Giovanni Ciro Migliaccio

Empirical Comparison of Design/Build and Design/Bid/Build Project Delivery Methods

This study compares the performance of design/bid/build and design/build to see if one project delivery method is superior in regards to time and cost. Similar military buildings were used to identify two samples of projects delivered with each of the two delivery methods. These projects provide a meaningful comparison because they include buildings of the same typology (i.e., U.S. Navy Bachelor Enlisted Quarters) delivered using similar design models. Project duration, project duration per bed, project time growth, cost growth and cost per bed were statistically compared. Upon completion of the analysis, the hypothesis that design/build projects are superior to design/bid/build projects in regards to time and cost was tested. Design/build projects were proven superior in performance in almost every measure. Other findings, including recommendations to practitioners and researchers, will be provided as well.

Changing Project Delivery Strategy: An Implementation Framework

For organizations such as departments of transportation, other public agencies, and private companies, adopting a new approach to procure services for delivery of construction projects requires significant organizational changes; modifications to both their work processes and existing organizational structures may be needed. Building on findings from a study of public owner organizations that have implemented the design-build method for delivering highway projects, the have developed a conceptual framework for helping owner organizations implement a change in their project delivery strategy. They further refined this framework by comparatively studying four transportation projects in the United States. In addition, many experts in the implementation of the design-build method for transportation projects participated in a Delphi study to validate the developed framework. In this article, the authors present findings from these studies, including application to the construction industry and to other industries.

Benchmarking of Large Design-Build Highway Projects: One-to-One Comparison and Comparison with Design-Bid-Build Projects

For generations, highway projects in the United States have been delivered with the traditional design–bid–build (DBB) project delivery method. In 1990, FHWA introduced Special Experimental Project Number 14 (SEP-14) to encourage state agencies to use more efficient alternative methods for delivering projects. As of 2002, approximately 140 SEP-14 projects have been built according to the design–build (DB) delivery method. Although the use of the DB method for transportation projects has increased noticeably in the past decade, attempts to measure project performance under DB as against DBB have been limited to small projects. To fill this research gap, an input-versus-output benchmarking approach was used to assess the performance of large DB highway projects. By means of this approach, factors that could affect performance of highway projects were identified, and a comprehensive methodology for benchmarking was developed. A sample of four DB projects (with contract amounts ranging from

Effect of Duration of Design–Build Procurement on Performance of Transportation Projects:

126 million to

Establishing a Collaborative Environment among Project Stakeholders

1.4 billion) was analyzed to determine how project characteristics and DB practices (inputs) affect project performance in terms of cost and schedule (outputs). Project cost and schedule performance show clear trends against 15 input factors. More data points are needed to determine correlations between these inputs and outputs. In addition, 11 DBB projects (with contract amounts ranging from

Physiological cost of concrete construction activities

50 million to

ANALYSIS OF DESIGN-BUILD PROCUREMENT ACTIVITIES DURATIONS FOR HIGHWAY PROJECTS

100 million) were selected for a statistical comparison with DB projects.

Best Practices In Design Process Development For Accelerated Construction Project Delivery

Transportation agencies are increasingly interested in new strategies for integrated project delivery, such as design–build. When making a decision between a traditional design–bid–build delivery and an integrated project delivery such as design–build, the agency should consider potential cost savings, time savings, and quality improvements. To maximize the success of design–build projects, transportation agencies need to pay attention to several aspects of this system, including initial steps like contract procurement. Agencies should prepare for the procurement phase carefully on the basis of project size, complexity, timing, selection methods, and so on. This is especially important for design–build projects in which participating firms invest significant effort during the contract procurement phase while planning design and construction and assessing risks. To assist in improving the success of design–build projects, a study was conducted to analyze the relationship between duration of the contract procurement phase and project performance. Schedule growth, cost growth, and total project time growth were used to measure project performance in the study. Linear regression analysis was used to analyze the relationship between procurement duration and each of the three project performance factors. The results show a strong linear correlation between procurement duration and schedule growth. Longer procurement duration correlates less with schedule growth as a percentage of the total project schedule. There is no evidence to indicate that longer procurement duration will reduce cost growth. This research strongly suggests that providing additional time to contractors during procurement allows them to improve schedule performance.

Review of Strategies for Enabling Collaboration Between Transportation Agencies and Native American Tribes

Three key aspects necessary to ensure a successful project environment are communication, coordination and cooperation (3Cs) between stakeholders. Incorporating these aspects into implementation strategies is paramount to facilitate project delivery and relationships among stakeholders. This paper reports results from a study on collaborative efforts between transportation agencies and tribal nations within the United States. Several methods were used in this study, including qualitative content analysis, workshops, interviews and a Delphi study. Findings include a list of issues that are encountered on projects affecting tribal communities, and a set of 3Cs strategies, which have been utilized to establish a collaborative environment. The study has implications for the architecture-engineering-construction industry because the singularity of the relationship between owners and stakeholders significantly affects several aspects of a project delivery, including planning, design, construction, and operations. These implications are summarized in the final section of this paper.

Life-Cycle Cost Analysis for Selection of Energy-Efficient Building Components in Lodging Facilities

Purpose The purpose of this paper was to investigate the physiological cost of concrete construction activities. Design/methodology/approach Five concrete construction workers were recruited. The workers’ three-week heart rate (HR) data were collected in summer and autumn. In this paper, several HR indexes were used to investigate the physiological cost of work in concrete construction trades, including average working HR, relative HR and ratio of working HR to resting HR. Findings This paper measures how absolute and relative HRs vary throughout a workday and how working HR compares to resting HR for individual workers. Research limitations/implications Field observations are usually extremely difficult as researchers need to overcome a number of barriers, including employers’ resistance to perceived additional liabilities, employees’ fear that their level of activity will be reported to managers and many other practical and technical difficulties. As these challenges increase exponentially with the number of employers, subjects and sites, this study was limited to a small number of subjects all working for the same employer on the same jobsite. Still, challenges are often unpredictable and lessons learned from this study are expected to guide both our and other researchers’ continuation of this work. Originality/value The time effect on the physiological cost of work has not been considered in previous studies. Thus, this study is noteworthy owing to the depth of the data collected rather than the breadth of the data.