• In this widely used approach, the Owner retains the A/E and the contractor separately. the A/E is typically selected based on qualifications and is responsible for representing the owner’s interest. The A/E prepares drawings and specifications that are both legal contract documents and a detailed guide for construction. The contractor is usually selected after competitive bidding, when the design is complete, and the cost is fixed. The traditional design-bid-build system remains the most popular delivery method for construction projects. The owner engages an architect or engineer (A/E), who prepares the design of the complete property, including construction drawings, specifications, and contract packages. Among the main disadvantages of the traditional system are:
• Time-consuming since all design work must be completed prior to solicitation of the construction contract.
• A/E may have limited ability to assess scheduling and cost ramifications, which can lead to an increase in final cost.
• Owner generally faces exposure to contractor claims over design and constructability issues since the owner accepts liability for design in its contract with the contractor.
• Promotes adversarial relationship rather than cooperation or coordination amongst the contractor, A/E and owner.
• Least-cost approach from Contractor to complete the project, requiring increased oversight and quality review by the owner.
• Absence of a contractor’s input into the project design may limit the effectiveness and constructability of the design.

• Today, fast track as a project delivery system is becoming increasingly prevalent & widely implementing in the construction projects particularly where completion time is essential. Fast-Track approach is a process for accelerating the pace of implementation and focusing on overlap or compress schedules by re-scheduling various activities within the project to be worked on simultaneously that has an impact on project predictability in terms of achieving the planned objectives (time, cost, and quality). Fast-tracking a project involves carrying out sequential activities in parallel, partially overriding their original order of precedence, to reduce the overall project duration. 

• The owner signs one contract for both design and construction. It is negotiated after project requirements have been defined but before the design starts. The design/builder may be a single company that provides both design and construction services, or it may be a joint venture between a general contractor and an A/E.

Benefits of Fast Track

• • The simplicity of having one party responsible for the development of the project. 
  • Since the construction team is working together from the onset, D-B offers the opportunity to save both time and money. 
  • Fast-track increases productivity in the scheduling resource utilization of the project.
  • Fast-track helps deliver a project to completion earlier.
  • By implementing fast-track scheduling software, you can quickly get back on track in no time.
  • Fast-track is freeing up resources that could be used on other projects.

• The owner selects the contractor (construction manager) during the design phase based on qualifications and fee. The fee covers estimating, constructability advice to the owner’s A/E, and giving a guaranteed maximum price (GMP) before the design is complete. The GMP is usually set midway through the construction document phase, but it may be set at any point after the schematic design phase. However, if the GMP is set early, it will contain a substantial contingency to protect the contractor from undefined issues. Construction often begins as soon as the GMP is established. The contractor is reimbursed for actual cost against the GMP amount. Often the owner and contractor agree to share the savings if the final cost is less than the GMP.
• The primary disadvantages cited in the CM-at-risk system involve the contractual relationship among the A/E, CM and owner once construction begins. During that phase, the CM converts from a professional advisory role of the construction manager to the contractual role of the general contractor. This may lead to tensions over construction quality, completeness of design, impacts to the schedule and budget.

A turnkey project is a delivery method in which a single entity—a General Contractor (GC)—works with the Client under a single contract to complete all stages of a project from detail engineering include design, scheduling, material procurement through construction. Turnkey projects eliminate inconveniences from the Client, as this method places responsibilities on the contractor that would otherwise fall on the owner in a traditional design-bid-build (DBB) delivery. Unlike the DBB approach, turnkey delivery methods consolidate aspects of project design, financing, procurement, subcontracts, and construction into an all-in-one solution with a single point of accountability.

PMIS construction management team provide a complete and integrated project management services that will oversee all aspects of the construction project and making quick decisions from beginning to end of the project to ensure that all project responsibilities are completed accurately and in an efficient manner, the project is designed correctly, all necessary permits are in place, reviewing and auditing the project schedule, scheduling the work on site between each trade involved to ensure the project is completed efficiently on time and under budget, with the highest quality of work.

Cost and Timeline Advantages

• Price certainty
• Reduced change management challenges
• Reduced cost overruns
• Collaborative approach: The turnkey method is a model based on a collaborative approach.
• Risk transference
• Reduced management efforts
• Consistent quality: From the beginning, a contractor can set quality standards to ensure consistency across design, fabrication, and construction teams.

Public-Private Partnership (PPP) is an innovative project delivery model that builds upon the strengths of the design-build delivery model and involves an agreement between a public owner and a private sector partner for the design, construction, financing, and often long-term operations and maintenance. PPP can increase the quality, the efficiency, and the competitiveness of public services.

Based upon our solid background in PPP Contracting Approaches, PMIS offer a fully integrated engineering & administration service to ensure that all project processes needed to achieve the PPP project objectives are managed, monitored, evaluated, and reported on. From the early stages of a project, PMIS will act as an extension of Client Team and provide absolute support and assistance for the Client in speeding up project development, delivery options, risk analysis, and creating better value for money.

PMIS will manage the development of the project scope, schedule, cost, quality, communications with other parties, procedures of bid preparation and tender management, documents, health, safety and environment, risk, procurement, contracts that will be with the EPC contractor or Design-Build Contractor, O&M company, and monitor construction works and operation.