Feb 2013Lesson 310 Facilities EngineeringIntroductionKey Element

There would be suitable infrastructure setup for construction, thereafter delivering technical support for their operational lifespan.

expansion. The following are the key aspects of the IT infrastructure that must be put in place to

Clough, Richard H, Glenn A. Sears, S K. Sears, Robert O. Segner, and Jerald L. Rounds. Construction Contracting: A Practical Guide to Company Management. , 2015. Print.

Generally, the delivery system for government contracts is regulated by the Federal Acquisition Regulations (FAR), which sets forth policies, procedures and requirements for the acquisition of goods and services by the U.S. government. During the bidding process, innovation of the value-delivery system is difficult to achieve as the defense contract

Facility management at Broward County is aimed at supporting and stimulating goals of the county through construction or remodeling and maintaining safe, accessible, inspirational and sustainable buildings while ensuring there is a balanced allocation of financial resources, while leveraging on locally available resources and construction professionals. As a result, the department of Facilities Management at Broward County is concerned with designing, planning, construction and remodeling or renovation, as well as maintenance of all facilities of the county. In order to execute its responsibilities effectively, the department consists of three main teams which are concerned with carrying out different roles. The project will consist of three teams that will oversee its planning design as well as implementation including: the Planning and Capital Budgets Team; the Design and Construction Team; and the Facilities Maintenance Team.

Contract changes are common events for many contracting professionals. These changes may range from and be related to personnel, scheduling, fees, contract cost, delivery schedule, terms and conditions and deadlines. Capital, changing technologies, and mission requirements may generate the need for changes to a contract. The complexity of contracts—which can involve many individuals from diverse functional areas on both the contractor and Government sides — can lead to miscommunications and confusions of requirements and organizational problems that do not manifest until the contract is in progress. When the Government requests something different than was initially proposed for the original contract or something unanticipated occurs, a modification may become needed. The necessity for some modifications may be projected from the instant the Government’s requirement is acknowledged, such as for intermittent fee adjustments due to the use of a monetary price adjustment clause in an impending contract.

Many observers of architectural, engineering, and facilities management organizations have noted how little planning designers undertake for their own benefit. Design and facilities managers continually preach to their internal and external clients of the need to undertake regular planning. However, within their own operations, designers often lack an ongoing planning process, effective management systems, regular evaluation of operations and performance, continual training of their own staff, and a long-range focus.

Infrastructure development with economic development has a close relationship and interdependence with one another. Therefore, economic growth will trigger a rise in infrastructure programs which creates a significant number of construction projects. The fulfillment of the performance expectations of the stakeholders is the success of a project (Charrett, 2008). Successful construction program does not generate in disputes. However, the building project is a competitive and complex work environment in which participants cooperate with each other from different backgrounds, professions, abilities, and level of work experiences. It can lead to a significant discrepancy in expectations, goals and outcome that are obtained

This form of procurement is fast establishing itself as one of the most popular methods used in the modern day construction industry. Design and Build procurement “can be employed on sophisticated buildings, but tends to be associated with Projects where the employer is more concerned with the functional aspects of the building rather than its aesthetic qualities” (Cunningham, Tony, 2013, p5) such as repetitive housing, office buildings or warehouses.

This section was conducting with noticeable effort in exploring data sources and gathering appropriate information as well as classifying desired facts and news used for the research analysis. In general, the study has discovered and determined 75 projects as case studies in conjunction with various detailed information, such as names of general contractors, LIB’s characteristics, the project duration, the completion year, the project size (gross area), budgets and actual costs, building types, delivery methods, green features, number of RFIs, change orders, number of project participants, and other components. For instance, 30 case studies with full-implemented LIB are represented in Table 2.

The construction procedures implemented will verify that and end results satisfy the project needs and owner’s expectations. Progress records will be kept and any problems that are identified before they develop will permit timely resolution and will minimize the impact.

To examine and evaluate the role of current policies introduced by the construction industry and government in changing the current practices.

Procurement in general industry is the term given to the process/structure of purchasing goods or services. Within the construction and built environment industry, there are six main different routes by which the design and construction of a project can be procured. The selected method depends on the nature of the project and other factors including client requirements and timescales. The method selected should meet these specific needs the most efficiently.

Typically, in the construction industry many resources are drawn into a complex building project. Clients, financiers, government, architects, engineers, project managers, consultants and other stakeholders each play a part in producing the end product. However, their interests are varied and can be at cross-purposes. This typically results in a fractured and disjointed approach to building.

The current CSI MasterFormat ™ 2004 Edition [1] comes closest to covering all the scope of work found in the construction of Building Facilities and Site Work. It falls short in addressing the unique requirements of estimators, schedulers and cost engineers in identifying all phases of work included in major Infrastructure work such as Build Own and Transfer (BOT) projects. This Standard Work Breakdown attempts to format the project into a multi-level WBS suited to estimate, schedule, track cost and measure performance on international infrastructure projects. The breakdown is also designed to facilitate the data transfer of a standard work breakdown between common estimating, scheduling and cost control software applications. The International Infrastructure Project Work Breakdown Structure (WBS) The following paragraphs outline the various sub-projects and phases within the Civil Infrastructure WBS. The Sub-Projects within a Civil Infrastructure Project Life Cycle Traditional work breakdown structures in the past have only identified the Construction Divisions within a project. This proposed work breakdown includes all phases within the life span of the project cycle, including Development, Engineering, Operations, Maintenance, Transfer and Risk.