Construction Cost Management: Learning from Case Studies by Keith Potts, Nii Ankrah

By Keith Potts, Nii Ankrah

On time and in price range. As a development venture supervisor reaching this, whereas retaining caliber, is the main helpful package deal you could provide your consumers. after all, its price derives mostly from it really is trouble – if it have been effortless to accomplish jobs solely to plot then it'll occur way more frequently. utilizing a mixture of labored examples and case reviews, this publication examines how initiatives pass over-cost, what classes could be discovered from prior examples and what techniques have effectively been hired. instance case stories comprise: The Scottish Parliament Wembley Stadium Heathrow Terminal five. in case you are learning Surveying or development administration, or beginning out as a development expense supervisor and wish to plot or verify development tasks then this can be the booklet for you.

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Submitted tenders are assessed for quality by marking each of the 4 quality criteria out of 100, multiplying each mark by the respective weighting percentage and then adding them together to give a total score out of 100. Consultants passing the quality threshold (ideally only two to three) are then interviewed, their quality scores are reviewed and their prices examined and marked. g. a bid 25% above the lowest scores 75). 1 Project-specific criteria. g. 9. The highestscoring consultant should be awarded the contract.

2. 3. 4. 5. 6. 7. Capital cost – 10% Construction time – 10% Predictability ϩ20% Defects – 20% Accidents – 20% Productivity ϩ10% Turnover and profits ϩ10% Reports and recommendations 21 To enable the construction industry to achieve the targets, radical changes were identified within the Egan report. One such change was the replacement of traditional contract strategies with integrated supply-chain-led strategies, such as design and build, alongside long-term partnering relationships based on clear measurement of performance and sustained improvements in quality and efficiency, which continued the theme from the earlier Latham report.

9 Benchmarking The guide considered that the primary purpose of benchmark is to improve the performance of the organization. Benchmarking is a tool that allows organizations to help themselves. It is an Reports and recommendations 19 essential part of continuous improvement and is a continuous and long-term process and not a one-off instant solution. 5 Construction Industry Board (CIB) working groups (1996–1997) Following Sir Michael Latham’s report Constructing the Team the CIB representing the professions and consultants, main contractors, subcontractors, clients, materials suppliers and the government produced reports from 12 working groups as follows: WG1 Briefing the team WG2 Constructing success WG3 Code of practice for the selection of subcontractors WG4 Selecting consultants for the team: balancing quality and price WG4 Framework for a national register for contractors WG5 Framework for a national register for consultants WG6 Training the team WG7 Constructing a better image WG8 Tomorrow’s team: women and men in construction WG9 Educating the professional team WG10 Liability law and latent defects insurance WG11 Towards a 30% productivity improvement in construction WG12 Partnering in the team.

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