Tendering And Cost Management Of Construction Projects: A Critical Appreciation Of Essay.

A critical appreciation of the concepts, theories and principles associated with the tendering and cost management of construction projects and their impact on the role of the professional cost manager
A comprehensive knowledge and understanding of the role of a cost manager
Critically analyse complex issues in the area of quantity surveying practice with an emphasis on cost management
Analyse problems in quantity surveying practice and construction procurement, and devise reasoned solutions to problems associated with the management of project costs in the pre- and post-contract stages of a project
Offer reasoned advice to the different types of construction clients in relation to cost management of construction projects 
Critically appraise the tools and techniques in pre- and post-contract risk, value and financial management 
Demonstrate independent thought and reflection on the role and work of a professional Cost manager

Critical Analysis of RIBA Plan of Work (2013) Stages

The RIBA Plan of Work (2013) Stages has served the professionals for developing improved architecture and construction of the works (Tuohy and Murphy 2015). The management of the work functions would help in forming the management of the key tasks for the project. The construction industries have managed the RIBA Plan of Work (2013) Stages for improving their works and the management of the influencing work management. According to Dearlove and Saleeb (2016), the stages have been defined by the eight task bars namely strategic definition, preparation and brief, concept design, developed design, technical design, construction maps, handover and closeout, and post occupancy evaluation.

The following is an essay comprising of analysis of the cost and procurement management for the two projects of ‘a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country’ and ‘a large public sector building (c. 10,000 m²) in a developed country’. The essay would help in detailing the use of the RIBA 8 stage structure for developing the effective plan of action. The structure would help in easing the operations of both the projects for the cost and procurement processes.

RIBA Plan of Work (2013) Stages have been referenced by numbers for avoiding the confusion of linear sequential action. The stages forms a cyclic event for forming the management of the works in detail of the construction work management (Alberti et al. 2017). The management of the budget can be integrated with the utilization of the improved operations for the project. The two projects of ‘a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country’ and ‘a large public sector building (c. 10,000 m²) in a developed country’ would integrate the use of RIBA Plan of Work (2013) for managing the improved work listing and development. The integrated analysis had been implied with the formation of the improved work analysis and development. The construction of the new distribution warehouse and large public sector building had been integrated with the utilization of the effective work management and constructing the warehouse facility (Kuchta and Ptaszy?ska 2017). The stages of the RIBA Plan of Work (2013) were strategic definition, preparation and brief, concept design, developed design, technical design, construction maps, handover and closeout, and post occupancy evaluation and they were numbered as stage 0, stage 1, stage 2, stage 3, stage 4, stage 5, stage 6, and stage 7. The implication of these stages would help in developing the effective management of the facilities and deploying the management of the successive work completion.

New distribution warehouse facility; The statement of cost management for pre and post project stages had been done for aligning the work in implication management development. The effective cost management is very assisting for the execution of the projects and aligning it with the formation of the supportive work completion management (Kim et al. 2015). It had been assisting for keeping the track of the expenses of the project and keeping it under control. The requirement of the subsequent decision making is required for the project of the ‘a new distribution warehouse facility (c. 2,000 m2) developed for sale on the open market in a developing country’. The complexity of the project make the requirement of the RIBA plan of work more effective and required. The analysis had been formed with the complexity of the operations of the project and formation of the developed work management. The initial analysis of the statement has resulted in focusing on three terms namely cost management, RIBA plan of work, and degree of complexity (Hughes, Champion and Murdoch 2015). The implication of the works had been implied with the formation of the successive work development and the implication of the effective work development. It is correct as the implication management has been formed with the listing of the developed work development. The construction projects would get the benefit of implying the developed implication work formation management. The stages of the effective RIBA plan of work had been assisting for forming the analysis of the works processes. The stages of the RIBA Plan of Work (2013) were strategic definition, preparation and brief, concept design, developed design, technical design, construction maps, handover and closeout, and post occupancy evaluation and they were numbered as stage 0, stage 1, stage 2, stage 3, stage 4, stage 5, stage 6, and stage 7. The project of ‘a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country’ had been integrated with the formation of the developed management of the works.

New Distribution Warehouse Facility

The strategic definition (stage 0) had been assisting for executing the cost management and procurement processes of the project of new distribution warehouse facility and large public sector building and management (Pei, Zhang and Yang 2014). The preparation and brief (stage 1) is assisting for preparing the information required for the cost management plan development of the projects. The concept design (stage 2) had been integrated with the formation of the effective simple designs for the cost management operations. The concept design provides an overview of the work and forming the integration of the successive development in terms of cost management for construction. The developed design (stage 3) is formed for the integrating of the successive formation of the development and development. The design would support the improvement of the effective work development for the project cost management (Ashworth and Perera 2015). The technical design (stage 4) has been integrated with the formation of the development and work complication. The technical design would also provide the utilization of the cost effective components and parts for controlling the overall cost of the project for the two projects. The construction maps (stage 5) had been managed with the formation of the developed and improved triggering of the construction works. The mapping of the works sequentially along with the security measures had been assisting for constructing the developed work distribution. The handover and closeout (stage 6) would comprise of the final analysis for the completion, handing out the project final deliverable to the client, and closing the project works. The post occupancy evaluation (stage 7) of the RIBA plan of works would integrate the evaluation of the project after its handover. The role of the professional cost manager had been assisting for the management of the effective and improved work management (Wu and Mao 2015). The effective management of the works had been managed with the continuation of the development and development.

The professional cost manager had been responsible for improving the facilities of the cost management of the contract for the new distribution warehouse facility. In the pre-contract stage the cost manager would evaluate the prices of the estimated resources and develop the management of the developed work formation. In the post contract stage, the improvements had been implied with the utilization of the effective work improvement (Mubarak 2015). The critical stakeholder’s decision and processes for cost management operations include selection of the strategy in strategic definition stage, brief development in preparation and brief, component selection for concept design, developed design, and technical design, resolution of design queries, contract settlement for construction map stage, development of handover documents in handover and closure stage, and performance evaluation in post occupancy evaluation stage for the project of ‘a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country’. The processes of the critical stakeholder’s decision and processes for cost management operations of the construction projects had been implied with the continuation and development of the effective work management (Alias et al. 2014). The improvement of the operations had been affected by the formation of the processes for the integration of the work management and management. The significant formation of the improved development and development. Each of the stages of the RIBA plan of work for the warehouse construction project would form the impact on the development of the works for the latter phases. For example, the concept phase ends with the development of the conceptual design, which is used for the development of the detailed design for the construction (Jaya and Frederika 2015). Again the detailed design had been used for constructing the technical design comprising of minute detailed components for warehouse the construction project.

The risk identification and assessment is done based on the evaluation of the risk factors by brainstorming and fishbone process. The brainstorming can be used for identifying all the possible causes of the issues in the project and fish bone diagram would help in forming the modulation of the work for the successive information management (Bascoul, Tommelein and Tuholski 2016). The financial and value management for the construction project had been dependent on the tools like cost management and operations. The improvement had been managed with the utilization of the works and it would also consider tools like net present value, bottom up estimation, top down estimation, resource usage report, and cost budget for the financial and value analysis of the project. The cost management of the perspective involves the analysis of the improved work management and the deployment of the successive work completion management. The BIM, soft landings, and ethical consideration play a significant role for the management of the effective cost consideration (Clevenger et al. 2017). These help in management of the cost and reducing the overall expense by keeping the profitable cost expenditure for the projects. The effective management of the factors would help the formation of the effective cost management. The accuracy of the software BIM for cost management information, reduction in overall cost of the project operations, and ethical role played for the management of the information listing had been developed for effective management of the works.

Large public sector building; the pre-contract and post contract management along with cost management for the project of ‘a large public sector building (c. 10,000 m2) in a developed country’ had been required depending on the complexity and comprehensive formation of the work has been explained in the statement provided. Oakland and Marosszeky (2017), have stated that the effective cost management is very assisting for the execution of the projects and aligning it with the formation of the supportive work completion management. The RIBA Plan of Work (2013) stages would require many stakeholders and people for the management of the work and integrating the management of the successive work completion. The requirement of the subsequent decision making is required for the projects of ‘a large public sector building (c. 10,000 m²) in a developed country’. The complexity of the projects make the requirement of the RIBA plan of work more effective and required (Clevenger et al. 2017). The initial analysis of the statement has resulted in focusing on three terms namely cost management, RIBA plan of work, and degree of complexity. The implication of the works had been implied with the formation of the successive work development and the implication of the effective work development. The profound work management had been integrated with the simplification of the managed work development. The cost management processes required in project had been developed by using the RIBA plan of work (2013) stages. It is correct as the implication management has been formed with the listing of the developed work development. The construction projects would get the benefit of implying the developed implication work formation management. The stages of the effective RIBA plan of work had been assisting for forming the analysis of the works processes. The improved analysis of the works had been taken care by the formation of the developed implication development (Ibrahim and ShaNantu 2016). The improved developed development had been formed with the continuation of the effective formation of the works. The analysis of the statement allowed the formation of the critical stakeholder analysis and decision making.

The stages of the RIBA Plan of Work (2013) were strategic definition, preparation and brief, concept design, developed design, technical design, construction maps, handover and closeout, and post occupancy evaluation and they were numbered as stage 0, stage 1, stage 2, stage 3, stage 4, stage 5, stage 6, and stage 7. The project of ‘a large public sector building (c. 10,000 m²) in a developed country’ had been integrated with the formation of the developed management of the works. The management had been formed with the integration of the developed work management had been succeeded with the management of the project works (Adeli and Karim 2014). The strategic definition (stage 0) had been assisting for executing the cost management and procurement processes of the project of new distribution warehouse facility and large public sector building and management. The developed work management can be listed with the formation of the developed and effective work development. The integration can be managed with the formation of the successive work management development. The step would strategically analyze the requirements of the cost management for the construction projects. The strategic analysis had been employed for the listing of the successive propositions for the execution of both the construction projects (Halpin, Lucko and Senior 2017). The preparation and brief (stage 1) is assisting for preparing the information required for the cost management plan development of the projects. It would integrate the formation of the developed strategy management for the projects. The proper formation of the strategy can be formed with the listing of the successive work management. The concept design (stage 2) had been integrated with the formation of the effective simple designs for the cost management operations. The design of the concept had been managed with the utilization of the factors of cost management and integrating the work managed with the simplification of the effective strategies for the project (Lock 2016). The concept design provides an overview of the work and forming the integration of the successive development in terms of cost management for construction.

The developed design (stage 3) is formed for the integrating of the successive formation of the development and development. The design would support the improvement of the effective work development for the project cost management (Grover and Froese 2016). The completion of the work had been integrated with the formation of the effective deployment of the construction works. The technical design (stage 4) has been integrated with the formation of the development and work complication. The technical design would also provide the utilization of the cost effective components and parts for controlling the overall cost of the project for the two projects. The construction maps (stage 5) had been managed with the formation of the developed and improved triggering of the construction works. The mapping of the works sequentially along with the security measures had been assisting for constructing the developed work distribution (Fleming and Koppelman 2016). The maps would help the workers for the construction of the effective and managed infrastructure for the projects. The handover and closeout (stage 6) would comprise of the final analysis for the completion, handing out the project final deliverable to the client, and closing the project works. It is important for the proper documented closing of the project and evaluating of the cost expense at the end of the project. The post occupancy evaluation (stage 7) of the RIBA plan of works would integrate the evaluation of the project after its handover. The implication of the developed stages had been implied with the continuation of the successive work integration (Kerzner and Kerzner 2017). The project closure had been managed with the successive formation of the project work management and development for the project. The role of the professional cost manager had been assisting for the management of the effective and improved work management. The professional cost manager had been responsible for developing the management of the successive work completion management. The effective management of the works had been managed with the continuation of the development and development. The professional cost manager had been responsible for the development of the effective work management. The role of the professional cost manager had been assisting for the management of the effective and improved work management. The effective management of the works had been managed with the continuation of the development and development (Burtonshaw-Gunn 2017). The professional cost manager had been responsible for improving the facilities of the cost management of the contract for the new distribution warehouse facility.

In the pre-contract stage the cost manager would evaluate the prices of the estimated resources and develop the management of the developed work formation. In the post contract stage, the improvements had been implied with the utilization of the effective work improvement (Nicholas and Steyn 2017). The critical stakeholder’s decision and processes for cost management operations include selection of the strategy in strategic definition stage, brief development in preparation and brief, component selection for concept design, developed design, and technical design, resolution of design queries, contract settlement for construction map stage, development of handover documents in handover and closure stage, and performance evaluation in post occupancy evaluation stage for the project of ‘a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country’. The processes of the critical stakeholder’s decision and processes for cost management operations of the construction projects had been implied with the continuation and development of the effective work management. The improvement of the operations had been affected by the formation of the processes for the integration of the work management and management (Sears et al. 2015). The significant formation of the improved development and development. Each of the stages of the RIBA plan of work for the warehouse construction project would form the impact on the development of the works for the latter phases. For example, the concept phase ends with the development of the conceptual design, which is used for the development of the detailed design for the construction. Again the detailed design had been used for constructing the technical design comprising of minute detailed components for warehouse the construction project. The risk identification and assessment is done based on the evaluation of the risk factors by brainstorming and fishbone process (Harrison and Lock 2017). The brainstorming can be used for identifying all the possible causes of the issues in the project and fish bone diagram would help in forming the modulation of the work for the successive information management.

The financial and value management for the construction project had been dependent on the tools like cost management and operations. The improvement had been managed with the utilization of the works and it would also consider tools like net present value, bottom up estimation, top down estimation, resource usage report, and cost budget for the financial and value analysis of the project (Walker 2015). The cost management of the perspective involves the analysis of the improved work management and the deployment of the successive work completion management. The BIM, soft landings, and ethical consideration play a significant role for the management of the effective cost consideration. These help in management of the cost and reducing the overall expense by keeping the profitable cost expenditure for the projects. The effective management of the factors would help the formation of the effective cost management (Burtonshaw-Gunn 2017). The accuracy of the software BIM for cost management information, reduction in overall cost of the project operations, and ethical role played for the management of the information listing had been developed for effective management of the works.

Comparison of both the projects; the comparison of the two projects of ‘a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country’ and ‘a large public sector building (c. 10,000 m²) in a developed country’ has shown that the effective project budget estimation had been managed with the effective management of the operations and the formation of the successive management operations. The first project is smaller in scale and it requires the construction of 2000 m² of the warehouse in a developing management work. The implication of the works had been integrated with the formation of the specific RIBA plan of works management for the construction works. The second project had been managed with the formation of the large public sector building of area 10000 m² for the information management. The scale, overall cost, contingency factor, and operation management all are different for the implication of the project management.

The use of the thematic approach had been assisting for ensuring the management of the successive work management and development. It is crucial for the management of the successive works and formation of the managed management implication. The benefits of the thematic approach are that it allows the specific breakdown of the works and allows the modification at any stage required. The change management had been effectively implied for the projects

The analysis and critical analysis have difference in the way they are executed for getting the final conclusion. The analysis of any topic helps in getting the detail listing of the operations and developing an understanding of the critical operations (Lewis 2015). On the other hand the critical analysis would allow the development of the understanding of the topic from both positive and negative aspects. It allows developing better understanding of the topics.

Conclusion

The following essay was developed on the analysis of the statement of “The cost management, in both the pre- and post- contract stages of a project passes through distinct stages of development that are managed to the RIBA Plan of Work (2013) stages. During each stage, a number of critical stakeholder decisions and processes are undertaken to inform or affect the subsequent stages. This suggests that there is a common set of decisions required, that may change due to the degree of complexity and difficulty that can vary from project to project”. The consideration of the two projects of a new distribution warehouse facility (c. 2,000 m²) developed for sale on the open market in a developing country and a large public sector building (c. 10,000 m²) in a developed country. The analysis of the RIBA plan of works (2013) stages had been done in this essay. The study of the essay had helped in coming to the inference that the statement of essay is correct as it had implied the use of the breakdown of the work required in projects. The construction works had been divided into smaller parts for ensuring that the effective work had been implied.

References

Adeli, H. and Karim, A., 2014. Construction scheduling, cost optimization and management. CRC Press.

Alberti, S.J., Allen, S., Dectot, X. and Gill, R., 2017. Reflecting the Now: project management and contemporary collecting in a multi-disciplinary Museum. Museum and Society, 15(3), pp.324-342.

Alias, Z., Zawawi, E.M.A., Yusof, K. and Aris, N.M., 2014. Determining critical success factors of project management practice: A conceptual framework. Procedia-Social and Behavioral Sciences, 153, pp.61-69.

Ashworth, A. and Perera, S., 2015. Cost studies of buildings. Routledge.

Bascoul, A.M., Tommelein, I.D. and Tuholski, S.J., 2016, November. Construction Project Complexity as Addressed in Traditional versus Lean Project Management Literature. In Construction Research Congress 2018 (pp. 282-293).

Burtonshaw-Gunn, S.A., 2017. Risk and financial management in construction. Routledge.

Clevenger, C.M., Brothers, H., Abdallah, M. and Wolf, K., 2017. Initial assessment of a newly launched interdisciplinary construction engineering management graduate program. Journal of Professional Issues in Engineering Education and Practice, 143(3), p.04017001.

Dearlove, J. and Saleeb, N., 2016. Intelligent Decision-Making System Frameworks for a Digital Plan of Work: A Theoretical Investigation for the Construction Industry.

Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.

Grover, R. and Froese, T.M., 2016. Knowledge management in construction using a SocioBIM platform: A case study of AYO smart home project. Procedia Engineering, 145, pp.1283-1290.

Halpin, D.W., Lucko, G. and Senior, B.A., 2017. Construction management. John Wiley & Sons.

Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.

Hughes, W., Champion, R. and Murdoch, J., 2015. Construction contracts: law and management. Routledge.

Ibrahim, S. and ShaNantu, W.M., 2016. A Conceptual FrameworN and a Mathematical Equation for Managing Construction-Material Waste and Cost Overruns. International Journal of Social, Behavioral, Education, Economic, Business and Industrial Engineering, 10(2), pp.587-593.

Jaya, N.M. and Frederika, A., 2015. An Identification of Construction Project Overheads for Sustainable Cost Management and Controlling Practices (CMCPs). Applied Mechanics & Materials, 776.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kim, J., Koo, C., Kim, C.J., Hong, T. and Park, H.S., 2015. Integrated CO2, cost, and schedule management system for building construction projects using the earned value management theory. Journal of Cleaner Production, 103, pp.275-285.

Kuchta, D. and Ptaszy?ska, E., 2017, July. Fuzzy based risk register for construction project risk assessment. In AIP Conference Proceedings (Vol. 1863, No. 1, p. 230006). AIP Publishing.

Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five approaches. Health promotion practice, 16(4), pp.473-475.

Lock, D., 2016. Project management in construction. Routledge.

Mubarak, S.A., 2015. Construction project scheduling and control. John Wiley & Sons.

Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge.

Oakland, J. and Marosszeky, M., 2017. Total construction management: Lean quality in construction project delivery. Routledge.

Pei, Q.F., Zhang, H.M. and Yang, Y.K., 2014. Study on the Management of Construction Cost in Substation Project. In Advanced Materials Research (Vol. 1030, pp. 2639-2642). Trans Tech Publications.

Sears, S.K., Sears, G.A., Clough, R.H., Rounds, J.L. and Segner, R.O., 2015. Construction project management. John Wiley & Sons.

Tuohy, P.G. and Murphy, G.B., 2015. Closing the gap in building performance: learning from BIM benchmark industries. Architectural Science Review, 58(1), pp.47-56.

Walker, A., 2015. Project management in construction. John Wiley & Sons.

Wu, Y. and Mao, C., 2015. Cost risk management of key chain in engineering construction project. In International Conference on Education, Management and Computing Technology (pp. 1595-1600).