Owners Perspective During Preconstruction - Essay Example

Successful project delivery needs an important amount of planning prior to construction. Any project begins from the tender process and as such the pre-construction phase subsequent to the award of the deal is a key to the development as well as delivery of the project. During the pre-construction phase, the scope as well as the budget of the project is defined (Olsson 5). At this stage, the management is used as a sounding board in giving information as well as analyzing options for both the owner and the architect.

Working through as well as under the guidance of the architect/ during this phase maximizes the value added to the project such as, energy efficiency, space used, design, structural integrity, mechanical systems and market value.Construction project cost is a main worry for the owner, yet usually the estimating is carried out in too general a manner like sq. ft. costs or very late in design development phase. The benefits that the estimating process brings are likely to be missed if the estimator comes in at the last part of the design phase to execute an Engineers Estimate.

These benefits consist of project feasibility, budget development, scope definition, realistic input to the VE as well as VA process, documents’ quality control, input to the designers as well as owners decision making course, format of the bid, clarity of scope, and projects’ bid-ability.The usual project usually overruns its cost estimation. Overruns are frequent on governmental as well as commercial projects, even when changes are considered. The reason this occurs is because estimating traditionally does not take into account the threat that the work will in point of fact cost less or more than offered by the most proficient estimate.

In order to settle on a more suitable contingency, use of a quantitative risk assessment is encouraged. Nevertheless, risk assessment has been mainly ignored for larger projects as a part of the approximating process in addition to the development of the budget. Risk assessment is currently getting more popular; it is being talked and considered a lot more than it was in the past. Major projects, mainly those in the Design-Build or some using an optional delivery technique, the teams involved in design, building, and project controls work jointly developing the design, approximations, budgets, as well as schedules in juxtaposition with each other or concomitantly (Demkin 569).

Incorporated cost along with plan risk assessments can thrive in this setting. Nevertheless, in spite of the growing fame of Design-Build along with other delivery tactics, many of projects, probably the majority, still adhere to the Design-Bid-Build delivery tactic. Because of to either the tactic or the owners financial limitations on costs of pre-construction, counting the necessary manpower to dedicate to apparent non-critical tasks, the teams in addition to procedures are out of place to build up incorporated design-estimate-schedule-risk assessment.

A correct incorporated risk analysis needs a schedule that adheres to the requirements for CPM of a high quality. Nevertheless, the characteristic Design-Bid-Build project usually has no genuine CPM if the contractor is disengaged (Hess 260). Existing schedules lack detail as well as real logic and are dependent on rough estimate durations or possibly on the owners wish list regarding the durations. Nonetheless, this does not call for abandoning the risk assessment course, on the whole. The quantitative risk assessment methods can still be employed.

Quantitative risk assessment and estimating can work jointly with the project cost management. The project owner, during the preconstruction phase, must have a view of the relationship of risk assessment and estimating techniques as a part of the project development (Hess 260). These techniques can be applied to a project to provide a more realistic appraisal of the cost while spotting risks and giving the time along with a chance to alleviate the risks. It is essential to recognize the costs, quality and time in order to control, alleviate, or agree to them.

Suitable estimating processes joint with risk evaluation present the chance to identify as well as control costs in the project development.Works citedDemkin, Joseph A. The Architects Handbook of Professional Practice. Hoboken: Wiley, 2008. Print.Hess, Stephen A. Design Professional and Construction Manager Law. Chicago, Ill: American Bar Association, Forum on the Constuction Industry, 2007. Print.Olsson, Nils O. "Management of Flexibility in Projects." International Journal of Project Management (2006): n. pag. Print.