Public sector clients play different roles in the provision of transport infrastructure projects. They are responsible to identify the needs of end-users, determine performance objectives of projects and ensure that the most appropriate procurement method that minimizes risks and optimizes outcomes is chosen. Public sector client could also have a major influence on the actions and behavior of other actors in the sector that ultimately improve the overall performance and productivity of construction sector.
The purpose of this paper is to present and argue for a number of statements about what is important in order to improve quality in new infrastructure projects. The paper tries to synthesize both theoretical and empirical results concerning organizational performance, especially the role of client competence for the quality of the project. Results from the questionnaire carried out within the project but presented elsewhere and extensive literature review are mainly utilized.
We argued that knowledge and incentives are two crucial dimensions for getting high quality. The internal process of client organization such as design type, procurement method, and construction procedures could be influenced by client’s internal resource capacity. Thus, a more structured and proper knowledge management will not only minimize the loss of tacit knowledge and enhance public sector’s internal process capacity but will also reduce reliance on specific procurement method without economic and technical justifications. Furthermore, certain strategies such as incentive schemes, second opinion practices, post-review reporting for accountability and transparency purposes could improve public sector’s knowledge assets. It is expected that only a public sector client with skilled and experience workforce supplemented with appropriate knowledge management can succeed to fulfill their societal responsibilities.
Client competence, knowledge management, infrastructure, internal process, quality