DESIGNING A PROJECT

How to Design a Project - Framework

Using the drama and question combined method to demonstrate and explain the key point in the above diagram. There are three dramas in presentation, each of them represents a typical way to build up the contract of three types:

 Traditional procurement - residential landscape case

 Design-build procurement - roof garden landscape

 Management contracting/ Construction management - landfill government case

 

In each drama, the show will follow the sequences as follow:

 Project launch

 Competitive bidding

 Winning the bidding

 Pre-construction

 

Four questions will be inserted into each drama to let the audience think on the roles behalf and make the decision for the roles, and after each question. We will also explain the answer to convey the knowledge inside.

 

 

 

Procurement Method 1: Traditional Procurement

 

1.CONCEPTS:

Basically, the main purpose of this scenario is to let classmates know about what happened before the tender process in a real estate development project.

Introducing the differences between tradition and design-build procurement. Compared with the procurement of Design-build type, traditional procurement is more likely to have higher design and construction quality. It is because the mission is separated into two or more independent expertise groups. Two Payment methods are also introduced in this scenario which is lump sum contract and re-measurement contract as well as two measurement schedules: Schedule of works and Schedule of rates.

​

​2.PROCESS:

The project starts by Vicky was having tea with a real estate tycoon in a luxurious club one day. The tycoon told Vicky that a piece of land was available recently and if she wanted to develop a real estate project. Vicky was decided to take the land and going to launch a tender procedure. So a friend of Vicky—“Tycoon” introduced several friends in terms of design consultant and construction. As the story progresses, a series of questions are raised around the developer, two design consultant, and contractor, telling the story of what will happen before the tender process.

​

3.SUITED PROJECTS:

Medium-sized projects with complex interest relationships that require both speed and quality of construction

 

4.TYPES:

Procurement, payment method, measurement schedule

​

5.HIGH POINTS:

  A traditional lump sum contract requires the production of a complete set of documents before tenders are invited. Adequate time must be allowed for this.

  The traditional procurement method assumes that design will be appointed by consultants, and it does not generally imply that the contractor has any design obligations

  As the employer appoints consultants to provide advice on all matters of design and cost, they thereby retain total control over the design and quality required.

  The contractor depends heavily upon the necessary information and instructions from the architect being issued on time. There is a risk of claims if they are delayed

  The employer decides which specialist firms the contractor is to use, although the contractor may require certain safeguards relating to performance

  All matters of valuation and payment are the responsibility of the employer’s consultants

  If it is impossible to define precisely the quantity or nature of some of the work, it is still possible to adopt a traditional method on the basis of approximate quantities, provisional sums, or cost reimbursement.

  However, this is less than a perfect solution: the fuller and more accurate the information, the nearer to the relative safety of the lump sum approach

 

6.ADVANTAGES:

  Accountability due to a competitive selection

  Competitive equity as all tendering contractors bid on the same basis

  Design lead and the client is able to have a direct influence which can facilitate a high level of functionality and improve the quality in the overall design

  Price certainty at the award of the contract

  Variations (changes) to the contract are relatively easy to arrange and manage

  A tried and tested method of procurement which the market is very familiar with

 

 

 

Procurement Method 2: Design and Build Procurement

 

​1.CONCEPTS:

Design and Build procurement works on the basis that the main contractor is responsible for undertaking both the design and construction work on a project, for an agreed lump-sum price. Design and build projects can vary depending on the extent of the contractor’s design responsibility and how much initial design is included in the employer’s requirements.

 

Nevertheless, the level of design responsibility and input from the contractor is much greater on design and build projects than a traditional contract with a contractor’s designed portion.

 

​​2.PROCESS:

The client first offers the requirements for contractors if there will be a tender. After bidding, the main contractor should satisfy the requirements before sign a contract. After making the contract, the main contract is responsible for both design and construction. The contractor can use the own company`s designer. In the whole process, the design and construction will be operated together.

​

3.SUITED PROJECTS:

Functional, simple, save time, lump-sum.

 

​4.TYPES:

  Package deal or turnkey contracts

  Design and build contracts

 

​5.HIGH POINTS:

  There is usually a single point of responsibility in Design-Build procurement.

  In practice, the employer’s requirements are detailed to the extent that the contractor’s design contribution, and liability, is diminished.

  The employer lacks control over the detailed design; however, this might be acceptable where broad lines of the scheme are satisfactory and the detail relatively less important.

  Construction work can be started early as a great deal of detailed design can proceed in parallel.

  Responsibility for completing on time rests wholly with the contractor.

  There is greater certainty of cost, even to the extent that, if required, responsibility for investigating site and subsoil conditions can be made entirely the contractors.

  Any changes in the employer’s requirements can affect the contract sum, however, and are likely to prove costly.

  Design and Build is a relatively low-risk procurement option for the employer, in terms of cost and time.

 

​6.ADVANTAGES:

  The client has to deal with one firm and reduces the need to commit resources and time to contract designers and contractors separately.

  Price certainty is obtained before construction commences as the client’s requirements are specified and changes are not introduced.

  Use of a guaranteed maximum price with a savings option split can stimulate innovation and reduce time and cost.

  Overlap of design and construction activities can reduce project time.

  Improved constructability due to contractor’s input into the design.

 

 

​

Procurement Method 3: Management Procurement

 

​1.CONCEPTS:

Management procurement is a method where construction work is completed using a series of separate works or trade contracts which the main contractor is responsible for managing. The contractor does not actually do the physical work but is paid a sum for managing the project through the various works packages.

 

​​2.PROCESS:

The employer starts by appointing consultants and a contract administrator to prepare drawings, a project specification, and cost plan. The employer has control over design throughout the project through their professional team. The contractor is appointed by negotiation or tender, and interview. The works packages are usually let by competitive tender.

 

3.SUITED PROJECTS:

Large, complex, fast-moving projects where early completion is desirable.

 

​4.TYPES:

Management Contracting and Construction Management.

 

​5.HIGH POINTS:

  Earlier involvement of manager contractor, the better work package buildability and programming

  Design can proceed in parallel with construction. Early starts on site are often possible and overall project time can be reduced.

  The client has a professional team to monitor and control cost, time and quality

  Project completion on time is the responsibility of the management constructor. Project time expansion needs the permission of the management contract administrator.

  Price certainty can only be provided until final work package finish.

  Client bears the great risk in the cost and time of a project. They need contractors with a great degree of trust and confidence.

 

​6.ADVANTAGES:

  The client deals with only one firm, which enables improved coordination and collaboration between designers and constructors;

  Flexibility for change in design

  Overlapped design and construction time-saving

  Contractor assumes risks and responsibility of integration and management

  Good constructability and buildability: contractor’s input into the design

  Roles, responsibilities, risks for all parties are clear.

 

 

 

Conclusion

The following diagram shows the evaluation of different criteria to guide the choice in the process of designing a project

​

​

​

​

​

​

​

​

​

​

​

​