Like other consultants, we are paid for our ideas and expertise in constructability. That is, can what is being designed be built pragmatically, and are there any better ways to do it to achieve the same end result.

Check out ENR for articles on “Hypertracking” or “Bridging Design Build” to see implementations of the same principle.

The driver behind this seems to be Building Information Modeling (BIM). As BIM puts a huge burden on the Architect and Engineer to “construct” the project using 3D CAD, which in turn, generates the contract documents, cost estimates and schedules, it becomes crucial that the contractors be able to provide their experience and expertise in creating the construction sequencing.

We are using BIM on a pilot “green roof” project in Indonesia right now and one of my PhD students is using it as the basis for his research. So I will have to let you know how it is working out….

So far, the project is late and over budget….. BUT, the client is happy….. (Project is being done on a T&M contract)

BR,
Dr. PDG, Kuala Lumpur, Malaysia
http://www.getpmcertified.com

My comments are about OWNER organizations, and I think at one time or another, I have shared some of FMI/CMAA research on that topic, which backs up my assertions….

But, I do agree it is MORE challenging outside of the USA, as there are no lien laws or prompt payment clauses or Earned Value to provide reasonable expectation that we will get paid….

BR,
Dr. PDG, Kuala Lumpur, Malaysia
http://www.getpmcertified.com

this is likely context sensitive. DOE is one of the largest constructors in the US – many billions / year.

http://www.srs.gov/general/EFCOG/05ProjectReferences/LMSandia/SandiaProcessDescription.pdf

describes how these project are managed
The concept of an IPT (Integrated Project Team) is called out in DOE O 413 series guidance. On day one the IPT’s are sitting at the same table as DOE. The large E&C firms follow much of this guidance.

I’m sure on the other end with the local contractor (I have experience with some waster water builders) the processes are much more loose. At the same time the regionals (Shaw, Kitchel and others) are “buttoned up” firms building hospitals, shopping center (big malls) and the like. I know many PM’s through our PMI chapter. They behave much like government contractors – on time, on budget.

There’s just too many varieties of domain and context to speak in general terms like we hear hear.

The phases after that I can see, but not that early. Having worked in an architecture studio for several years, I never brought contractors in until our designs and concepts were at least roughed out.

In the middle east and SE Asia the “rules of engagement” I am sure are different.

As well the perspectives Paul speaks about vary wildly in the US construction world. IPT’s are common on many of the electrical utility job we work. CH is essentially a “master contract” with all the work subed through IPTs, partnerships, JV’c and sometimes simple subK’s.

From me limited inside CONUS, there is no simple context for generalized statements. Speaking to specific contractual vehicles, project domains and contexts, and even sub-elements of a project each have differing contexts