Contractor Involvement Research Articles

The horizons of technological control: automated surveillance in the New York subway

ABSTRACTSurveillance technologies may be capable of monitoring a domain, but they need a sufficiently orderly domain to monitor. This article examines the secretive effort to institute artificial-intelligence-based ‘smart surveillance’ in the New York subway, using object- and pattern-recognition algorithms to identify dangerous activities in video feeds, such as a person abandoning a package. By considering the necessary preconditions for computer vision systems to recognize patterns and objects, I show how smart surveillance was challenged by the lack of visual and social uniformities necessary for smart surveillance systems to make its fine-toothed distinctions. In spite of vast resources and involvement of a major military contractor, the project was eventually deemed a failure. Although problems in computer vision are being incrementally solved, those improvements do not yet add up to a holistic technology capable of parsing the real-world ambiguity of open-ended settings which do not meet the assumptions of the detection algorithms. In the absence of technologies that can handle the actual mess, the world itself must cooperate, but it often does not. The article demonstrates the importance of looking beyond the claims of technical efficacy in the study of security and surveillance to discover how technologies of inspection and control actually work, as a means to cut through the heavy rhetorical packaging in which they are sold to their publics.

Exploring the Benefits of Early Contractor Involvement (ECI) and the Mechanism for Automated 5D BIM Quantification Process in Offsite Modular Construction

The UK Construction Industry through its Government Construction Strategy has recently been mandated to implement Level 2 Building Information Modelling (BIM) on public sector projects. This move, along with other initiatives is key to driving a requirement for 25% cost reduction (establishing the most cost-effective means) on. Other key deliverables within the strategy include reduction in overall project time, early contractor involvement, improved sustainability and enhanced product quality. Collaboration and integrated project delivery is central to the level 2 implementation strategy yet the key protocols or standards relative to cost within BIM processes is not well defined. As offsite construction becomes more prolific within the UK construction sector, this construction approach coupled with BIM, particularly 5D automated quantification process, and early contractor involvement provides significant opportunities for the sector to meet government targets. Early contractor involvement is supported by both the industry and the successive Governments as a credible means to avoid and manage project risks, encourage innovation and value add, making cost and project time predictable, and improving outcomes. The contractor is seen as an expert in construction and could be counter intuitive to exclude such valuable expertise from the pre-construction phase especially with the BIM intent of äóÖbuild it twiceäó», once virtually and once physically. In particular when offsite construction is used, the contractoräó»s construction expertise should be leveraged for the virtual build in BIM-designed projects to ensure a fully streamlined process. Building in a layer of automated costing through 5D BIM will bring about a more robust method of quantification and can help to deliver the 25% reduction in overall cost of a project. Using a literature review and a case study, this paper will look into the benefits of Early Contractor Involvement (ECI) and the impact of 5D BIM on the offsite construction process.

Success Factors for Early Contractor Involvement (ECI) in Public Infrastructure Projects

It is widely accepted that contractor involvement in the front end can influence the outcome of the project in a positive way. However, in the traditional project delivery method of construction projects, the design and construction process are separated and sequentially. As a consequence of this, it is difficult to integrate construction knowledge in the front-end of projects. The evolving project methods are designed to remove such typical challenges by involving contractors early in the process. The purpose of this paper is to explore the success factors for early contractor involvement (ECI) in public infrastructure projects. In addition, the paper aims to propose suitable approaches to implement ECI for public owners in future projects without violating the EU public procurement directives. In addition to a literature study, multiple case studies on eleven projects selected from the Norwegian public bridge projects were carried out. The majorly identified ECI success factors are timing of ECI application, proper compensation, trust, contractors’ qualification, owners’ competence, and risk distribution. The paper concludes that public owners can implement ECI by using various approaches without violating the EU public procurement directive. Furthermore, based on the identified success factors, effective practical strategies for the successful implementation of ECI may be generated.

Marketization trajectories in the Danish road and park sectors

Purpose – The purpose of this paper is to improve the understanding of the evolution of marketization in the public sector as a process of institutional change. Design/methodology/approach – The paper is based on a study of marketization and gradual changes in the involvement of private contractors (as providers of maintenance services) in the municipal road and park sectors in Denmark over the past 30 years. The study draws theoretically on historical institutionalism as an interpretive framework and empirically on findings from earlier research, register data from municipal accounts as well as new survey data. Findings – Marketization within the road and park sectors has historically taken place through gradual changes, in particular by processes of layering and displacement, which has added up to substantial transformations in both sectors. Transformations relate to the levels of private sector involvement, the purpose of using private contractors, the extent of competition and the design of contractual arrangements. The road sector has been a frontrunner in this marketization process, while the park sector increasingly has been “catching up.” Originality/value – The paper contributes to the understanding of the historical development and differential pathways of marketization within the public sector. In particular, the study highlights how pathways of gradual change, spurred by the influx of long-term policy pressures, over time can lead to substantial institutional transformations.

Innovative construction and the role of boundary objects: a Gehry case study

Physical objects have long been used in addressing the challenges involved in constructing innovative buildings, yet their significance for collaborative problem solving in inter-organizational projects is rarely acknowledged. The aim of this research is to investigate what happens when a project team has to collaboratively innovate to address radical design challenges in a construction setting. We focus on the role of a full-scale mock-up of a façade in transforming the design intent for a building by Frank Gehry into design realization. The concept of boundary objects is used as an analytical lens via a case study methodology utilizing non-participant observation of weekly meetings and workshops over a period of 10 months covering client, consultant and contractor involvement. The research shows the role of mock-ups in radical construction settings is in tension along three delivery dimensions: performance, aesthetic and technical construction. Task completion competed with the requirements for experimentation around innovative problem solving with the how to construct it problem left unresolved. The findings suggest that co-location and synchronicity are critical conditions for collaborative and innovative problem solving in radical construction contexts. Project teams need to create open-ended ‘moments’ for iterating critical objects and the interactions that take place around them.

Exploration of Team Integration in Spanish Multifamily Residential Building Construction

AbstractProject delivery team integration generally involves early involvement of general contractors and key specialty contractors in the design process. Team integration has been found to improve an owner’s probability of success. However, during difficult economic times, owners can forego early team involvement and move toward low bid procurement to take advantage of competitive markets. This study explores the performance of integrated teams in the Spanish multifamily building construction market in light of the 2007 financial crisis. After conducting structured interviews of 31 residential building projects with the owner and main contractor of each one of them, this study identified eight projects for in-depth case studies. These eight case studies represented the best performing, worst performing, and atypical cases. The results show that Spanish building owners experience higher success by developing integrated teams. This integration begins with how the owner organizes the team for success (i.e.,...

Organizing for Project Success

[Image omitted: See PDF.]How should an owner organize a capital project in order to achieve successful outcomes? Can the organization prepare itself to deliver the results it seeks?I have recently been involved as a facilitator and editor for a white paper on how owners might organize themselves to achieve success on major healthcare capital projects with the Academy for Healthcare Infrastructure, which is a program of the National Institute of the Building Sciences (NIBS) in the United States. The project involved interviewing 12 expert participants and producing a document with their consensus opinions about organizing projects. The white paper was presented in January at the annual NIBS Building Innovation conference in Washington, DC ([Hamilton, 2016]), and is available for free download at http://c.ymcdn.com/sites/www.nibs.org/resource/resmgr/AHI/AHI_WhitePaperTeam1.pdfThe 12 participants were recognized North American industry leaders, including representatives of public, private, and governmental healthcare systems, along with architects, engineers, contractors, and construction managers (CMs). These experienced expert professionals were consistent in their responses, leading to a consensus document that identified 12 guiding principles for project organization.Twelve PrinciplesIn many ways, the consensus principles they developed were predictable. They began with requiring vision on the part of the owner to be widely shared and followed with the need for clear, well-documented objectives. They emphasized the need for qualified, experienced internal and external staff together with a stable of prequalified consultants and contractors able to work within a hierarchical reporting structure. The group believed the owner should have standards that simplify decisions and do not stifle innovation. They insisted upon timely, effective communication as well as constant attention to cost and schedule control. Recognizing that these major capital projects involve people and personal relationships, they declared that everyone should have direct performance incentives and decisions ought to be addressed with all relevant persons in the room. Ultimately, they concluded that trust among the internal and external team members and between their organizations was a key to success.These are all commendable principles from which owners might benefit. There can be no doubt that a team of qualified, experienced professionals who work well collaboratively and communicate effectively in a context of trust can succeed. Following the owner's clear, shared vision, meeting the explicit objectives, and following established standards as guidelines mean the project may deliver what is expected. Success is not possible without careful monitoring of budget and schedule, based on accurate reporting and thoughtful course correction. These are common sense principles upon which all were agreed. In addition to the 12 consensus principles, some other material was discussed in which variation was identified.There can be no doubt that a team of qualified, experienced professionals who work well collaboratively and communicate effectively in a context of trust can succeed.Multiple Delivery Models Can Be EffectiveThe interview participants referenced multiple project delivery models. Different delivery models have been successful for large and small projects, private or public. The participants mentioned experience with traditional design-bid-build projects but also mentioned negotiated bid, CM at risk, design-build, and the Public-Private Partnership process. There was mention of two versions of integrated project delivery (IPD) including a contracting structure linking all of the partners, and an IPD-like structure done under a more traditional hub of contractual relationships with the owner at the center. The Department of Defense uses design-build, design-bid-build, early contractor involvement, integrated design-build-initial outfitting, and integrated design-bid-build (IDBB), among other models. …

Early contractor involvement in framework contracts

Early contractor involvement (ECI) has been used for construction procurement in about 30 countries. The reasons for its adoption include collaboration, integration of design and construction, value for money and utilisation of market capacity. At least two models of ECI are reported in the literature. A different model of ECI has been used in framework contracts at Wits University in South Africa. The research aim was to analyse how this type of ECI works and its value to the success of projects. Data were collected through ten interviews, documentary analysis and observation of one ECI session. Through framework agreements, an opportunity is created to have ECI. Once concept designs and elemental cost estimates are prepared, the contractor is brought in to assist with value-engineering of the design and production drawings. ECI produced 12% cost savings in one project and 32% in another. Team integration and ECI are supported by framework agreements and NEC contracts. Although contractors receive no remuneration for the involvement in design development, they value the benefits of developing early cost models and production plans. Conditions for successful adoption are an intelligent client, a framework agreement, collaborative contracts, cost-based pricing strategies, the professional team’s flexibility and a committed contractor.

Empirical Study of the State of the Practice in Alternative Technical Concepts in Highway Construction Projects

State departments of transportation (DOTs) are encouraging early involvement of contractors in highway design and construction through the solicitation of alternative technical concepts (ATCs) during procurement. This approach provides DOTs with the opportunity to tap industry experience and expertise for design alternatives. ATCs can improve constructability, enhance innovation, shorten schedules, reduce risk, and ultimately save costs. DOTs have documented significant cost savings from ATCs on a project-by-project basis. This paper provides an up-to-date perspective on the types of projects in which ATCs are used in U.S. highway construction, according to empirical data from a national study of 250 projects completed by DOTs and the Office of Federal Lands Highway. These projects were completed through design–build, construction manager–general contractor, and design–bid–build project delivery methods, and only 40 of the projects solicited ATCs during procurement. The quantitative findings presented in this paper were facilitated by the use of the project information from the national study and complimented by an extensive literature review on the use of ATCs in the U.S. highway construction sector. It was found that DOTs used ATCs on 51% of the 70 design–build projects procured by best-value selection in the study. Given that only 2% of the 116 design–bid–build projects and 5% of the 38 low-bid design–build projects in this study used ATCs and that no construction manager–general contractor projects used ATCs, there appears to be an opportunity to capitalize on the benefits of ATCs in projects using those delivery methods.

Comparing Construction Manager–General Contractor and Federal Early Contractor Involvement Project Delivery Methods

Past studies of the construction manager–general contractor (CMGC) project delivery method have focused on its use by state and municipal departments of transportation. The literature also includes the approach to the CMGC delivery method based on Federal Acquisition Regulation (FAR) termed early contractor involvement (ECI), which the literature classifies as merely a different term for CMGC. The desire to use CMGC project delivery by the Federal Lands Highway Divisions stimulated a deeper study of the restrictions placed on federal agencies by the FAR and found that although CMGC and ECI project delivery are indeed similar, they are not identical. The findings of that study are reported. A comparative analysis of the two project delivery models is presented, and it is found that ECI delivery is substantially different from CMGC delivery because of FAR-based limitations on preconstruction services and pricing methodology. It is concluded that the use of an incentive–disincentive scheme and the bidding of a proposed profit margin enhance competition during the ECI contractor selection process. The results of this study can be used outside the federal sector by state and local transportation agencies to furnish an alternative to the CMGC delivery method in those areas in which industry opposition is the primary barrier to implementing the CMGC delivery method.

Design of Roads in Harmony with Wildlife

‘Procedures for the Design of Roads in Harmony with Wildlife’ or ‘Harmony’ is a project that aims to develop sustainable solutions to road transport challenges that are in harmony with wildlife. This paper summarises Harmony's work in the areas of Environmental Legislation and Guidelines, Project Appraisal, and Procurement Practices. The project mainly focuses on practices in the eight reference countries of Ireland, the United Kingdom, Belgium, the Netherlands, Hungary, Austria, Sweden and Denmark.A review of Environmental Impact Assessment (EIA) and Appropriate Assessment (AA) is carried out. As part of this review, a database of over 80 Environmental Impact Statements (EIS) and Appropriate Assessment reports is analysed to identify the similarities and differences between countries in the implementation of the duties required by EU Environmental Legislation. It is found that the degree of implementation under the headings considered varies greatly between countries. It is concluded that increased guidance on monitoring be provided in all countries.Project Appraisal for transport infrastructure is the process of assessing whether capital expenditure is justified for a project and ensuring that it is allocated to the best transport solution to achieve the objectives of that project whilst complying with planning policy and national and EU legislation. The project appraisal methodologies used in the reference countries are compared with the aim of identifying a set of tools to enable rational and sensible decisions to be made. The approach used in the UK is recommended for adoption by all Member States.This paper then examines existing approaches to the procurement of road constructions in the reference countries. The different types of contracts used for procurement are described and the benefits and disadvantages of different contract types are discussed. Recommendations are then made as to which contracts are the most favourable for ensuring the environmental commitments of the Environmental Impact Statement are carried out. Early contractor involvement as well as construction contracts that incorporate maintenance, with monitoring, for an extended period afterwards were cited as key recommendations to ensure a good outcome for wildlife.

Analysing the drivers for early contractor involvement adoption by construction clients

The use of a relationship-based procurement method is promoted by many authors in the past few years. The construction industry is encouraged to adopt a relational contract in an effort to overcome its perceived problems prevailing in the industry. Despite a number of benefits proposed for the adoption of a relationship-based delivery method, the decision to select such a method should be made wisely, and clients should have adequate understanding about the strength and weakness of the method they intend to employ. There are several examples that incorrect selection of a procurement method resulted into value not delivered during the project and the outcomes were below of what it would have achieved by using a traditional type of delivery system. For this reason, this paper focuses on ECI procurement system as one of the relationship-based procurement methods. This paper aims at identifying and analysing the particular characteristics of ECI that attract clients to opt for using this method and analysing these drivers in more detail.

Solving Deepwater Challenges in a Low Price Environment

Extracting maximum value is a tenet of the oil and gas industry. Whether it is a field located deep in the ocean or a rock formation located in the middle of a plain, companies are constantly searching for ways to get as much out of the resources available to them as possible with the tools they have. In the search for untapped resources, exploration and production (E&P) companies are moving their offshore operations into extreme water depths, and with that shift comes an increasing litany of technical challenges unique to deepwater projects. With the price of oil at a low mark, these companies are looking for the most efficient and economical strategies to solve these challenges as they push into uncharted territories. The 19th Annual Gulf of Mexico Deepwater Technical Symposium, held in New Orleans in August, featured several presentations on the challenges that operators face with deepwater projects in the current economic and technical environment. Speakers focused on a variety of issues, including construction costs, contractor involvement, flow assurance, and the integration of new technologies created to improve the production from their fields.

Early contractor involvement in Australia: Learnings from Transfield Services projects

Early contractor involvement (ECI) commonly refers to the engagement between parties (project owner, designer and solution proponent) during the early stages of a project and involves scoping work, outcomes and stages. Originating in the areas of engineering, construction and project management, the application of ECI has recently been adopted by governments and public companies around the globe in an attempt to achieve better relationships and successful delivery. This article reviews the key themes evident in the literature examining ECI and then adds an insider's view to provide key insights about the successful application of ECI as experienced by a large Australian operations and maintenance contractor, Transfield Services. This matching of theory with application reveals the potential benefits and challenges that local industry has in applying ECI as a formal, structured approach and suggests ECI has much potential as a viable and interesting concept in the Australian market.

Key aspects in managing safety when working with multiple contractors: A case study.

Working with multiple contractors in a shared workplace can introduce and increase safety risks due to complexity. The aim of this study was to explore how safety issues are recognized in a specific case and to identify whether clients and contractors perceive problems similarly. The safety issues are explored through a brief survey and a workshop in the maintenance department of a logistics company. The results indicate that culture and behavior are recognized differently by clients and by contractors. The contractors and client had different perceptions of involvement of contractors by the client. The contractors complained on lack of involvement, which was not fully recognized by the client. The case study used a practical approach to show differences in perception of safety within a project. The study illustrates the need for more applied studies and interventions on contractor safety.

Converging early contractor involvement (ECI) and lean construction practices for productivity enhancement

Purpose– As with many other procurement management concepts, the early contractor involvement (ECI) strategy provides an opportunity to tap on contractors’ specialist knowledge in the design stage, in order to address and forestall problems before moving onto the construction stage. Such practices have been shown to be quite successful, and are also advocated in the lean construction practice. Following this benefit, the purpose of this paper is to examine the relationships between the operations of ECI and the principles of lean construction for productivity enhancement.Design/methodology/approach– Based on the literature review of 11 principles of lean construction and ECI, various relationships were proposed seeking to integrate the two domains. A questionnaire survey was conducted with different stakeholders in Singapore’s construction industry to measure the strength of the relationships. Interviews were also conducted to gain an understanding of the constraints, reluctance, and possible methods for implementing ECI in Singapore with a convergence with lean construction principles.Findings– The results revealed that, when employing lean construction principles as a yardstick, ECI does contribute to elevating the productivity outcomes of some lean construction principles – in particular, for reducing variability, reducing cycle time, minimizing steps, and increasing output flexibility.Research limitations/implications– It is promising to marry ECI with lean construction, and that the former does appear indeed able to aid in the productivity improvements of a construction project by embracing the latter. However, it requires the building professionals to raise their awareness of both lean and ECI, so that the implementation of ECI can be carried out in a more effective manner.Originality/value– In the context of the Singapore construction industry’s push for improvements in productivity, this study posits that productivity benefits in particular can be realized through establishing the linkage between ECI and lean construction principles. The lessons from this study can likewise be adopted by other countries.

Bonding carbon-fibre plates to highway structures in winter: a case study

The operational life of a 1960s reinforced concrete interchange on Britain's M5 motorway was successfully extended with carbon-fibre plates 2 years ago. The structure had previously been strengthened in the 1970s by an externally bonded steel plate system, but this had reached the end of its serviceable life. This paper describes the many challenges faced during the design of a replacement carbon-fibre plate system, given the needs for minimum disruption and maximum adhesion. Innovative solutions led to achievements such as maintaining live load conditions throughout works and ensuring the plates were securely bonded in winter conditions with low temperatures. The paper then demonstrates how early contractor involvement helped to deliver the most efficient, effective, sustainable and safest solution on time and to budget.

Integrated project delivery methods for energy renovation of social housing

Integrated project delivery methods for energy renovation of social housing

Integrated project delivery methods for energy renovation of social housing

Integrated project delivery methods for energy renovation of social housing

Integrated project delivery methods for energy renovation of social housing

Integrated project delivery methods for energy renovation of social housing