Design and Build Contract in Project

heading and Build Contract in shedThe term procurance avenue considers each(prenominal) the activities undertaken by the client or clients representative, whether this is a sole close or a decision make with the help of other parties, such as the various consultants or in some cases even the stickor, towards the goal of developing a construction job that the client is ultimately happy with. There argon various procurement streets, which empennage be categorized into three main procurement route fleck offs, a Traditional aim, a Design and Build use up, and a anxiety contract.A Traditional contract benefits in embody and fictional character, besides at the expense of prison term. It is not the fastest of methods, and with this procurement route it is desirable to flip all the data at decl ar oneself award. It is basically straightforward, but complications batch arise if the client requires that certain sub- declarers are used. With this procurement route the c lient requires certain standards to be shown or described, but the client is wholly amenable for achieving the stated quality on site, and controls the project and variations to a abundant extent. It has induction in address and time ahead commitment to build, and requires clear function and cost monitoring at all stages. Competitive ships boats are assertable for all items. The take a chance is generally fair and balanced between all the parties.(CLAMP, Hugh, COX, Stanley LUPTON, Sarah, 2003)A Design and Build contract benefits in cost and time, but at the expense of quality. It is a relatively fast method. The pre- auditor time more often than not depends on the amount of detail in the clients requirements, but the construction time can be reduced because the design and building phases proceed in parallel. With this procurement route the client has no direct control all over the contractors performance, has little say in the choice of specialist sub-contractors, and h as virtually no flexibility once the contract is signed. It has a guaranteed cost and bound date. The risk with this procurement route lies almost entirely with the contractor.(CLAMP, Hugh, COX, Stanley LUPTON, Sarah, 2003)A Management contract benefits in time and quality, but at the expense of cost. An early rootage on site is workable with this procurement route, long before nakeds subscribe to been invited for some of the working packages. It involves a complex management operation requiring innovative techniques. The managing contractor is responsible for quality of work and materials on site and can easily adjust the programme and costs, meaning the client can too easily modify or develop design requirements during construction. With this procurement route the client is committed to start building on only a cost plan, attend drawings and a specification. The risk lies mainly with the client in this method of procurement.(CLAMP, Hugh, COX, Stanley LUPTON, Sarah, 2003 )For the purpose of this project we tender to use a Design and Build contract. We have made this decision based on the project requiring cost and time to be prioritized, a guaranteed completion date cosmos essential to minimise down time, and the benefit of having the responsibility of risk world taken away from the client. sore ProcessTendering is the name given to the help or procedure that is used to obtain offers leading to a contract between both(prenominal) parties. The two main types of tender crop are single stage tendering and two-stage tendering.Single stage tendering is adequate for small artless projects, where the key issues are speed and cost assurity. It is considered by clients because of a pauperism for greater cost certainty during the design and construction phases, the need for a well documented, fixed-price contract, the benefit from the discipline of completing the design before a contractor appointment takes place, and the use of commercial pressure to secure cost reductions for projects that might otherwise be unviable. A single stage tendering process however offers limited scope for a team to develop a shared objective or for a contractor to contribute to design development, and changes introduced by the design team leave undermine the certainty achieved with a lump sum tender.A two-stage tendering process is particularly suitable for large or complex projects, where a key factor is the close coaction between the contractor and client, particularly during the design phase, as the contractor ordain endeavour to find the best solution for the project in terms of cost programme and design. A two-stage tendering process is considered by clients because of its warrant stage being based on more complete information and thereof the contractor having a better understanding of the scope of works, which in turn should help obtain a final account that is closer to the contract sum, the ability to continue the development of the design during the second stage of the tender in conjunction with the main contractor and specialist sub contractors, and because it helps set up a specific focus on issues of buildability and economic construction during the ulterior stages of design. However the cost of second stage tenders tend to be high because of negotiation premiums and the inclusion of additional risk transfers, and not exceeding the cost and completion date are not binding prior to the finalisation of the contract.In two-stage tendering, like single stage tendering, the first stage is a competitive tender and it is usual to base these on the tenderers track records, preliminaries, overheads, an summary programme and the contractors pricing documents in relation to the approach design information. irrelevant a single stage tender, the first stage ends not with a contract being awarded but with the selection of a contractor for the second phase, in which the level of pricing provided in the first stage of the tender is used to open negotiations to produce a firmer price based on the drawings, bills of quantities and any other relevant documents that reflect the ideal design.For the purposes of this project we propose to use a single stage tendering process. We have made this decision based on the need for speed and cost assurity on the project, with the two key issues being time and cost.As early as possible during the design process we pull up stakes propose a list of suitable contractors obtained from an electronic database containing a list of approved contractors. The main criteria for selecting contractors for the initial tender list will include adequacy of available resources, adequacy of technical and management structure, financial stability and insurance cover, health and safety record, quality of work and adequacy of quality control, and performance record.We propose to issue preliminary enquiries to each contractor on the initial tender list 4-6 weeks before the ten der documents are due(p) to be issued, including a project information schedule and a questionnaire. This will determine whether each contractor is both suited to the project and willing to submit a tender. The contractors will be given 10 days from its original dispatch to return the completed questionnaire. Once a short list of tenderers has been agreed and the tender documents are ready for release, they will be sent to the tenderers along with a melody of Invitation to Tender and a Form of Tender. The latest time and date for debut of the tender will be included on both the Invitation to Tender and the Form of Tender, and will state that they are to stick around open for toleration for a period of 28 days from the bid submission date.When the tender return forms are received, the ones which are returned by the closing date will be analysed and a summary report will be indite and sent to the client, and those which are returned after the closing date will remain unopened an d be sent back to the sender. As project managers we will offer advice upon the choice of appointed contractor, if the client requests so. When we have received assay from the client regarding the chosen contractor we will counsel them that they have win the work, and notify the unsuccessful tenderers that they have not.On Site Strategy prior(prenominal) to work commencing on-site we propose to call a pre-start meeting, where the programme of works will be discussed and a letter of intent will be issued to the client.When the contractor begins work on site we propose to take a monitoring roll. On the first day of the work commencing on-site, as contract administrators, we will meet with the contractor and discuss site security, access, welfare facilities, deliveries and storage, and notify them of the time and date that snagging will be carried out.We propose to commence snagging 6 hours before the end of the construction phase, in order to give the contractor time to rectify any issues raised during the snagging process. The snagging process will appreciate the quality of the work, the workmanship, and ensure all of the work complies with the clients specification. We propose, as the contract administrators, to preserve the snagging list in conjunction with the chief on site due to time constraints, of which a copy will be left with the foreman on site so that they can rectify any snags prior to the completion of the construction works.We propose to commence de-snagging once the contractor has sure us, as the contract administrators, that the construction work has been completed. At this point, acting as the contract administrators, we will issue a certificate of practical completion and initialize the defects liability period, as determined in the contract.ReferencesCLAMP, Hugh, COX, Stanley LUPTON, Sarah. (2003). Which Contract? Choosing the steal Building Contract. fourth ed., London, RIBA Enterprises Ltd.BibliographyCHAPPELL, David. (2006). Cons truction Contracts, Questions Answers. Oxford, Taylor Francis.CHAPPELL, David. (2006). Contractual Correspondence for Architects Project Managers. 4th ed., Oxford, Blackwell Publishing Ltd.LUPTON, Sarah. (ed.) (2001). Architects Handbook Practice Management. 7th ed., London, R.I.B.A. Publications.LUPTON, Sarah. (ed.) (2000). Architects Job Book. 7th ed., London, R.I.B.A. Publications.ROY, Morledge, SMITH, Adrian KASHIWAGI, doyen T. (2006). Building Procurement. Oxford, Blackwell Publishing Ltd.MURDOCH, John HUGHES, Will. (2008). Construction Contracts, Law and Management. 4th ed., Oxon, Taylor Francis.