traditional construction locally established actions of construction project organizations

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


CUSTOMER

TRADECONTRACTOR

CUSTOMER

TRADECONTRACTOR

ARCHITECT


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


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


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


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


HEATINGSPECIALIST



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


HEATINGSPECIALIST



CLADDINGSPECIALIST

GENERALCONTRACTOR

USA Specialist Contractor Design – Production stage

CUSTOMER

ARCHITECT

STRUCTU

RALSPECIALIST

HEATIN

GSPECIALIST


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


HEATINGSPECIALIST



CLADDINGSPECIALIST

GENERALCONTRACTOR

European Architect and Engineer Design - Production stage

CUSTOMER

ARCHITECT

STRUCTU

RALSPECIALIST

HEATIN

GSPECIALIST


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


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

traditional construction locally established actions of construction project organizations

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