A decision model proposal for construction contractor selection in Turkey

This study proposes a multi-criteria decision model for construction contractor selection in the Turkish public sector. Current selection methods are reviewed and three main concepts are generated for selection: cost, time, and quality. The proposed selection model uses evaluation criteria related to these concepts and has a process with two main stages: contractor prequalification and the choice of the eligible (compromised) bidder among prequalified contractors. This model can be used as a decision support system by project owners in order to identify an eligible contractor to be awarded the contract.     

施工总价合同示范文本的调价机制设计

工程量清单或预算书错误修正、变更、市场价格波动均会引发合同调价压力。施工总价合同采取图纸或已标价工程量清单包干,以相对较高的固定总价平衡代换实施过程较少的不确定性风险。结合施工总价合同示范文本编制的示例,基于项目实践拓展其适用范围至特定规模较大的复杂工程。指引通过明晰包干范围与厘定风险边界,设计适配于固定总价特征的合同调价方法,包括量差非均衡修正、变更引起措施费差异化调整、材料调差最不利原则等若干制度安排,形成风险合理分担机制,最终实现对项目总投资较高强度控制的同时保障畅顺履约的兼容性目标。     

基于委托代理理论的 DB 模式道德风险治理研究

完善 DB 模式管理机制既满足国内建筑业转型升级的迫切需要,又保证了业主的利益诉求。分析 DB 模式内涵特点及内部关系,构建“委托—代理”模型阐明了工程总承包市场内“道德风险”存在机理以及业主对于总承包商提供激励和约束措施的必要性。通过对模型参数进行分析,提出引入因素激励函数、相对信息强度和监督函数来规范总承包商的行为,并给予制定合同奖励条款、加强市场环境建设和拓宽业主监督渠道等相应措施建议。     

Using neural network to predict performance of design-build projects in Singapore

Design-build (DB) project success may be operationalised into 11 performance metrics. 65 factors that may affect DB project success are identified. Using data from 33 DB projects, correlation analysis shows that there are several factors that affect each performance metric significantly. Artificial neural network (ANN) technique is used to construct the models to predict project performance, and these models are tested using data from five new projects.This study finds that six performance metrics can be predicted with a reasonable degree of accuracy: project intensity; construction and delivery speeds; turnover, system and equipment quality. The key variables that affect project performance may be attributed to both contractors and clients. To ensure project success, contractors should have adequate staffing level, a good track record for completion on budget, and ability in financial management and quality control. Consultants should have a high level of construction sophistication, and have handled DB projects in the past. Clients also play an important part in ensuring DB project success. They would need to have construction experience and handled DB projects in the past. In addition, they should decide on the optimal level of design completion when the budget is fixed and tenders are invited. It is recommended that owners and contractors take note of the factors identified in this study, which significantly affect DB project performance.     

Farsighted project contract management: incomplete in its entirety

The purpose of project organization is to create a cooperative environment. Contracts are the method by which the owner creates a project organization to employ resources to achieve their development objectives. Contracts should aim to produce a cooperative organization, aligning the contractors' objectives with the owners. A three‐dimensional vector (reward, risk, safeguard), adapted from the Transaction Cost Economics literature, is used to analyse the efficacy of contract types to do this. Contracts are also unavoidably incomplete. They need to respond to unforeseen circumstance. A four‐dimensional vector (incentive intensity, adaptiveness, reliance on monitoring and control, reliance on the courts), also from the Transaction Costs Economics literature, is used to analyse the governance efficacy of contract types. The results are used to develop a contract selection strategy, depending on whether the uncertainty is controlled by the client or the contractor, the project is simple or complex, and the uncertainty is in the project's product, method of delivery or both.     

浅析建筑工程不同计价合同的风险分担

本文对工程建设合同的类型进行了简单的描述,阐述了工程合同进行风险管理的依据,通过合同类型的定义对固定总价合同、单价合同和成本加酬金合同进行了辨析,得出在三种不同的计价合同下业主和承包商的风险分担,并在风险承担者、对工程的管理、工程变更的可能性、对工程结算的难易等方面对固定总价和、单价合同和成本加酬金合同三种计价合同进行阐述并给出了各自的应用范围。     

The guaranteed maximum price contract as call option

Due to increasing constraints on project duration and costs, together with the increasing implication of contractors in the design process, guaranteed maximum price (GMP) contracts are likely to become common in the future. This paper explores a new approach for evaluating the remuneration of the contractor. The GMP contract is considered as a hybrid arrangement consisting of a cost reimbursement contract and a call option on a fixed price contract. The option pricing theory is used as a conceptual framework to assess the GMP contract and the contractors' remuneration.     

How to foster contractors' cooperative behavior in the Chinese construction industry: Direct and interaction effects of power and contract

To ensure and improve contractors' cooperative behavior is a critical issue facing project owners in the construction industry. On the Chinese construction projects, it is common for project owners to execute power to indicate their position and ensure contractors' behavior. Meanwhile, a contract plays a crucial role in reducing opportunism and fostering contractors' cooperative behavior. Based on the power and contract literature, this paper aims to explore the direct and interaction roles of owner power and contract mechanisms – particularly owner expert and coercive power as well as contract control and coordination functions – in improving contractors' cooperative behavior. We also adopted two dimensions of cooperative behavior, namely in-role and extra-role behavior. A questionnaire survey was employed and data were collected from employees in the Chinese construction industry. We analyzed the data and compared the results between project owners and contractors. Data analyses show that 1) project contractors and owners perceive different levels of owners' expert power, contractors' in-role and extra-role behavior; 2) from the contractors' view, owners' expert power and contract coordination have positive influences on contractors' in-role behavior; owners' coercive power, expert power, and contract coordination positively affect contractors' extra-role behavior, while contract control plays a negative role; 3) contract control and coordination do play moderating roles on the relationship between expert power and contractors' cooperative behavior. These findings are interpreted in light of the Chinese culture and suggestions are provided regarding how project owners could exercise power and contract to foster cooperation with their contractors.     

不同计价方式下建设工程造价司法鉴定方法研究

《司法解释》第22条"当事人约定按照固定价结算工程价款,一方当事人请求对建设工程造价进行鉴定的,不予支持"的规定,因该条款对固定价合同的概念没有做精确的理解与限定,故实践活动中对其引用容易引发歧义。在明确固定价合同的类型和特点的基础上,着重分析在施工图预算计价方式下和工程量清单计价方式下对固定单价、固定总价合同进行司法鉴定的方法,以及各种方法的异同点。最终得出了固定价、可调价、成本加酬金合同这种分类已不再适用的结论,明确了《司法解释》第22条的适用条件。     

工程项目交易方式选择的影响因素重要性排序

选择适宜的工程项目交易方式是项目管理组织高效协同工作的首要任务,为工程项目目标的成功实现提供重要保障。选择工程项目交易方式的第一步是识别影响其选择的因素,然而考虑影响因素的不同组合得到的决策结果不同,决策者又难以全面考虑所有的影响因素并作出准确判断。因此需要从众多影响因素中识别出对项目目标实现相对重要的因素优先考虑。文章在文献回顾的基础上采用专家访谈的方式识别出19个工程项目交易方式选择的影响因素,并划分为四类,即项目特征、业主自我认知、控制权配置和市场环境,并采用问卷调查获得的数据计算其重要性指数,得出项目类型、思维惯性、业主能力、控制权配置及交易规则完善度较其他因素对选择工程项目交易方式的影响显著。     

基于互惠共赢的 DB 联合体工程优化收益分配机制

设计施工总承包模式（DB/EPC）是目前国际上广泛应用的工程承包方式,而设计方和施工方组成联合体承包又是一种主流的承包方式;DB 的最大优势是利用设计施工一体化的条件优化工程,而优化收益如何分配不仅影响到双方积极性,甚至关系到设计和施工方合作的成败。现有研究完全采用“经济人”假设,并通过构建博弈模型,进而提出 DB 联合体双方优化工程额外收益的分配方案。然而,设计方和施工方组成联合体已建立了信任基础,应同时考虑“经济人”和“社会人”假设;基于此,构建按双方承担风险责任的大小分配优化工程额外收益的模型;同时,考虑到公平性,设计了“第三方”评估机制,对工程设计方和施工方工程优化中承担风险责任的大小进行评估,以科学合理分配工程设计方和施工方优化工程所得额外收益,进而实现互惠共赢     

固定总价合同下清单漏项问题的预防与应对

着重解决固定总价合同中的工程量清单漏项问题。首先总结漏项问题产生的原因,然后分各种情况解决责任归属问题,最后考虑施工方和建设方如何避免问题发生以及问题发生之后各个阶段的应对措施。     

Effects of Front-End Planning under Fast-Tracked Project Delivery Systems for Industrial Projects

Front-end planning (FEP) may be a key element in project success because it helps project participants more efficiently mitigate risk and define project objectives in the preplanning phase. However, very little is known about the effect of FEP for industrial project performance under different project delivery systems. To this end, this study investigated the impact of FEP on project performance by focusing on two widely used fast-track delivery methods: design-build (DB) and construction manager at risk (CMR), compared to the benchmarking conventional design-bid-build (DBB). The Spearman’s correlation analysis and Kruskal-Wallis test were performed on a real-world dataset, obtained from the Construction Industry Institute (CII), which comprised 438 industrial projects built between 1990 and 2010 in the US. The correlation analysis results revealed that better FEP resource allocation could help more design packages be completed efficiently and accurately to accelerate the fast-track process. The pair-wise comparison analysis results confirmed that there is no significant evidence to examine particular difference of schedule performance between CMR and DB. On the other hand, the results highlighted that project cost performance under DB were better than CMR. The results and findings of this study will help decision-makers choose appropriate project delivery methods for given project priorities.     

Partnering – ein Weg zur effizienten Projektabwicklung komplexer Bauten – BMW‐Welt München als Modell für eine neue Partnerschaft am Bau

Best Practice in Construction Management – BMW World Munich, a proficient application of the partnering approach in the building industry. The roof of the BMW World in Munich appears to float above like a cloud. Such a complex structure, a free form of steel and glass facade could not have been possible only a few years ago. This latest landmark in the Bavarian capital breaks new ground in more than mere technical sense. Devoid of a new partnership model BMW's vehicle pickup and event centre would not have been opened punctually on the 17th of October 2007. BMW, the client and the Permasteelisa Architectural Steel Division represented by Josef Gartner GmbH have set new standards of project management to ensure the efficiency of execution and controlling. Milestone deadlines were bundled and a lump sum contract put into place. Targets, cost and quality goals were set that could be reliably managed. In a project like the BMW World that presses the technical and logistical envelope, the inefficiencies and contradictions inherent in conventional project planning were overcome by applying the partnering model.     

An empirical survey of the motives and benefits of adopting guaranteed maximum price and target cost contracts in construction

In light of increasing project complexity, constraints on programme schedule and limited budget, there exists a strong call for changes in contracting procedures in construction. Both the Guaranteed Maximum Price (GMP) and Target Cost Contracting (TCC) approaches with a gain-share/pain-share arrangement have been advocated to achieve better value for money and more satisfactory project performance. This paper aims to review the prevailing practices of GMP/TCC in general, and explore the motives and benefits of implementing the GMP/TCC scheme in comparison with the traditional fixed-price lump-sum contract in particular. The research study is based on a comprehensive literature review and an industry-wide empirical questionnaire survey for evaluating the relative importance of motives and benefits associated with GMP/TCC in Hong Kong. The survey data collected from 45 valid completed questionnaires were analysed using the mean score ranking technique, Kendall's concordance test, Spearman's rank correlation test and one-way ANOVA test. The perceived benefits were measured and ranked from the perspectives of the client, contractor and consultant for cross-comparison. The survey findings indicated that the three most common motives of clients behind their decision of adopting GMP/TCC include: (1) to generate an incentive for contractor to achieve cost saving; (2) to develop better working relationship within the project team; and (3) to tap in contractor's expertise in design and innovation. The top three perceived benefits of applying GMP/TCC were found to be: (1) early settlement of final project account; (2) improved partners' working relationship under a partnering arrangement; and (3) capability of integrating contractor's expertise in building designs and innovations prior to construction. The research results are particularly essential in assisting key project stakeholders to realise the potential benefits derived from the use of GMP/TCC contracts and in generating more useful insights into alternative integrated contracting strategies for the construction industry, so as to drive for excellence in overall project performance.     

基于关系合同的重大工程隧道行为治理模型

目前,我国重大工程建设管理过程中,仍然存在道德风险、资产专用或敲竹杠以及逆向选择等隧道行为,极易引发进度延迟、成本上升、质量下降等风险,甚至导致工程失败。在分析承包商隧道行为的基础上提出业主-承包商合同治理模式,构建委托代理模型,探讨显性合同与关系合同下的激励机制。研究发现,引入关系合同与激励机制能有效防范承包商隧道行为,且能有效促进业主与承包商长期合作;政府作为重大工程管理者,应该引导工程行业建立信息公开平台与承包商筛选机制,从而提升整体行业水平,规范行业企业行为。     

基于设计施工总承包模式的建筑供应链探讨

设计施工总承包(Design-Build)模式是目前国外普遍采用的工程承包模式,也是一种一体化的项目实施模式。供应链管理是横向一体化管理思想的一个典型代表。本文从分析DB模式和建筑供应链的特点入手分析了二者结合的必要性,构建了一条DB模式下的建筑供应链,并且详细阐述了两者结合的优势。     

设计施工总承包模式与相关法律制度协调的研究

我国建设法律体系是建立在设计与施工分离模式上的,与设计施工总承包模式并不适应。针对运作设计施工总承包模式所涉及的法律关系进行分析,探讨其不适应的方面,并提出修改相关法律制度的若干建议,使之相协调,以促进设计施工总承包模式在我国的应用。     

The role of multi-firm satisfaction in construction project success

Construction project success depends on the multi-firm project organizations involved working together satisfactorily. Yet, satisfaction within multi-firm relationships has rarely been examined as a determinant of construction project success. A pioneering study is carried out to evaluate the extent to which construction project participants’ perception of each other’s performance reflects on the owner’s perception of project success. The data represent 580 performance evaluations carried out among the project owners, project consultants, main contractors and designers. The owner-evaluated performance factors related to the project goals form a dependent variable called Project Success. Dependencies between Project Success and the various performance factors are identified based on Pearson’s correlation coefficients. Dependencies were discovered between Project Success and all owner-related relationships and all but one of the non-owner-related relationships. Preliminary sets of discipline-specific and evaluator-specific success factors are identified. The results support the proposition that satisfaction within both owner-related and non-owner-related relationships is reflected on success. Therefore, researchers and practitioners are encouraged to consider project success in terms of multi-firm satisfaction and to engage with multi-firm performance measurement to better understand the heterogeneous performance factors contributing to multi-firm project success.