Date post: | 31-Mar-2015 |
Category: |
Documents |
Upload: | holden-waln |
View: | 218 times |
Download: | 3 times |
Design Build
Design Build
Customer employs design build company
Defined new facilitySpecified completion date
Agreed price
Straightforward Design BuildStraightforward approach
CUSTOMER
DESIGN BUILDCOMPANY
QUANTITY SURVEYORARCHITECT OR
Straightforward Design Build Scheme design approach
CUSTOMER
GENERALCONTRACTOR
SPECIALISTDESIGN
CONSULTANT
DESIGN CONSULTANT
Consultant Novation
CUSTOMER
GENERALCONTRACTOR
SPECIALISTDESIGN
CONSULTANT
DESIGN CONSULTANT
TRADECONTRACTOR
BRIEF & DESIGN
CONSULTANTS NOVATED
Develop and ConstructCUSTOMER
GENERALCONTRACTOR
SPECIALISTDESIGN
CONSULTANTS
SPECIALISTCONSULTANTS
DESIGNCONSULTANT
TRADECONTRACTOR
Design Build - Key RelationshipsCUSTOMER
GENERALCONTRACTOR
SPECIALISTDESIGN
CONSULTANTS
SPECIALISTCONSULTANTS
DESIGNCONSULTANT
TRADECONTRACTOR
ESTABLISHED RELATIONSHIPS
BOUNDARYRELATIONSHIPS
Project Process
• Customer advised by consultants• Select design build company• Design team and management team• Single point of contact with customer• Brief, design and plan• Procurement, manufacture, produce and
commission• Supervision by consultants
Design Build PerformanceCompletion on Time
• Design build company involved at start of project: 78 % of projects completed on time or early
• Design build company involved after scheme design produced: 70 % of projects completed on time or early
• Design build company involved after design is substantially complete: 66 % of projects completed on time or early
• Traditional construction: 56 % of projects completed on time or early
Design Build PerformanceCompletion within Budget
• Design build company involved at start of project: 76 % of projects completed within 5% of the agreed budget
• Design build company involved after scheme design produced: 69 % of projects completed within 5% of the agreed budget
• Design build company involved after design is substantially complete: 90 % of projects completed within 5% of the agreed budget
• Traditional construction: 68 % of projects completed within 5% of the agreed budget
Design Build PerformanceQuality Expectations
• Design build company involved at start of project: 68 % of projects met customer’s quality expectations
• Design build company involved after scheme design produced: 48 % of projects met customer’s quality expectations
• Design build company involved after design is substantially complete: 38 % of projects met customer’s quality expectations
• Traditional construction: 60 % of projects met customer’s quality expectations
Design Build Performance
TRADITIONAL CONSTRUCTION
START OF THE PROJECT
BRIEF AND SCHEME DESIGNS PRODUCED
DESIGN SUBSTANTIALLY COMPLETE
Percentage of projects that met quality requirements
Percentage of projects completed on time or early Percentage of projects completed within 5% of agreed budget
0 25 50 75 100% DESIGN BUILD COMPANY INVOLVEMENT
Project using Design Build
The project is to construct a new hotel on a virgin site. The hotel has 300 guest rooms
and the other spaces expected in a 5* hotel
The building is 10 stories high with a steel structural frame, concrete beam floors and
roofs, and high quality, pre-fabricated external cladding.
Teams Team-daysBrief 1 80Design 14 560Plan 2 150Procurement 9 600Manufacturing 5 150Production 67 2820Commissioning 7 140TOTALS 105 4500
For a project with 105 teams (N=105)
Possible relationships = 105 x 104/2 = 5460
3687 of these do not occur
Actual relationships 5460 - 3687 = 1773
Largest number of teams in one time interval is 29 in 22nd and 32nd time interval
They are constructing the external envelope, service cores, risers and main plant, the main entrance
and vertical circulationExternally there is landscaping andexternal services are being installed
The work is supervised by design build contractor’s plan and control teams
29 x 28/2 = 406 possible relationships
During the 32nd time interval the following teams work simultaneously
4 out of 6 external envelope teams4 out of 6 service core teams
5 out of 5 risers and main plant teams6 out of 12 entrance and vertical circulation teams1 out of 1 contracts and payment systems teams
2 out of 3 design build contractor’s plan and control teams
This gives a total of 22 teams with 231 relationships
Established Relationships
Every team on a project has established relationships with at least one but often several other teams giving a total of 1128 established
relationships
Established Relationships Indicator ER=1128/1773=0.64
The relationship fluctuation indicator FE = 0.75
This reflects a strong influence of established relationships throughout the project because
both ER and FE are comparatively high
Design build companies may have established relationships with a significant number of
other construction companies
Relationship Quality Indicator for established relationships ranges from 0.35 to 0.98
Total Relationship Quality Indicator 834/1773=0.47
Although there are a number of high values for individual Relationship Quality Indicators, the
total Relationship Quality Indicator is only moderately good because the 1128 established relationships out of possible 1773 relationships
are of moderate quality
The project organisation is not overly complex There are 34 time intervals out of a potential
maximum of 209
The intervals are relatively short in comparison to total project duration (prevent escalation
of problems when teams interact for a prolonged period)
Relationships configuration complexity indicator = 0.87
The past performance of the 105 teams over their previous 10 projects provides team Performance Variability Indicators which
range from 0.30 to 1.0
Performance Variability Indicator Rp=0.78
Historical records for projects using Design Build gives
External Interference Indicator = 0.45
Established Relationships ER=0.64
Relationship Fluctuation FE=0.75
Relationship Quality QR=0.47
Relationship Configuration CR=0.87
Performance Variability Rp=0.78
External Interference I=0.45
Project using Design Build
Efficient Design Build acts on the following propositions
• Improve the quality of relationships• Reduce performance variability• Select teams competent in the technologies
required by the project• Ensure teams accept the agreed objectives• Ensure teams are motivated to achieve agreed
objectives• Foster accurate communications between
teams