INTRODUCTION

Construction Project evolution is a combination of contribution by various parties to the multifarious processes in several phases and stages of the work, to achieve a successful conclusion. Consequently, the level of success in executing the construction project activities will solely depends on the management and technical experience of the parties involved. In the large and complex projects, the failures are inevitably ineluctable. The main objective of this paper is to examine the development of the The New British Library project, was the management of design and construction efficient and effective and had the end user requirement met up to the expectations.

The British Library was the largest public building constructed in the United Kingdom (UK), in the 20th century. Via UK parliamentary act, several establishments were combined to form the Library body in 1972. Simultaneously, the Government reveal the plan to fixate lending activities in Boston Spa, where the National Lending Library is located while reference, research and bibliographic services will be united under one roof in a new building to be constructed on a site in Bloomsbury. Subsequently the building was relocated to a site along side St Pancras railway station.

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PROJECT DETAILS
Construction management (CM) approach has been the base for the project organisation structure. The British Library was responsible for determining their requirements and providing the project brief as the end user, while the Department of Education and Science (later the Office of Art and Libraries) responsible for authenticating the brief and providing financial input though their Public Expenditure Programme as the Client. Project managers and the construction managers roles had been occupied by the Property Services Agency (PSA Services from 1990) and the Laing Management Contracting Ltd respectively. Colin St John Wilson & Partners, an architect firm who had previously involved on the expansion of the library of the British Museum, has led the design team with Ove Arup & Partners as civil engineers, Steensen Vanning Mulcany & Partners as service engineers and Davis Langdon & Everest as quantity surveyors. According to the design proposal, the building had been planned for an area of 200,000 square meters constructed in phases (Appendix 1 phasing of construction) due to uncertainties about final design and funding. While phase 1A comprises 76,000 square meters in the area with cash limit of 300 million set to be completed in November 1988, an area of 32,000 square meters in completion phase with a budget of 150 million expected to be completed in October 1996.

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PROCUREMENT STRATEGY
Procurement method is the key to success in contractual and work relationship among the parties involved in a construction project. It also helps to deliver successfully completed project within the time frame and the allocated budget. Hence it is necessary to analyse, how the procurement method contributes towards the outcome of the project. Prior to selection of a procurement strategy, the Client should have always based on firstly, the project priorities such as urgency of the project completion, budget availability and the quality of the work expected to be achieved. Secondly, their management capability and the construction knowledge for instance how often client can involve in the construction process. Finally, the degree of risk they are prepared to accept.

The British Library Project procured through construction management strategy, by which the client employs a design team and appoint a construction manager to coordinate design & construction and supervise the site activities without accepting much of risks over time and cost. However, the case of Great Eastern Hotel -v- John Laing had proved that, the construction managers required to have greater vigilance on performance requirements and reporting procedures expected from them. (Geoff 2005) The main reason to choose this procurement approach was uncertainties about funding, scope and timetable which they believe that, this would provide more flexibility to defer decisions to deal with those uncertainties. It is vital to examine that, why the CM approach is most appropriate procurement method for this project. Although, the traditional procurement strategy suitable for all types of clients and even could be applied to the complex projects, financial commitment of the client in a given

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period, certainty of the time frame and the concrete scope is the key requirements of this approach. Since the Library project is funding through the Public Expenditure Programme, there were no firm financial commitment at the start of the project. Therefore, traditional approach can be leave out of the equation. Furthermore, this system does not provide opportunities for the contractor to offer his construction knowledge and management proficiency to optimise the design with constructability and maintainability, which would be a decisive factor of a public building as this nature. Even though, the Design and Build procurement method is also suit for all clients, it is too required firm financial comment at the start of the project. As the both design and construction is the contractors responsibility, client doesnt have control over design & quality control (Rosli 2006). Therefore, this approach is less appropriate for complex buildings, because most likely changes made by the client can be extremely expensive. Considering all above facts, arguably the CM procurement approach is most appropriate strategy for this project.

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CONTRACTUAL PROBLEMS
Contracts are the method of allocating risk and responsibilities by the Client to the site organisation. The standard government contract for major work and industry standards had been used as the contract conditions for the library project. After carefully analysing, the Coopers and Lybrand revealed that the main reason for confusion and conflict between the parties were complicacy and inappropriateness of the contract. A coherent definition of project objectives and responsibilities of the parties, experience management team and consistent management information have been the most necessitated parameters for the efficacious management of a leading construction project. As John (1990, p. 4) opined; The successful management of a major construction project requires

............................... regular and reliable management information. However, lack of Clients experience on CM approach in defining roles and responsibilities prevented the strategy functioning effectively, in this instance; the potential benefits of such an approach are not fully obtained. At that time, the CM process was considered as the fastest in the industry, nevertheless; early limitations of funding handicapped the most potential rate of construction. In April 1988, there were significant split of responsibilities between the Department and the Library had created two clients in one project with different objectives. While the Department had worked towards completing the building within the budget, the Librarys prime aim was to confirm safety, operability and maintainability of the building as the end user. This has rooted considerable impact on delays as the time taken to discover and resolve the technical problems with book shelving, to reach settlement on how to deal

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with cabling damaged during installation, to decide how to deal with shortcoming in the fire protection system, and implementing corrective action.

CONSTRUCTION PROBLEMS
Poor quality control was the one of the main aspect, which has contributed to the cost and time overrun of the project. When the contracts were formed, quality assurance was not proverbial in the construction industry. Hence none of the contract reveals the necessity of such a system. There was no single point of responsibility for inspection, caused by blurred allocation of liabilities among the parties. After a collective review, most of those drawbacks had been identified and corrected in October 1991. New Laing quality team were formed to carry out quality inspection, who directly reporting to the superintending officer, which result an efficient quality control system. Inspectors had found more than 230,000 defects by April 1995, and many of them were the consequence of confusion about who was eventually in charge of the project, and the improper systems of dealing with contractors. In cost reduction exercise in December 1993, there were a decrease of some essential scope such as access facilities, landscape work and fit-out work of the office. There were 49,000 instructions were issued among the 157 work packages, however, the bulk of those issued for mechanical and electrical packages, reflecting technical problem encounters.

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WORKFORCE PROBLEMS
Department had scarcity of experienced staff to manage the project with the "construction management" approach, which was fresh to the UK construction industry in 1980s, mostly in government organisations. Even though, the NAO has not given publicity to workforce problems, there were some news paper speculations over disputes between contractors and unions. Alan (1996, p. 6) reveals that; The latest delays in building work were due to disputes between contractors and unions, confusion among subcontractors, and shoddy workmanship. An amalgamated Engineering and Electricians union official said that poor organization had demoralized the workforce. Electrician union has gone further and done some demonstrations to show their frustration, eventually had been broken by the police (Martin 1996, p. 10).

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CONCLUSION
After carefully analysing NAO report, it is obvious that the project performance had been considerably failed, particularly in phase 1A, which had been validated with the significant overrun of cost and time and catalogue of quality issues. As Rosli (1996, p. 12) sates; Cost, time and quality are the three most important parameters of project performance. However, most of the deficiencies had been corrected in completion phase with the lesson learned from phase 1A, for instance implementing different procurement strategy Lump Sum contract was one of the key turning point. Foremost cause behind the decision was assurance of the cash limit and the design completion before the start of construction. It can be concluded that the delays and cost overrun were the by-product of inappropriate funding and scope uncertainties, which forced to prefer immaturity procurement route, which could not have been chosen in the first place, if there were proper finding in placed. After spending millions of public money, the new building had been offered only 130 more reader seats than the previous 1,076; it is a million pound question to ask whether Library had met its expectations made of it.

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REFERENCES
1. John. B., 1990. New Building for the British Library. Landon: HMSO. 2. John. B., 1996. Progress in Completing the New British Library. Landon: HMSO. 3. Alan. D., 1996. The British Library: the cost is counted. (s.l.): MCB University Press. 4. Rosli. A., et al., 2006. Effect of Procurement System on the Performance of Construction Projects. Malaysia: (s.n.). 5. Simon. J., 2010. Project Cost Overruns and Risk Management. Reading: (s.n.). 6. Anon., 2004. Procurement. (s.l.): Construction Excellence. 7. Anon., 1997. Building Procurement Choosing the best option for your next project. Melbourne: Building Services Agency. 8. Geoff. B., 2005. Construction management duties. Contract Journal, 430, 30-33. 9. Nigel. W., 15 May 1996. Whitehall let costs run out of control at British Library. (s.l.): The Times. 10. Sarah. B., 21 July 1994. MPS SLATE NEW BRITISH LIBRARY BUILDING AS A 'SHAMBLES'. London: The Guardian. 11. Martin. B., 21 May 1996. BRITISH LIBRARY; the new British Library in London has been under construction for more than a decade. It is now scheduled to open in 1997. Martin Bright lifts the lid on this controversial new building. London: The Guardian. 12. David. H., 31 October 1990. 'Millions wasted' in new British Library project. London: The Guardian.

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Appendix 1
Phasing of construction

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Appendix 2
Elevation of completed building

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Appendix 3
Organisation Structure for Phase 1A to end 1992

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Appendix 4
Organisation Structure for Phase 1A from 1994

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Appendix 5
Model of Organisation Structure for construction management

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