Design Build vs. Traditional

DICHOSO, NICOLE SHAYE
PPA 521
Discussion Topic
Design build vs. Management and Traditional approaches. What are the main differences?
ANSWER:
It can be daunting choosing the ‘right’ approach for your project. Knowing how each
method maps out with contracts, professional roles, responsibilities and liabilities will enable you
to make an informed choice and keep your project running smoothly.
Selecting the right method of procurement is essential to final results, in order to match
your project’s requirements. Before beginning your project, it is essential to gain clear
understanding of the key differences between design and build and traditional procurement.
The Traditional Procurement

The traditional course breaks down as design, bid and build. In this process, the project
owner negotiates separately with an architect (or interior design) practice and construction
contractor. Firstly, the project owner hires a design firm to deliver complete design documents.
The company then requests bids from contractors to perform the work defined in the tender
documents and awards the tender to the lowest bidder.
The Design & Build

Using this modern procurement method, the project owner hires a single company to
perform both the design and construction under a single contract.
If you opt for a Design & Build route, your Contractor will be the main driver of your
project. This, in contrast, is the one-stop-shop approach. The Contractor will either take your
fledgling ideas or adopt a fully drafted scheme, steering the design from this point through to
completion. He will directly employ the wider design team and surveying services.
The main difference

With the Traditional Procurement you retain overall control of your project and continue
to receive impartial support and advice from your team and Quantity Surveyor. Your Contractor
is required to build what has been specified and holds responsibility for workmanship, but all
design liability lies with your Architect/design team. The different parties therefore work
together to ensure your project’s success, checking that each stage of your build is completed
satisfactorily and delivering the finished project you envisaged.
With the Design & Build method, the Contractor retains overall control of your project
and is legally responsible for both the design and the workmanship of your build. They make
design decisions based on their judgement and financial benefit, all of which can affect the
project’s success.
Exercise:
1. Determine how many different construction terms would be required to build the
Bungalow?
Answer:
The Client, The Architect and The Contractor. There are seldom over two or three teams
engaged on the development site simultaneously, so any misunderstandings and errors can easily
be resolved on the spot. The client would even be able to explain requirements very well that the
architect could produce an entire design before the beginning of construction.
2. Outline the requirement an architect would need to consider to produce a detailed design
of the bungalow.
Answer:
The Architects create the overall look of buildings and other structures, but the design of
a building involves far more than its appearance. Buildings also must be functional, safe, and
economical and must suit the needs of the people who use them. Architects consider all these
factors when they design buildings and other structures.
3. It is likely that there will be rarely more than three construction teams working on the site
or the same time, how would you manage such project in order to ensure a smooth
sequence of activity?
Answer:
The relatively limited number of teams and interactions involved in building a family
house suggests a traditional or developed traditional construction approach. There are more than
likely two or three teams working on the construction site simultaneously, so any
misunderstandings and errors can easily be resolved on the spot. The client would also be able to
explain requirements in detail so the architect could produce a complete design prior to the start
of construction. Any omissions or errors would be easily resolved with the help of skillful
specialist craftsmen even if the architect is not present during construction. Below is an approach
on how to manage such project:
a) Establish Timeline through contract
A construction project is more likely to linger around if there’s no set timeline. That’s
why before you get started, establish how long the project is supposed to go through a contract.
This sets the project as it would define how you’ll be scheduling the phases of the construction
process. Aside from that, knowing the duration can motivate people to work faster. If a project is
supposed to be done in two years, the workers will do their best to ensure it’s finished by the
time the two- year mark arrives.
b) Schedule Your Process and Review Constantly

After determining the duration of the project, the next part is to schedule accordingly.
Divide the whole time in different processes, from initial planning to building to completion. Of
course, you should schedule assessments in between so you can check for any discrepancies and
mistakes. You should also regularly check your schedule because when a whole project takes a
long time, it’s easy to forget what stage you should be in at that point in time. Also, remember to
open up your schedule for any mishaps and delays. Not because you’re expecting it to happen
but because it’s better to be prepared.
c) Maintain Procedure and Standards of Training

Once timelines and schedules are finalized, all of the people working on the project must
be aware of the process. A miscommunication or mistake due to ignorance of the process can
lead to delays or much worse. It also goes without saying that the people you’ve hired should be
highly trained. If they don’t have enough experience and have to be trained from the ground up,
you risk the possibility of delays and/or mistakes along the way.
d) Document Frequently
Last but not least, it’s important to document and record everything happening on the
project. This allows you to be on top of anything and everything that is happening. It also helps
you to be informed and inform the rest of the team so they know where they’re at in terms of the
project process.
Keeping track and staying on time can be difficult for a construction team. Even if you
follow the tips above, there are still some external factors that can affect the capacity to deliver
punctually. With that being said, you must still make the effort to ensure your project is right on
schedule. This is to minimize the chances of delay, and the possible repercussions if it does
happen.
4. What would you need to do if several different manufacturing and production teams
report design errors?
Answer:
Since most issues are, by their nature, unexpected, how do you make sure you'll be able
to deal with them quickly and effectively? Ideally, you need an issue resolution process in place
before you start your project – to make sure that you stay on schedule, and meet your objectives.
Issue management is the process of identifying and resolving issues. Problems with staff
or suppliers, technical failures, material shortages – these might all have a negative impact on
your project. If the issue goes unresolved, you risk creating unnecessary conflicts, delays, or
even failure to produce your deliverable.

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DICHOSO, NICOLE SHAYE

The Traditional Procurement

The Design & Build

The main difference

b) Schedule Your Process and Review Constantly

c) Maintain Procedure and Standards of Training

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