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How to Achieve 25%-30%+ average construction Savings

Job Order Contracting

Integrated planning, procurement, and project delivery is conceived and executed with the same supply chain approach over the life of a program in which the owner teams (procurement, facilities management, leadership) and suppliers (architects, engineers, builders, subcontractors) remain unchanged. References: Ballard, G., Howell, G.,

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CONSTRUCTION PROJECT FAILURE FACTORS

Job Order Contracting

Contruction failure factors are have been fully documented. Recognizing these causal factors and implementing available solutions can substantially reduce the number of failed projects, and more efficiently achieve other project objectives. International Journal of Project Management Belout, A., & Gauvreau, C.

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Credible Construction Estimate Core Elements

Job Order Contracting

A credible construction cost estimate is required prior to engaging in procurement. GAO, 2009 The associated processes for developing a credible construction cost estimate are equally well documented. The follow elements are common to a credible construction cost estimate.

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LEAN Construction Framework – A Robust Solution fully supported by tools and services

Job Order Contracting

Integrated internal and external planning, procurement, and project delivery teams. Defined workflows, stages/phases, documentation, approvals. Project team members are selected through value-based proposals and associated rankings/metrics. Written long-term multi-party agreement with integral operations manual/execution guide.

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Characteristics of Strategic Collaboration and Efficient Construction Project Delivery

Job Order Contracting

Integrated planning, procurement, and project delivery processes and team. The benefits of strategic collaboration vs. traditional construction planning, procurement, and project delivery are well documented and partially listed below (Chan et al., 2004; Black et al., Shared boundaries. Performance-centric reward system.

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Why Projects Fail

Job Order Contracting

Organizations that do not implement and continuously import upon a program-based approach, under which all projects a planned, procured, and executed, suffer from unclear objectives , shifting requirements , unrealistic schedule s, and reactive planning , Poor planning and poor change management impede individual project successes.

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U.S. Construction – Improving Efficiency & Competitiveness

Building Information Management

Segmented, linear, and non-integrated processes: planning, financing, design, engineering, procurement, construction, operations, and maintenance. Studies document 25 to 50 percent waste in coordinating construction labor and in managing, moving, and installing materials (Tulacz and Armistead, 2007); losses of $15.6