Scoping project approach in the developing world - Revision history

Designing Buildings at 07:56, 12 January 2021

2021-01-12T07:56:41Z

← Older revision		Revision as of 07:56, 12 January 2021
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	* Unprecedented innovation and new technologies on the horizon.		* Unprecedented innovation and new technologies on the horizon.

−	[[Category:~~Publications_/_reports~~]] [[Category:~~Research_~~/~~_Innovation~~]] [[Category:~~DCN_Research,_Development_and_Innovation~~]] [[Category:Theory]] [[Category:Procurement]] [[Category:Public_procedures]]	+	[[Category:DCN_Commentary]] [[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:Theory]] [[Category:Procurement]] [[Category:Public_procedures]]

Editor at 13:59, 26 July 2017

2017-07-26T13:59:36Z

← Older revision		Revision as of 13:59, 26 July 2017
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===

		+	* A better investment framework for Africa.
	* Flexibility in PPP Contracts: Best practices from countries where Abertis operates.		* Flexibility in PPP Contracts: Best practices from countries where Abertis operates.
	* Managing the procurement process.		* Managing the procurement process.
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	* Unprecedented innovation and new technologies on the horizon.		* Unprecedented innovation and new technologies on the horizon.

−	[[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:Theory]] [[Category:Procurement]] [[Category:Public_procedures]]	+	[[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:DCN_Research,_Development_and_Innovation]] [[Category:Theory]] [[Category:Procurement]] [[Category:Public_procedures]]

Editor at 14:33, 30 May 2017

2017-05-30T14:33:59Z

← Older revision		Revision as of 14:33, 30 May 2017
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	* Flexibility in PPP Contracts: Best practices from countries where Abertis operates.		* Flexibility in PPP Contracts: Best practices from countries where Abertis operates.
	* Managing the procurement process.		* Managing the procurement process.
		+	* Project controls in a post-BIM world.
	* Public private partnerships PPP.		* Public private partnerships PPP.
	* These giant infrastructure projects are set to reshape Africa.		* These giant infrastructure projects are set to reshape Africa.

Editor at 16:15, 24 May 2017

2017-05-24T16:15:03Z

← Older revision		Revision as of 16:15, 24 May 2017
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	[[File:IStock-517716450.jpg\|link=File:IStock-517716450.jpg]]		[[File:IStock-517716450.jpg\|link=File:IStock-517716450.jpg]]

−	The challenge	+	= The challenge =

	Misalignment of design cultures handicaps infrastructure in the developing world.		Misalignment of design cultures handicaps infrastructure in the developing world.

−	Many developing countries lack a clear engineering and construction culture. These countries receive loans and grants from donor countries and multi-lateral development banks. Yet, the consistent pipeline of funds is not enough to nurture need for a local engineering and construction (E&C) culture~~. Such a culture would guide elements such as the level of design expected by construction contractors and the inclusion of regional/local characteristics and constraints~~.	+	Many developing countries lack a clear engineering and construction culture. These countries receive loans and grants from donor countries and multi-lateral development banks. Yet, the consistent pipeline of funds is not enough to nurture need for a local engineering and construction (E&C) culture.

−	As a ~~result, owners receive insufficient feasibility and design work. Public utilities especially expect design professionals to produced documents appropriate for the market. However,~~ the design ~~staff is rarely local. Most work in developed countries~~ and ~~have never been to site or worked in the developing context. They do not understand~~ the local ~~or regional market and sometimes such a market doesn’t exist. They defer to processes, habits and~~ characteristics ~~of the developed environments they know best. This leads to specifications not suited for the location, drawings that assume too much from the contractors~~ and ~~Invitations for Bids that the market cannot respond to substantively~~.	+	Such a culture would guide elements such as the level of design expected by construction contractors and the inclusion of regional/local characteristics and constraints.

−	~~The ultimate outcome is~~ a ~~mismatch of E&C philosophies between the contracted parties. This often requires more design~~, ~~delayed works, delayed site access, confusion~~ and ~~additional cost and time~~ to the ~~owner and/or lender~~.	+	As a result, owners receive insufficient feasibility and design work. Public utilities especially expect design professionals to produced documents appropriate for the market. However, the design staff is rarely local.

−	~~Given the many challenges faced by the developing world to successfully accomplish infrastructure projects, it would benefit owners~~ and ~~designers~~ to ~~address fundamental questions early~~ in ~~scoping and feasibility~~. ~~These most basic questions (e.g. defining the amount of design sufficient for~~ the market~~) are not asked but assumed~~. ~~A manual can guide designers~~ to ~~better understand their clients’ most elementary conditions~~. ~~Such an application can ensure~~ not ~~only a more effective construction phase (match~~ the ~~right~~ contractors to the ~~right work) but also consider characteristics~~ to ~~operations, maintenance and ultimately decommissioning~~.	+	Most work in developed countries and have never been to site or worked in the developing context. They do not understand the local or regional market and sometimes such a market doesn’t exist. They defer to processes, habits and characteristics of the developed environments they know best. This leads to specifications not suited for the location, drawings that assume too much from the contractors and Invitations for Bids that the market cannot respond to substantively.

		+	The ultimate outcome is a mismatch of E&C philosophies between the contracted parties. This often requires more design, delayed works, delayed site access, confusion and additional cost and time to the owner and/or lender.

		+	Given the many challenges faced by the developing world to successfully accomplish infrastructure projects, it would benefit owners and designers to address fundamental questions early in scoping and feasibility. These most basic questions (e.g. defining the amount of design sufficient for the market) are not asked but assumed.

−	The idea	+	A manual can guide designers to better understand their clients’ most elementary conditions. Such an application can ensure not only a more effective construction phase (match the right contractors to the right work) but also consider characteristics to operations, maintenance and ultimately decommissioning.
		+
		+	= The idea =

	A concise manual of questions to address common misunderstandings		A concise manual of questions to address common misunderstandings
Line 23:		Line 27:
	A model to this manual already exists in the United Kingdom’s Green Book. The Green Book, focused on Public-Private Partnerships, asks a series of investigative questions into order to assess the validity and readiness of a PPP arrangement. It highlights areas for improvement before investment action is committed.		A model to this manual already exists in the United Kingdom’s Green Book. The Green Book, focused on Public-Private Partnerships, asks a series of investigative questions into order to assess the validity and readiness of a PPP arrangement. It highlights areas for improvement before investment action is committed.

−	Like the Green Book, the manual’s components will be investigative criteria as well as definitions on common ambiguity. For example, the term ~~“bid~~ ready ~~design”~~ has different meanings across the world. In North America that means a level of design not requiring further design by the Contractor. In the European tradition this can mean significant design by the contractor for a traditional construction project. In the South African tradition the bid level requires significant just in time designs from the designer during construction. Now imagine an international development project with professionals from all these traditions. It is an ample environment for confusion, chaos and blame. The benefit of the manual will be to focus attention on these differences early so that professionals can act with clear understanding and intention of one another.	+	Like the Green Book, the manual’s components will be investigative criteria as well as definitions on common ambiguity. For example, the term 'bid ready design' has different meanings across the world.

		+	In North America, that means a level of design not requiring further design by the Contractor.

		+	In the European tradition this can mean significant design by the contractor for a traditional construction project.

−	The impact	+	In the South African tradition the bid level requires significant just in time designs from the designer during construction.
		+
		+	Now imagine an international development project with professionals from all these traditions. It is an ample environment for confusion, chaos and blame. The benefit of the manual will be to focus attention on these differences early so that professionals can act with clear understanding and intention of one another.
		+
		+	= The impact =

	If successful, there can be significantly less confusion, delay and additional cost during the construction period.		If successful, there can be significantly less confusion, delay and additional cost during the construction period.
Line 35:		Line 45:
	This manual will direct the owner and design professionals to address the common pitfalls of work in the development context. The project team will better know the type and level of design required for the market actors available. They will be able to choose an appropriate project delivery approach for the asset and engage earlier in a discussion with the market during scoping and feasibility.		This manual will direct the owner and design professionals to address the common pitfalls of work in the development context. The project team will better know the type and level of design required for the market actors available. They will be able to choose an appropriate project delivery approach for the asset and engage earlier in a discussion with the market during scoping and feasibility.

−		+	= The barriers to innovation – and the solutions =
−		+
−	The barriers to innovation – and the solutions	+

	This will not be a new process, but elaboration of an existing process.		This will not be a new process, but elaboration of an existing process.
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	Three barriers must be overcome for implementation; that is perceptions of project validity, additional time and additional bureaucracy. First is the perception that this issue is not real or easily overcome in project elaboration. However, the Millennium Challenge Corporation, the World Bank and many owners and developers have experienced delays and costs increases as a result of poor alignment with the market. A logical argument using expert and implementation experiences can successfully lay out the call for action.		Three barriers must be overcome for implementation; that is perceptions of project validity, additional time and additional bureaucracy. First is the perception that this issue is not real or easily overcome in project elaboration. However, the Millennium Challenge Corporation, the World Bank and many owners and developers have experienced delays and costs increases as a result of poor alignment with the market. A logical argument using expert and implementation experiences can successfully lay out the call for action.

−	The second barrier and third barriers are closely related. That is additional evaluation is more work and delays implementation. Everyone has experienced more bureaucracy as a result of errors made. This approach leads to onerous and ad-hoc actions to mitigate a reoccurrence and often not effectively. This effort instead comprehensively addresses many integrated challenges while not adding another process. This is better definition to the existing processes of scoping and feasibility. The time and budget spent in front end planning will return greater savings in implementation.	+	The second barrier and third barriers are closely related. That is additional evaluation is more work and delays implementation. Everyone has experienced more bureaucracy as a result of errors made. This approach leads to onerous and ad-hoc actions to mitigate a reoccurrence and often not effectively.

		+	This effort instead comprehensively addresses many integrated challenges while not adding another process. This is better definition to the existing processes of scoping and feasibility. The time and budget spent in front end planning will return greater savings in implementation.

−		+	= The way forward =
−	The way forward	+

	Develop, Pilot and Iterate		Develop, Pilot and Iterate
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	This paper represents the earliest conception of the idea. The most effective way forward is first a donor to fund the development of a draft manual with iterative input from other donor life cycles. The lead developer should be in a position to pilot the use of the manual and incorporate those lessons into the first edition.		This paper represents the earliest conception of the idea. The most effective way forward is first a donor to fund the development of a draft manual with iterative input from other donor life cycles. The lead developer should be in a position to pilot the use of the manual and incorporate those lessons into the first edition.

−	Written By:	+	-----
		+	Written by Mark Tkach, Director Infrastructure, Millennium Challenge Corporation (MCC), USA.
		+
		+	This article was originally published on the [https://futureofconstruction.org/solution/scoping-project-approach-in-the-developing-world/ Future of Construction Knowledge Sharing Platform] and the [http://www.weforum.org/agenda/2017/03/elon-musk-innovation-construction-industry WEF Agenda Blog]
		+
		+	= Find out more =

−	~~Mark Tkach, Director Infrastructure, Millennium Challenge Corporation (MCC), USA~~	+	=== Related articles on Designing Buildings Wiki ===

−	~~This article was originally published on the [https~~:~~//futureofconstruction~~.~~org/ Future of Construction Knowledge Sharing] [https://futureofconstruction~~.~~org/ Platform]~~ and the ~~[http://www~~.~~weforum.org/agenda/2017/03/elon-musk-innovation-construction-industry WEF Agenda Blog]~~	+	* Flexibility in PPP Contracts: Best practices from countries where Abertis operates.
		+	* Managing the procurement process.
		+	* Public private partnerships PPP.
		+	* These giant infrastructure projects are set to reshape Africa.
		+	* Unprecedented innovation and new technologies on the horizon.

−	[[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:Theory]]	+	[[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:Theory]] [[Category:Procurement]] [[Category:Public_procedures]]

Editor: moved Scoping Project Approach in the Developing World to Scoping project approach in the developing world

2017-05-24T16:03:27Z

moved Scoping Project Approach in the Developing World to Scoping project approach in the developing world

← Older revision

Revision as of 16:03, 24 May 2017

Designing Buildings at 15:15, 12 April 2017

2017-04-12T15:15:38Z

← Older revision		Revision as of 15:15, 12 April 2017
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−	[[File:IStock-517716450.jpg]]	+	[[File:IStock-517716450.jpg\|link=File:IStock-517716450.jpg]]

	The challenge		The challenge
Line 53:		Line 53:
	This paper represents the earliest conception of the idea. The most effective way forward is first a donor to fund the development of a draft manual with iterative input from other donor life cycles. The lead developer should be in a position to pilot the use of the manual and incorporate those lessons into the first edition.		This paper represents the earliest conception of the idea. The most effective way forward is first a donor to fund the development of a draft manual with iterative input from other donor life cycles. The lead developer should be in a position to pilot the use of the manual and incorporate those lessons into the first edition.

−	Written By:~~<br />~~	+	Written By:
−	Mark Tkach, Director Infrastructure, Millennium Challenge Corporation (MCC), USA	+
		+	Mark Tkach, Director Infrastructure, Millennium Challenge Corporation (MCC), USA

	This article was originally published on the [https://futureofconstruction.org/ Future of Construction Knowledge Sharing] [https://futureofconstruction.org/ Platform] and the [http://www.weforum.org/agenda/2017/03/elon-musk-innovation-construction-industry WEF Agenda Blog]		This article was originally published on the [https://futureofconstruction.org/ Future of Construction Knowledge Sharing] [https://futureofconstruction.org/ Platform] and the [http://www.weforum.org/agenda/2017/03/elon-musk-innovation-construction-industry WEF Agenda Blog]
		+
		+	[[Category:Publications_/_reports]] [[Category:Research_/_Innovation]] [[Category:Theory]]

ISIDORAKOSTA: Created page with "File:IStock-517716450.jpg The challenge Misalignment of design cultures handicaps infrastructure in the developing world. Many developing countries lack a clear engineerin..."

2017-04-05T12:00:39Z

Created page with "File:IStock-517716450.jpg The challenge Misalignment of design cultures handicaps infrastructure in the developing world. Many developing countries lack a clear engineerin..."

New page

[[File:IStock-517716450.jpg]]

The challenge

Misalignment of design cultures handicaps infrastructure in the developing world.

Many developing countries lack a clear engineering and construction culture. These countries receive loans and grants from donor countries and multi-lateral development banks. Yet, the consistent pipeline of funds is not enough to nurture need for a local engineering and construction (E&C) culture. Such a culture would guide elements such as the level of design expected by construction contractors and the inclusion of regional/local characteristics and constraints.

As a result, owners receive insufficient feasibility and design work. Public utilities especially expect design professionals to produced documents appropriate for the market. However, the design staff is rarely local. Most work in developed countries and have never been to site or worked in the developing context. They do not understand the local or regional market and sometimes such a market doesn’t exist. They defer to processes, habits and characteristics of the developed environments they know best. This leads to specifications not suited for the location, drawings that assume too much from the contractors and Invitations for Bids that the market cannot respond to substantively.

The ultimate outcome is a mismatch of E&C philosophies between the contracted parties. This often requires more design, delayed works, delayed site access, confusion and additional cost and time to the owner and/or lender.

Given the many challenges faced by the developing world to successfully accomplish infrastructure projects, it would benefit owners and designers to address fundamental questions early in scoping and feasibility. These most basic questions (e.g. defining the amount of design sufficient for the market) are not asked but assumed. A manual can guide designers to better understand their clients’ most elementary conditions. Such an application can ensure not only a more effective construction phase (match the right contractors to the right work) but also consider characteristics to operations, maintenance and ultimately decommissioning.

The idea

A concise manual of questions to address common misunderstandings

The approach to address the challenge is a concise process manual. The document’s purpose is to guide the owner to understand their requirements when seeking design services and guide a scoping and/or feasibility phase meeting with the designer. It will help participants uncover ambiguity in bias and better define information required to bring a project through the phases of design, construction, operations and maintenance.

A model to this manual already exists in the United Kingdom’s Green Book. The Green Book, focused on Public-Private Partnerships, asks a series of investigative questions into order to assess the validity and readiness of a PPP arrangement. It highlights areas for improvement before investment action is committed.

Like the Green Book, the manual’s components will be investigative criteria as well as definitions on common ambiguity. For example, the term “bid ready design” has different meanings across the world. In North America that means a level of design not requiring further design by the Contractor. In the European tradition this can mean significant design by the contractor for a traditional construction project. In the South African tradition the bid level requires significant just in time designs from the designer during construction. Now imagine an international development project with professionals from all these traditions. It is an ample environment for confusion, chaos and blame. The benefit of the manual will be to focus attention on these differences early so that professionals can act with clear understanding and intention of one another.

The impact

If successful, there can be significantly less confusion, delay and additional cost during the construction period.

Normally, contractors price in risk to their bid; however, in the technically acceptable lowest bid often used in the developing world, it is less advantageous to the bidder if they want to win. It is common for works to grind to a halt while contractors wait for additional design, access to site and/or resettlement of project affected people. This new design and idle time provides opportunity for claims and compensation. As a result the projects lose focus and relationships between parties become adversarial.

This manual will direct the owner and design professionals to address the common pitfalls of work in the development context. The project team will better know the type and level of design required for the market actors available. They will be able to choose an appropriate project delivery approach for the asset and engage earlier in a discussion with the market during scoping and feasibility.

The barriers to innovation – and the solutions

This will not be a new process, but elaboration of an existing process.

Three barriers must be overcome for implementation; that is perceptions of project validity, additional time and additional bureaucracy. First is the perception that this issue is not real or easily overcome in project elaboration. However, the Millennium Challenge Corporation, the World Bank and many owners and developers have experienced delays and costs increases as a result of poor alignment with the market. A logical argument using expert and implementation experiences can successfully lay out the call for action.

The second barrier and third barriers are closely related. That is additional evaluation is more work and delays implementation. Everyone has experienced more bureaucracy as a result of errors made. This approach leads to onerous and ad-hoc actions to mitigate a reoccurrence and often not effectively. This effort instead comprehensively addresses many integrated challenges while not adding another process. This is better definition to the existing processes of scoping and feasibility. The time and budget spent in front end planning will return greater savings in implementation.

The way forward

Develop, Pilot and Iterate

This paper represents the earliest conception of the idea. The most effective way forward is first a donor to fund the development of a draft manual with iterative input from other donor life cycles. The lead developer should be in a position to pilot the use of the manual and incorporate those lessons into the first edition.

Written By:<br />
Mark Tkach, Director Infrastructure, Millennium Challenge Corporation (MCC), USA

This article was originally published on the [https://futureofconstruction.org/ Future of Construction Knowledge Sharing] [https://futureofconstruction.org/ Platform] and the [http://www.weforum.org/agenda/2017/03/elon-musk-innovation-construction-industry WEF Agenda Blog]