¶ … Decision
As the general contractor of a medium size, one of the most important decision points in construction is a go no-go decision. Go no-go decisions have become common in the modern construction industry because of the changing marketplace that has in turn generated complex procurement choices. In light of the changing marketplace in the construction industry, construction companies face new challenges in identifying the most suitable project proposals to adopt and develop vetting measures that help in making the appropriate go no-go decision (Illia & Rubin, 2014). Despite the complexities of such decisions, go no-go decisions remain very crucial choices in this sector because of their significance in weighing costs for the most appropriate project fit.
Contractors need to conduct a go no-go analysis in order to determine the best project fit depending on project specifications and needs. The analysis helps in several aspects including serving as a process of researching and collecting information when there is insufficient information to make the most suitable decision. Additionally, a go no-go analysis helps in exploring the different ways for approaching the project, examine the project's impact on resources, relationships and other factors, and examine the significant opportunities and risks relating to the project implementation.
The go no-go decision making process is also crucial in Design-Bid-Build construction projects, which are commonly used by many building owners. These projects are preferred among many building owners because they utilize different companies for the design and construction segments of building projects (Bryan Construction Inc., n.d.). Notably, these types of projects consist of three major phases...
E. Sharpe, Inc., 1997. Gambatese, John a. "Liability in designing for construction worker safety." Journal of Architectural Engineering: September 1998: 107-112. Gitter, Robert J. "Wage Subsidy Programs in Apprenticeship Training in the Construction Industry." Journal of Vocational and Technical Education Fall 1985: 3-10. Gould, John P. And Bittlingmayer, George. The Economics of the Davis-Bacon Act: An Analysis of Prevailing-Wage Laws. Washington D.C.: American Enterprise Institute of Public Policy Research, 1980. Korman, Richard, Kohn, David
Building Materials If one is going to build a home or a business, one needs good materials with which to construct those dwellings. However, most of the materials that are used in construction projects in Iran are far from meeting international standards (Babai, 2011). They are of a low quality, and they do not hold up in the way that they would if high quality materials had been used. Many of
In addition, Sound Transit has installed eight sensing devices for the building, including probes that would register any soil shifting at the tunnel depth. Such alerts would allow Sound Transit time to apply extra grout between the tunnel and the apartment building's basement. 6. Output Analysis and Discussion Here, Sound Transit has taken reasonable and economically feasible precautions to reduce the risk of damage from soil sliding. At this point, the remaining
"Brainstorming, scenario planning, and expert interviews is the tools highway engineers commonly use in routine engineering and construction management tasks." (U.S. Department f Transportation 2007 P. 2). Table 3 reveals the summary of the tools and technique in the risk identification process. Table 3: Risk identification tools and techniques PROJECT-SPECIFIC DOCUMENTS PROGRAMMATIC DOCUMENTS TECHNIQUES Project description Work breakdown structure (WBS) Cost estimate Construction schedule Procurement plan Team issues and concerns Historic data Checklists Final project reports Risk response plans Organized lessons learned Published commercial databases Academic
This would help to cut costs, and was seen as a significant problem as evidenced by the table on page 2. Another important issue was the consequences of using construction material that is substandard, meaning that the materials may be more difficult to work with and they not be as reliable and durable. Most individuals did not want to use these products, but there are often no other choices.
5.4: Accept Bullring team accepted some risks; however, the company developed the effective cost and schedule strategies to manage these risks. For example, the company allotted sufficient fund to militate against risks associated with the project costs and schedule. Table 2 presents the compressive list all the risks deemed to affect the outcome of the Bullring project. Table 2: Associated Risks on the Project Cost Related Risks: Index Scores Tight project schedule 0.67 Design variations 0.49 Project variations from
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