Architecture / June 25, 2018 / .
The site topography i.e. the natural site features, ground conditions and obstructions, existing and adjoining building, and underground and over-ground services all impact on how the building is designed and subsequently constructed. The nature of each site must be individually checked to establish potential problems. Greenfield developments cost less than brownfield sites which may incur significant demolition, site clearance and remediation costs. Heavily sloped sites require extensive stepping or cut and fill operations and such sites may be dangerous and adversely affect the working conditions and productivity of operatives and plant output. Sites with poor loadbearing capacity will require more expensive foundations while exposed or waterlogged sites will also reduce overall productivity. The cost of dealing with unforeseen ground conditions, archaeological finds and encountering uncharted buried services may be substantial and will be borne by either the client or contractor, depending on the form of contract employed.
Speedy completion is often required on commercial developments. The pressure to achieve early completion intensifies when financing and interest costs associated with acquiring the site begin to mount. Clients will seek the early appointment of a contractor in these situations to enable a fast start up on site and will favour fast track design approaches where the design is developed in parallel with site construction operations. Such approaches risk allowing insufficient time to identify or consider beneficial design options, and may, on occasion, lead to abortive working and losing time. Speedy construction on site often requires accelerated working and shift or overtime payments, more intense management presence, and the use of dependable subcontractors and suppliers, all of which add to the cost of the project. Fast track approaches rule out cost certainty and the client will become aware of the eventual cost only at an advanced stage of the project.
Procurement refers to the process of obtaining goods and services from another for some consideration. They describe the process as being simple in theory – balancing quality, time and cost priorities, but complicated in practice by legislation, the need to achieve value for money, demonstrate accountability and coordinate consultant and contractual roles and obligations to achieve a satisfactory outcome. The procurement strategy identifies how the project is structured and establishes where responsibility for design is to be placed, how the work is to be co-ordinated, and on what price basis the contract is to be awarded. The procurement strategy also directly affects the level of risk borne by the contractor and leads to choices regarding the conditions under which the work will be executed. These risks must be appraised and managed by the contractor and has a direct impact on the price tendered by the Contractor
This is where a client appoints consultants to produce the design, select the contractor and supervise the work through to completion. The contractor is usually selected on some basis of competition. The traditional procurement route prioritises quality aspects of the project and is also effective in delivering economic designs on most projects. The chief drawback of the approach is the extended project duration due to the need to complete the design prior to tender.