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It’s not surprising that eighty percent of construction changeorders are due to poor information early in the process. LEAN construction planning, procurement, and project delivery is the only way to consistently minimize the number and impact of changeorders. Full compliance and traceability. Learn more?
Public procurement of construction services could be improved through the adoption of currently available best management practices. Lean Construction Journal The post Public Procurement of Construction Services appeared first on 4BT. References: AIA (2007). References: AIA (2007). Integrated Project Delivery: A Guide.” Matthews, O.,
Any facilities owner or management professional can virtually eliminate changeorder for repair, renovation, and new builds. Early and ongoing communication, a common data environment, a collaborative mindset and an operating environment that facilitates best value outcomes for all participants, limits both risk and changeorders.
The innovative 4BT OpenBuild/OpenJOC(TM) Framework integrates planning, procurement, and project delivery to improve construction productivity. The post Innovative Solution Integrates Planning, Procurement, and Project Delivery to Improve Construction Productivity appeared first on 4BT. contact-form].
Collaborative Construction Procurement Planning and Project Delivery is a robust process for consistently achieving long-term best value for all participants and stakeholders. Changeorders, errors, and omissions can be virtually eliminated. Tools and services should be procured to support owner requirements.
It’s not surprising that eighty percent of construction changeorders are due to poor information early in the process. LEAN construction planning, procurement, and project delivery is the only way to consistently minimize the number and impact of changeorders.
Please submit yours… # of Projects Completed / Value of Project Completed % of # of Projects Completed (number) versus # of Projects Planned (same for Value) % of # of Projects Completed (number) versus # of Projects Budgeted (same for Value) % of # of Projects Completed (number) Completed On-Budget (same for Value) % of # of Projects Completed (..)
Lean construction planning, procurement, and project delivery is critical in attainment of best value facilities operations and maintenance management. providing powerful, proven solutions for efficient project planning, procurement, and execution. . Best Value Facilities Operations and Maintenance. Via Four BT, LLC – www.4bt.us
Preconstruction determines what will be built and how it will be procured and delivered. A robust preconstruction process mitigates risk, virually eliminates changeorders, ensures regulatory compliance, provide cost transparency, reduces project delivery times, and overall construction costs by 30%-40%+ vs. traditional methods. #1.
Integrate planning, procurement, and project delivery to reduce costs, changeorders, and project timelines. . • Financial visibility and transparency. Reduced administrative burden and cost. Incentivizing all participants to use appropriately competent people. Leverage actionable information to make better informed decisions.
Adaptive Lean Construction Planning, Procurement, and Project Delivery tools and services are readily available to assure the consistent delivery of quality repair, renovation, maintenance, and new construction projects on-time and on-budget. Recognition and leverage of the expertise of those actually doing the work is the norm.
2 Redesign, rework, and changeorders are the norm vs. exception. #3 2 Integrated and enabled internal and external planning, procurement, and project delivery teams working towards mutually beneficial, clearly defined outcomes. #3 Arguably, positive financial and environmental outcomes are impossible without it!
Procurement Workflows A detailed scope of work and an associated detailed line-item estimate is required before any procurement evaluation and award. From start to finish, bidding and procurement workflows are dependent upon robust process and current, granular local market labor, material, and equipment construction task data.
The innovative 4BT OpenBuild/OpenJOC(TM) Framework integrates planning, procurement, and project delivery to improve construction productivity. 4bt.us [contact-form] The post Innovative Solution Integrates Planning, Procurement, and Project Delivery to Improve Construction Productivity appeared first on 4BT.
Conclusion: Relying on national cost data plus a location factor creates systemic cost visibility and management failures , leading to 30%-40% errors, increased changeorders, and loss of cost control. Optimize procurement strategies based on local supplier pricing trends. Recent events (e.g., for a specific state.
Reliance upon traditional and flawed techniques of planning, procurement, and project delivery methods. Early and ongoing communication and collaboration among owners and design/builders during the planning, procurement, and project delivery phases based upon a robust integrated framework. Join the converstation and make a difference!
Enhancements to locally researched construction cost data and the integration with robust, proven LEAN planning, procurement, and project delivery processes, support by collaborative cloud technology enable any public sector owner to deploy efficient, streamlined capabilities with complete cost visibility and transparency.
The SOW, in concert with the owner PM’s ability to lead a team to completion, ultimately determine overall project “success” An unclear scope directly leads to confusion among project participants, scope creep, and changeorders.
As real property owners, it’s your roles to encourage innovation and new approaches by prescribing means and methods of planning, procurement, and project delivery and requiring compliance. Rethink procurement, planning and project delivery processes. Rewire the contractual framework. I’d Like to Learn More.
Both formal and professional education have not prepared real property owners to address the basics of planning, procurement, and project delivery that enable the consistent delivery of quality repair, renovation, maintenance, and new build activities on-time and on-budget. SHARING OF KNOWLEDGE. NEXT STEPS. Do your homework!
The vast majority of scope changes and/or additional work/rework stem from 1.) the associated project planning, procurement, and project delivery process. These changeorders can be reduced by: 1. uncertainties, faults, and discrepancies in the original detailed scope of work and/or 2. )
Real property owner leadership and commitment to fundament change are the first step. Continued use of archaic and antagonistic planning, procurement, and project delivery methods. Change Management. Significantly improved use of financial resources – fewer changeorders and virtual elimination of legal disputes.
A fuller understanding of locally researched detailed construction cost data BEFORE procurement and project execution best communicates a shared understanding of the required Detailed Scope of Work, and plays a critical role in mitigating changeorders, disputes, and cost overruns. Construction Cost Data.
Planning, procurement, and project delivery are integrated. Owners are knowledgeable of cost management and implications as are design-builders, inclusive of assessing risk related to any changes or issues. Changeorders are managed and virtually eliminated.
30%-50% OFF Facilities Repair, Renovation, and Maintenance Costs on an ongoing basis is possible for real property owners who elect to support integrated construction planning, procurement, and project delivery. This can be achieved by implementing LEAN principles with readily available tools and services. via 4bt.us.
Current actionable information and integrated planning, procurement, and project delivery teams are required to mitigate uncertainty. An objective, introspective look at your organization will more than likely result in a clear need for fundamental change and change management.
Will things change? [contact-form] Most common Facilities Management and AECO (Architecture, Engineering, Construction, and Operation) failure points: No real property owner leadership, commitment, and/or competency. Lack of integrated, collaborative planning, procurement, and project delivery teams. Zero verifiable cost information.
BEST VALUE & COMPLIANT Construction Planning, Procurement, And Project Delivery can be deployed and managed today using a robust suite LEAN tools and services. Both LEAN and OpenJOC Job Order Contracting go beyond identification of waste and definition of value. the OpenJOC(TM) Solution). the OpenJOC(TM) Solution). Want to talk?
An unclear scope directly leads to confusion among project participants, scope creep, and changeorders. Associated robust processes are needed for scope creation and overall project planning, procurement, and project delivery. Without both a detailed SOW and a robust process, efficient project management is impossible.
Traditional methods for planning, procuring, and delivery repair, renovation, maintenance, and new construction are incapable of consistently delivery of quality outcomes on time and on time. ChangeOrder Management. Automated Estimate Comparison. Bid Management. BIM Model Integration, Information Viewing/Access.
End user / customer satisfaction Delivery of the project on time Delivery of project within budget Delivery of the project at a fair price Delivery of the project with zero, or minimal changeorders and/or small punch list Safe project record No complaints Minimal or no service disruption.
LEAN Procurement via Collaborative Job Order Contracting provides significantly improve outcomes for all participants and stakeholders. There are several core elements associated with LEAN Procurement via Collaborative Job Order Contracting for real property owners, construction contractors, and building users.
The overall is the current “state of the union” in which 95% of participants don’t engage in integrated, collaborative, and efficient planning, procurement, and project delivery practices, and even fewer maximize the associated potential benefits. What is the most critical factor in facilities management and sector?
Underperforming Public Sector Facilities Renovation Repair and New Builds – Time for Change. Whether a Federal, State, County, or Local Government, most public sector organizations underperform when it comes to planning, procuring, and executing facilities repair, renovation, or new builds. Introduction.
4 Failure to make cost estimating part of a robust and integrated planning, procurement, and project delivery process, will inevitably result in cost and schedule overruns, changeorders, and other forms of waste.
The fundamental reason for poor outcomes is the failure to implement and properly manage robust and integrated LEAN planning, procurement, and project delivery processes. The errors and poor processes result in changeorders, project delays, and legal disputes.
Construction cost knowledge management is a component of integrated LEAN construction planning, procurement, and project delivery. It is required in order to consistently achieve best value repair, renovation, maintenance, and new build outcomes. Traditional construction planning, procurement, and project delivery methods have failed.
The key to obtaining best value construction outcomes for all participants and stakeholders is the adoption of a p rogram approach vs. a project approach involving robust LEAN integrated construction planning, procurement, and project delivery. Integrated Construction Planning, Procurement, and Project Delivery.
Achievement of these goals in a timely, consistent, and cost effective value manner involves becoming aware of LEAN best value construction planning, procurement, and project delivery processes and available tools. These tools enable transparent, compliant, and high performing JOC planning, procurement and project delivery environments.
Change management to address the fundamental evolution from traditional construction planning, procurement, and project delivery methods. Change management requires owner leadership and commitment. Strategic collaboration has proven to be a fundamental requirement for achieving measurable productivity gains.
The basics Step 1: Identify ALL Participants and Stakeholders and Meet with Them (Planning, Procurement, Designers, Builders, Building Users) Focus upon clearly defining and communicating desired outcomes for all involved. An initial baseline Scope of Work including core requirements, scope, budget, and timeline should be the outcome.
Because the contractor is selected and the unit price is fixed (by a locally researched detailed unit price book), a job order contract allows contractor input prior to design, which can expedite the work and save money by mitigating errors, omissions, and changeorders. Schedule a quick 15-minute introductory call.
Using these granular elements and sharing the associated descriptions, l abor, material, and equipement details in a standardized format (CSI MasterFormat) with all project participants within a robust collaborative process is the path to significant cost savings and the mitigation of changeorders, disputes, and waste.
Alterative LEAN Project Delivery integrates the previous silos of construction planning, procurement, and project delivery and all previously disparate team into a cohesive, collaborative, and program-driven environment. Projects are conceived, procured, and executed collaboratively within an Alterative LEAN Project Delivery Program.
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