1- An advice on the appropriate delivery model Facts to be considered 1- BWC is fully aware of the scope of works to a high degree of certainty. This fact leads to the assumption that the client has a clear set of ideas of his needs and requirements. Aspects pertaining to the functionality and use of the proposed building may well be covered within a detailed Scope and Statement of the works required, which, BWC, should be in a position to do, given their full scope awareness and their previous expertise with similar building premises. 2- Cost Certainty is a major criterion on which BWC will evaluate the choice of delivery model. High levels of cost certainty are required. 3- BWC has a project due date by which all construction should be finished. 4- Assumption: The degree of complexity of the project is NOT high. 5- Assumption: Though BWC has had ready designs for its premises in Christchurch, further design works will be required to account for the difference in layouts, soil types, weather and wind conditions, seismic requirements…etc. The above analysis leads us to the fact that a conventional Design -Build (DB) delivery model may be the appropriate approach. This can be justified as follows: 1- DB will safeguard BWC from any risks including the risks of changes, claims and disputes as well as transferring the overall liability and accountability of the whole project and transferring it to the Designer-Builder, (Kelleher and Smith, 2005). 2- The DB delivery modules will create a single point design and construction responsibility as well as speeding the overall project execution time from design till end of construction by allowing fast-tracking of the design and construction stages, (Stewart, 2014). 3- The na... ... middle of paper ... ...mitted to retract its acceptance to QED’s offer at any time. • BWC has agreed to the offer submitted by QED. The acceptance has been made for that specific offer submitted by QED. It has to be an exact replica of the terms and conditions as submitted by QED. “An offer and an acceptance must fit together like two pieces of a jigsaw puzzle” (Stone, 2005, p 39). This acceptance has already taken place, therefore, BWC cannot alter the scope of works, except with a further agreement with QED. Any further changes to the scope of works after acceptance can be done but with other change orders or addendum, to be agreed upon by both sides. • Since BWC has accepted the offer submitted by QED, QED has lost the opportunity to revoke its submitted offer. It will only be fair and natural for BWC to be held accountable as well and to hold its acceptance as irrevocable as well.
Wolford General Partnership (WGP) operates plumbing supply business which is also an exclusive supplier for certain stable construction firms. Because of its excellent reputations and services, WGP is able to an extremely profitable entity for the business. WGP uses an accrual method of accounting and has been using June 30 fiscal year for the tax report purpose after its election of §444 since its formation.
The paper presents a detailed discussion on implementation of BIM in a construction project by defining a BIM team in the various phases of construction i.e. from conception to commissioning. Also, the paper presents a brief discussion on processing the information utilizing the i-rooms.
Furthermore, there agreements are now of only two years rather than of four years. These agreements which are made, these are firstly confirmed by the members of the company.
For further facts about the differences between Category A and Category B fitouts, turn to BRL Contracting. We specialise in both types of fitouts for all types of businesses, including, but not limited to, retailers, offices and pharmacies. Just explain your requirements, and we will explain how we can fulfil your needs in a quality way. In addition, we offer building maintenance upon
...fsite the construction activities can be broken up and completed simultaneously at various locations hence shortening the construction duration by the dispersing the work (Haas, O’Connor, Tucker, Eickmann, Fagerlund, 2000).
in 1984, Webcor integrated the Apple desktop into its work process. In 2011, Webcor made a significant commitment to virtual design and construction in its public sector building projects. Adopting Vico Software’s 5D Virtual Construction application allowed Webcor to estimate costs, scheduleprojects, and manage projects with increased efficiency. With this software, Webcor can take its customers through a series of what-if scenarios that allow them to make key designdecisions from the start. Using the software, Webcor can also predict the scheduling and cost impact of changes that occur throughout building design and construction
Planning Phase: identify and evaluate risks, develop a strategy, and identify risk activities (Indian Health Services, 2013). Execution Phase: execute risk activities, track and report progress, and review and reevaluate risk periodically (Indian Health Services, 2013). When evaluating risks, the project team should conduct an assessment to determine the importance and impact of the risk to the overall project (Indian Health Services, 2013). This can be done by using a rating system: Identify risks as either high, medium, or low for both probability of occurrence and the potential impact. Next, the risk should be assessed by using a numerical score to identify the likelihood of the occurrence by its potential impact (Indian Health Services, 2013). Using these techniques can prevent and/or mitigate those risks listed above. According to Michael Stanleigh, CEO of Business Improvement Architects “proper risk management will reduce not only the likelihood of an event occurring, but also the magnitude of its impact” (Stanleigh, n.d.) He also talks about how the outcome of the risk can either be acceptable or unacceptable thus, the project team can identify which risks must be mitigated or accepted (Stanleigh,
As a consequence of the separate legal entity and limited liability doctrines within the UK’s unitary based system, company law had to develop responses to the ‘agency costs’ that arose. The central response is directors’ duties; these are owed by the directors to the company and operate as a counterbalance to the vast scope of powers given to the board. The benefit of the unitary board system is reflected in the efficiency gains it brings, however the disadvantage is clear, the directors may act to further their own interests to the detriment of the company. It is evident within executive remuneration that directors are placed in a stark conflict of interest position in that they may disproportionately reward themselves. The counterbalance to this concern is S175 Companies Act 2006 (CA 2006) this acts to prevent certain conflicts arising and punishes directors who find themselves in this position. Furthermore, there are specific provisions within the CA 2006 that empower third parties such as shareholders to influence directors’ remuneration.
All parties of construction project will benefit from IPD. The integrated process required more participants' involvement at early stage, because the IPD structure will recognize the compensation and reward at early involvement. The compensation will be based on adding value to the project and it will rewards what's the best for the project instead of individual benefit. For example providing incentives tied to achieving project objectives and goals. The concept is to use innovative business models to enhance collaboration and efficiency.
The initial expenses associated with education and acquiring the hardware and software are necessary for transformation from traditional construction projects to BIM. Based on the result of questionnaire by Yan and Damian (2011), this category poses the largest challenges about 40% USA respondent and 20% UK respondent believe that their companies have to allocate lots of time, expenses and human resource in BIM training. The BIM experts pointed out that this is not a real challenge but should rather be viewed as an investment, which would pay off in the long run of construction company.
Brush, (2005) research reviews defined risk as any uncertain event associated with the work of implementing a particular project. The definition is conventional with other universal definitions while it further attaching the definition with factors that could be used to identify inherent risks. The objective of the research review was to correlate risk as a product of two main factors: the expected consequences of the occurrence of the uncertain event and the probability that the uncertain event might occur. All the risks involved within the entity are distinct and different from each other. Employing this concept is vital in identifying the particular risks associated with a particular project. Risk can be categorized in terms of micro or macro depending on the population that the risk affects.
There are several advantages of this traditional route in the construction industry. First, the designs are completed before tender and tender can provide good time and cost control. Also, the tenderer can receive complete information and design and they can be bidding on the same basis, so the competitive is fair. Moreover, this is design-led and the client can change the design ability, so the level of functionality and quality will be increased in the overall design. And then, it is relatively easy of variations to arrange and manage if the design will be changed because client’s needs and technology. Also, traditional paths are a tried and tested route, so it is well established and the market is very familiar with. Furthermore, it is good price certainty at the award of the contract because of full set information.
Duplication of supplies will occur if proper records of the construction are not kept. Reviews and changes of the bills of quantities also need to be done to ensure that there are enough materials to complete the building (Mette & Hass, 2003). In the case that there are new suppliers to the construction, the documents and terms of the construction have to be consulted to enable the new supplier work within the requirements of the building. If such documents and terms are not well stored and distributed, it would be difficult to pass such instructions. Moreover, all buildings have various professionals handling different parts; the documents and instructions of all these professionals must be kept safe for retrieval when needed. When new installations need to be done on the structure, the maintenance or mechanical engineer has to review the designs of the building to approve the new installations. Configuration control also enables the various practitioners to respond to regulatory requirements; when the approving bodies need some changes done on a building, the corrected documents are used to make new documents and the same designers or authors work on the corrections
Finally comes delivering. It may be compared to place in the 4Ps approach. However, it is different because, while place requires just having a place where the customer can buy a product, delivering also involves making sure the customer will be able to get the most of the product.”
Koskela (2000) stated that the combination of these two leads to “Taking care that customer requirements are met in the best possible manner” [55]. Implementation of all three views will result in construction performance improvement [55]. Table 2.3 below presents information on comparison between Lean construction and traditional approach.