THE CONSTRUCTION INDUSTRY TODAY
THE TRADITIONAL
ROUTE
The construction
industry lie in the traditional method, where the designer-led
arrangement became the established approach to building. The designer,
usually an architect or engineer, would be appointed first to
take the clients instructions and draw up the necessary plans
and specifications. The builder would then be appointed to carry
out the work, to the instructions of the designer. This route
is still widely followed.
OTHER ROUTES
In recent
years some features of the traditional route, such as the strict
compartmentalizing of design and construction, have led to problems
as projects became more complex and demanding. Other approaches
have been developed, to meet the demands of clients. A number
of routes can now be taken in the procurement of building work,
and these can be considered in two broad categories;
(I) those
which feature ëmultipointí accountability to the
client, with individual organisations separately responsible
for particular aspects of design and for construction.
(ii) those which provide single point accountability, with a
single organisation assuming responsibility for all aspects
of both design and construction
THE
STRUCTURE OF THE INDUSTRY
Larger building
companies no longer have a directly employed workforce of trades-people;
instead they rely upon subcontractors. Increasingly the builder's
role is changing from that of direct provider to manager and coordinator.
While consultant
advisers have traditionally been independent, offering services
within a single discipline, many are now able to provide multidisciplinary
services, either 'in-house' or through consortium arrangements
with other practices. New skills are being recognized, such as
risk management and value management; these are available both
from new breeds of specialist and as an extension of the services
offered by firms already established in older disciplines.
Collaboration
between builders, design practices and other consultant advisers
is increasingly common, to offer the client an all-in service
covering both design and construction.
Many buildings
now contain complex mechanical and electrical services and for
these the building services engineer is an essential member of
the design team. Similarly, specialist contractors in this and
other areas are now key members of the building team, offering
design as well as construction services within their specialization.
The coordination of such specialist work into the design and construction
process is an increasingly critical task.
Certain
projects may need a project manager for coordinating the building
operation. Project management is now a recognised skill, supported
by formal training. Project managers come from a range of professional
backgrounds. In addition to specialist firms, many builders and
consultant advisers now offer project management in addition to
their mainstream skills.
Source:
CIRIA guide
