The Primer What are the Different Construction Delivery ...

1 ProjectDeliverySystem*- Theprocessse le cte d toexecutea co nstructio nproject forthepurp oseof assigningre sponsibilities andriskto thepro ject ivery systemsincl ude : Des ign /Bid/ build De sig n- Bu ild Co nst ruc tion Ma nageme nt-Age nc yCo ns tru ct io n Manag eme nt -At Ris kSi nceea ch con str uct io n project is differ ent , thepro ject Delivery systemshouldbetai lored to theindivi dual requirement s of that uniqueproje ct . Typicallytheownerchoosestheprojec t Delivery system th at willbe employed, butmayre ly onthepr ofessionalinputof designan d co nstru cti onco nsulta ntstode terminewhich pr oject Delivery systemwillbes t fi t theproject.

2 With publ ic fu ndedprojects,themethodof co nstruc tio n deliverymaybe spe ci fie d byth e localorstate jur ct ionof a deli very met ho d is typicallybaseduponhowyo urorg anizat ionoperates,in te rna l resourcesavaila bleandtheir level of expert iseorknowledge,fundingre quire ments, an d overal l sched ule fordelivery.* Sour ce : Co ns truc tio n Manage mentAssoc iat ion of Amer ica ( anet .o rg)+F o u r P ro j e c t D e l i v e r y S y s t e m sThr eeConstructionManagementAgencyTw oFourConstruction Management-At RiskDesign/Bid/ build (General Contracting) design -BuildCons tru ctionMa nag em ent-At R iskCons truc ti onMana ge ment- AgencyDes ign-Bui ldDes ign/Bid/BuildThe PrimerWhat are the Diffe rent Construction Deli ver y Typ es and A dva nta ges o f Ea ch?

3 In Desi gn/B id/Bu ild, also kn own as thege ner al contract ing project del iver y method,the pro ces s is lin ear, where one phase iscompl eted befo re another phase is der the desig n/bid/ build example, thearc hi tec t is selected under a separatecont ra ct th at is bas ed on a negotiatedprof es sio nal f ee. The cons tru ctio n firm ismost oft en selec ted based on the lowest bid,and the re may be many subcontr actor sun der h is c ontra ct /d irect ion. Adv antagesAr chit ec t se rve s as o wne r s a dvo ca tewi th ex te ns ive owner int era cti onOne bid package for c onstructi onTrad itional meth odUnd erst ood by all parties - ow ners,arc hit ec t des ign er.

4 Co nt ra ct orOft en e as ier to m ana ge t he linea rpro cessDis ad van tagesCo ntr act or in po tent ial ad ver sari al ro lewi th ar chi tec t an d eng ine erRe st ricted o wne r c ont rol d ue t ose par at ion of rol es and r espo nsi bi litiesAc cu rat e c os t es timat ing duri ng de sig nph ase f rom arch itec t req uir eskno wl edg e of l at es t c onst ruct ionte ch niques an d mar ke tNo o pp or tun ity fo r c ont ract or i nputpr ior t o co ns tru ct ionLow b id me th od increa ses prob abi lityof co stly ch ang e or der s Re qu ire s ow ner re sour ces to m ana ge Ow ner m ay have to act as r efe re e tores olve di sag ree me nt sLinear or s equ ential p rocess, in whi chph as es or t as ks d on t ov erl apIf a pr oj ect i s ov er budg et o n b id day, itcau ses del ay s an d add itiona l co sts f orred ra wi ng an d re- bidding+ The h allma rk o f a D esign- build pro jec t i s t haton e organ izati on , ei the r the a rc hit ect or t heco nstru ction fi rm, is so ley respo nsi ble t o th e own erfor bo th des ign an d co ns tru ct ion of th e faci lity.

5 I n th edesign /bu ild pr oject de live ry met ho d, a singl e po intof con tac t has be en p rov en to fos te r be tte rco mm uni cation, re du ce a dv ers ari al ro les be twe ende sign and constr uc ti on , and acc eler ate p roj ec tdelive ry . Perhaps th e bigg est advantag e of thedes ign/bu ild proces s i s s peed of Delivery .Because const ruc ti on is oc currin g conc urre nt withdes ign ph ase s, t he de livery of the projec t can b esp ed u p by 2 5 pe rce nt o r mo re a s co mp ar ed t oth e des ig n/bi d/bui ld met hod.

6 In addi ti on toprovi di ng th e owner wit h one sou rce ofac cou nt abil ity f or th e ent ire p roject de vel opmentproce ss a nd s pe ed o f de live ry, u sing d es ign/bu ildfo sters a t eam e ffo rt t o ac hieve c ost a nd s ch edulesa vings a nd to enha nc e over all value to th e own er. Th e two mos t es sen ti al con si derat ion s insel ect in g a desig n/bu ild team to co ns tru ct yo urfaci li ty ar e th eir depth of ex perience i n work ingtog eth er and proven record o f perfo rman ce i nsi mi lar pr oject s. Adv ant age s Earl y an d co ntinue d arch ite ct -con tract or col lab or ati on leads tored uced litiga tionAct ive ow ner part ici pat ion con tri bu testo a b et ter end p ro ductSi ngl e poi nt of ac coun tability.

7 One- stopshop ping for bo th des ign andcon struct ion ser vicesAccu racy of es timat es en hance dthro ugh ea rl y inv ol vem en t ofcon struct ion ar mLes s det ai l req ui red to beg incon struct ionFew er ch an ge ord ers save s time an dex pens eSp eed s up ent ire desi gn andcon struct ion pro ces s - sa vi ng mont hson sch edu leOwner can sel ec t team b as ed o nqual ifi ca ti ons or thro ug h b id proce ssDisadv ant agesLes s owne r co ntr ol over final des ign andpos sibly les s des ign influe nce by arch ite ctPo ssibly redu ce d arc hitect-end us er i nteractionFewer ch ec ks and bal an cesReq uires ow ner s ex perti seCar e must be taken to bal an ce q ual ity withpro fit+ 2322212019181716151413121110987654321 MonthSel ec t P roj ec t D esig n T eamPro gr am mingSch em ati c Desi gnDes ign De vel opmentConstr uc tio n D ocumentsBid ding Sel ec t Pr ime Co ntr actorCo nstructio nOccupancy262524232221201918171615141312 1110987654321 PhaseSel ect P roje ct Desi gn Te amProg ra mmingSch emat ic De sig nDesign D eve lop mentConstr uctabi lity Re viewConst ruction Do cume nt sCon st ru ctionOccupa ncy262524 Ow

8 NerDes ign -B uild erDesign/Bid/BuildDesign-BuildOw ne rGene ral Contr act orCon tr actor is c ompetitiv el ybid per th e Publ ic Bi d hi te ct/Eng ineerAr chit ect/Eng in eer Subc ont ract or s26 Mon th s20 Mont hsTi me Sa vings Subcontr actors are competiti vel y bid to General Contr actors. Su bc ont ractor sSubcon tr actor s ar e compet it ively bid or negotiat ed wit h t he design - build t he C M-Agen cy ( CM a) p roject d el ive ry me tho d, al so known as Pu re C M, the Construction ma nager acts as a nextension o f th e o wner s s taf f a nd t he g eneral c ont ract or role i s el imi nat ed.

9 In this scena ri o th e owner, rathe r than thegenera l c ontrac tor o r Construction ma nag er -at risk, ho lds a ll su bco ntracts . Es se nti ally, e ach subcon tr ac to r be comes apri me c ontra ctor a nd i s responsible fo r c ost, s ch edule, q uality, an d safe ty o n the pr oj ec t. The constr ucti on m ana ge rovers ees these t asks i n the r ole a s a c onsultan t. The c onstru ct ion manager comp eti tive ly bi ds the diffe rent e leme nts ofconstruc tion t o t ra de co ntrac to rs (o r s ubco ntra ctor s), s uc h as e lect ri cal , m echa nica l, pl umbi ng, fr ami ng, encyAdvant ag esCM -Ag en cy is tru ly on the o wne r s sideas th e risk i s contr acte d to the p rimecontr acto rSelecti on b ased on cons tr uc tio n firm squalificati onsPre-c onstr uc ti on services a re p rovidedby qua lified i ndi vidua ls tha t are cur rentwith c ons tr uc ti on c osts and tr end sProduc es more p redicta ble andmanageable resu lts th rough acollabo rativ e e ffort of enti re te am Inc reases o pp ortu ni ty for localparti cipatio n of v endo rs, mate rial ssup pl iers.

10 And s ubcontr acto rs No n-a dversa rial e ffort r educ es risks forowne r, archite ct-d esigne r, a ndcons tr uc ti on manager Sa ves ti me a nd mone y b y r educ ingchange o rde rs Owner holds a ll s ubc ontr actsOp ti on to fast-tr ack b y pha sing bi dpackages allows qu icke r facility u sageAl lows f or m ore o wn er contr ol inselecti ng CM a s ta ff andsubc ontr acto rsDisadva nt age sMul ti pl e c ontr acts he ld by o wner c an c reateadm inistr ativ e c ha lleng es Po te nti al cha lleng e to dete rmine who i s a tfaul t if p roject is d elivered l ate w ith m ultip leprime c ontr acts+ The Con st ru ct ion Man agement (C M)