Design Concept of Development a. Experiences for Users, Connectivity and circulation b. Theme c. Building design, sustainability, Universal Design, Buildability and constuctability d.
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Synergy and operational Requirements e. Urban design guidelines and authority requirements 5. Introduction 2. Project Targets 3. Architectural 4.
Structural 5. Evaluation Criteria 8. Tender Submissions 9. Preliminary Overall Programme Key Milestones 3. Buildability Score BS of minimum 82 points.
Alternative Tender Offer on structural system shall at least achieve a minimum combined score of 33 points from Part 1: structural system. Only amendments that contribute to improvements in buildability and site productivity without compromising design quality will be considered. To achieve the Universal Design Gold Awards.
Design for Safety Award Item Alternative Tender Offers shall includes a. Corresponding design comprising plans, elevations, sections and details of amended part s ; b. Design calculations; c. Calculations of buildable score if applicable for each alternative proposal with a list of buildable features tabulated and the score MUST be at least meets the minimum buildable design score requirement of 82 points as prescribed under the Code of Practice; d.
Documents such as catalogues, technical data and write-ups; e. Impacts on space provision, time for completion, technical aspects, etc. Advantages of the Alternative Tender Offer and its cost savings.
Detailed breakdown cost of the Alternative Tender Offer. This is a dummy description. Can contractors and specialists add value to a project by their early involvement in design, pricing, risk management and programming? How can this be structured and what role do contracts have to play? What is the impact on procurement and project management? He advises project teams engaged on a wide range of building and infrastructure projects. Chapter 6 Contractual and Non-contractual Preconstruction Options. Chapter 8 Project Management and Project Partnering. Chapter 9 Obstacles to Early Contractor Appointments.
Chapter 10 Government and Industry Views and Experience.
Appendix A Project Case Studies. JCT Framework Agreements. NEC3 Framework Contract.
Collaboration is a clear winner with early contractor involvement
There is considerable merit in designing health and safety risks out of projects at an early stage, particularly where they relate to construction , maintenance and whole-of-life operations. John: Presumably a contractor also benefits from being able to better plan the skills and the resources they are going to need to deliver the project; a critical issue when skills are scarce?
Steve: Appointing a contractor two to three years before they need to begin construction of the project allows them to develop and establish the resources they are going to need, which is highly beneficial. Establishing better relationships between the contractor and the stakeholders, perhaps two years before the contract starts is the key. If you start developing procurement strategies when the contractor comes on board, say one to two months before they start work, there is no relationship with the stakeholders and no value-adding input.
We have seen the benefits of early engagement directly improving project delivery outcomes. The key advantage of ECI is in having the contractor on board when the investment decision is finalised.
This enables a project team to start work promptly and, in England, employing ECI has reduced the time needed to develop and deliver projects by 30 to 40 per cent. The practice of ECI is being particularly applied to all sorts of major projects but from an asset lifetime perspective, ECI as a principle can be applied to maintenance contracts as well. In the UK highways sector , the managing agent contractor MAC contracts are also based on this principle, so that the contractor is there planning and advising on the maintenance requirements for the project.
[Download] Early Contractor Involvement in Building Procurement: Contracts, Partnering and Project
John: Does ECI therefore create the opportunity for a closer working relationship between all the parties: the client and the supply chain, the programme and its delivery partners? Is this a critical attribute to these ECI contracts? Steve: Yes, collaboration is absolutely fundamental to the success of ECI. Having said that, the approach to collaboration has evolved and, as with alliancing, collaboration means different things to different people. The collaboration I refer to is a very firm understanding of the contractual obligations and an extremely robust application of the commercial principles under the terms of the contract.
In this collaboration model, you are working together to mitigate risks, but all the parties completely understand the commercial principles and the supply chain has had to ensure that they develop the right approach to collaboration.