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Traditional Construction
Locally established actions of construction project
organizations
Fundamental Traditional Construction
Customer employs craft teams to construct a building
Some customers also employ an architect
Fundamental Traditional Construction
CUSTOMER
TRADECONTRACTOR
CUSTOMER
TRADECONTRACTOR
ARCHITECT
Fundamental Traditional Construction
Depends on locally established technologies being used in ways expected and understood
by craft teams
Has produced many fine buildings
Fails if designs require craft teams to go beyond the limits of their established technologies
Pantheon in Rome
Salisbury Cathedral
Fundamental Traditional Construction
Unable to cope with new technologies
orcustomers demanding greater
efficiency
New Technologies
• Structural engineering• Services engineering• Research and development• Manufactured products
Leading to large numbers of specialised construction teams
Demanding Customers
• Fast construction• Firm completion date• Reliable quality• No defects• Good value• Fixed costs
Developed Traditional Construction
The industry’s response to new technologies
anddemanding customers
Developed Traditional Construction
CUSTOMER GENERALCONTRACTOR
DESIGNCONSULTANT
TRADECONTRACTOR
OTHERCONSULTANTS
SPECIALISTDESIGNERS
Developed Traditional ConstructionStrengths
• Works well when customer provides a clear brief
• Designer relies on technologies within the competence of local general contractors
• Competent teams undertake manufacturing, production and commissioning
• Teams complete their own work and do not leave problems for others
Developed Traditional ConstructionWeaknesses
CONSTRUCTIONTEAM
CONSTRUCTIONTEAM
DESIGN AND PRODUCTION
FAILURES
BOUNDARY RELATIONSHIP
INHERENTDIFFICULTY
Project using Developed Traditional Construction
The project is to construct a new hotel on a virgin site. The hotel has 300 guest rooms
and the other spaces expected in a 5* hotel
The building is 10 stories high with a steel structural frame, concrete beam floors and
roofs, and high quality, pre-fabricated external cladding.
Teams Team-daysBrief 1 80Design 18 730Plan 3 200Procurement 14 750Manufacturing 5 150Production 67 2950Commissioning 7 140TOTALS 115 5000
For a project with 115 teams (N=115)
Possible relationships = 115 x 114/2 = 6555
3646 of these do not occur
Actual relationships 6555 - 3646 = 2909
Largest number of teams in one time interval is 47 in 21st time interval
They are constructing the external envelope, service cores, risers and main plant, the main
entrance and vertical circulationExternally there is landscaping andexternal services are being installed
The work is supervised by design teams
47 x 46/2 = 1081 possible relationships
During the 21st time interval the following teams work simultaneously
3 out of 6 external envelope teams5 out of 6 service core teams
5 out of 5 risers and main plant teams4 out of 12 entrance and vertical circulation teams2 out of 6 landscaping and external services teams
2 out of 3 contracts and payment system teams2 out of 4 general contractor’s plan and control teams
This gives a total of 23 teams with 253 relationships
Established Relationships
2 Structure with 3 External envelope teams6 Service core with 5 Risers and plant teams
This is 65 established relationships
Established Relationships Indicator ER=65/2909=0.022
The relationship fluctuation indicator FE = 0.985
There is an overwhelming influence of boundary relationships throughout the project because of the small number of
established relationshipsThis is common with Traditional Construction
Particularly when teams are provided by the lowest bidders
Relationship Quality Indicator for established relationships ranges from 0.01 to 0.85
Total Relationship Quality Indicator 28.85/2909=0.0099
The few high values for individual relationships are hardly significant because there are only
65 established relationships out of 2909 actual relationships
The project organisation is not overly complex There are 29 time intervals out of a potential
maximum of 229
This is balanced by the congestion in the 21st time interval when 23 teams are working
Relationships configuration complexity indicator = 0.88
The past performance of the 115 teams over their previous 10 projects provides team Performance Variability Indicators which
range from 0.10 to 0.50
Performance Variability Indicator Rp=0.24
Historical records for projects using Developed Traditional Construction gives
External Interference Indicator = 0.45
Established Relationships ER=0.022
Relationship Fluctuation FE=0.985
Relationship Quality QR=0.0099
Relationship Configuration CR=0.88
Performance Variability Rp=0.24
External Interference I=0.45
Developed Traditional Construction
Varieties of Developed Traditional Construction
• UK Architect design
• USA Specialist contractor design
• European Architect and Engineer design
UK Architect Design Design stage
CUSTOMER ARCHITECT
STRUCTURALSPECIALIST
HEATINGSPECIALIST
ELECTRICALSPECIALIST
VENTILATIONSPECIALIST
CLADDINGSPECIALIST
UK Architect Design Production stage
CUSTOMER
ARCHITECT
STRUCTURALSPECIALIST
HEATINGSPECIALIST
ELECTRICALSPECIALIST
VENTILATIONSPECIALIST
CLADDINGSPECIALIST
GENERALCONTRACTOR
UK Architect Design
• Architect control of complete design• Nominated subcontractors• Quantity Surveyor role• Bills of Quantities• Cost control• Innovative design but inefficient projects
USA Specialist Contractor Design - Design stage
CUSTOMER
ARCHITECT
STRUCTURALSPECIALIST
HEATINGSPECIALIST
ELECTRICALSPECIALIST
VENTILATIONSPECIALIST
CLADDINGSPECIALIST
GENERALCONTRACTOR
USA Specialist Contractor Design – Production stage
CUSTOMER
ARCHITECT
STRUCTU
RALSPECIALIST
HEATIN
GSPECIALIST
ELECTRICALSPECIALIST
VENTILATIO
NSPECIALIST
CLADD
ING
SPECIALIST
GENERALCONTRACTOR
USA Specialist Contractor Design
• Overall design by architect• Detail design by specialists• Specialists sort out problems quickly• Stylish building spoilt by awkward
junctions between technologies• Poor at dealing with innovative
designs
European Architect and Engineer Design -Design stage
CUSTOMER
ARCHITECT
STRUCTURALSPECIALIST
HEATINGSPECIALIST
ELECTRICALSPECIALIST
VENTILATIONSPECIALIST
CLADDINGSPECIALIST
GENERALCONTRACTOR
European Architect and Engineer Design - Production stage
CUSTOMER
ARCHITECT
STRUCTU
RALSPECIALIST
HEATIN
GSPECIALIST
ELECTRICALSPECIALIST
VENTILATIO
NSPECIALIST
CLADD
ING
SPECIALIST
GENERALCONTRACTOR
European Architect and Engineer Design
• Scheme design by Architect• Engineer contractor selects
specialist contractors• Detail design by specialist
contractors• Clashes between architect’s and
specialist contractors’ designs
Developed Traditional Construction
Works well if customers and construction companies use well established
technologies and contractors have effective coordination systems
This is difficult to achieve so developed traditional construction often fails and is
being replaced by more developed approaches