Structured Literature Review : Bridging With Design Building And Traditional Design Bid Build For Effective Decision Making

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)

In this method, the design and the construction roles are combined into a single responsibility and the team is referred to as the Design Build Contractor. The architect is under contract to the contractor and not the owner. The advantages of this method are that the owner is dealing with one contract for the design and construction and does not get involved in the details of the design and construction. The design can be accomplished according to the budget and easily be changed if necessary. Since the maximum price is set in an early stage, this method is faster than the design-bid-build and the construction manager method. However, there are drawbacks to this approach. Since the architect and contractor report to the design/build firm, a conflict is created between the owner and the design/build firm. Also, as the design and construction roles are part of the same team, this can lead to a disadvantage. As the owner is no longer dependent on the architect, the architect’s judgement is no longer provided to the owner and this leads to quality control problems. (what I think if this is the best method or

Projects are used today as a way of achieving a variety of outcomes in local or international locations for new constructions, new product development, product improvement, process design, process improvement, utility installation, theory and technology development, and many more. Bringing a project to a successful conclusion requires the integration of numerous management functions like controlling, directing, team building, communication and others. It also requires cost and schedule management, technical and risk management, conflict and stakeholder 's management, and life cycle management.

It is essential that project managers have a thorough understanding of procurement concepts, and the contracts that are involved in the practice. This assignment will focus on the types (Fixed Price, Cost Reimbursable, and Time and Material), and subtypes of procurement contracts, and discuss the pros, cons, and the burden of risk of each. At the end of the assessment, (FFP). This a clear understanding of which type of contract is least advantageous choice for the ACME breakroom construction project. Further, the paper will highlight this type of contract is a bad choice, and discuss

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.

The first stage allows the contractor to start the work followed by the second stage whereby a fixed price is negotiated for the contract. It can be used to appoint a main contractor early or as a means of appointing a specialist contractor early. It can also be used on a design and build project whereby an employer’s requirements are not expanded on enough for a contractor to come up with a realistic price. The first stage can be a ‘custom made’ agreement, a consultancy agreement or a pre-construction services agreement (PCSA). The early involvement of a contractor improves the construction and cost certainty of the project and for a more integrated project team, thus reducing likelihood of disputes. The second stage is a mathematical exercise. In two stage tendering, design risk is transferred to the contractor but the client can lose hold, as competition becomes less of a

Client and the contractor have same priorities. Basically, contractor will make the decision in turnkey approach and client will just accept in silent. In this project, the contractor and the client have the same focus and priorities therefore the relationship between the contractor and client is good and there is no overruns or communication problems between both sides.

The traditional procurement route has become one of the standard approaches in the construction industry since the 19th century. The key characteristics of a traditional procurement route with a competitive tender process are competition or tendering cannot start until the design process is complete, the designing process is separate from the construction process and the lack of contractor involvement in the design process, with the design and technical development being carried out by the clients consultant. (Cartlidge, 2013).

According to the Associated General Contractors of New York State, “The construction industry is the second largest employer in the US, second only to all government employees including the armed forces.” (Associated General Contractors of New York State, 2014). This is a staggering number. However, in spite of this, the industry has suffered a decline in labor productivity beginning in the 1960’s that has continued its trend since that time and seems to be in no hurry to reverse its course (Teicholz, 2013). This paper will explore how Integrated Project Delivery (IPD) can be implemented by the construction industry to solve this issue by greatly decreasing (or even in some cases, eliminating) low productivity and waste, time/cost

Contractors, consultants and clients who engage in partnered construction projects in Hong Kong, are surveyed to compare from their diverse perspectives, expectations relating to targeted building project criteria. The differences between the measured results and the performance expectations of the various participants are all analyzed with the goal of promoting more research to ameliorate Hong Kong’s building industry. A research model is built to measure nine carefully selected construction project objectives to the actual results, and questionnaires are designed to compare the

In recent years, there has been a considerable increase of pressure from clients for improvement in the delivery of construction projects. Innovation has been key in improving construction industry performance (Tavistock Institute, 1997).

In 1998, Sir John Egan identified five key drivers for change including “integrated processes and teams” (Egan, J 1998). Egan noted significant changes required to the culture and structure of UK construction industry to help improve the “relationships between companies”. Sir John Egan (Egan, J 1998). In a subsequent report issued in 2003, Egan suggested that the UK Office of Government Commerce (OGC) recommends integration of the project team as an enabler of change. The proposal from the OGC on the adoption of standard forms of contract that encourage such team integration and collaboration between the various parties would help eliminate the inherent adversarial culture deeply rooted in the construction industry (Egan, J 2003).

The good news is, the contractor will endeavor to complete the project more quickly and in a timely manner. This type of contract has been adopted in many previous projects. Then, bidding analysis and selection process is relatively easily. It was also easier to plan and execute all the work relating mainly in determining the quality and quantity of the project itself.

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.

Design and Build – The contractor is single point responsibility with the contractor, where they put across a design with a tender and if they are successful they win the tender.