Overview | Graham Olver
while financing commitments are confirmed and funding competition may be run as part of the tender.
Tender Award and Financial Close
From a Client perspective, whatever the choice of procurement model, they want to see that value (as they define it) is delivered, cost is kept to budget and changes are controlled and that they are not left holding long term unexpected risks. Today many clients are building in a cumulative engagement process from the early phases through procurement to try to establish a common understanding and innovation in determining value beyond the lowest price option. Each project has a different weighting albeit that there are many common themes: the context, the use of public space and visual impact, transport and the economy, whole-life costs versus traditional contractor value engineering, energy costs, interoperability, changing use and adaptability, other environmental impacts, education, health, efficiency of use. Design choices made up to the
point of award of contracts have the biggest impact for lowest cost; significant changes after contracts are awarded are usually difficult, expensive and impact time for delivery.
After award and commencement of construction the client’s role will reflect the choice of procurement. However even in the turnkey contract situation (just turn up, push a button and it’s supposed to work) life is never that straightforward – contract
STAGE 8 Asset Reversion
STAGE 7 Ramp-Up
and Mature Operations
STAGE 6 Soft Landings
STAGE 5 Construction
STAGE 4 Technical Design
administration, supervision and decision making is required as life is never as straight forward as the plans suggest and a major project has many interfaces and many contracting parties.
Delivery: Construction, Operations
and Asset Reversion The moment the project begins to take physical shape is the true test of the months or years of preparation. Programme management, logistics and communication are the biggest improvements in construction performance over the past decade. From mobilisation through to handover, there will be many bottlenecks, unexpected events
Handover or soft landings As the project draws to a conclusion
Our life is a constant journey, from birth to death. The
landscape changes, the people change, our needs change, but the train keeps on moving. Life is the train, not the station.” Paulo Coelho, author of ‘The Alchemist’
30 GLOBAL OPPORTUNITY 2014 | ISSUE 01
there is often a lot of challenging negotiation as the desire to accept and start generating income and value is offset with prudence to make sure that the intended asset is fit for purpose. However the process is built into the contracts and the commencement of operations may overlap. Major projects are in place for the benefit of the future and usually are part of or form a catalyst for social change, improving the life of the community it affects. Roads, rail and aviation projects create an integrated transport system to benefit users; water and hospitals improve healthcare; power stations and transmission lines create a stable, economic energy supply. As the world population urbanises and expands rapidly, these projects are vital for communities in the 21st century.
GO
FURTHER INFORMATION
www.wyg.com
global-opportunity.co.uk
and administrative scenarios that will require careful handling and at times even dispute resolution. But proper planning should have eliminated a large majority of these so that focus remains on the daily delivery of targets.
Circular Economy Principle
‘Cradle-to-Cradle’ Building Information Management Smart Cities -
Future Cities - Future Proofing
THE TEN STAGES OF THE CONTINUOUS CYCLE
STAGE 9 Lessons Learned Applied
STAGE 0 Strategic
Definition
STAGE 1 Preparation and Brief
STAGE 2 Concept Design
STAGE 3 Development
Design
OVERVIEW
|
GRAHAM OLVER
SOURCE:
WWW.RIBAPLANOFWORK.COM
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