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To describe the implementation of the Performance Information Risk Management System (PIRMS) to indefinite delivery indefinite quantity (IDIQ) general contractors in the US Army Medical Command (MEDCOM) 26 sites, 150 projects/year, and $250m/year maintenance and repair construction program.

To test the hypothesis that facility owner management, control, and decision making is a source of risk, and that the transfer of risk and control to the contractors will minimise the risk.

Include minimising construction management by 33 percent, motivated contractors to regulate their own contracts, minimised unresolved issues by 50 percent, minimised contractor generated change orders by 20 percent, and moving from doing quality control to quality assurance.

The authors see no constraints in the implementation of PIRMS in other organisations. This paper reflects the perceptions of the Arizona State University research team, and publicly available test results, and not the views or policy of the USA Medical Command.

Includes the use of dominant performance/risk information from the contractor's weekly risk reports to create accurate performance and risk information on all ongoing projects, the IDIQ contractors, and on the client's/buyer's personnel. Risk information is being used to streamline a large organisation's organisational structure, minimising decision making and transactions, and transferring risk and control to the party who can minimise the technical risk.

The University of Hawaii was searching for modifications to their construction delivery process that would increase the value and performance of construction and the efficiency of their project management group. The university had been plagued by poor construction performance (not on time, not on budget, and not meeting quality expectations). Their goal was to do more construction (with fewer project managers) and minimise the risk of construction non‐performance. The university wanted to study the impact of specifications, construction management, inspections and the existing low‐bid process on construction performance. The Performance Information Procurement System (PIPS) was selected due to its documented results in delivering high performance. There were two objectives for implementing the PIPS process. The first objective was to determine whether the university could procure higher quality construction projects by minimising management, regulations, qualifications, user specifications and inspections. The second objective of the test would be to document the impact of the PIPS process and satisfaction level of the different parties (contractors, designers, procurement personnel, lawyers, facilities engineers and university leaders) involved in this process.

The most important element in construction procurement is contractor selection. Particularly, hiring contractors who are performers. Why then do facility owners continue to select non‐performing contractors? This paper presents a system for contractor selection that has resulted in a 99 per cent success rate for completing facility construction on time, on budget and meeting or even exceeding quality expectations. The Performance Information Procurement System (PIPS), a full information system that discourages non‐performers, identifies the best‐performing contractor for the project and motivates the contractor to improve their performance on the current project. Based on $3.5m research and over 300 tests, PIPS has the ability to minimise the owners’ risk (not being on time, on budget, and meeting quality expectations). PIPS allows facility and project managers the ability to control the contractor selection process through the use of performance information, assuring that the right contractor is selected for each project.

Since procurement is seen as a crucial element in project success, many methods have been developed to manage this process and many papers written about this issue. A remarkable contribution in this field comes from Dean Kashiwagi who underpins his support for the Performance Information Procurement System (PiPS) with claims of high project performance and client satisfaction. Kashiwagi’s explanation for PiPS’s success is based on a theoretical framework that is related to staff members’ ability to deal appropriately with information by making sound decisions based on more than implicit expectations and tacit experience. This does not, however, provide a fully satisfactory explanation. Our paper provides an overview of perspectives taken from the New Institutional Economics which, we argue, are better able to explain the effects of PiPS. The linking of these ideas to innovative PiPS elements makes it possible to effectively select and apply appropriate PiPS elements within suitable projects in the Dutch construction industry. This will enhance industry performance and should thus be of interest to all stakeholders.

One of the major objectives of facility owners is to get the ‘best value’ in construction, renovation or maintenance of facilities. Owners are reluctant to pay more for best value if they do not understand what the value is. Research now proposes that the use of best value procurement can actually reduce the first costs of delivering the construction. The research looks at the transaction costs or the first costs of construction. The research uses the procurement of roofing in the State of Hawaii because of the availability of data on both the low‐bid and best value procurements. The State of Hawaii used transaction cost analysis to identify the cost of best value construction. The costs considered were planning and programming, design, procurement, construction management and inspection costs. Owing to the number of projects and the access to budget figures, construction cost figures, design costs and construction times, the State was able to identify the relative transaction costs and performance for both processes. The first costs or transaction costs of the best value procurements were lower than the transaction costs of the traditional design‐bid‐build costs. The actual performances of the roofing systems procured, which included warranty period, performance of the contractor and performance of the roofing systems, were far superior. The result was an increase in value for a lower cost.

Women remain under-represented in leadership positions in both clinical medicine and medical education, despite a rapid increase in the proportion of women in the medical profession. This chapter explores potential reasons for this under-representation and how it can be ameliorated, drawing on a range of international literatures, theories and practices. We consider both the ‘demand’ for and ‘supply’ of women as leaders, by examining: how evolving theories of leadership help to explain women’s’ leadership roles and opportunities, how employment patterns theory and gender schemas help to explain women’s career choices, how women aspiring to leadership can be affected by the ‘glass ceiling’ and the ‘glass cliff’ and the importance of professional development and mentoring initiatives. We conclude that high-level national strategies will need to be reinforced by real shifts in culture and structures before women and men are equally valued for their leadership and followership contributions in medicine and medical education.

The quality and efficiency of design and design services is declining. The authors propose that the problem is a systems delivery problem and not a technical competence issue. The purpose of this paper is to use a recently developed best value delivery methodology originally created for contractors to deliver design services. The authors have tested the process resulting in increased performance.

A deductive approach is used. Well documented, published and logical industry structure and the best value delivery model concepts are discussed. The methodology is to identify the deductive logic, and confirm it with test results. The methodology is to take a well‐proven delivery system that worked on construction, modify the existing design delivery model to match the construction model, and test the new model. Owing to the deductive nature of the methodology, the normal reliance on literature of existing practices and inductive exploratory research are not required.

Results confirm that design inefficiencies may be a systems problem. More research and testing is required to further substantiate the findings presented in this paper.

A system solution that creates a win‐win result will have a tremendous potential in the designer industry.

The “problem” of selecting a contractor has attracted significant academic research endeavour over the last two decades. The principal aim here is to examine that research via published academic outputs for the period circa 1990‐2009.

A sample of published contractor selection (CSn) research is critically appraised. Aspects highlighted include: stated aims and research justification; methodological approaches employed; research tools used; and products of CSn research.

Main research foci are observed as: modelling the CSn process; studying selection criteria; and “interrogation” of existing CSn systems. Foci justifiers are linked mainly to the “importance” and “difficulties” of CSn decision making. Deterministic modelling of CSn is the favoured methodological approach, followed by documentary synthesis then questionnaire surveys. Preferred research tools are found to be system interrogation, rank order analysis and Likert scale/importance indices, with hypothesis testing and “other” methods used less so. Almost two‐thirds of research products are CSn models, with derived or proffered processes, and knowledge relating to CSn criteria, between them representing approximately the remaining third of output.

It is suggested that many of the CSn models exhibit as much complexity as the original “problem” they sought to resolve, while the reliability and longevity of suggested “cocktails” of CSn criteria (in practice), might be questioned. A call for future research products to more closely consider end‐user impact and potential for “take‐up” by industry is made. An empirical follow‐on study to assess (inter alia) practitioner use and “value” of CSn research is proposed.

The paper signals a possible need for greater industrial engagement in the research domain.

The findings are novel to this paper.

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