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Confirm benefits & inform future projects
Figure 1 Key Steps a Client must consider when faced with a business need (from Accelerating Change)
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Step 2 Assessing the Options In most cases the priorities of the projects will fall into
Output: Business Case the areas illustrated as B, C or D in the diagram where
Constructing a new facility might not be only way to two of the three criteria are identified as most important
meet the client’s value proposition. Renting, leasing, to project success. It is rare for time, cost and quality to
buying an existing facility or extending or altering be equal in either importance or impact.
existing premises could provide alternative and
possibly cheaper solutions. All options must be
assessed and evaluated at an early stage in project
development.
Step 3 Developing Procurement Strategy There are procurement strategies which will achieve:
Output: Strategic Brief • Certainty of cost and time for a design
The bespoke nature of many construction projects developed by an architect employed by the
increases the inherent risks. These risks include client. However, this is a sequential and
completing a project which does not meet needs, consequently slow process. (known as the
which is delivered late or costs more than the client traditional procurement process or design-
can pay or fund. All these risks can impact the client’s bid-build)
core business, seriously. The procurement strategy
• Relative speed and cost certainty. However,
developed should balance risks against project
the design will usually be the responsibility of a
objectives at an early stage.
contractor and consequently the client will lose
some control over the design process. (known
The key criteria listed below are interdependent and
as design-build)
often in tension:
• Relative speed for a design developed by an
architect employed by the client. However,
• time (speed or certainty of completion date)
cost is uncertain almost until completion.
• cost (price level or cost certainty) (known as either management contracting or
• quality (functionality and performance) construction management).
Emphasis on only one of the key criteria will almost Here, we look at each of these strategies in a little
certainly have a negative effect upon the others. The more detail:
business case will help determine which criteria are
most important and which could constitute the greatest
risk.
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Package Deal – where the contractor provides an design and construction tends to be shorter than in
off-the-shelf building. The building type is often either design-bid-build or design and build situations.
modular so that its size can be adjusted. Typical
examples are farm, factory, warehouse and Construction Management – is similar in concept
straightforward office buildings. to Management Contracting. Contractors are
contracted directly to the client and the construction
Management Contracting manager manages the process for the client on a
simple consultancy basis. Construction
This is suitable for: Management requires constant involvement by the
fast track projects client so it is really only suitable for experienced
complex buildings clients.
a developing brief
Step 4 Implementing Strategy
However, it is less suitable for:
inexperienced clients Output: Selection of the Project Team
cost certainty before starting construction Selecting a project team is important. Team members
clients wanting to pass risk to the contractor should be selected on the quality of their reputation,
their track record for similar projects, their capacity to
The client appoints designers and a contractor do the work and the size of their fees. The client must
(management contractor) separately and pays the feel comfortable with the way the professionals
contractor a fee for managing the construction works. appointed will handled the desired strategy. Again, the
A feature is the early appointment of the contractor to client could look to sources of independent advice to
work alongside the design team to develop a assist in the selection process, particularly when it
programme for construction and contribute to the come to evaluating tender packages.
design and costing of the works. The works are let
competitively by the management contractor to
subcontractors and specialists in appropriate works Step 5 Project Delivery
packages. This approach often means that design and Output: The Business Solution
the start on site overlap, with the design and tender When the project team has been selected the project
packages becoming available ‘just-in-time’ to suit the can progress through developing initial design work to
construction programme. preparing drawings and documents to illustrate the
project, achieving planning consent, defining standards
The management contractor will not carry out to be met and allocating responsibilities. During this
construction work. This preserves the management period the client (or project sponsor or project
contractor’s independence and reinforces a manager) should:
consultancy relationship with the client. Payment is
made to the management contractor on the basis of • ensure land purchase is completed on time, if
the cost of the works packages plus the agreed fee necessary
• ensure the design process is consistent with the
Much of the success of this approach depends on the strategic brief
contractor’s team. Unless the team is drawn from • ensure an internal decision-making system is in
companies which are experienced in this kind of team place to avoid design delays
working, the benefits are not always realised.
• keep the wider client organisation informed
There is less price certainty at the outset, because • set up an appropriate funding framework to ensure
construction tends to start ahead of completion of all payments can be made (which often do not meet
design stages and at a point when many of the work the usual trading conditions of the client’s core
packages have yet to be tendered. This often means business)
adjustments are made to the design and specification The construction phase will progress under the
of works packages later in the programme to keep the management of the project manager or the project
project within budget. However, the overall process of team.
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Next Steps:
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