Architecture / June 17, 2018 /
Once a decision to build has been reached the client will be anxious to have the building completed as quickly as possible. For many clients early completion may be the overriding priority, for example where staging a major sporting event is scheduled, or where a client is attempting to establish a market presence ahead of competitors, or to avail of tax incentives. Time is also of the essence in emergency situations such as fire or flood damage or where stabilisation works are required to dangerous structures.
This is where the contractor works alongside or within the design team providing a construction management service. The management contractor does not undertake either the design or the direct construction work. The physical construction is carried out by specialist subcontractors, package contractors. There are two main forms of this approach: Management Contracting where the contractor employs the subcontractors and Construction Management where the subcontractors are employed directly by the client and the project is managed by the construction manager - there is no actual main contractor. Management procurement routes are associated with fast moving, complex construction projects. The early appointment of manager within the design team allows the design and construction operations to be fast-tracked while also ensuring that the required quality standards are delivered. These projects, however, tend to be expensive. Figure 1 sets out a summary of the advantages and disadvantage of various procurement approaches which may be of use in meeting project objectives.