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Caldas, C H, Gibson, G E, Weerasooriya, R and Yohe, A M (2009) Identification of Effective Management Practices and Technologies for Lessons Learned Programs in the Construction Industry. Journal of Construction Engineering and Management, 135(06), 531–9.
Chen, P, Partington, D and Qiang, M (2009) Cross-Cultural Understanding of Construction Project Managers’ Conceptions of Their Work. Journal of Construction Engineering and Management, 135(06), 477–87.
Cheung, S O, Chow, P T and Yiu, T W (2009) Contingent Use of Negotiators’ Tactics in Construction Dispute Negotiation. Journal of Construction Engineering and Management, 135(06), 466–76.
Hallowell, M and Toole, T M (2009) Contemporary Design-Bid-Build Model. Journal of Construction Engineering and Management, 135(06), 540–9.
- Type: Journal Article
- Keywords: Construction management; Project delivery; Building design; Bids;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)0733-9364(2009)135:6(540)
- Abstract:
Empirical research was performed into the hypothesis that a substantial number of building performance engineering tasks on design-bid-build projects are typically provided by entities associated with the construction phase, not with the architect-engineer (AE) of record. This hypothesis is contrary to the traditional understanding of design-bid-build and is theorized to result from increased time pressures on AEs, decreased AE profit margins, AEs’ attempts to minimize liability, increased design and construction specialization, and increased prefabrication. Project technical specifications were analyzed for 20 $5–45M building construction projects and 16 individuals directly associated with these projects were interviewed. It was found that 35 building performance engineering tasks were required by the project specifications to be performed by entities associated with the construction of the buildings. This large number of delegated design tasks suggests the conventional understanding of the design-bid-build process is not accurate. The increasing fragmentation of the design and construction process may have implications for the efficiency of communication on design-bid-build projects, lean construction processes, and constructability.
Ho, S P, Lin, Y, Chu, W and Wu, H (2009) Model for Organizational Governance Structure Choices in Construction Joint Ventures. Journal of Construction Engineering and Management, 135(06), 518–30.
Kale, S (2009) Fuzzy Intellectual Capital Index for Construction Firms. Journal of Construction Engineering and Management, 135(06), 508–17.
Lo, W and Yan, M (2009) Evaluating Qualification-Based Selection System: A Simulation Approach. Journal of Construction Engineering and Management, 135(06), 458–65.
Lu, M, Lau, S and Poon, C (2009) Simulation Approach to Evaluating Cost Efficiency of Selective Demolition Practices: Case of Hong Kong’s Kai Tak Airport Demolition. Journal of Construction Engineering and Management, 135(06), 448–57.
Marti, P, Trümpi, S and Heinzmann, D (2009) Hydraulic Joint for Pipe Jacking. Journal of Construction Engineering and Management, 135(06), 439–47.
Molenaar, K R, Park, J and Washington, S (2009) Framework for Measuring Corporate Safety Culture and Its Impact on Construction Safety Performance. Journal of Construction Engineering and Management, 135(06), 488–96.
Wong, P S, Cheung, S O and Fan, K L (2009) Examining the Relationship between Organizational Learning Styles and Project Performance. Journal of Construction Engineering and Management, 135(06), 497–507.
Zhang, X (2009) Win–Win Concession Period Determination Methodology. Journal of Construction Engineering and Management, 135(06), 550–8.