Contemporary Design-Bid-Build Model
Publication: Journal of Construction Engineering and Management
Volume 135, Issue 6
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.
Get full access to this article
View all available purchase options and get full access to this article.
References
ACI. (2003). Manual of concrete practice, American Concrete Institute, Farmington Hills, Mich.
AISC. (2003). “Load resistance factor design specification for structural steel buildings (LRFD).” American Institute of Steel Construction, Chicago.
AISC. (2006). Steel construction manual, 13th Ed., American Institute of Steel Construction, Chicago.
Ballard, G. (2000). “Lean project delivery system.” LCI white paper—8, Lean Construction Institute, ⟨http://www.leanconstruction. org⟩ (Nov. 11, 2004).
Ballard, G., and Zabelle, T. (2000). “Lean design: Process, tools, and techniques.” Lean Construction Institute, ⟨http:www.leanconstruction.org⟩ (Nov. 11, 2004).
Carter, C. J. (2000). “Revised code brings together full design team.” Modern Steel Constr., 40(8), 1–5.
Hinze, J. W. (1997). Construction safety, Prentice-Hall, Columbus, Ohio.
Mrozowski, T., and Syal, M. (1999). “Project management of steel construction.” American Institute of Steel Construction, Chicago.
Pappas, M. (1990). “Report on a lean project.” Lean Construction Institute, ⟨http://www.leanconstruction.org/pdf/pappas. pdf⟩ (April 14, 2006).
Puddicombe, M. S. (1993). “Designers and contractors: Impediments to integration.” J. Constr. Eng. Manage., 123(3), 245–252.
Quatman, W. (2000). “Design-build for the design professional.” Aspen Publishing, New York.
Tatum C. B. (2000). “Coordinating building systems: Process and knowledge.” J. Archit. Eng., 6(4), 116–121.
Toole T. M. (2001). “The technological trajectories of construction innovation.” J. Archit. Eng., 7(4), 107–114.
Tsao, C. C., Tommelein, I. D., Swanlund, E. S., and Howell, G. S. (2004). “Work structuring to achieve integrated product-process design.” J. Constr. Eng. Manage., 130(6), 780–789.
Yates, J. K. (2003). “Master builder project delivery system and designer construction knowledge.” J. Constr. Eng. Manage., 129(6), 635–644.
Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 135 • Issue 6 • June 2009
Pages: 540 - 549
Copyright
© 2009 ASCE.
History
Received: Feb 9, 2007
Accepted: Jan 20, 2009
Published online: May 15, 2009
Published in print: Jun 2009
Authors
Metrics & Citations
Metrics
Citations
Download citation
If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Simply select your manager software from the list below and click Download.