Adding Value to the Facility Acquisition Process Best Practices for Reviewing Facility Designs (2000) / Chapter Skim
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Appendix B: Literature Search Abstracts
Appendix B: Literature Search Abstracts
Pages 53-65
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From page 53... ...
Specifically, the study analyzed results obtained where projects used CII-recommended predesign processes to varying degrees. Projects whose design began with relatively little predesign activity realized an average cost growth of 16 percent whereas projects that maximized the use of CII predesign processes enjoyed a cost underrun averaging 8 percent.
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From page 54... ...
· The formal cost estimates now used in federal design management should be prepared and reviewed not as a subsidiary task of design, but rather as a separate activity at the completion of each major stage in the design process. · Agencies should work to reduce the time required to complete the design process for federal projects.
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From page 55... ...
The report summarizes presentations made at a forum cosponsored by the Naval Facilities Engineering Command, The Business Roundtable, and the Federal Facilities Council in March 1998. The forum recognized that most federal agencies are dealing with unprecedented budget reductions, staff reductions, and wholesale organization reengineering.
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From page 56... ...
On the Responsibilities of Architects and Engineers and Their Clients in Federal Facilities Development, Committee on Architect-Engineer Responsibilities, Building Research Board, National Research Council, National Academy Press, Washington, D.C., 1994. This committee, told that many federal agencies were dissatisfied with the quality and thoroughness of work performed by private A/E firms, evaluated current methods of assessing the quality of design work and identified issues for determining what constitutes satisfactory professional work by an A&E firm.
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From page 57... ...
5. Agencies of the Federal Facilities Council should convene professional organizations such as the American Institute of Architects, the American Consulting Engineers Council, the Associated General Contractors, and others to work with the agencies to develop a study design, collect data on project development, and analyze those data to develop meaningful measures and benchmarks of A/E performance.
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From page 58... ...
· Facilities program managers should be empowered to operate in a more business-like manner by removing institutional barriers and providing incentives for improving cost-effective use of maintenance and repair funds. · The government should provide appropriate and continuous training for staff that perform condition assessments and develop and review maintenance and repair budgets to foster informed decision making on issues related to the stewardship of federal facilities and the total costs of facilities ownership.
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From page 59... ...
They briefly describe current practices in Belgium, France, and Germany where structural design public safety reviews are tightly structured, conducted by specialized and licensed engineer firms, and funded either by code-enforcing municipalities or by building insurance associations. The authors conclude that project design peer reviews of certain building types and threshold limits should be made mandatory for public safety, although definition of types and thresholds requires further study.
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From page 60... ...
The Business Stake in Effective Project Systems, A White Paper from The Business Roundtable, Washington, D.C., 1997. This paper provides a remarkably succinct, focused, and practical look at how large private sector corporations have transformed their approach to engineering and management of capital projects, with widely varying results.
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From page 61... ...
This workshop was cosponsored by the Naval Facilities Engineering Command, the Design Build Institute of America, the CII, the American Road and Transportation Builders Association, the Society of American Military Engineers, and the Federal Facilities Council. Presentations by the sponsors and invited guests addressed the following issues: · The need for better, cheaper, faster project delivery.
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From page 62... ...
1, 1988. The benefits of a formal design review program depend on the ability to efficiently manage many simultaneous review efforts and effectively incorporate the resulting comments into the final contract documents.
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From page 63... ...
3r~ ea., The REDICHECK Firm, Peachtree City, Gal, 1992. Based on research, the authors concluded that the average construction project generated 8.4 percent cost growth from change orders.
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From page 64... ...
This report summarizes a Boston-area survey of architects that solicited information concerning their experience with design review boards whose responsibilities ranged from code compliance to architectural aesthetics. Responses to questions relating to "value-added" or "value-subtracted" by the review process are of particular interest.
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From page 65... ...
The conference support materials focused on the definitions, strengths, and weaknesses of the four major methods of construction project delivery, identified as · general contract, · design-build, · construction management, and · program management. Material is included addressing several best practices including partnering, alternative dispute resolution, total quality management, and variations and hybrids of the above-listed construction project delivery methods.
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