristics of the NEC4 ECC contracts during their appliance in the construction Industry and the way they lead the overall management of the project.
Table 1 and 2 summarizes the recent bibliography consulted in prominent journals and book, from which the global use of the NEC is highlighted in order to develop the subsequent subsections, allowing for the identification of the most important tools and practices from the NEC, as well as determining the recurrent use of the methodologies for research on this topic. Table -1: Recent references (Source: Ardiles et al., 2023)
Key Words: Project management, NEC4 ECC, Contract management.
Many have argued about the existence of a necessity to migrate to collaborative environments, which can provide more innovative solutions and better overall constructability, particularly through the better development of a construction contract [1]. Rahmani [2] addresses such existence of a tendency for a change in adversarial traditional culture in the construction industry.
Literature Review
Yeung et al [9]
2022
Case Study
Alhyari and Ani [10]
2022
Literature Review
Rahmani [2]
2020
Interviews
Cheung et al. [1]
2020 2019 2020 2020 2019 2019
Online surveys case study Interviews Literature Review case study Interviews
Author: ICE
Year: 2017
NEC4 Engineering and Construction Contract [19] NEC4 establishing a procurement and contract strategy [20] NEC4 preparing an engineering and construction contract [21] NEC4 managing an engineering and construction contract [22] Mitchell & Trebes
Year: 2017
Managing the reality. Book One: Introduction to engineering and construction contracts. Third edition [23] Managing the reality. Book Two. Procuring an engineering and construction contracts. Third edition [24] Managing the reality. Book three. Managing the contract. Third edition [25]
Such a philosophy opens up the possibility of balanced risk management between the parties involved in a construction contract, a quality identified as the most effective technique for avoiding conflict [5]. Furthermore, Eriksson et al. [6] and Taylor [7] assert that this philosophy would allow access to modern management mechanisms such as Early Contractor
Impact Factor value: 8.226
Method
2023
Table -2: ICE & NEC books (Source: ICE Library)
Mutual trust is also a determining factor in the contractual management of successful infrastructure projects; this is the basic quality of the collaborative philosophy under which the standardised contracting models were designed, which seek to propose collaborative environments between all levels of the project [3]. Although mutual trust and collaboration may appear easily achievable in theory, they both rely on a major overall change in the philosophy of the conservative and bureaucratic mindsets [4].
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Year
Nkunda et al. [8]
Eriksson et al. [21] Farrel and Sunindijo [11] McDermot et al. [12] Laryea [13] Lau et al. [14]
1.INTRODUCTION
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