Fast Tracking Design And Construction Phases Essay

A project is a temporary endeavour that creates a unique result. Time, budget, resources, and performance specifications, to meet requirements made by stakeholders, limit a project (Project Management Institute, 2013, pg.3). Project management is the application of tools, techniques, and knowledge to help achieve the three main constraints of scope, cost and time (Project Management Institute, 2013, pg.5). This applies managerial process and gives project managers the opportunity to make a project successful. However, there are still numbers of project failures both big and small projects. This failure does not only affect finances but also demoralizes employees who have laboured diligently to complete the work. The case of Wembley Stadium project failure will be analyzed in this paper to illustrate project management difficulties a project can encounter if appropriate tools and techniques are not successfully developed, implemented, and evaluated within the project management processes. The major problems concerning the Wembley Stadium project were scope, time, cost, quality, and stakeholder issues (Carter, 2002). However, this paper would be focusing on scope, time and cost issues. The format of this paper will include the project analysis, which will provide brief description of the Wembley stadium project, and main reasons why the project failed. This will be followed by the analysis of how the issue of the project failure is related to project management knowledge

This document serves the purpose of critically analysing the differences that exist between managing construction projects and I.T Projects

Further one this assignment will continue on the infrastructure of the economy which supports construction, this will include told, power tools, transport for materials and any objects used in order to complete a construction project which has to be order, rented or a special efforts made n order to allow for these certain services.

The critical activities are not behind schedule and the task the critical tasks are dependent on “Slab on Grade” is complete. Since the critical tasks are not behind schedule it is not safe to assume that the project will complete on time.

Research is conducted to examine different points of views of the importance of performance outcomes in a construction project in Hong Kong. ANOVA was used to analyse the data relative to how the performances were measured. Performances were measured using a performance criteria starting with the most important first, which is time. Timely completion of a project would prevent loss of revenue and penalities to the contractor.

The finalization of the schedule for a particular project will fluctuate in light of numerous elements including, yet not restricted to, size and level of trouble of the structure, site and climate conditions, material and contractual worker accessibility, team sizes, powerful planning and correspondence, the learning and experience of those dealing with the project, and maybe most essentially, the number, convenience, and many-sided quality of the progressions unavoidably made to the first contract after construction has started.

In construction projects, mostly the firms (in this case the firms become client) do not have the skills or develop skills inside the firms to undertake the projects due to amount of the projects should be conducted or the complexity of the projects (Reve and Levitt, 1984). Therefore, the economic decision to conduct the projects is to procure them to third parties. However, more commonly the client agonize the final quality of the projects will meet standard requirements. Thus, impacts to involvement of complex contracts of construction procurement.

On the 21st October 1994 saw, what was described as, one of ‘the worst civil engineering disasters in the United Kingdom in the last twenty-five years’. Balfour Beatty, the contractor in charge of a part of the £440 million project to build a part of the tunnel for the Heathrow Express train in the CTA (Central Terminal Area), were five years later charged with a fine of £1.2 million plus, £100,000 worth of prosecution costs for the collapse of a section of the tunnel near Heathrow Airport and seventy-five meters away from a section of the Piccadilly line tunnel. Geoconsult, an expert designer of Balfour Beatty’s for the NATM (New Austrian Tunnelling Method) were also fined by the Old Bailey Criminal Crown Court £500,000 plus £100,000 for prosecution costs.

Construction projects can be extremely complex and fraught with uncertainty. Risk and uncertainty can potentially have damaging consequences for the construction projects. Therefore nowadays, the risk analysis and management continue to be a major feature of the project management of construction projects in an attempt to deal effectively with uncertainty and unexpected events and to achieve project success. Risk is inherent on construction projects and disputes frequently arise. One in four construction projects results in a dispute that leads to arbitration or litigation. With large scale, complex projects the likelihood of serious, time-consuming and expensive claims increases.

Within a project, the project’s success and budget belong to and are the responsibility of the customer. The Customer should have the final say in regards to what is acceptable and unacceptable in regards to risk and the quantification of risk. It is however, the contractor’s responsibility to be the primary source of expertise on a project or what they are being contracted to do. The contractor should offer their opinion and recommendations, and the customer should take their contractors opinions and recommendations seriously due to their expertise in the area. Overall, collaboration between the customer and the contractor should be the ultimate way to resolve a matter of dispute. Members from both the customer and contractor side should meet discuss historical events, modeling and simulation to arrive at the appropriate answer. Also, with quantifying risk, the customer and the contractor should be able to go back and look at the data. With risk quantification, there should be very little room for opinion and judgment which should make it easy to base a decision or a resolution based on hard core data. If a solution or an answer is not able to be decided upon, a third party consultation

When engaging in a construction contract, time is of the essence and running over time projections can cause literally millions of dollars in additional non-contract costs. Therefore, construction contracts that can provide incentives to complete the project on time or early are beneficial because they effectively penalized contractors who fail to deliver on-time performance. With a CPIF contract, the

The completion of any project depends on the execution of various parameters mostly set at the beginning of the project. In order to complete the project to satisfactory levels, the project must be completed within the stipulated timelines, fall within the approximate budget and be of the required quality standards. However, most of the projects are affected by adverse changes and unforeseen events that occur during the execution period. Research shows that the magnitude of change is dependent on the size of the project, with large projects experiencing more uncertainties due to several factors including; planning and design complexity, interest groups having deferring opinions, resource availability, Economic and political climate and statutory regulations, which may necessitate change of plan. Most of the uncertainties are known to occur in the concept phase and if not intervened, they may affect the entire project. The burden falls on the management of such risk as some managers choose to ignore the uncertainties since they call for additional costs. Other inherent risks may go unnoticed and therefore remain unsolved,

Keeping all this in mind, builders have to work alongside clients to satisfy their project needs. Projects are also being built quicker because of the demand to occupy them instantly.

Another ‘fast track’ strategy where work can be carry out before the design is complete. Construction manager is appointed in early state may benefit to the client. For this strategy, client have direct contract with the trade contractor. Same as management contracting, the final cost for the project can not be identified until the final work has been awarded.

Even with prior planning uncertainties will happen. In this case, the contractor decided to outsource the concreted for the paid. The problem is that the concrete was not with codes and had to be removed and repoured. This delay caused budget overruns. This goes back to the quality not being measured in the earned value management (EVM) system. The 30 day project turned into 60 days and was ultimately over budget but the difference was paid by the contractor. Even