By F. Lawrence Bennett
Management of Construction introduces all features of administration perform to scholars and pros dependent within the development undefined. it's also very important for these excited about allied fields reminiscent of layout, undertaking improvement, and location tracking and inspection.
The publication addresses each one level of the development venture from perception to crowning glory, giving a standpoint almost always lifestyles cycle frequently lacking from textbooks. the writer additionally balances engineering matters with the human source and private features of development administration which are so vital to the winning consequence of a undertaking.
*Structured at the venture lifestyles cycle
*Covers design-build, build-own-operate-transfer, and building management
*Discusses environmental concerns vital in today's building perform
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Additional info for The Management of Construction: A Project Lifecycle Approach
Sample text
8 25 Time schedule comparison. Traditional design–tender–build versus phased construction. this case, the design–build organisation would oversee the coordination of all phases of design and construction and it is likely that fewer formal tendering periods would be needed. An obvious risk inherent in the phased-construction/fast-track approach is that the early design work must make assumptions about the outcomes of later design work; that early work may be incorporated into the finished construction before completion of all design and changes may be needed if those early assumptions were not accurate.
Of particular importance in this type of contract is the need to define ‘costs’; Halpin and Woodhead (1998) point out that ‘if the owner is not careful, he may be surprised to find out he has agreed to pay for the contractor’s new computer’. In Chapter 4, we shall describe methods used by owners to select contractors and we shall find that cost-plus contracts are often, though not exclusively, negotiated rather than subjected to a tender process. Clough and Sears (1994) list four important considerations to be taken into account by owners and contractors when negotiating such contracts, as follows: ᭹ ᭹ ᭹ ᭹ a definite and mutually agreeable subcontract letting procedure; a clearly understood agreement concerning the determination and payment of the contractor’s fee; an understanding regarding the accounting methods to be followed; a list of job costs that will be reimbursable.
The owner provides a brief describing desired outcomes, performance criteria and standards, the parties agree on a fixed price and the contractor proceeds, with no participation by the owner in the performance of the work (McMullan, 1994). When the project is complete, the owner inspects the work, and, if it meets the requirements, hands over the cheque, ‘turns the key’, enters the facility and commences operation (Bennett, 1996; Clough and Sears 1994). If the services of the contractor have included land acquisition, the owner literally purchases the entire completed project from the contractor at the end of the project.