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animosity between clients and constructors. With the rise of dispute resolution, legislators, management and players have forced them to reconsider their position and future. Constructing the Team by Sir Michael Latham in 1994 has proposed the industry to concentrate on standardization and improvement efforts through better guidance on best practice and simplification of dispute resolution. Latham is of the opinion that efficiency savings could lead to better achievements. And to achieve such efficiency communication, training and dispute resolution should be improved. At the core of the Latham report, one observes that better communication is inherent not only between clients and project managers but also with suppliers, contractors, workers, designers, engineers and architects - all contribute to increased efficiency.
 
Similarly, in Rethinking Construction by Sir John Egan (1998) Egan also identifies the need to integrate five driving factors to secure improvement. These would significantly improve target achievements, reduce costs and save delivery time frame. According to Egan, inefficient practices as well as non-collaborative operational practices lead to disparity and dispute for all parties. It is therefore recommended that all parties understand project requirements, ensure client participation and operational transparency. The challenge is to achieve high performance amidst constraints and improve construction performance by concentrating on meeting end user needs. It is only through this that the project management can ensure value delivered to the client. To achieve the above partnering is imperative, and communication is vital.
 
The initial communication point in any construction project is the brief. During the 1980s and 1990s efforts have been directed towards the briefing process and its subsequent techniques as part of management design (Atkin et  al 1996). These have been initiated with the view to bridge the gaps between client and management expectations, experience of service and definition of service. There are three compelling reasons why a brief is required for any project management before carrying out work. These are:
 
i. Effective and measurable work
 ii. Saves time and money
 iii. Fair remuneration (Herd 2003)
 
To achieve these objectives briefs must be articulated through clear thinking as well defined objectives. Not only this but briefs must be written, discussed between the clients and the management, and documented. It is a process, as Barrett, Kaya and Zeisel (2004) indicate, of co-learning. Construction excellence can only be achieved when ideas are articulated in well defined format, and received by the task force in the same context as communicated by the clients to deliver value.
 
There is no clear definition of the brief in construction but the general idea of the brief is that it is:
 
* dependence upon linear logic
 * concentrates on visible ideas
 * lack resources for innovative ideas
 * lack of quantitative evaluation (Nutt 1993).
 
As a result poor and inadequate briefs form the basis for construction failure and disputes. To better this process there is a clear need for value management in briefing process to expand and clarify its usage for the constructional professionals to set benchmarks本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。