Introduction
Conventional Civil and Building projects in the construction industry use a number of traditional, popular and familiar forms of contracts. These have a good track record in meeting time, cost and quality requirements for straightforward projects; however, they are unlikely to meet the timeframes and budget constraints expected by Governments when undertaking complex and high risk projects were the scope of the work is not yet defined (Ma & Xin).
Insufficient or poor quality design documentation is often the cause for construction overruns and cost blowouts, creating claims for variations and omissions. (Pullen) All too often, the building site becomes a hostile environment to do business. This is in no small way, due to the fact that the main contractor, with the buildability knowledge, is not invited to participate until after the design is finalised.( ) His expertise is unable to influence the designs evolution early in the peace, were it can save time and money.
In the USA, Europe and more recently Australia, a new form of construction procurement strategy called ECI (EARLY CONTRACTOR INVOLVEMENT), is becoming the contract of choice with Governments ,because they reduce the projects duration, promotes innovation, facilitate value management and value engineering, while minimising disputes (Nichols, 2007). Its popularity stems from the fact that it can deliver complex and high risk projects, within time and budget constraints, with reduced risk and at affordable costs. The UK and Australian models of ECI are chosen here for comparison, to highlight their diversity as well as similarities in operation and results. ECI’s are relatively new, but are making a favourable impact within the industry.
The Importance of a ...
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...roject’s design and planning from its inception, the stage 1 contractor has a distinct advantage over his competitors to best price the projects effectively.
As mentioned, the parties ‘buy’ into the projects development and success, as this becomes the engine room for innovation. As only one design is prepared and all the resources of the team are channelled towards this end, this is an extremely cost effective measure, and saves valuable time.With the margin ring-fenced, the builder can feel part of the team. The client, designers and builder can now effectively collaborate in a shared risk arrangement, to achieve the projects objectives, and produce a realistic Cost Target. The builder’s extensive expertise is employed to identify and mitigate risks, simplify design buildability, and contribute to better planning in achieving the projects goals. (Mosey, 2009).
We often focus on the many different materials and products needed to make that special architectural structure. We tend to undermine and dilute the cost and time it takes to be able to follow through and complete such a task. However, the most important thing when
A truly successful proposal merges high-quality craftsmanship with powerful architectural concepts that fully reflects the aspirations of the client, whilst respecting the wider context of the society and environment, instead of overshadowing them with the architect’s ego. Foundations leading to such a project should be laid down from the very first meetings with the client, and built upon the architect’s ability to break any self-imposed stylistic boundaries or similar dogmas. Only when the mind is clear can the architect focus on the essential art of listening and carefully reflecting on the client’s requirements in the form of a precise brief. Any such discussion should be led by an architect - bearing in mind that clients rarely understand
In today’s uncertain economical business environment there is an understandable pressure to improve the quality of decision making at all stages of the project. A number of techniques have been developed to address this concern, two of the leading approaches used in the construction industry are Earned Value Management and Risk Management (Hillson, 2004), those two approaches share a common aim of providing decision makers with the best information available when setting objectives and considering management strategies. However, they take differing approaches, Earned Value Management establishes project performance status and extrapolates that information to gain an understanding of future trends and the allocation of resources needed to successfully
Must make sure that there is a high level of co-operation between all of the contractors on a site.
One of the main advantages of VE is that building an approved and confident work environment in which all parties and project team members are engaged in the project and working as the owner from initial stage of civil engineering projects. Also, VE is more focusing on value improvement and not just savings of cost. Additionally, Value engineering enhances the client’s satisfaction by knowing their exact needs and expectation (DBIA, 2010).Moreover, it strengths the collaboration between the client and the contractors therefore the contractor will participate by been proactive in any likelihood of risk by giving advice to mitigate risks.
Lawson, Bryan. How Designers Think: The Design Process Demystified. NY: Architectural Press, 1980, 2007. Massachusetts: NECSI Knowledge Press, 2004.
In order to create innovative public architecture, considered to be the most civic, costly, time intensive and physical of the arts, the project holds a degree of risk, strife, and negotiation . Overcoming these tasks and creating worthy public architecture is a challenge designers try to accomplish, but are rarely successful. The people involved in a potential public building, can be larger than the building itself. Public architecture tries to please all, even the doubters and critics, but because of the all these factors, a building is closer to failing than succeeding.
When starting construction on a new building, there are plenty of things that can and will go wrong. You will start to lay out the plumbing and find that it clashes with a wall or beam that cannot be moved. To finish your project, you must take more time and more money to adjust to the new layout. Another scenario is the owners won’t let you start construction because they can’t see the end result or where the specific design implements that had asked for are located. For the past few decades the architecture, engineering and construction (AEC) industry has been looking for a solution to this problem. Projects would be set back due to design oversights. Without anything to predict these problems before they happen, these little setbacks were a common occurrence. Once building information modeling (BIM) was born, it was like their prayers had been answered. The future was here.
The project manager will responsible in assisting and coordinating the entire process in design from the review of conceptual designs amid development to providing recommendation of any alternative solutions whenever design details would possibly affect the construction feasibility. He will also advise on site use and improvements, selection of materials, building systems and equipment. From this, he will give his recommendations on relative construction feasibility. This includes various constraints such as the availability of materials and labor, estimated time for installation and construction and most importantly the cost for the project.
Vrijhoef, R. and Koskela, L. (2004) ‘The four roles of supply chain management in construction’, European Journal of Purchasing & Supply Management, 6(3-4), pp. 169-178 ScienceDirect [Online]. Available at: http://www.sciencedirect.com/ (Accessed: 6 February 2010).
..., 2013). As these contractors are risk-averse, they will drop out in the first phase leaving only the most efficient contractors to compete against each other. Furthermore the inclusion of a premium, offers less incentive for collusion as contractors are more inclined to deviate from a cartel to receive a higher payoff. Although theoretically feasible in a controlled environment, in real life there are laws and regulations that protect firms against collusive practices. In the case where the client may suspect collusion is a real possibility, AMSA offers the most effective collusion deterrence. However administratively it may be difficult to implement phase 1, where the price sequentially drops as the tender process takes several months with contractors rarely interacting with each other compared to an auction where the bidders are together and bid in one sitting.
Client(s) may be in the first stage of our design thinking sequences (Archer, 1984, p. 67), and then the designer job is to explore what is the problem, what do we want, what do they need: to produce a design to meet the requirements. The initial design problem presented to the designer may be poorly and incompletely described (McDonnell, 1997, p. 45...
When dealing with contracts especially involving employer and it’s employee it is very important to acknowledge and analyze a lot of information and steps that go into it. In order to figure out if an individual is either an independent contractor or an employee or an organization, the way to find out the overall relationship is to be able to examine it and at the end come up with the conclusion of this matter. When it involves an employee- independent contractor all the information that has been gathered up provides proof of degree as well as degree independence that is taken into consideration. There is a lot of information that people must know when dealing with independent contractors or their employees. Independent contractors as well as employers once affiliated with the state and the state laws, an independent contractor is exactly what it is which makes the contractor as being independent and just that. This contractor needs to be able to demonstrate and provide the service or the potential product without taking action on punching in to make hours work count or even getting directions on how to do the job at the end.
This paper explores what it takes to be a construction manager and the responsibilities of being a construction manager and the skills that a construction manager should have. It also explores what good construction managers do to have success on their construction projects and the steps that a construction manager must follow to end a project and meet their deadlines at the same
However, there are some disadvantages in the processes. First, it is very consume time in the pre contract process due to the strategy is sequential and construction cannot be started before the completion of design. Also, the contractor is not appointed in the design stage, so the contractor and supply chain are no input into the design or planning of the project. Mo...