While the construction industry is often associated with cost and schedule problems, little data has been compiled about typical levels of uncertainty, reasons and remedies. McGraw Hill Construction recently released its new SmartMarket Report, Managing Uncertainty and Expectations in Building Design and Construction, that addresses this issue by identifying:
- •Key drivers of uncertainty that create unanticipated quality, cost and schedule problems, and how they can be mitigated;
- •Perspectives and expectations of owners, architects, and contractors for their own and each other’s levels of performance on projects; and
- •The most impactful aspects of performance and how they should be measured, so all parties can align around reasonable expectations and improve outcomes throughout the industry.
The AIA Large Firm Roundtable, an organization of the largest North American architectural firms, was a founding partner in this study in an effort to improve communication and performance in the industry. “We have long recognized the lack of real data about what levels of uncertainty to expect and how to manage it well,” said Bryce Pearsall, chairman of DLR Group and chair of the AIA Large Firm Roundtable. “We have seen the work of even top-performing project teams end with conflict and strained client relationships. Increasing understanding about the challenges of complex projects is the first step toward better outcomes.”
The study encompasses input from nearly 3,000 U.S. owners, architects and contractors, as well as commentary from an advisory panel of seven leading owners representing different building types. Key findings include:
- • Owner-driven issues — such as unclear project requirements/lack of direction, accelerated schedules, and program/design changes — cause the greatest degree of project uncertainty.
- •Most owners are willing to accept a reasonable amount of imperfection in design documents, and on average expect 3-5 percent added construction costs as a result.
- •Increasing design/construction integration and structured communication between project team members will have the greatest impact on reducing uncertainty and improving project outcomes, but needs to be managed to maintain individual responsibilities.
Commenting on the impact of this research, Steve Jones, senior director at McGraw Hill Construction and a principal author of the report, believed it will help to “shift the conversation away from blame and more towards a proactive and collaborative approach. While uncertainty will always exist, the findings clearly point towards better ways to avoid its negative impacts on building projects, by openly acknowledging its causes and working together to reduce their incidence and mitigate their effect. Having facts about the drivers behind problems and understanding each other’s perspectives on performance are two critical elements of a formula for greater success.”
The Managing Uncertainty and Expectations in Building Design and Construction SmartMarket Report was produced by McGraw Hill Construction in partnership with the AIA Large Firm Roundtable. The American Institute of Architects, Autodesk and the Design-Build Institute of America were Premier Industry Partners for this report, and additional Industry Partners include the Associated General Contractors of America, Graphisoft and the Lean Construction Institute.
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