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2.12 Perceptions of Owners and Contractors
Although owners and contractors may have different perceptions on project management for construction, they have a common interest in creating an environment leading to successful projects in which performance quality, completion time and final costs are within prescribed limits and tolerances. It is interesting therefore to note the opinions of some leading contractors and owners who were interviewed in 1984.
From the respons of six contractors, the key factors cited for successful projects are:
well defined scope
extensive early planning
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positive client relationship with client involvement
proper project team chemistry
quick respon to changes
engineering managers concerned with the total project, not just the engineering elements.
Converly, the key factors cited for unsuccessful projects are:
ill-defined scope
poor management
poor planning
breakdown in communication between engineering and construction
unrealistic scope, schedules and budgets
many changes at various stages of progress
lack of good project control
The respons of eight owners indicated that they did not always understand the concerns of the contractors although they generally agreed with some of the key factors for successful and unsuccessful projects cited by the contractors. The significant findings of the interviews with owners are summarized as follows:
All owners have the same perception of their own role, but they differ significantly in assuming that role in practice.
The owners also differ dramatically in the amount of early planning and in providing information in bid packages.
There is a trend toward breaking a project into veral smaller projects as the projects become larger and more complex.
Most owners recognize the importance of schedule, but they adopt different requirements in controlling the schedule.
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All agree that people are the key to project success.
快乐星期六From the results of the interviews, it is obvious that owners must be more aware and involved in the process in order to generate favorable conditions for successful projects. Design professionals
and construction contractors must provide better communication with each other and with the owner in project implementation.
3. The Design and Construction Process
3.1 Design and Construction as an Integrated System
朔风如解意In the planning of facilities, it is important to recognize the clo relationship between design and construction. The process can best be viewed as an integrated system. Broadly speaking, design is a process of creating the description of a new facility, usually reprented by detailed plans and specifications; construction planning is a process of identifying activities and resources required to make the design a physical reality. Hence,
黄芩功效与作用construction is the implementation of a design envisioned by architects and engineers. In both design and construction, numerous operational tasks must be performed with a variety of precedence and other relationships among the different tasks.
Several characteristics are unique to the planning of constructed facilities and should be kept in mind even at the very early stage of the project life cycle. The include the following:
Nearly every facility is custom designed and constructed, and often requires a long time to complete.
Both the design and construction of a facility must satisfy the conditions peculiar to a specific site.
Becau each project is site specific, its execution is influenced by natural, social and other locational conditions such as weather, labor supply, local building codes, etc.
Since the rvice life of a facility is long, the anticipation of future requirements is inherent
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Becau of technological complexity and market demands, changes of design plans during construction are not uncommon.
In an integrated system, the planning for both design and construction can proceed almost simultaneously, examining various alternatives which are desirable from both viewpoints and thus eliminating the necessity of extensive revisions under the gui of value engineering. Furthermore, the review of designs with regard to their constructibility can be carried out as the project progress from planning to design. For example, if the quence of asmbly of a structure and the critical loadings on the partially asmbled structure during construction are carefully considered as a part of the overall structural design, the impacts of the design on construction falwork and on asmbly details can be anticipated. However, if the design professionals are expected to assume such responsibilities, they must be rewarded for sharing the risks as well as for undertaking the additional tasks. Similarly, when construction contractors are expected to take over
the responsibilities of engineers, such as devising a very elaborate scheme to erect an unconventional structure, they too must be rewarded accordingly. As long as the owner does not assume the responsibility for resolving this risk-reward dilemma, the concept of a truly integrated system for design and construction cannot be realized.
It is interesting to note that European owners are generally more open to new technologies and to share risks with designers and contractors. In particular, they are more willing to accept responsibilities for the unforeen subsurface conditions in geotechnical engineering. Conquently, the designers and contractors are also more willing to introduce new techniques in order to reduce the time and cost of construction. In European practice, owners typically prent contractors with a conceptual design, and contractors prepare detailed designs, which are checked by the owner's engineers. Tho detailed designs may be alternate designs, and specialty contractors may also prepare detailed alternate designs.
Example 3-1: Responsibility for Shop Drawings
The willingness to assume responsibilities does not come easily from any party in the current litigious climate of the construction industry in the United States. On the other hand, if owner, architect, engineer, contractor and other groups that reprent parts of the industry do not jointly fix the responsibilities of various tasks to appropriate parties, the standards of practice will eventually be t by court decisions. In an attempt to provide a guide to the entire spectrum of participants in a construction project, the American Society of Civil Engineers issued a Manual of Professional Practice entitled Quality in the Constructed Project in 1990. This manual is intended to help bring a turn around of the fragmentation of activities in the design and construction process.
