Egan Report Rethinking Construction - Revision history

Designing Buildings at 09:46, 29 February 2024

2024-02-29T09:46:27Z

← Older revision		Revision as of 09:46, 29 February 2024
Line 10:		Line 10:
	A succession of reports considered how to tackle these issues, including; ‘Reaching for the Skies’ in 1934, the Simon Report in 1944, the Banwell report in 1967 and the Latham Report 'Constructing the Team' in 1994, in which Sir Michael Latham described the industry as ‘ineffective’, ‘adversarial’, ‘fragmented’ and ‘incapable of delivering for its customers’.		A succession of reports considered how to tackle these issues, including; ‘Reaching for the Skies’ in 1934, the Simon Report in 1944, the Banwell report in 1967 and the Latham Report 'Constructing the Team' in 1994, in which Sir Michael Latham described the industry as ‘ineffective’, ‘adversarial’, ‘fragmented’ and ‘incapable of delivering for its customers’.

−	In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘[http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ Rethinking Construction], The report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction’. It is generally referred to as the Egan report.	+	In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan, a British industrialist mainly associated the automotive sector, who had been chairman of Jaguar Cars and went on to become Chief Executive of BAA (British Airports Authority).
		+
		+	In 1998, the task force published ‘[http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ Rethinking Construction], The report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction’. It is generally referred to as the Egan report.

	= Rethinking Construction =		= Rethinking Construction =

Designing Buildings at 09:43, 29 February 2024

2024-02-29T09:43:20Z

← Older revision		Revision as of 09:43, 29 February 2024
Line 1:		Line 1:
	{\|		{\|
−	\| [[File:~~Egan report rethinking construction~~.jpg\|link=https://constructingexcellence.org.uk/wp-content/uploads/2014/10/rethinking_construction_report.pdf]]	+	\| [[File:Egan_report_rethinking_construction.jpg\|link=https://constructingexcellence.org.uk/wp-content/uploads/2014/10/rethinking_construction_report.pdf]]
	\| [https://constructingexcellence.org.uk/wp-content/uploads/2014/10/rethinking_construction_report.pdf Rethinking Construction - the Egan Report].		\| [https://constructingexcellence.org.uk/wp-content/uploads/2014/10/rethinking_construction_report.pdf Rethinking Construction - the Egan Report].
	\|}		\|}
Line 8:		Line 8:
	The construction industry in the UK has consistently performed in a way that is thought to be wasteful compared to other industries. There is a general impression that it does not deliver good value for its customers. In part this is due to the unusual nature of the industry, where, unlike a production line, each building is a one off. But in addition, the nature of contracting arrangements means that it can be an adversarial industry with significant potential for disputes.		The construction industry in the UK has consistently performed in a way that is thought to be wasteful compared to other industries. There is a general impression that it does not deliver good value for its customers. In part this is due to the unusual nature of the industry, where, unlike a production line, each building is a one off. But in addition, the nature of contracting arrangements means that it can be an adversarial industry with significant potential for disputes.

−	A succession of reports ~~have~~ considered how to tackle these issues, including; ‘Reaching for the Skies’ in 1934, the Simon Report in 1944, the Banwell report in 1967 and the Latham Report 'Constructing the Team' in 1994, in which Sir Michael Latham described the industry as ‘ineffective’, ‘adversarial’, ‘fragmented’ and ‘incapable of delivering for its customers’.	+	A succession of reports considered how to tackle these issues, including; ‘Reaching for the Skies’ in 1934, the Simon Report in 1944, the Banwell report in 1967 and the Latham Report 'Constructing the Team' in 1994, in which Sir Michael Latham described the industry as ‘ineffective’, ‘adversarial’, ‘fragmented’ and ‘incapable of delivering for its customers’.

	In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘[http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ Rethinking Construction], The report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction’. It is generally referred to as the Egan report.		In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘[http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ Rethinking Construction], The report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction’. It is generally referred to as the Egan report.
Line 20:		Line 20:
	The report identified five drivers of change:		The report identified five drivers of change:

−	* ~~committed~~ leadership	+	* Committed leadership.
−	* a focus on the customer	+	* A focus on the customer.
−	* ~~integrated~~ processes and teams	+	* Integrated processes and teams.
−	* a quality driven agenda	+	* A quality driven agenda.
−	* ~~commitment~~ to people	+	* Commitment to people.

	It proposed:		It proposed:

−	* ~~integrated~~ project processes	+	* Integrated project processes.
−	* ~~decent~~ and safe working conditions	+	* Decent and safe working conditions.
−	* ~~improved~~ management and supervisory skills	+	* Improved management and supervisory skills.
−	* ~~replacing~~ competitive tendering with long term relationships	+	* Replacing competitive tendering with long term relationships.
−	* ~~that~~ leading public sector bodies should become best practice clients	+	* That leading public sector bodies should become best practice clients.

	The report set very ambitious targets of annual reductions of 10% in construction cost and construction time and a reduction in defects of 20% per year.		The report set very ambitious targets of annual reductions of 10% in construction cost and construction time and a reduction in defects of 20% per year.
Line 38:		Line 38:
	= Tendering =		= Tendering =

−	Within the report, Egan insisted ~~that~~ the industry must replace competitive tendering with long term relationships based on clear measurement of performance and sustained improvement in quality and efficiency~~. Chapter 4: paragraphs 67 to 72 deal with the establishment of long-term relationships. Specifically~~:	+	Within the report, Egan insisted the industry must replace competitive tendering with long-term relationships based on clear measurement of performance and sustained improvement in quality and efficiency:

	* An essential ingredient in the delivery of radical performance improvements in other industries has been the creation of long-term relationships or reliance through the supply chain of mutual interest. Alliances allow co-operation and are enable the team to learn and take a stake in improving the product.		* An essential ingredient in the delivery of radical performance improvements in other industries has been the creation of long-term relationships or reliance through the supply chain of mutual interest. Alliances allow co-operation and are enable the team to learn and take a stake in improving the product.
Line 70:		Line 70:
	Since then, there have been significant moves in government procurement to encourage collaborative working and foster partnering, and it is generally considered that construction has become more efficient and safer (ref Constructing Excellence and Glenigan: Industry performance report).		Since then, there have been significant moves in government procurement to encourage collaborative working and foster partnering, and it is generally considered that construction has become more efficient and safer (ref Constructing Excellence and Glenigan: Industry performance report).

−	However, the Egan ~~report~~ was not entirely welcomed by the industry, and there was some perception that applying experience in manufacturing to an industry as different as construction was unrealistic. In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated ~~that ‘we~~ have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10’ (Ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10].)	+	However, the Egan Report was not entirely welcomed by the industry, and there was some perception that applying experience in manufacturing to an industry as different as construction was unrealistic. In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated: ‘...we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10’ (Ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10].)

	In 2009, 'Never Waste A Good Crisis' - A Challenge To The UK Construction Industry was written by by Andrew Wolstenholme of Balfour Beatty Management for Constructing Excellence. It was intended to assess the progress that the industry has made since Rethinking Construction and concluded that, ‘Since 1998 we could have had a revolution and what we've achieved so far is a bit of improvement.’		In 2009, 'Never Waste A Good Crisis' - A Challenge To The UK Construction Industry was written by by Andrew Wolstenholme of Balfour Beatty Management for Constructing Excellence. It was intended to assess the progress that the industry has made since Rethinking Construction and concluded that, ‘Since 1998 we could have had a revolution and what we've achieved so far is a bit of improvement.’

−	In 2011, the Government Construction Strategy, made a damning assessment of the industry, similar to that of the Egan report, suggesting amongst many criticisms ~~that~~:	+	In 2011, the Government Construction Strategy, made a damning assessment of the industry, similar to that of the Egan report, suggesting amongst many criticisms:

−	~~# the~~ UK does not get full value from public sector construction	+	* The UK does not get full value from public sector construction.
−	~~# there~~ is broad consensus, spread both across the industry and its customers, that construction under-performs	+	* There is broad consensus, spread both across the industry and its customers, that construction under-performs.
−	~~# (there are) poor~~ and inconsistent procurement practices… leading to waste and inefficiency	+	* Poor and inconsistent procurement practices… leading to waste and inefficiency.
−	~~# (there are) low~~ levels of standardisation, and fragmentation of the public sector client base	+	* Low levels of standardisation, and fragmentation of the public sector client base.

−	~~Like~~ the Egan report, the Government Construction Strategy ~~states~~ an intention to achieve significant savings (15 to 20%).	+	Just like the Egan report, the Government Construction Strategy stated an intention to achieve significant savings (15 to 20%).

	Given that despite all of these reports, the perception of the industry as wasteful and adversarial remains, and that significant savings continue to be projected if the industry reforms, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; or that expectations are unrealistic; or that recommendations have been consistently poorly implemented.		Given that despite all of these reports, the perception of the industry as wasteful and adversarial remains, and that significant savings continue to be projected if the industry reforms, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; or that expectations are unrealistic; or that recommendations have been consistently poorly implemented.
Line 87:		Line 87:
	It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. Constructing the team: A US Perspective, King 1996).		It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. Constructing the team: A US Perspective, King 1996).

−	= Related articles on Designing Buildings ~~Wiki~~ =	+	= Related articles on Designing Buildings =

	* Accelerating change: A report by the Strategic Forum for Construction.		* Accelerating change: A report by the Strategic Forum for Construction.

Designing Buildings at 09:23, 29 February 2024

2024-02-29T09:23:19Z

← Older revision		Revision as of 09:23, 29 February 2024
Line 1:		Line 1:
		+	{\|
		+	\| [[File:Egan report rethinking construction.jpg\|link=https://constructingexcellence.org.uk/wp-content/uploads/2014/10/rethinking_construction_report.pdf]]
		+	\| [https://constructingexcellence.org.uk/wp-content/uploads/2014/10/rethinking_construction_report.pdf Rethinking Construction - the Egan Report].
		+	\|}
		+
	= Background =		= Background =

Line 6:		Line 11:

	In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘[http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ Rethinking Construction], The report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction’. It is generally referred to as the Egan report.		In 1997, the then Deputy Prime Minister John Prescott set up the Construction Task Force, chaired by Sir John Egan. In 1998, the task force published ‘[http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ Rethinking Construction], The report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and efficiency of UK construction’. It is generally referred to as the Egan report.
−
−	~~[[File:Egan_Report_front_cover.jpg\|181px\|link=http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/]]~~

	= Rethinking Construction =		= Rethinking Construction =

Designing Buildings at 12:49, 1 September 2020

2020-09-01T12:49:14Z

← Older revision		Revision as of 12:49, 1 September 2020
Line 112:		Line 112:
	* Constructing the team: A US Perspective, King 1996.		* Constructing the team: A US Perspective, King 1996.

−	[[Category:~~Articles_needing_more_work~~]] [[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Report]] [[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]

5.32.105.22 at 10:26, 10 April 2019

2019-04-10T10:26:29Z

← Older revision		Revision as of 10:26, 10 April 2019
Line 112:		Line 112:
	* Constructing the team: A US Perspective, King 1996.		* Constructing the team: A US Perspective, King 1996.

−	[[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]	+	[[Category:Articles_needing_more_work]] [[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]

Designing Buildings at 12:22, 28 March 2019

2019-03-28T12:22:43Z

← Older revision		Revision as of 12:22, 28 March 2019
Line 82:		Line 82:
	Given that despite all of these reports, the perception of the industry as wasteful and adversarial remains, and that significant savings continue to be projected if the industry reforms, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; or that expectations are unrealistic; or that recommendations have been consistently poorly implemented.		Given that despite all of these reports, the perception of the industry as wasteful and adversarial remains, and that significant savings continue to be projected if the industry reforms, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; or that expectations are unrealistic; or that recommendations have been consistently poorly implemented.

−	It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. ~~[http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/~~ Constructing the team: A US Perspective], King 1996).	+	It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. Constructing the team: A US Perspective, King 1996).

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =
Line 110:		Line 110:
	* [http://www.constructingexcellence.org.uk Constructing Excellence].		* [http://www.constructingexcellence.org.uk Constructing Excellence].
	* [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about four out of 10.]		* [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about four out of 10.]
−	* ~~[http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/~~ Constructing the team: A US Perspective], King 1996.	+	* Constructing the team: A US Perspective, King 1996.

	[[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]		[[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]

Editor at 16:41, 22 February 2019

2019-02-22T16:41:14Z

← Older revision		Revision as of 16:41, 22 February 2019
Line 84:		Line 84:
	It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. [http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/ Constructing the team: A US Perspective], King 1996).		It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. [http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/ Constructing the team: A US Perspective], King 1996).

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Accelerating change: A report by the Strategic Forum for Construction.		* Accelerating change: A report by the Strategic Forum for Construction.
Line 97:		Line 95:
	* Emmerson Report.		* Emmerson Report.
	* Government Construction Strategy.		* Government Construction Strategy.
		+	* Just-in-time manufacturing.
	* Latham report.		* Latham report.
	* Lean construction.		* Lean construction.
Line 106:		Line 105:
	* Supply chain management.		* Supply chain management.

−	=== External references ===	+	= External references =

	* [http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ The Egan report: Rethinking Construction].		* [http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ The Egan report: Rethinking Construction].

Editor at 12:01, 1 May 2018

2018-05-01T12:01:40Z

← Older revision		Revision as of 12:01, 1 May 2018
Line 67:		Line 67:
	Since then, there have been significant moves in government procurement to encourage collaborative working and foster partnering, and it is generally considered that construction has become more efficient and safer (ref Constructing Excellence and Glenigan: Industry performance report).		Since then, there have been significant moves in government procurement to encourage collaborative working and foster partnering, and it is generally considered that construction has become more efficient and safer (ref Constructing Excellence and Glenigan: Industry performance report).

−	However, the Egan report was not entirely welcomed by the industry, and there was some perception that applying experience in manufacturing to an industry as different as construction was unrealistic. In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that ‘we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10’ ~~ref~~ [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10].	+	However, the Egan report was not entirely welcomed by the industry, and there was some perception that applying experience in manufacturing to an industry as different as construction was unrealistic. In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that ‘we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10’ (Ref. [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10].)

	In 2009, 'Never Waste A Good Crisis' - A Challenge To The UK Construction Industry was written by by Andrew Wolstenholme of Balfour Beatty Management for Constructing Excellence. It was intended to assess the progress that the industry has made since Rethinking Construction and concluded that, ‘Since 1998 we could have had a revolution and what we've achieved so far is a bit of improvement.’		In 2009, 'Never Waste A Good Crisis' - A Challenge To The UK Construction Industry was written by by Andrew Wolstenholme of Balfour Beatty Management for Constructing Excellence. It was intended to assess the progress that the industry has made since Rethinking Construction and concluded that, ‘Since 1998 we could have had a revolution and what we've achieved so far is a bit of improvement.’

−	In 2011 the Government Construction Strategy, made a damning assessment of the industry, similar to that of the Egan report, suggesting amongst many criticisms that:	+	In 2011, the Government Construction Strategy, made a damning assessment of the industry, similar to that of the Egan report, suggesting amongst many criticisms that:

	# the UK does not get full value from public sector construction		# the UK does not get full value from public sector construction
Line 82:		Line 82:
	Given that despite all of these reports, the perception of the industry as wasteful and adversarial remains, and that significant savings continue to be projected if the industry reforms, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; or that expectations are unrealistic; or that recommendations have been consistently poorly implemented.		Given that despite all of these reports, the perception of the industry as wasteful and adversarial remains, and that significant savings continue to be projected if the industry reforms, it might be inferred either that; under the circumstances the industry operates more effectively than it appears from the outside; or that expectations are unrealistic; or that recommendations have been consistently poorly implemented.

−	It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (~~ref~~ [http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/ Constructing the team: A US Perspective], King 1996).	+	It is worth noting that criticism of construction is not peculiar to the UK, and that for example similar assessments have been made in the USA (Ref. [http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/ Constructing the team: A US Perspective], King 1996).

	= Find out more =		= Find out more =
Line 94:		Line 94:
	* Construction Industry Board.		* Construction Industry Board.
	* Construction Task Force.		* Construction Task Force.
		+	* Demonstration project.
	* Emmerson Report.		* Emmerson Report.
	* Government Construction Strategy.		* Government Construction Strategy.

Designing Buildings at 15:42, 11 January 2018

2018-01-11T15:42:07Z

← Older revision		Revision as of 15:42, 11 January 2018
Line 65:		Line 65:
	These organisation united to become Constructing Excellence in 2003.		These organisation united to become Constructing Excellence in 2003.

−	Since then, there have been significant moves in government procurement to encourage collaborative working and foster partnering, and it is generally considered that construction has become more efficient and safer (ref Constructing Excellence and Glenigan: ~~[http://www.constructingexcellence.org.uk/zones/kpizone/industryreport.jsp~~ Industry performance report]).	+	Since then, there have been significant moves in government procurement to encourage collaborative working and foster partnering, and it is generally considered that construction has become more efficient and safer (ref Constructing Excellence and Glenigan: Industry performance report).

	However, the Egan report was not entirely welcomed by the industry, and there was some perception that applying experience in manufacturing to an industry as different as construction was unrealistic. In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that ‘we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10’ ref [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10].		However, the Egan report was not entirely welcomed by the industry, and there was some perception that applying experience in manufacturing to an industry as different as construction was unrealistic. In May 2008, ten years after publication of Rethinking Construction, Sir John Egan stated that ‘we have to say we’ve got pretty patchy results. And certainly nowhere near the improvement we could have achieved, or that I expected to achieve…..I guess if I were giving marks out of 10 after 10 years I’d probably only give the industry about four out of 10’ ref [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about 4 of 10].
Line 109:		Line 109:
	* [http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ The Egan report: Rethinking Construction].		* [http://constructingexcellence.org.uk/resources/rethinking-construction-the-egan-report/ The Egan report: Rethinking Construction].
	* [http://www.constructingexcellence.org.uk Constructing Excellence].		* [http://www.constructingexcellence.org.uk Constructing Excellence].
−	* [http://constructingexcellence.org.uk/kpi-reports/ Constructing Excellence and Glenigan: Industry performance report].
	* [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about four out of 10.]		* [http://www.bre.co.uk/filelibrary/pdf/CLIP/SirJohnEgan21-05-08.pdf Egan: I’d give construction about four out of 10.]
	* [http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/ Constructing the team: A US Perspective], King 1996.		* [http://www.nvo.com/vklaw/nss-folder/ukusconstructioncomparison/ Constructing the team: A US Perspective], King 1996.

	[[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]		[[Category:History]] [[Category:Publications_/_reports]] [[Category:Procurement]] [[Category:Public_procedures]]

Designing Buildings at 11:05, 16 June 2017

2017-06-16T11:05:41Z

← Older revision		Revision as of 11:05, 16 June 2017
Line 93:		Line 93:
	* Constructing Excellence.		* Constructing Excellence.
	* Construction Industry Board.		* Construction Industry Board.
−	* Construction industry leadership.
	* Construction Task Force.		* Construction Task Force.
	* Emmerson Report.		* Emmerson Report.