Rapid Analysis for Subcontractor Resource Allocation Essay

A basic definition for the procurement is “the way the building is realised” and “involves assembling and organising the skills and services of a team of construction professionals”. (the Construction Round Table, 1995). More precisely, the construction industry describes procurement as “a system that establishes the roles and relationships which make up a project organisation”; hence the overall organisation and communication structure for the management, administration and control of a project is established by the procurement system. (D.C.H Coles, 2010)

Cost and Value management is becoming a large part of companies competing in today’s market. According to the text, “projects and their effective management can provide organizations with a significant competitive edge through cost reduction, enhanced responsiveness, and overall value to customers.” (Venkataraman & Pinto, 2008, p. 1). In this paper we are going to focus on some of the techniques and how they can either help or hinder a project. Through information and examples we will explore the importance of work packages and the work breakdown structure (WBS), establishing a cost and schedule performance

Technological changes also lead to a source of risk among construction projects. Advancements in new technologies may present problems to designers and constructors, therefore increasing the risks. New facilities or technologies may render the former obsolete and thus affect the nature of the construction.

Comparing to my designer interview again, there is an extremely important element comes in —— SAFETY. Patti said, we may accept low profit or scheduling mistakes but never safety problems. She explained that safety problem could be imagined like a long-term liability, which would not only negatively affect labors themselves but the company’s reputation. She introduced me that there is a official factor called EMR (Experience-Modification Rating), which is based on the amount of claims made by a contractor’s employees and goes back four years. Normally, if a company’s EMR is less than 1, which means it has a good safety record. This factor will also influence labor burden, therefore, it will affects labor cost. During the bidding process, a lower labor cost is an important element of total bidding price, which can determine how competitive a company is. Another method they always use to make them competitive is that in every part of the project, they will chose at least three subcontractors and let them compete each other, therefore, make an entirely ideal

When a project manager identifies that resources must be leveled within certain areas of the project he or she should utilize resource leveling approaches. Resource leveling examines the unequal utilization of resources and makes them equally available through the project. One of the risks associated with resource leveling is the decrease in productivity as a result of resources shifting from one task or area to another. In the case of the resources in question being people, teams from where these employees will be coming from to support the other task might feel additional workloads which in turn could lead to unhappiness in team members, and can result in decreased productivity (Damci, Arditi & Polat, 2013, p 679). Resource leveling becomes a double edge sword for the project manager. It could create the same issue that is trying to solve if not carefully analyzed by the project manager before commencing to

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.

SUMMARY Several influential industry reports have pointed out that a decline in construction quality and productivity could be attributed to the performance of subcontractors who are entrusted to complete the actual works, yet subcontractor performance appraisal is a much neglected subject in construction. To facilitate subcontractor registration, management and/or selection, an equitable and reliable subcontractor performance appraisal would be indispensable. Being regarded as a reliable and practical means for performance evaluation, the balanced scorecard

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.

Construction projects are always unique and risks raise from a number of the different sources. Construction projects are inherently complex and dynamic, and involving multiple feedback processes. A lot of participants – individuals and organizations are actively involved in the construction project, and they interests may be positively or negatively affected as a result of the project execution or project completion. Different participants with different experience and skills usually have different expectations and interests. This naturally creates problems and confusion for even the most experienced project managers and contractors.

While projects can be similar in some instances, no two projects are ever the same. For this reason, management of projects requires the application of tools and techniques to meet the goals of the temporary endeavor. Project managers apply these tools and techniques to determine what is required for project delivery such as the list of activities to completed, the time required to complete the activities, resources needed and the various risks associated with the deliverable and efforts. A multitude of tools and techniques are employed by the project manager based on the need of the effort to organize, identify and communicate the various aspects of the project. While in contrast, the repetitive nature of operations activities

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.

Managing a project is no easy task. A project is a series of tasks or jobs that are related to each other and directed toward a common goal or output. Projects usually require a significant time commitment, and tend to be handled by groups of workers. The employees at Craft Construction, a small business that deals with complete remodeling and some small commercial buildings, generally divide into groups of two or three workers per project. The number of employees assigned to a job usually depends on the size of the project. For each project, a project manager and a lead carpenter are assigned to handle most of the work. Project scheduling is different for every job. Smaller jobs require less planning because there is

Change cost is one of the most sensitive aspects of construction project management, but it is also one of the most difficult to control. It has been widely recognized that construction projects that adopt change management practices generally incur lower change costs in comparison with project budgets. The relationship between change management

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.