The group's discussions started with the identification of the various symptoms of problems in the business arrangements between the contracting organisation and the contractors who provided services. The numerous problem symptoms were clustered into key themes or factors. Tough performance targets aggravate the problem. Impact of a shift to suppliers' market. Conflicting Business Pressures Contract managers are constrained and can get caught out by short notice changes.
Project managers have a short-term view of the relationship with a contractor.
Because there is not enough project planning time the amount of consultation is reduced, details are not thought through etc . Costs associated with technical problems and stoppages are escalating. Variable ownership of the problem, motivation is an issue. Plans might be compiled and performance targets set without knowing which equipment will be deployed. The contractor should become more responsible for avoiding technical hold-ups.