Project+Management+UG

Mitedu 1040 project management spring 2009 for

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Unformatted text preview: f trades, little subcontractors Before 1930s: mixture of methods „ „ Greater Distinction between architect & trades Greater attention to design Most design-build, some with alternative financing (94%) Post WWII: Emergence of more specialized needs, subcontracting 1960s, 1970s: More complicated structures, emergence of CM, constructability needs Traditional Delivery Method Traditional Owner A/E General Contractor Subcontractor Subcontractor Contractual Relationship Communicational Relationship Subcontractor How To: Traditional How „ „ „ „ Hire a design professional in charge of the preparation of the design and contract preparation documents documents Competitive bid or negotiation with contractors after design complete contractors after Contractor in charge of the delivery of the completed project (may decide to completed subcontract) subcontract) The contractor is the only one responsible of the execution of the work the Traditional Delivery Method Traditional „ „ „ Sequential Construction Process Collaborative Relationship between A/E (Chosen on Qualification Basis) and Owner (Chosen Different Participants’ Interests: Owner: Quality and Value Product, Delivery Schedule Schedule „ Contractor: Profit, Construction Time, Site Safety, Relationships, Reputation Safety, „ A/E: Profit, Aesthetics, Relationships, Quality, Recognition Recognition „ „ Lump Bids Commonly Adopted, Resulting in Adversarial Relationship between the Owner Adversarial and the Contractor and General Contractor General Responsibilities Responsibilities „ Still responsible for a large fraction of jobs „ „ For larger job, GC doesn’t do much of work (sometimes <10%) „ „ Particularly public jobs with bidding Sometimes verge up against CMs CMs Division of responsibility for problems (Different teams) teams) Owner must mediate fights between contractor, designer „ Contractor designs temporary structures „ Engineer needs to stamp (often not designer architect) not Subcontractors Subcontractors „ GC manages most subcontractors „ „ „ „ „ „ Overhead at each level Handles submittals Get bids from subcontractors (bid shopping a danger; no formal guarantee of award of contract) Can be large number of subcontractors Responsible for failure Responsible Shop drawings typically produced by subcontractors „ „ „ E.g. engineer consultants Signed off on by architect to say that meets design needs Problem: Things can fall through the cracks Subcontractors 2 Subcontractors „ „ „ „ „ „ Motivations „ No In-house ability „ GC overstretched „ GC lacks familiarity with local conditions „ Need to get warrantees „ Laws and regulations (assign subs to contractor) „ Due to specialization, more efficient, cheaper Sometimes GC provides equipment to subs Tensions (e.g. how quickly, many subs on site) Subcontractor management very important for productivity Sometime owners or GC put umbrella insurance over Required to have bonding by owner Role of Architect/Engineer Role „ Typically negotiated contract „ „ „ „ Recruited on service rather than commodity basis Financial stability, other factors critical Sometimes have design competition Don’t want to push too low: „ „ „ „ Poor design Poor personnel No time for double-check Contrast „ „ Price of design has small impact on overall price Quality of design has big impact on overall price Role of Architect/Engineer II Role „ „ „ If estimates off, may be required to redo design at own expense expense Carry errors and omissions experience Limited participation in construction process „ Typically “observes” constructions „ „ „ „ Avoid official assumption of inspection guarantees Review shop drawings – with disclaimers Avoids close communication with GC Do not want to direct construction methods „ May put suggestion in contract documents Advantages Advantages „ „ „ „ „ „ „ „ Well known method (courts, companies) Flexibility during design (vs. design-build) Cost defined early (when bidding) Good contractual protection for the owner Open bidding procedure very easy Owner not too involved in the construction process process Fiduciary relationship between A/E & owner Good if uncertainty primarily in design Disadvantages Disadvantages „ Design not reviewed before construction Miss opportunities for major time/cost savings „ May yield changes due to constructability probs probs „ „ „ „ „ Sequential and linear process preventing from overlapping of tasks and money saving overlapping Few interactions among the participants Too rushed to consider multiple alternatives Construction can’t start until design is complete complete Disadvantages II Disadvantages „ „ „ Innovative financing difficulty Leads to very conservative design strategies Difficult for complex projects How To: Construction How Management Management „ „ „ The Owner hires both a design firm and a construction management firm before the construction before beginning of the construct...
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This note was uploaded on 07/25/2012 for the course ECON 111 taught by Professor King during the Spring '12 term at CSU Bakersfield.

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