An Introduction to Building Procurement Systems by Jack Masterman

By Jack Masterman

This transparent, well-researched consultant may be useful to scholars and working towards building pros alike as they paintings with quite a number development procurement structures to decide on the process such a lot fitted to their wishes.

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Extra resources for An Introduction to Building Procurement Systems

Sample text

An employee of the client organization with no construction knowledge who simply acts as a co-ordinator of information and a single source of contact and communication for the design team leader who will have responsibility for the day-to-day project management; 2. an experienced construction professional, permanently and directly employed by the client, who, in addition to being the single point of contact, will be responsible for the financial, technical and administrative management of the project from inception to completion; 3.

In most cases these variants have been devised, or have evolved over the years, as a means of mitigating the shortcomings of the basic system. These deficiencies and the other characteristics of both the parent system and its offspring are now examined and discussed. 1 Definition of the system This method of procuring building projects is usually referred to within the industry and literature as the ‘traditional method’. The author maintains that, in fact, the traditional method of designing and constructing buildings was that which was most commonly used before the end of the 1700s or beginning of the 1800s when clients had 23 24 SEPARATED AND CO-OPERATIVE PROCUREMENT SYSTEMS for many centuries traditionally employed craftsmen, on an individual basis, under the supervision of a master mason, or surveyor or, very rarely, an architect.

3 Allocation of financial risk Source: Flanagan [17] to account for the effect of the chosen procurement system on the contract sum. On a competitive lump-sum contract, with a full bill of quantities, the addition was valued at 0% which, while being equal to that of the design and build system, was the lowest of the remaining five procurement methods that were examined. In more general terms the project cost can be estimated, monitored THE CONVENTIONAL METHOD 37 and controlled by the client’s cost advisor during the whole life of the project— an important advantage in these days of large cost overruns.

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