academic paper and supporting document on fast track construction (1)
TRANSCRIPT
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IMPACTS OF FAST-TRACK PROJECT DELIVERY IN CURRENT
CONSTRUCTION INDUSTRY
Ahmed Rushdhie (0924137)
School of Technology, University of Wolverhampton, Wolverhampton, WV1 1LY, UK
ABSTRACT
The effort of this research is to identify the impact of construction fast tracking. The benefits and
challenges of this procedural method are really to affect a construction project in terms of time and
money. Procurement systems play a dynamic role in this procedure. Somehow, fast-tracking a
construction have to be conducted with (possible) risks to be taken as they are inevitable in the
process. Challenges of fast tracking should be considered at the initial stage of construction and the
needs of this method should be clearly defined by the developers. The client has to be made fully
aware about tackling any unforeseen situation that may occur during the construction. The online
questionnaire was disseminated to only two types of respondents who are contractors and developers.
The key part of this research will be identified through rating and weighed rating average of the
classified result. This study came with a number of key definitions: Saving money, team building and
short schedule are the key benefits of fast track construction. Design and build and partnering are the
most suitable procurement system for this procedural method. “Reduced time” is the most valuable
benefit of construction fast tracking. This method is more suitable to prepare short scheduling as well
because of its overlapping procedure. The main conclusions arrived at from this study were (a)
introduction of unexpected variations and availability of flexible budget, (b) project designed for
buildability got the most impact of doing a construction fast-tracking and (c) selecting a suitable
contractor and schedule overrun respectively. If the challenges are very critical or inevitable,
conducting a fast-track will not be a good option.
Keywords – fast track construction, procurements, challenges, benefits, construction parties
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1. INTRODUCTION
Introduction of Construction Fast Tracking
Burgmann (1982) defines fast tracking construction as ‘A system of overlapping the normal
sequential phases in design documentation, tendering and construction so that the total time
scale is not significantly larger than the longest of the individual items’. The main purpose of
fast tracking was introduced in the construction to reduce time and cost because it was taken
into account to reduce time rather than phased construction as in the figure 1 (Kwakye, 1991
and Rahemtulla, 1989) and the figure 1 explains the evolution of construction method. Then,
construction professionals had come with an idea of fast tracking construction in the industry
(Fazio et al, 1988) by The Consulting Engineer (1961) who reported on parallel working, a
system in which early involvement of contractor the overlapping of design and construction
to reduce the time frame of construction (Rahemtulla, 1989). In accordance with Kwakye
(1991) and Potts (2008) the success of this construction method is entirely dependent of co-
operation of participant within the organisation because fast tracking is most appropriate for
procurement like design and build, partnering, construction management (Cho et al., 2010).
Amongst them, design and build system gives the single point responsibility to a party to
manage and construction, this is why design and build or similar procurement (prime
contracting) are more appropriate.
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Figure 1 (Alternative procedural techniques)
Source: Rahemtulla (1989: p3)
2. LITERATURE REVIEW
Recently, UK government policy (2000) identified three recommended procurement route
such as design and build, PFI and prime contracting for public sector (Ramus et al, 2006) and
furthermore, proper justification is essential if any project has to be undertaken in traditional
procurement. Procurement systems with construction fast tracking are thoroughly detailed
below.
Traditional procurement – Traditional procurement system was most used in public sector
and is low and costly in old days (Waltz and Montgomery, 2003) before design and build had
become government recommended procurement. Shen and Walker (2001) states that “the
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design team must take the time to complete all building blueprints necessary to construct the
project before any construction begins” and in accordance with the above figure traditional
procurement is not suitable for fast tracking because there is no any overlapping design over
construction. Moreover, the drawings are required to be reviewed so many times before the
construction.
Management procurements – Moreover, Constructionexcellence.com (2004) states
management procurements are more appropriate procurement system for fast tracking (than
design and build) (see figure 2) when consider time factors of the project (time is equivalent
to cost in construction (Knecht, 2012 and Philpott, 2010)) but construction management or
management contracting is less suitable to pass the risks to the contractor because it is based
on traditional procurement system (Constructionexcellence.com, 2004). Scottish Parliament
Building is one of the best examples for failure of this management procurement via
construction fast tracking system (Maxwideman, 2010) and Potts (2008) mentioned not only
construction management but also there are other potential problems occurred in that project.
The initial idea was to construct via normal construction and then fast track was introduced
due to time constrains and then it became far worse after fast track was applied
(Maxwideman, 2010). The construction professionals suggest single point responsibility was
not there to give all control to the contractor to look after Scottish parliament building.
Improper planned construction fast tracking is not good for construction it should be well
planned and well executed. On the other hand, many contractors can be appointed to do
construction fast tracking this is the reason why this procurement system is more appropriate.
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Figure 2 Construction fast tracking with procurement (Philpot, 2010)
According to Smith, et al (2006) a management contract is most appropriate for construction
fast tracking as it is in the figure 2.
Design and build system, prime contracting and PFI – In accordance with NEC (2009) the
application of D&B, DBO (design build operate) or DBOM (design build operate and
maintain) shall be applicable in for prime contracting and PFI. Waltz and Montgomery
(2003) explain that the contractor’s participation in the design and build (D&B) system
ensures the project’s ‘buildability.’ Using the traditional construction method the contractor
looks at the architectural plans for the first time after it is complete and Waltz and
Montgomery (2003) added the contractor may have many question when he or she sees the
design for the first time. Changes may need to be made to the design if the contractor is not
part of the design process from the beginning, delaying the start of construction.
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On the other hand, construction fast tracking, the contractor begins construction of the
foundation before design is complete. In accordance with Peña-Mora and Li (2001) the D&B
team completes the building in phases, coordinated with the contractor’s construction
schedules. By overlapping design and construction so they run simultaneously rather than
sequentially, the fast track design and build delivery method can significantly reduce total
project time – up to 50 percent, depending on the job (Waltz and Montgomery).
Additionally, each member of the design and build team have the authority to make decision
in the field. Time saving can be possible by managing buildability problems, to be solved
before a design solution is fixed so challenges in the construction will be predicted and
solved with the design in process during the designing and constructing (Griffiths and
Sidwell, 1997).
Construction fast tracking mechanism in the public sector may vary from its application in
private sector. In accordance with Cho et al. (2010) construction fast tracking is smeared to
project that cannot be accomplished by an instructed finishing date using traditional
procurement methods in the public sector. Cho et al. (2010) adding schools or highways can
be constructed through construction fast tracking design and build delivery to accomplish a
decided completion date cannot be accomplished through traditional procurement or the
design and build approach without fast tracking mechanism. Construction fast tracking is
always applied when time is really important factor and/or to produce additional profit and/or
invisible benefits by increasing the reputation of the owner thus offering further business
opportunities in a competitive market in the private sector. On the other hand, these reasons
also match with public sector as well (USACE, 1999). These are the reasons why fast
tracking can be well executed to large shopping complex, hotels, and other profit-gaining
facilities.
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Figure 3 (Typical design-build and fast-track design-build models adapting Cho et al (2010))
Figure 3 details and gives graphical reasons why design and build system and construction
fast tracking mostly welcome in the public sector. Nowadays, construction companies would
like to adapt design and build method rather using design bid build and it is more widespread
after construction fast tracking method is introduced in the industry because the construction
activities overlapping had become more popular in the industry after realising overlapping is
only best one way to manage time concerns. The concept of fast track construction eases the
design completion and reviewing the work as the construction is on process.
Dung (2009) states single point responsibility is another important factor for conducting fast
track construction. The D&B team who can well manage design and construction activities at
the same time and the D&B team know where construction should be started and finished
according to the drawing prepared and produced. In addition, clients/consultants and
contractors may save time for delivering and understanding about the design and the
contractor do not need to consume an extra time for planning for the construction in
accordance with the drawing (Wilkinson and dale, 1998). The contractor may sketch their
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planning part once design starts and they can develop their construction planning part once
the construction begins. When consider Prime contracting and PFI, which will deliver a better
fast track construction rather than D&B delivery because those procurements’ improved
strategy (Smith et al, 2006). There are many improved characteristics of those procurement
systems has been provided by various authors in their literatures (for example CIOB, 2001,
Potts, 2008, Latham, 1994, Ramus et al, 2006 etc.)
Partnering system – A survey result of relationship between construction fast tracking and
partnering is given in table 1. The table 1 states that linkage between fast track delivery and
partnering system. There are some characteristics which are very supportive to undertake fast
track construction system in partnering. In accordance with partnering and its characters from
the table are integration of construction team, early project arrangements, and the
relationship between the parties. Communication strategy and sharing of resources amongst
the parties will help construction fast-tracking to adapt those three factors in italics.
Table 1 (Affiliation between construction fast tracking and partnering system abstracted from
the research of Hyun (1998))
Item Mean
score
Standard
deviation
Holding of information in common 9.077 1.038
Early involvement of the designer and the contractor 8.923 1.038
Integrated team of all the parties 8.923 1.038
Good communication system 8.769 0.725
Involvement of the participants in the design process 8.692 1.377
Holding of the design information in common 8.615 0.961
Basing of the design team and the supplier at the construction site 8.615 1.044
Win/win motivation 8.000 0.913
Quick decision-making process 7.692 1.251
Effective process of the change orders 7.154 1.345
Establishment of the design criteria at an early stage 6.000 1.78
Experienced project team 5.154 2.267
Selection of items for early procurement 4.231 1.787
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Undertaking fast track construction
Downfalls of fast track construction
Opponent of fast track construction suggest that because design is not complete when
construction commences, several problem arise. The process depends heavily on the balance
among the client, architect and contractor, who must have synchronised understanding of the
intent of the project and solid rapport with one another to make quick decision. Opponents
also suggest that because design is not complete until well into the project, final cost is
unknown at the beginning of the project for an instance some decisions are made in the field
if the foundations are laid and many choices and in construction or designs are fixed,
preventing major changes. The design is controlled by the schedules, which may sacrifice
some aesthetic component of the project.
Challenges in fast track construction
Design and procurement
Design normally starts ten days or a week ahead of construction begins, and some design
decision can also be made in the field (Knecht, 2012). Therefore, all activities should be done
through previous project’s experience, when it fails the contractor is entitled to do either
additional work or rework or change with the client’s representative’s advice according to the
procurement route (Smith et al, 2006). In this case, the architect may get blames promptly
when an activity is required rework. If it is design and build the architecture of the
organisation will get blames and sort out within the organisation but if it is construction
management, disputes may arise when a contractor accuses the architect. As the single point
responsibility is special feature of design and build, it is best procurement to avoid disputes
between the parties and the disputes are another reason for delay construction.
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Selecting a contractor
Waltz and Montgomery (2003) states the risks normally start from selecting a contractor who
should be able to carry out fast tracking on whatever the procurement has been selected to the
construction. If the client wants to do the construction fast tracking the contractor should be
selected at the early stage of designing stage (Fazio et al, 1988). The contractor should know
what is this construction and designs are all about, if it is traditional based procurement such
as construction management, partnering (if consultant team available), etc. On the other hand,
the contractor cannot be appointed until 60 or 70 percent (O’leary, 1993) completed drawing
and specification has been completed and if that construction is traditional based
procurement. In order to manage this problem, the importance of single point responsibility
has become as design and build or procurement based on design and build. This is why early
appointment of the contractor and design with construction and fast track construction
introduced.
Save time or money
Of course, well managed fast track construction may save a huge amount of time and there is
an opportunity to save money as well (Knecht, 2012). When the cost of the project is decided
from preliminary estimating it can be well managed according to the contract has been
defined (Fazio et al, 1988). A maximum guaranteed price has usually given by construction
manager in order to control the cost, if construction fast tracking is going to be used in that
construction having the thought of architectural and design impediments. As stated, fast
tracking a construction can hasten the programme but that needs extra risks to be taken.
When the risks turn up in reality, there will be huge loss in end date or expensive rework will
be required (PMI, 2008) and to supplement this statement Kerzner (2010) stated “Almost all
project-driven companies fast-track projects, but there is danger when fast-tracking becomes
a way of life.” (P: 475). According to PMI (2008) and Kerzner (2010) “fast-tracking a job can
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accelerate the schedule but requires that additional risks be taken. If the risks materialize,
then either the end date will slip or expensive rework will be needed. Almost all project-
driven companies fast-track projects, but there is danger when fast tracking becomes a way of
life”.
Material procuring
Advanced purchasing of essential material will become inevitable norm when a project is fast
tracked Kwayke (1991) and “certain materials or equipment must be pre-ordered before the
final plans and specifications can be incorporated into a fully executed contract” (Levy, 2010:
p68). A letter of intent will permit the contractor to procure needed material for long-time-
utilisation but the problem may arise when particular material or equipment is not available
during the material finding in the market for instance special equipment like piling rigs.
Project designed for buildability and speed
In accordance with Kwayke (1991) the project should be designed to fully adapt buildability
aspects of a construction and then the maintenance during the design cum construction period
is very significant to avoid negative factors which affect the productivity of the job. The
construction scheduling should be planned to let continuous or sequence and decrease of site
material and labour wastes with less problems, unproductive time (regular late starts and
early finishes of the work).
Flexible budget and make them available
The client should require sufficient facility for flexible budget to make sudden decision to
cover extra cost. If any risk appears which may require additional and costly solution, for an
instance when a material is not available at that time but expensive material only available
instead, the client should be able to procure and consume the sufficient material to make fast
track more effective.
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Poorly planned fast track construction may cost too much for the client compares to
conventional construction system because there are more risks to be taken by the contractor
that even more when D&B type procurement system (Kwayke, 1991 and Fazio et al, 1998).
In addition, the client should have to pay more in order to make the contractor more calibre.
Kwayke (1991) adds that the client entitles to pay for double preliminaries to the contractor
who is borne by the client. On the other hand, the client may control extra expenditure by
selecting D&B because he/she does not need to pay much professional fees such as fees for
management contractor and consultants. All he/she is entitled to pay is the D&B contractor.
Schedule overrun
According to Miles (1995) ultra-speed fast tracking has been implemented in the construction
industry just after the identification of fast tracking and the communication difficulties,
omissions and design errors may lead to improper fast track execution and it may lead to
schedule overrun.
Quality
Quality is a doubtful factor in D&B procedure but it is subject to be improved in management
procurement systems (Potts, 2008). On the other hand, construction fast tracking along D&B
is much riskiest procedure when considering quality. Therefore, achieving maximum quality
in fast tracking is very important because the accelerated nature of fast tracking and
insufficient time will not let to get expected quality (Alhomadi et al., 2011). On the other
hand, Kerzner (2010) and PMI (2008) states if a construction have to be accomplished on
time but the starting date is passed without affecting quality there is only option to be taken is
fast tracking the project. In addition to this he added this is another benefit of fast tracking a
project (PMI, 2008). Pressure on construction schedule performance has been identified as
the reason for quality dropping in fast track construction (Nepal et al, 2006) and added this
may be the “result of working out of sequence, generating work defects, cutting corners, and
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losing the motivation to work” (Alhomadi et al, 2011: P.1970). Nepal et al (2006) underlined
that accelerated schedule is main reason for project’s lower quality and the more pressure in
scheduling is another reason to keep the quality on track.
Fazio et al, (1988) indicated that the fast track construction needs additional work or rework
due to its incomplete design before the construction unlike traditional construction and also
affects the quality of the project or it is because the construction schedule is disturbed to be
maintained on track. According to Alhomadi et al (2011) explained this case through as
example that one incident occurred in structural package awarding, the tender closing date of
package was rescheduled three times, 190 drawings were added with old documents and 109
drawings were revised due to failed to achieve good quality along construction fast tracking.
According to Park (2002) the variation and rework can be possible following either actions
such as adding, deleting or replacement of a construction. The variation is in fast tracking
may be occurred due to improper planning execution of a construction project. Nonetheless,
the variation would be the reason to consequent changes adding more construction activities
and lower quality (Park, 2002).
Failed to manage health and safety procedures due to its speedy process
According to Pye et al, (2007) the workers who should be assessed the Experienced Worker
Practical Assessment (EWPA) with a minimum of five year experience. Pye et al, (2011)
states as health and safety is one of the risky factors in conventional method of construction
but in this case it is more risky factor when a fast tracking is considered because of the
speedy process. Additionally, it is always failed to achieve in fast-tracking therefore health
and safety criteria should be included in programming and it should be executed according to
particular project health and safety manual.
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The benefits of fast track project
Reduced time
Benefits of fast tracking a construction project are highly appropriate in construction in order
to save time and cost (Knecht, 2012 and Kwayke, 1991). It is very appropriate method for
time saving and helps the project to be completed in least amount of time if it is well planned
and executed. The WiseGeek.com (2003) added that will surely help to save the number of
days, week or months required to complete the project on or before its due. Additionally, this
can save significant amount of time as well as money (Wisegeek.com, 2003). The
overlapping strategy would only be making the construction practitioners to achieve their
aim.
In reality, construction fast tracking is a helpful tool to meet precise cut-off date. If a building
is urgently needed to complete it, a fast track strategy is an ideal method of construction to be
occupied as quickly as it could, the fast track construction only make this condition possible
(Knecht, 2012 and Kwayke, 1991). Many construction delays interconnected with standard
method of construction can be well eliminated through fast track construction
(Wisegeek.com, 2003). In accordance with Kwayke (1991) “For a business that may be in a
difficult position without the new building, it can make the difference between success and
failure” (P: 8)
Lower cost
Behm, et al (2007) states that the smart construction professionals found out a most
economical construction method to save both time and money is construction fast tracking
and they recommend this method for future construction era for the sake of the clients. In
addition, a smart construction can end up with saving potentially millions of pounds (Behm et
al, 2007). In construction, time extension is considered as an expensive procedure therefore
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the client would not like take the construction any longer apart from its deadline. Reducing
the construction period from its original deadline is not normally possible in conventional
linear building process so overlapping the design and construction should be introduced to
make it happened. The construction team can revise the deadline from traditional
construction to fast tracking and advice the benefits of fast tracking to the client if he/she
feels that fast tracking is a risky business (Behm et al, 2007). Behm et al (2007) states that
the contractor can supply the salaries and wages at same time and utilising the time for
preparing the contract documents (drawings, bills of quantities (BOQs) etc. according to the
procurement route selected) and construction.
By proper planned fast track construction may help the construction to shrink the
construction a 24 month programme to 18 month will possibly produce substantial time and
cost savings and again “time is money” is worked in construction (Rahemtulla, 1989 and
Behm, et al, 2007). Apart from fast tracking, construction can be expedited through some
other tactics such as multiple shifts, overtime and hire sub-contractors for special work
parallel with main contractors work. Those tactics will work perfectly with the construction
fast tracking and complexion of those strategies will assist to make considerable time saving.
Team building
In accordance with the Knecht (2012) fast tracking is a good source to maintain team spirit
within the company and there are a lot of successful project was conducted through fast
tracking. Whitehall-Robins Pharmaceutical Research and Design Facility Richmond USA is
one of the good examples for achieving high benefits via construction fast tracking.
Moreover, “the overall project team was organised into four subproject teams, one of which
was responsible for the laboratories, in order to manage the fast-track project” (Knecht,
2012).
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Short schedule
According to Pena-Mora and Park (2001) defined that there are strategies along with the fast
tracking to short schedule which can be possible through design and build rather than
conventional method. Additionally, the fast tracking with the design and construction would
make a better environment for the construction project. According to Alhomadi (2011) and
Park (1999) states overlapping only the reason why the construction period is shrunk with
saving the programmed period and “which increase the ripple effects leading to more design
changes and longer activities duration and total delays” (Alhomadi et al, 2011: p1969).
Eastham (2002) suggests that the schedule can be shrunk at least 10% of the overall process
due to fast tracking method but according to Rahemtulla (1989) and Behm et al (2007) the
schedule can be reduced by 25%. Even more percentage can be reduced when a proper fast
tracking is executed with short schedule.
Single point responsibility
Dung (2009) states the construction fast tracking can be accomplished without further delay
through single point responsibility. The single point responsibility delivers a smooth
construction and that factor can be taken through design and construct type procurement
neither traditional type procurements nor management type procurement. The management
procurements can shrink the duration of the project rather than design and build does but
there is more chance for disputes. Calibre construction parties only will do a successful fast
track construction through management procurement as mentioned reasons of failure of
Scottish Parliament building and under challenges of fast track construction.
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3. METHODOLOGY
The quantitative method was selected to continue this research according to the advantages
and disadvantages of quantitative and qualitative method. The benefits of quantitative method
give the idea to the researcher to put his step into the analysis part by analysing stages.
Moreover, any researcher can go along with quantitative method to complete any research
and without any ability of conducting interviews or case studies at very less cost and time and
it is easy method for analysing the issues. The population was organised from all construction
practitioners and the questionnaire sent out only to the client/consultant and contractors. The
representative samples used in this survey because it is associated with the quantitative data
and larger scaled survey. From the 100 online questionnaires, 21 companies had only
responded in this survey. It was sent out to UK and Middle East. Middle East participant who
had the experience in UK (English) and they are the respondents whom personally known.
Rating and weighed rating (Mean)
This technique is performance measuring that use of supply of answers as the basis to control
the scale of rate. In addition to this, the rating and weighed rating average used for
categorising the challenges, benefits inevitable factors of fast track construction rest of them
analysed through pie chart, bar chart and tables. Mean mechanism was done through agreeing
occurrence can be defined from
1. 1 – Strongly disagree
2. 2 – Disagree
3. 3 – Undecided
4. 4 – Agree
5. 5 – Strongly agree.
The Weighed Rating (Mean) = ∑ (Ri × Fi)/r
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Where Ri - Rating of each factor, Fi - Frequency of responses and r – total numbers of
respondents.
The rating and weighed rating average helps to calculate where a challenge of fast-tracking
falls and to consider how that challenge impact the construction industry.
4. ANALYSIS
This survey mainly focused on the view point of client/consultant and contractor only.
Twenty-one respondents from 100 questionnaire distributed shared their comments and views
on fast tracking, however, only ten practitioners from client/consultants and eleven
practitioners from the contractor participated in this survey of this research.
Role of the respondents
The viewpoint of the respondents is the one which is directly affect to the construction fast
tracking because project managers (PMs), quantity surveyors (QSs) and architects will
directly participating in selecting procurement system and deciding the importance of
construction fast tracking within the construction.
This is why those three sectors have been selected to send out the questionnaire. However,
only PMs and QSs only responded to this questionnaire so viewpoint of architects was unable
to include in this research. The analysis process is shown in table 2 and table 3.
Table 2 role of the respondents in consultants (N=10)
Role of the participant Nos. Percentage
Quantity surveyor 5 50%
Project manager 5 50%
Total 10 100%
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The same amount of participants (5 QSs and 5 PMs) had undertaken this survey. The 50% of
each person’s responses were analysed in the detailed analysis part. The participation of
contractors QSs and PMs in this survey has been discussed below.
Table 3 the role of the respondents in contractors (N=11)
Role of the participant Nos. percentage
Quantity surveyor 5 45%
Project manager 6 55%
Total 11 100%
Form the above table and figure, 5 or 45% of the QSs are participated in this survey and 6 or
55% of the PMs are participated. Therefore, the mixture of PMs and QSs perspective will be
analysed briefly.
Risk level of carrying out a fast track construction
Carrying out fast tracking a project is very risky thing in the construction as it is mentioned
throughout literature review. Client would like to choose this method and D&B or D&B type
to shift all risks to the contractor and would like to be in a safe place as construction is in
process. On the other hand, there are some tactics will assist to defeat all risk factor.
Managing a risk in fast tracking is entirely dependent on the procurement system and the
challenges in the fast tracking are very important those two entities will be evaluated later. In
accordance with table 4 and figure 5 the degree of risk in fast tracking is explained.
Table 4 level of risk in construction fast tracking from the consultants viewpoint
Level of risk Nos. Percentage
Higher 8 80%
Average 2 20%
Lower 0 0%
Total 10 100%
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All consultants accepted that fast tracking is no longer lower risky method to do a project.
Twenty percent of consultant only mentioned that is an average risk method and rest of them
(80%) declared that it is a highly dangerous method as far as a smooth construction is
concerned. They might have faced so many problems during the construction and because of
not having a proper risk management system; they might have failed to accomplish a task.
From the figures in table 10 construction fast tracking is a risky method of construction. The
need of contractors also considered in this research and that is provided below.
Table 5 level of risk in construction fast tracking from the consultants viewpoint
Level of risk Nos. Percentage
Higher 7 64%
average 4 36%
lower 0 0%
Total 11 100%
All contractors also agreed that this method is not a lower risky way of construction
mechanism for a construction. On the other hand, 36% of the answered respondents approved
that this is an average level risky method of construction. Rest of them confirmed that this is
a highly risk to be considered a smooth construction. Overall, the analysis considered the
level of risk is high in construction fast tracking.
The benefits of construction fast tracking
The benefits of construction fast tracking is one of the key finding in this research, because
giving a full idea of construction fast tracking seemed important at the initial stage of
construction. Time is very important factor in construction because time is money (Behm et
al, 2007). Time and money are interconnected all risk factors in the construction inclusive
quality, safety, environmental etc. A good margin of money will look after mentioned
properly otherwise, insufficient fund will not let to do smooth construction.
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The viewpoint of the consultant is going to be analysed through the table 5 and figure 4
below.
Table 6 benefits of construction fast tracking from the viewpoint of client and consultants
Benefits of fast tracking Consultant
Rank contractor Ran
k Nos. Percentage Nos. Percentage
Reduced time 10 100% 1 8 73% 1
Short schedule 5 50% 2 7 64% 2
Lower cost 3 30% 3 5 45% 3
Team building 2 20% 4 3 27% 4
Single point responsibility to
the contractor 0 0% 5 3 27% 4
Figure 4 benefits of construction fast tracking from the viewpoint of client and contractors
Consultant’s point of view
Hundred percent of consultants who responded were agreed that very important advantage of
the fast tracking is reduced time. Therefore, there is no second word to discuss form the point
of view of client/consultant. The half of the respondents (50%) declared that this takes next
priority to choose the construction fast tracking. Short schedule has been taken place right
0%
20%
40%
60%
80%
100%
Reduced time Short schedule Lower cost Team building Single point
responsibility
to the
contractor
Consultant Contractor
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next to reduced time. Form this data of the question, half of the construction practitioners
would not practise short schedule in the construction which mean that there is no strategic
way of shortening schedule in the programme. Shortening the time through better
programming is a good practice to make not to fail in any circumstance. However, this is a
good finding of this research. Construction professionals are partially practising it but this
will fully apply to the construction to get full advantage of construction fast tracking.
Lower cost is one of the main benefits of construction fast tracking but thirty percent of the
respondents only confirmed that this is benefit of construction fast tracking. They may not
have precise idea of construction fast tracking or as consultant declared that this is risky
method of construction they might have finalised that this is not a benefits as much as
reduced time is concerned. The actual case is different here time and cost are Siamese twins.
This concept is mandatory to understand.
Twenty percent of the consultant only stated team building is a benefit of fast track a project.
Normally, the integrated team should have formed during the design brief period (RIBA,
2012) and that good team will help the construction to kick start the design and construction
at the minimum of one week ahead (Knecht, 2012). Therefore, a good team is important
factor.
Finally, no one chose the single point responsibility; Waltz and Montgomery (2003) stated
that D&B and construction tracking can make a huge change in the construction. The
consultant would not like to continue through D&B to gain maximum concept of construction
fast tracking. The viewpoint of the contractors will be given below.
Contractor’s point of view
Seventy-three percent of the contractor agreed that reduced time is one of the main
advantages of fast tracking as the consultants agreed at first place but twenty-seven percent
-23-
did not find the importance of reduced time in fast track process. Sixty-four percent of the
consultant declared that short schedule is next benefit to the reduced time. The contractors
also felt that the importance of short schedule. Forty-five percent of contractors agreed that
lower cost is partially benefited factor of construction fast tracking. Twenty-seven percent of
contractors only accepted that team building and single point responsibility are another
benefits of fast tracking a construction.
However, both the construction parties accept that the importance of reduced cost in the
construction fast tracking and it is one of the key characteristics of fast construction. They are
affirmative in their decision. The entire construction industry may choose fast tracking when
the time is very important factor and client is willing to spend any money to accomplish the
construction on or before the deadline of the construction. Money does automatically stick
with the time so the client will be benefited in both ways. The entire construction industry
accepts (in second place) the importance of short scheduling as far as the fast tracking
concerned. In addition, the fast tracking is the only option to shorten a construction period
because of its overlapping procedure. An extended team building is the one which can lead
any construction to success and if it is well planned and executed, team building is a good
practise.
Single point responsibility is really a good advantage of fast track construction but maximum
advantage of fast tracking will be fulfilled through using all five method is in the
construction.
Procurement system and construction fast tracking
As exposed in the literature review, procurement system plays a vital role in the selection of
construction fast tracking. Procurement is normally selected during the preparation period
(stage 1) of the construction process (RIBA, 2012). Then, the construction method is selected
-24-
whether the conventional method of construction or any alternative methods of construction.
Procurement method and construction fast tracking will lead better construction project.
Therefore, identifying an appropriate procurement to select fast tracking is essential factor to
find and finalise the proper method for a construction. Finding a best method for construction
fast tracking is going to be defined through figure 16 and figure 17.
Figure 5 procurement method and developers viewpoint
The viewpoint of consultant (10%) is rather different from what was reviewed the literatures
because traditional procurement has been selected suitable fast tracking. The literature says
that traditional procurement system is not an appropriate method for fast tracking. This
research can come to a conclusion that consultants may not have proper knowledge about
construction fast tracking or they really adapt conventional procurement with some
reasonable adjustment. Normally, procurement is selected in the preparation period (RIBA,
2012) and programming will be done in just before the construction begins it cannot wait
until detail design finishes.
0% 5% 10% 15% 20% 25% 30%
Traditional
Design and Build
Partnering
Contruction Management
Management Contracting
Prime contracting
PFI
-25-
Twenty percent of the respondents from the consultant chose D&B and management
contracting and partnering are suitable method for the fast track construction. It does partially
support what reviewed in the literatures because management contracting is the most suitable
method for fast tracking rather than any method. Partnering was chosen by thirty percent of
the consultants which says there are more companies adapting partnering method for fast
tracking. The characteristics of partnering is really good practise to make a better
construction refer table 1. Team building and an extensive communication system single
point responsibility are very important factors in fast tracking as fast track construction is
concerned.
PFI and construction management is not selected by anyone. Construction management is the
same concept of management contracting but this is widely used in USA so UK practitioners
did not select this method. PFI seemed unsuitable procurement method for construction fast
tracking. The viewpoint of contractors will be discussed below.
Figure 6 (Procurement method and contractors viewpoint)
0% 10% 20% 30% 40% 50% 60% 70% 80%
Traditional
Design and build
Partnering
Contruction Management
Management contracting
Prime contracting
PFI
-26-
One respondent (9%) selected traditional system, management contracting and prime
contracting. As literature reviewed the traditional method is not suitable method for
construction but management contracting is a best method for construction prime contracting
is suitable too. Seventy-three percent of contractor picked design and build that the most
suitable method for construction fast tracking as the literature reviewed thoroughly. Overall
construction industry accepts D&B is the most appropriate method for fast track construction.
The contractors only understand the benefits of construction fast tracking through D&B.
Partnering, PFI and construction management have not been chosen by any construction
practitioners in the contractors. However, the characteristic of partnering is not really
understood by the contractor as the consultant does. The analyses of challenges of fast
tracking are discussed in detailed below.
The challenges construction fast tracking
The main findings of this research are to identify the impacts of fast tracking construction and
to outline the methods of overcoming the challenges. On the other hand, the benefits of this
method will give idea to adapt a construction fast tracking in the construction. Identifying the
challenges of this method will assist to overcome and draw some strategies against its
challenges. A detailed analysis with the table 7, table 8 and mean will help to find out where
it falls between the strongly agree to strongly disagree.
Developers’ viewpoint
Table 7 challenges of construction fast tracking form the viewpoint of consultants (N=10)
Challenges of construction fast
tracking
Weighed rating
average (Mean)
The degree of
acceptance Ranking
Introduction of unexpected variations
during the construction 4.0 Agreed 1
Flexible budget and make them
available 3.7 Agreed 2
-27-
Requiring strong and experienced
manpower resources, especially in
project management
3.7 Agreed 2
Schedule overrun 3.7 Agreed 3
Design and procurement 3.6 Agreed 5
Material procuring 3.2 Undecided 6
Quality 3.2 Undecided 6
Selecting a contractor 3.1 Undecided 8
Project designed for buildability and
speed 3.1 Undecided 8
Save time or money 2.8 Undecided 10
The factors will be analysed according to the ranking of the challenges respectively. From the
above table the Introduction of unexpected variation during the construction has got the
maximum impact of construction fast tracking and every construction practitioners agree that
this is a challenge of construction fast tracking. Moreover, this is an obvious challenge of fast
tracking a project if the client requires any extra work during the design cum construction
period that attitude will definitely affect to the construction (Fazio et al, 1988). This is the
reason why the client must be advised to revise and complete his brief before the design and
construction begins. In accordance with Audit Scotland (2000) and Maxwideman (2010) a
huge change was proposed that Tower Buildings, with Queensberry House and the MSP
building to the Scottish parliament and the designing team found difficulties to incorporate
the change designs to apply into construction fast tracking.
Developers agreed flexible budget and make them available as a challenge of fast track
construction. If the client has not got the flexible investment in order to manage the
construction business so this method will be very risk. Sometimes construction fast tracking
requires instant capital because the risks are little high in this method as analysed. Therefore,
flexible budget is very important (Fazio et al, 1988). If a construction needs a fast track
project the client will have to arrange to keep certain amount of money throughout the
-28-
construction period. In this case the client has to make the budget available if any necessities
occur during the design and construction phase as revealed in the literature review.
Requiring strong and experienced manpower resources is an inevitable factor form the
agreeing of developers. When it comes to construction fast tracking it should be considered
so special. The construction team can solve this problem through an effective project
management. A specialist can be appointed to manage this problem and experienced workers
should be employed to this construction. The PMs, QSs and engineers should be able to read
and execute the construction through unfinished drawings so an integrated team is essential.
The construction practitioners should be trained to do this type of construction.
Schedule overrun is considered an important challenge of this construction style because the
good construction programming is essential to make this method work that has been agreed
by the client as well. Short schedule is one of the main benefits of this method but a poor
planned programme will fail this mechanism completely and this is a main finding of this
research. Therefore, properly planned construction programme is very important in
construction fast tracking.
Design and procurement is also a challenging factor of construction and it is agreed by the
consultant/clients. The literature states that this is very important challenge of fast track
construction. However, the consultants of the construction industry declared that this is not
much important factor in the fast track mechanism. Design and construction should be
considered with the procurement system because the parties who does the design and
construction will decided through the procurement route selected. Consultants who responded
to this question might not have considered the design and construction system separately. If
they considered those two factors together they might have come to a different degree of
acceptance. That might have support what is reviewed in the literature.
-29-
Material procuring falls into the undecided category whether it is not agreed or disagreed in
the sense material procuring will be considered in both ways in accordance with the situation
where the project in. Material procurement can be occurred as an advance purchasing or just-
in-time purchasing. If a material should be purchased in advance a proper warehouse system
is important to make them safety that will cost extra money. On the other hand, some
materials should be purchased on time because it cannot be stored for a long time; in that case
just-in-time purchasing system is to be done. Nevertheless, the fast track construction may
need some important material just the design is started so proper storage management and
procuring management is mandatory in order to maintain a smooth fast track construction.
Quality level of construction affects because of speedy process of construction this is why
this is in undecided category. If management contracting selected for this construction the
quality level will be maintain at good level because the client or project management
involvement is there but design and build will fail to give good level of quality which is
dependent on procurement system as in the literature review. Construction fast tracking will
look after both the time and cost very much. Somehow, that will be subject to be improved
other D&B based procurement such as prime contracting.
Selecting a contractor is really an important factor because suitable contractor will only do
this kind of project. Special experience is very crucial entity to undertake this kind of project.
However, the consultants could not decide whether this method is a challenge or not. In
addition, the respondents did not feel much that this is a challenge when the fast tracking is
concerned. On the other hand, the literature states that selecting a contractor is one of the key
challenges in construction fast tracking in common construction is concerned.
Project designed for buildability and speed – project buildability is one of the inevitable
factors for a construction project because it will lead a good construction and the buildability
-30-
will guide the construction parties to the aim. However, the consultants declared that project
designing is not very essential factor for buildability and speed. A planned construction
design will direct the fast track construction to the smooth finish.
Save time or money is not actually a challenge but it is the main benefit of the fast tracking.
When these two factors become as a challenge there is no point to undertake fast track
construction or if a fast track construction fails to achieve reduced time and lower cost that
project would have undertaken a conventional construction and finished it on time. The view
point of contractors will be discussed with following table 14.
Contractors’ viewpoint
Table 8 challenges of construction fast tracking form the viewpoint of contractor (N=11)
Challenges of construction fast
tracking
Weighed rating
average (Mean)
The degree of
acceptance Ranking
Project designed for buildability and
speed 4.3 Agreed 1
Selecting a contractor 4.1 Agreed 2
Schedule overrun 4.1 Agreed 2
Design and procurement 3.9 Agreed 4
Introduction of unexpected variations
during the construction 3.8 Agreed 5
Save time or money 3.7 Agreed 6
Flexible budget and make them
available 3.7 Agreed 6
Material procuring 3.6 Agreed 8
Requiring strong and experienced
manpower resources, especially in
project management
3.4 Undecided 9
Quality 3.0 Undecided 10
The importance of project designed for buildability and speed is realised by the contractors
because it is really a challenging factor to the contractor and they are about to strongly agree
this problem. The consultants may develop the design to adapt the buildability but the
contractor only is going to use that drawing provided by the developers. If the design fails to
-31-
achieve buildability and cannot catch the speed the contractor suffers with the project design.
Revision of the project drawing to adapt those factors may take time therefore the period of
construction will be affected and the key benefit of fast tracking is hard to gain. Hence, a
D&B procurement system and single point responsibility will solve all the difficulties which
can arise in the construction fast tracking method.
Selection of the contractor is itself a problem to the construction fast tracking because they
realise capability themself to undertake this method and responded it. A well experienced
contractor only does a good fast track construction but the developers should select suitable
contractor for this method.
Schedule overrun has been agreed by the contractor because the contractor will always get
all blames for the time overrun from the developers. Therefore, better programming is very
important in order to undertake a construction fast tracking without any delay. The
developers should always prepare a good construction programme.
Design and procurement has been accepted by the contractor as a challenge of fast tracking.
The delivery of the drawing is normally being given to the contractor in phase of the activity.
The contractor has to learn the drawing very quickly and construction accordingly. However,
this is not the case in D&B delivery; integrated team building will look after each and every
challenge incurs to the contractor. Single point responsibility will not give any nuisance to
the developers D&B contractor manage all the risk in the fast tracking.
Some contractors welcome the variation during the construction phase because they can re-
estimate that particular item and add new profit. The contractors who participated in this
survey accepted that this is a challenge because it is a challenge when fast track is concerned.
If the design provided by the developers is considered to be changed after the construction
has begun; they may find this as a serious problem and they cannot finish it on time.
-32-
Save time and money has been agreed by the contractors as a challenge of fast tracking. If a
fast track construction does not save time and money that should have selected as a prime
challenge of this construction method. From the consultant view this is considered in
undecided category and it has the minimum impact. Normally, the consultants do not execute
this method to get failure but the contractors always think to save money and time
considering current condition of construction.
Flexible budget is related to the client but the contractors should also have sufficient fund to
execute particular construction activity. Therefore, arrangement on spending money is very
important.
Material procuring has been slightly accepted by the contractor from undecided category.
The contractors are practising good material management for an instance good storage. This
is the reason why material procuring appears to be vulnerable challenge of construction fast
tracking.
Gathering the man powers is simply given to the contractor by entire construction industry.
From the contractors point of view they always try to get skilled persons for work so that they
did not consider as a hard factor to do it.
The contractors always affirm that they are smart in construction so quality is considered as
undecided category; they cannot either state this is a challenge. Whatever the construction
method is selected for a construction quality is guaranteed from their response.
Inevitable impact of fast tracking
There are factors which are foreseeable in fast track construction. The factors always affect
the construction procedure and those factors can also be referred as its challenges but those
-33-
are not exactly the challenges. A brief analysis with the table 15 will help to find out where it
falls between the strongly agree to strongly disagree.
Fast track delivery advises to the client about the limitation of the design changes not to
change once construction is started and it is the main characteristic of this method. The client
must finalise his scopes before the construction started. According table 15 both the parties
very much accepted but the contractors nearly strongly agreed this statement.
As another inevitable factor of fast tracking is the starting the construction before the design
is completed. The designer and project manager should be very specific about it. Changing
the design is very dangerous practise once the construction is begun. Therefore, an
experienced team only will do a better fast track construction delivery.
Table 9 inevitable impact of fast tracking from both sector’s visions
Challenges of construction
fast tracking
Developers Contractors
Ran
king Weighed
rating
average
The degree
of
acceptance
Weighed
rating
average
The degree
of
acceptance
Fast track delivery gives a
limitation to the project
owner's ability to make
design changes once
construction has started
4.2 Agreed 4.5 Agreed 1
Starting construction before
design works are completed
can lead to a large number
of change orders
4.1 Agreed 3.7 Agreed 2
Inability to achieve quality
products as expected 3.8 Agreed 3.4 Undecided 3
Failed to manage health and
safety procedures due to its
speedy process
2.1 Disagreed 2.7 Undecided 4
The developers agreed that fast track construction fails to achieve quality products because of
its speedy process. On the other hand, the contractor could not decide whether it is challenge
-34-
or inevitable factor of fast tracking a construction. From this statement the contractors are
very careful to tackle this factor where it needs.
The developers declared that health and safety practice can be on track there is no problem
in following health and safety procedure. On the other hand, the contractors found this is as
undecided factor in construction.
5. CONCLUSION
Sufficient safety measures should be taken into account with respect to the pre-identified
trouble areas, which are fundamentally related to design as the precision of the design is very
essential to reduce significant amount of the project durations. Issues which are identified
from this research are; the experience of management team and team’s scale priorities. The
team should be proactive to manage the risks on the incomplete design process and the
construction process when it is overlapping. Initial stage of this construction, may need a
substantial amount of money but when fast-track construction successfully completes the
client/project can save significant amount money. In order to achieve single point
responsibility and team building the design and build is suitable procurement and quality
factors can be gained through management contracting. Management procurements are
suitable for high-rise and/or infrastructure building. The project duration can be shrunk
between the minimum of 10% and maximum 50% and it can be materialised when a proper
fast-tracking is executed with short schedule.
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-1-
TITLE PAGE
The Supporting Document
-2-
COPYRIGHT
This copy of the thesis has been submitted on condition that anyone who consults it will be
understood to know that its copyright rests the author and that no quotation from the
dissertation, nor any information derived there from, may be published without the author’s
previous written agreement. Furthermore, it is supplied on the understanding that it represents
an internal University document and that neither the University nor the author are responsible
for the factual or interpretative correctness of the dissertation.
-3-
ABSTRACT
The effort of this research is to identify the impact of construction fast-tracking. The benefits
and challenges of this procedural method are really to affect a construction project in terms of
time and money. Procurement systems play a dynamic role in this procedure. Somehow, fast-
tracking a construction have to be conducted with (possible) risks to be taken as they are
inevitable in the process. Challenges of fast-tracking should be considered at the initial stage
of construction and the needs of this method should be clearly defined by the developers. The
client has to be made fully aware about tackling any unforeseen situation that may occur
during the construction. The online questionnaire was disseminated to only two types of
respondents who are contractors and developers. The key part of this research will be
identified through rating and weighed rating average of the classified result. This study came
with a number of key definitions: Saving money, team building and short schedule are the
key benefits of fast-track construction. Design and build and partnering are the most suitable
procurement system for this procedural method. “Reduced time” is the most valuable benefit
of construction fast-tracking. This method is more suitable to prepare short scheduling as well
because of its overlapping procedure. The main conclusions arrived at from this study were
(a) introduction of unexpected variations and availability of flexible budget, (b) project
designed for buildability got the most impact of doing a construction fast-tracking and (c)
selecting a suitable contractor and schedule overrun respectively. If the challenges are very
critical or inevitable, conducting a fast-track will not be a good option.
-4-
TABLE OF CONTENTS
TITLE PAGE ........................................................................................................................... 1
COPYRIGHT ........................................................................................................................... 2
ABSTRACT .............................................................................................................................. 3
LIST OF FIGURES ................................................................................................................. 7
LIST OF TABLES ................................................................................................................... 8
ABBREVIATIONS .................................................................................................................. 9
CHAPTER ONE .................................................................................................................... 11
BACKGROUND ................................................................................................................. 11
1.1 Introduction ........................................................................................................... 11
CHAPTER TWO ................................................................................................................... 15
LITERATURE REVIEW .................................................................................................... 15
2.1 Introduction ........................................................................................................... 15
2.2 Introduction of Construction Fast-tracking ............................................................. 2
2.3 Construction fast-tracking and procurement ......................................................... 17
2.3.1. Fast-tracking delivery and procurements ....................................................... 17
2.4 Undertaking fast-track construction ........................................................................ 9
2.4.1. Downfalls of fast-track construction ................................................................ 9
2.4.2. Selecting criteria of fast-tracking ................................................................... 23
2.5 Challenges in fast-track construction ...................................................................... 9
2.5.1. Design and procurement................................................................................... 9
2.5.2. Selecting a contractor ..................................................................................... 10
2.5.3. Save time or money ........................................................................................ 10
2.5.4. Material procuring .......................................................................................... 11
2.5.5. Project designed for buildability and speed ................................................... 11
2.5.6. Flexible budget and make them available ...................................................... 11
2.5.7. Schedule overrun ............................................................................................ 12
2.5.8. Quality ............................................................................................................ 12
2.5.9. Failed to manage health and safety procedures due to its speedy process ..... 13
2.6 The benefits of fast-track project ........................................................................... 14
2.6.1. Reduced time .................................................................................................. 14
2.6.2. Lower cost ...................................................................................................... 14
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2.6.3. Team building ................................................................................................ 15
2.6.4. Short schedule ................................................................................................ 16
2.6.5. Single point responsibility .............................................................................. 16
2.7 Summary ................................................................................................................ 33
CHAPTER THREE ............................................................................................................... 35
RESEARCH METHODOLOGY......................................................................................... 35
3.1 Introduction ........................................................................................................... 35
3.2 Review framework ................................................................................................ 36
3.3 Literature review .................................................................................................... 37
3.4 Quantitative method and qualitative method ......................................................... 37
3.4.1. Quantitative method ....................................................................................... 37
3.4.2. Qualitative method ......................................................................................... 38
3.5 Stages of data analysing ........................................................................................ 39
3.6 Selecting a method................................................................................................. 41
3.6.1. Advantages of quantitative method ................................................................ 41
3.6.2. Disadvantages of quantitative data ................................................................. 42
3.6.3. Advantages of qualitative method .................................................................. 42
3.6.4. Disadvantages of qualitative method ............................................................. 43
3.7 Questionnaire design ............................................................................................. 44
3.8 Population of the questionnaire survey and samples ............................................. 45
3.9 Data and analysis ................................................................................................... 47
3.10 Rating and weighed rating (Mean) .................................................................... 17
3.11 Summary ............................................................................................................ 49
CHAPTER FOUR .................................................................................................................. 50
DATA ANALYSIS AND DISCUSSION ........................................................................... 50
4.1 Introduction ........................................................................................................... 50
4.2 Respondents profile ............................................................................................... 51
4.2.1. Size of the company ....................................................................................... 51
4.2.2. Role of the respondents .................................................................................. 18
4.2.3. Practitioners’ working experience .................................................................. 54
4.3 Undertaken a fast-track project in their experience ............................................... 56
4.4 Risk level of carrying out a fast-track construction ............................................... 19
4.5 The benefits of construction fast-tracking ............................................................. 20
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4.5.1. Consultant’s point of view ............................................................................. 21
4.5.2. Contractor’s point of view.............................................................................. 22
4.6 Procurement system and construction fast-tracking .............................................. 23
4.7 The challenges construction fast-tracking ............................................................. 26
4.7.1. Developers’ viewpoint ................................................................................... 26
4.7.2. Contractors’ viewpoint ................................................................................... 30
4.8 Inevitable impact of fast-tracking .......................................................................... 32
4.9 Overall rating of fast-tracking ............................................................................... 74
4.10 Summary ............................................................................................................ 75
CHAPTER FIVE ................................................................................................................... 77
CONCLUSIONS AND RECOMMENDATION ................................................................ 77
5.1 Introduction ........................................................................................................... 77
5.2 Conclusions ........................................................................................................... 77
5.3 Recommendations for further research .................................................................. 77
REFERENCE ......................................................................................................................... 34
APPENDICES
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LIST OF FIGURES
Figure 1 Alternative procedural techniques ............................................................................... 3
Figure 2 Construction fast-tracking with procurement (Philpot, 2010) ..................................... 5
Figure 3 Typical design-build and fast-track design-build models adapting ............................. 7
Figure 4 Ripple Effects of Design Changes under Fast-Tracking ........................................... 32
Figure 5 Quantitative research and Qualitative research ......................................................... 39
Figure 6 population and sample ............................................................................................... 45
Figure 7 population of the survey ............................................................................................ 46
Figure 8 clients’/consultants’ turnovers group (N=10) ............................................................ 51
Figure 9 contractors’ turnovers group (N=10) ......................................................................... 52
Figure 10 role of the respondents in consultants (N=10) ......................................................... 53
Figure 11 the role of the respondents in contractors (N=11) ................................................... 54
Figure 12 working experience of consultants (N=10) ............................................................. 55
Figure 13 working experience of contractors (N=11).............................................................. 56
Figure 14 clients/consultants experience in construction fast-tracking ................................... 57
Figure 15 contractors experience in construction fast-tracking ............................................... 58
Figure 16 benefits of construction fast-tracking from the viewpoint of client and consultants
.................................................................................................................................................. 61
Figure 17 Procurement method and consultant viewpoint ...................................................... 24
Figure 18 (Procurement method and contractors viewpoint) .................................................. 25
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LIST OF TABLES
Table 1 Affiliation between construction fast-tracking and partnering system ......................... 8
Table 2 five stages of data analysing ....................................................................................... 40
Table 3 example of calculating rating and weighed rating average and rank .......................... 48
Table 4 clients’/consultants’ turnovers (N=10) ....................................................................... 51
Table 5 contractors' turnovers (N=10) ..................................................................................... 52
Table 6 role of the respondents in consultants (N=10) ............................................................ 53
Table 7 the role of the respondents in contractors (N=11) ...................................................... 19
Table 8 working experience of consultants (N=10) ................................................................. 55
Table 9 working experience of contractors (N=11) ................................................................. 56
Table 10 level of risk in construction fast-tracking from the consultants viewpoint ............... 19
Table 11 level of risk in construction fast-tracking from the consultants viewpoint ............... 20
Table 12 benefits of construction fast-tracking from the viewpoint of client and consultants 21
Table 13 challenges of construction fast-tracking form the viewpoint of consultants (N=10) 26
Table 14 challenges of construction fast-tracking form the viewpoint of contractor (N=11) . 30
Table 15 inevitable impact of fast-tracking from both sector’s visions ................................... 33
Table 16 an overview of construction fast-tracking (N=21) .................................................... 75
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ABBREVIATIONS
RICS Royal Institute of Charted Surveyors
QS(s) Quantity Surveyor(s)
PM(s) Project Managers
CIOB Charted Institute Of Building
UK United Kingdom
USA United States of America
PMI Project Management Institute
PFI Private Finance Initiative
NEC New Engineering Contract
D&B Design and Build
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ACKNOWLEDGEMENT
Dr. Felix Hammond
Thanks go to Dr. Hammond, as my dissertation supervisor for his guidance and support
throughout the dissertation process.
Ameerally
Thanks go to my Father, for his efforts on my studies from Sri Lanka and as an English
teacher he proofed read my dissertation’s key parts.
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CHAPTER ONE
BACKGROUND
1.1 Introduction
Fast-track construction has been defined in so many ways. According to Levy (2010) the fast-
track project involves assigning priority to develop stages of specific design drawing and
considering the specification’s necessity of the current drawing before the entire design
completes and University of Colorado (1997) adding ‘A method of project delivery in which
the sequencing of construction activities enables some portions of the project to begin before
the design is complete on other portions of the project’ and ‘a system of overlapping the
normal sequential phases in design documentation, tendering and construction so that the
total time scale is not significantly larger than the longest individual item’ (Burgmann, 1982:
p11). In addition to these statements Levy (2010) enhances the main purpose of the fast-track
is to expedite the project delivery, this is the reason why the fast-track project was introduced
to construction (PMI, 2008).
The mechanism of fast-track is partially dependent on procurement/contract systems, some
procurement must be needed the designs to be finished before the construction begins such as
traditional procurement but some procurement let to commence the construction work before
the design finishes such as design and build, management procurements, etc. (Potts, 2008).
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Government of South Australia (2011) defines using technologies for design of fast-track
construction would be depended on construction management or managing contractor or
early contractor involvement procurement methodologies (design and build), will have the
design, Documentation, Tender and Construction phases overlapping and combined gateway
approvals to proceed to Design, Documentation, Tender and/or Construction and the design
management of fast-tracking relies on managing overlapping the activities before the design
complete. Knecht (2012) criticise that most designers believe that the normal building models
with standard construction and repetitive spaces only make appropriate for fast-track project
even though there is chance to failure the fast-track project if any intricate design and work
package appears after the construction commences only. If the designers feel this
circumstance shall be occurred during the construction project the schedule and programmes
should be designed accordingly to minimise the risk of the project.
Recently, fast-track has become popular in construction industry unlike old recorded days
because nowadays time saving is an essential entity so fast-track with proper management is
helping the construction industry to achieve its target as early as possible. The reasons why
the current construction industry would like to go through fast-track such as reduce time,
lower cost, reduced burden for the project owner by contracting all responsibilities to a single
party, invisible benefits by increasing the reputation of the owner therefore offering further
business opportunities in a competitive market (PPM, 2009).
On the other hand there are challenges and constrains to be considered because it cannot be
executed without proper planning by the contractor such as tight bidding for competitive
market, fulfil manpower needs, stay on schedules, be flexible enough, provide competent on-
site supervision, complications and difficulties in; planning procedures for approval; transfer
of information; feedback, and evaluation documents and requiring a very strict cash-flow;
prompt payment; capital resources (Schulz, 1995 and PPM, 2009) and Knecht (2012) is
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adding final costs are usually unknown during the process and risk taking business rather than
the normal construction system. Smith et al (2006) states that if any problems happen during
the construction period are less recoverable from the programme viewpoint than if using any
normal construction. Additionally, Potts (2008) states that the management procurement
system approach should allow a fast-track mechanism because need for an early start and
early completion of the project which means management procurement and construction fast-
tracking are conjoined twins. Knecht (2012) states construction fast-tracking is not
appropriate for risk allergic clients and architects but the USA construction industry always
motivates the client to adapt the fast-tracking because “it imposes discipline over the
decision-making process. Sometimes with no schedule, things just keep changing” (Knecht,
2012).
Aim of this research
The main aim of this study is to investigate the Impacts of Fast-Track Project delivery in
current construction industry.
Objectives:
1. To establish the things behind the design impact of construction fast-track.
The things are going to be reviewed under this objective is to get wide
knowledge on construction fast-tracking and its common procedure for
suitability of current industry in UK adapting from other countries
technologies.
2. To investigate how the mechanism of fast-tracking is interrelated to
procurement/contract for successful construction project.
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The stuffs are going to be focused on Procurement systems and contracts as it
is one of the affecting factors of design management because some
procurement will not allow fast-tracking so this is an initial point of fast-
tracking.
3. To identify benefits of construction fast-tracking in terms of cost, time and quality to
clients, contractor and third parties
The advantages will be analysed here to get maximum usage of fast-tracking
project in terms of cost, time and quality factors because firstly clients will
look into what benefits he can get from it, so analysing the benefits of
construction fast-tracking in dire needed.
4. To identify the strategies to overcome challenges/constrains of fast-track mechanism.
Challenges and constrains are going to be focused here to get how clients and
contractors can manage the design impact of construction fast-tracking from
its challenges and constrains.
5. To draw conclusions how the construction fast-track can help to build up the UK
construction industry.
The best conclusions and recommendations are very important to propose the
UK construction industry to guide towards fast-tracking without
reconsideration.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
Based on books, e-books, magazines, journals, internet, surveys, reports and press reports
published and reviewed literatures the authors have identified and designed their ideas about
fast-track construction and they developed the concepts to suit to the current construction
industry. The objectives that (the things behind the design impact of construction fast-track
and its benefits to clients, contractor and third parties, how the mechanism of fast-tracking is
interrelated to procurement/contract for successful construction project, strategies to
overcome challenges/constrains of fast-track mechanism) would be reviewed in this chapter.
2.2 Introduction of Construction Fast-tracking
Burgmann (1982) defines fast-tracking construction as ‘A system of overlapping the normal
sequential phases in design documentation, tendering and construction so that the total time
scale is not significantly larger than the longest of the individual items’. The main purpose of
fast-tracking was introduced in the construction to reduce time and cost because it was taken
into account to reduce time rather than phased construction as in the figure 1 (Kwakye, 1991
and Rahemtulla, 1989) and the figure 1 explains the evolution of construction method. Then,
construction professionals had come with an idea of fast-tracking construction in the industry
(Fazio et al, 1988) by The Consulting Engineer (1961) who reported on parallel working, a
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system in which early involvement of contractor the overlapping of design and construction
to reduce the time frame of construction (Rahemtulla, 1989). In accordance with Kwakye
(1991) and Potts (2008) the success of this construction method is entirely dependent of co-
operation of participant within the organisation because fast-tracking is most appropriate for
procurement like design and build, partnering, construction management (Cho, 2010).
Amongst them-0, design and build system gives the single point responsibility to a party to
manage and construction, this is why design and build or similar procurement (prime
contracting) are more appropriate. The detail description of relation between construction and
procurement system is given below in chapter 2.3.
Figure 7 (Alternative procedural techniques)
Source: Rahemtulla (1989: p3)
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2.3 Construction fast-tracking and procurement
2.3.1. Fast-tracking delivery and procurements
Recently, UK government policy (2000) identified three recommended procurement route
such as design and build, PFI and prime contracting for public sector (Ramus et al, 2006) and
furthermore, proper justification is essential if any project has to be undertaken in traditional
procurement. Procurement systems with construction fast-tracking are thoroughly detailed
below.
2.3.1.1. Affiliation between construction fast-track and traditional procurement
Traditional procurement system was most used in public sector and is low and costly in old
days (Waltz and Montgomery, 2003) before design and build had become government
recommended procurement. Shen and Walker (2001) states that “the design team must take
the time to complete all building blueprints necessary to construct the project before any
construction begins” and in accordance with the above figure traditional procurement is not
suitable for fast-tracking because there is no any overlapping design over construction.
Moreover, the drawings are required to be reviewed so many times before the construction.
2.3.1.2. Affiliation between construction fast-track and management procurements
Moreover, Constructionexcellence.com (2004) management procurements are more
appropriate procurement system for fast-tracking (than design and build) (see figure 2) when
consider time factors of the project (time is equivalent to cost in construction (Knecht, 2012
and Philpott, 2010)) but construction management or management contracting is less suitable
to pass the risks to the contractor because it is based on traditional procurement system
(Constructionexcellence.com, 2004). Scottish Parliament Building is one of the best
examples for failure of this management procurement via construction fast-tracking system
(Maxwideman, 2010) and Potts (2008) mentioned not only construction management but also
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there are other potential problems occurred in that project. The initial idea was to construct
via normal construction and then fast-track was introduced due to time constrains and then it
became far worse after fast-track was applied (Maxwideman, 2010). The construction
professionals suggest single point responsibility was not there to give all control to the
contractor to look after Scottish parliament building. Improper planned construction fast-
tracking is not good for construction it should be well planned and well executed.
Figure 8 Construction fast-tracking with procurement (Philpot, 2010)
According to Smith, et al (2006) a management contract is most appropriate for construction
fast-tracking as it is in the figure 2.
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2.3.1.3. Affiliation between construction fast-tracking and design and build system,
prime contracting and PFI
In accordance with NEC (2009) the application of D&B, DBO (design build operate) or
DBOM (design build operate and maintain) shall be applicable in for prime contracting and
PFI. Waltz and Montgomery (2003) explain that the contractor’s participation in the design
and build (D&B) system ensures the project’s ‘buildability.’ Using the traditional
construction method the contractor looks at the architectural plans for the first time after it is
complete and Waltz and Montgomery (2003) added the contractor may have many question
when he or she sees the design for the first time. Changes may need to be made to the design
if the contractor is not part of the design process from the beginning, delaying the start of
construction.
On the other hand, construction fast-tracking, the contractor begins construction of the
foundation before design is complete. In accordance with Peña-Mora and Li (2001) the D&B
team completes the building in phases, coordinated with the contractor’s construction
schedules. By overlapping design and construction so they run simultaneously rather than
sequentially, the fast-track design and build delivery method can significantly reduce total
project time – up to 50 percent, depending on the job (Waltz and Montgomery, 2003 and
Shen and Walker, 2001).
Additionally, each member of the design and build team have the authority to make decision
in the field. Time saving can be possible by managing buildability problems, to be solved
before a design solution is fixed so challenges in the construction will be predicted and
solved with the design in process during the designing and constructing (Griffiths and
Sidwell, 1997).
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Construction fast-tracking mechanism in the public sector may vary from its application in
private sector. In accordance with Cho et al. (2010) construction fast-tracking is smeared to
project that cannot be accomplished by an instructed finishing date using traditional
procurement methods in the public sector. Cho et al. (2010) adding schools or highways can
be constructed through construction fast-tracking design and build delivery to accomplish a
decided completion date cannot be accomplished through traditional procurement or the
design and build approach without fast-tracking mechanism. Construction fast-tracking is
always applied when time is really important factor and/or to produce additional profit and/or
invisible benefits by increasing the reputation of the owner thus offering further business
opportunities in a competitive market in the private sector. On the other hand, these reasons
also match with public sector as well (USACE, 1999). These are the reasons why fast-
tracking can be well executed to large shopping complex, hotels, and other profit-gaining
facilities.
Figure 9 (Typical design-build and fast-track design-build models adapting Cho et al (2010))
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Figure 3 details and gives graphical reasons why design and build system and construction
fast-tracking mostly welcome in the public sector. Nowadays, construction companies would
like to adapt design and build method rather using design bid build and it is more widespread
after construction fast-tracking method is introduced in the industry because the construction
activities overlapping had become more popular in the industry after realising overlapping is
only best one way to manage time concerns. The concept of fast-track construction eases the
design completion and reviewing the work as the construction is on process.
Dung (2009) states single point responsibility is another important factor for conducting fast-
track construction. The D&B team who can well manage design and construction activities at
the same time and the D&B team know where construction should be started and finished
according to the drawing prepared and produced. In addition, clients/consultants and
contractors may save time for delivering and understanding about the design and the
contractor do not need to consume an extra time for planning for the construction in
accordance with the drawing (Wilkinson and dale, 1998). The contractor may sketch their
planning part once design starts and they can develop their construction planning part once
the construction begins.
When consider Prime contracting and PFI, which will deliver a better fast-track construction
rather than D&B delivery because those procurements’ improved strategy (Smith et al, 2006).
There are many improved characteristics of those procurement systems has been provided by
various authors in their literatures (for example CIOB, 2010, Potts, 2008, Latham, 1994,
Ramus et al, 2006 etc.)
2.3.1.4. Affiliation between construction fast-tracking and partnering system
A survey result of relationship between construction fast-tracking and partnering is given in
table 1. The table 1 states that linkage between fast-track delivery and partnering system.
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There are some characteristics which are very supportive to undertake fast-track construction
system in partnering. In accordance with partnering and its characters from the table are
integration of construction team, early project arrangements, and the relationship between
the parties. Communication strategy and sharing of resources amongst the parties will help
construction fast-tracking to adapt those three factors in italics (Hyun, 1998).
Table 10 (Affiliation between construction fast-tracking and partnering system)
Item Mean
score
Standard
deviation
Holding of information in common 9.077 1.038
Early involvement of the designer and the contractor 8.923 1.038
Integrated team of all the parties 8.923 1.038
Good communication system 8.769 0.725
Involvement of the participants in the design process 8.692 1.377
Holding of the design information in common 8.615 0.961
Basing of the design team and the supplier at the construction site 8.615 1.044
Win/win motivation 8.000 0.913
Quick decision-making process 7.692 1.251
Effective process of the change orders 7.154 1.345
Establishment of the design criteria at an early stage 6.000 1.78
Experienced project team 5.154 2.267
Selection of items for early procurement 4.231 1.787
Source: abstracted from the research of Hyun (1998)
The new RIBA plan of work for 2013 is published in August 2012 (appendix 2); therefore,
more information about the procurement selection and construction programming will be
discussed thoroughly in the chapter four with the analysis of result.
2.4 Undertaking fast-track construction
2.4.1. Downfalls of fast-track construction
Opponent of fast-track construction suggest that because design is not complete when
construction commences, several problem arise. In accordance with Waltz and Montgomery
(2003) The process depends heavily on the balance among the client, architect and contractor,
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who must have synchronised understanding of the intent of the project and solid rapport with
one another to make quick decision. Opponents also suggest that because design is not
complete until well into the project, final cost is unknown at the beginning of the project for
an instance some decisions are made in the field if the foundations are laid and many choices
and in construction or designs are fixed, preventing major changes. The design is controlled
by the schedules, which may sacrifice some aesthetic component of the project (Waltz and
Montgomery, 2003).
2.4.2. Selecting criteria of fast-tracking
Kohler (2010) states that selecting a fast-track construction is an important factor because all
construction jobs do not need fast-tracking. The client’s team need to carefully asses the
characteristics of the project before the construction method is selected whether it is a new
project which is never done it before in the industry so gathering sufficient data for fast-
tracking is essential.
The construction team should weigh all the risks in order to select that there are some
questions to be answered in order to undertake fast-tracking which are: is it possible to
manage risks via fast-track construction? What if problems arise that would cost more time
and money that it has been scheduled?
To undertake a good fast-track construction the parties should prepare for additional
communication and administrative problem. Kohler (2010) adds a broad communication
seems very important criteria in any construction but it may be the reason for huge loss in
fast-track construction because proper instruction and guidelines are inevitable factors which
can be materialise by an extensive communication system and then Kohler (2010) added the
parties should be ready for more meetings, emails, phone calls, crisis intervention, work
around and reworks. The project managers should be fully aware of risks in fast-tracking
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especially if that is new model project that has never been constructed before and then they
can wander with their project management magic. Project manager gets all blame if any error
happens in the construction. Project manager is ultimately responsible for poorly planning the
job.
2.5 Challenges in fast-track construction
2.5.1. Design and procurement
Design normally starts ten days or a week ahead of construction begins, and some design
decision can also be made in the field (Knecht, 2012). Therefore, all activities should be done
through previous project’s experience, when it fails the contractor is entitled to do either
additional work or rework or change with the client’s representative’s advice according to the
procurement route (Smith et al, 2006). In this case, the architect may get blames promptly
when an activity is required rework. If it is design and build the architecture of the
organisation will get blames and sort out within the organisation but if it is construction
management, disputes may arise when a contractor accuses the architect. As the single point
responsibility is special feature of design and build, it is best procurement to avoid disputes
between the parties and the disputes are another reason for delay construction.
2.5.2. Selecting a contractor
Waltz and Montgomery (2003) states the risks normally start from selecting a contractor who
should be able to carry out fast-tracking on whatever the procurement has been selected to the
construction. If the client wants to do the construction fast-tracking the contractor should be
selected at the early stage of designing stage. The contractor should know what is this
construction and designs are all about, if it is traditional based procurement such as
construction management, partnering (if consultant team available), etc. On the other hand,
the contractor cannot be appointed until 60 or 70 percent (Knecht, 1993) completed drawing
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and specification has been completed and if that construction is traditional based
procurement. In order to manage this problem, the importance of single point responsibility
has become as design and build or procurement based on design and build. This is why early
appointment of the contractor and design with construction and fast-track construction
introduced.
2.5.3. Save time or money
Of course, well managed fast-track construction may save a huge amount of time and there is
an opportunity to save money as well (Knecht, 2012). When the cost of the project is decided
from preliminary estimating it can be well managed according to the contract has been
defined. A maximum guaranteed price has usually given by construction manager in order to
control the cost, if construction fast-tracking is going to be used in that construction having
the thought of architectural and design impediments. As stated, fast-tracking a construction
can hasten the programme but that needs extra risks to be taken. When the risks turn up in
reality, there will be huge loss in end date or expensive rework will be required (PMI, 2008)
and to supplement this statement Kerzner (2010) stated “Almost all project-driven companies
fast-track projects, but there is danger when fast-tracking becomes a way of life.” (P: 475).
According to PMI (2008) and Kerzner (2010) “fast-tracking a job can accelerate the schedule
but requires that additional risks be taken. If the risks materialize, then either the end date will
slip or expensive rework will be needed. Almost all project-driven companies fast-track
projects, but there is danger when fast-tracking becomes a way of life”.
2.5.4. Material procuring
Advanced purchasing of essential material will become inevitable norm when a project is
fast-tracked Kwayke (1991) and “certain materials or equipment must be pre-ordered before
the final plans and specifications can be incorporated into a fully executed contract” (Levy,
2010: p68). A letter of intent will permit the contractor to procure needed material for long-
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time-utilisation but the problem may arise when particular material or equipment is not
available during the material finding in the market for instance special equipment like piling
rigs.
2.5.5. Project designed for buildability and speed
In accordance with Kwayke (1991) the project should be designed to fully adapt buildability
aspects of a construction and then the maintenance during the design cum construction period
is very significant to avoid negative factors which affect the productivity of the job. The
construction scheduling should be planned to let continuous or sequence and decrease of site
material and labour wastes with less problems, unproductive time (regular late starts and
early finishes of the work).
2.5.6. Flexible budget and make them available
The client should require sufficient facility for flexible budget to make sudden decision to
cover extra cost. If any risk appears which may require additional and costly solution, for an
instance when a material is not available at that time but expensive material only available
instead, the client should be able to procure and consume the sufficient material to make fast-
track more effective.
Poorly planned fast-track construction may cost too much for the client compares to
conventional construction system because there are more risks to be taken by the contractor
that even more when D&B type procurement system (Kwayke, 1991 and Fazio et al, 1998).
In addition, the client should have to pay more in order to make the contractor more calibre.
Kwayke (1991) adds that the client entitles to pay for double preliminaries to the contractor
who is borne by the client. On the other hand, the client may control extra expenditure by
selecting D&B because he/she does not need to pay much professional fees such as fees for
management contractor and consultants. All he/she is entitled to pay is the D&B contractor.
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2.5.7. Schedule overrun
According to Miles (1995) ultra-speed fast-tracking has been implemented in the construction
industry just after the identification of fast-tracking and the communication difficulties,
omissions and design errors may lead to improper fast-track execution and it may lead to
schedule overrun.
2.5.8. Quality
Quality is a doubtful factor in D&B procedure but it is subject to be improved in management
procurement systems (Potts, 2008). On the other hand, construction fast-tracking along D&B
is much riskiest procedure when considering quality. Therefore, achieving maximum quality
in fast-tracking is very important because the accelerated nature of fast-tracking and
insufficient time will not let to get expected quality (Alhomadi et al., 2011). On the other
hand, Kerzner (2010) and PMI (2008) states if a construction have to be accomplished on
time but the starting date is passed without affecting quality there is only option to be taken is
fast-tracking the project. In addition to this he added this is another benefit of fast-tracking a
project (PMI, 2008). Pressure on construction schedule performance has been identified as
the reason for quality dropping in fast-track construction (Nepal et al, 2006) and added this
may be the “result of working out of sequence, generating work defects, cutting corners, and
losing the motivation to work” (Alhomadi et al, 2011: P.1970). Nepal et al (2006) underlined
that accelerated schedule is main reason for project’s lower quality and the more pressure in
scheduling is another reason to keep the quality on track.
Fazio et al, (1988) indicated that the fast-track construction needs additional work or rework
due to its incomplete design before the construction unlike traditional construction and also
affects the quality of the project or it is because the construction schedule is disturbed to be
maintained on track. According to Alhomadi et al (2011) explained this case through as
example that one incident occurred in structural package awarding, the tender closing date of
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package was rescheduled three times, 190 drawings were added with old documents and 109
drawings were revised due to failed to achieve good quality along construction fast-tracking.
According to Park (2002) the variation and rework can be possible following either actions
such as adding, deleting or replacement of a construction. The variation is in fast-tracking
may be occurred due to improper planning execution of a construction project. Nonetheless,
the variation would be the reason to consequent changes adding more construction activities
and lower quality (Park, 2002).
2.5.9. Failed to manage health and safety procedures due to its speedy process
According to Pye et al, (2007) the workers who should be assessed the Experienced Worker
Practical Assessment (EWPA) with a minimum of five year experience. Pye et al, (2011)
states as health and safety is one of the risky factors in conventional method of construction
but in this case it is more risky factor when a fast-tracking is considered because of the
speedy process. Additionally, it is always failed to achieve in fast-tracking therefore health
and safety criteria should be included in programming and it should be executed according to
particular project health and safety manual.
2.6 The benefits of fast-track project
2.6.1. Reduced time
Benefits of fast-tracking a construction project are highly appropriate in construction in order
to save time and cost (Knecht, 2012 and Kwayke, 1991). It is very appropriate method for
time saving and helps the project to be completed in least amount of time if it is well planned
and executed. The WiseGeek.com (2003) added that will surely help to save the number of
days, week or months required to complete the project on or before its due. Additionally, this
can save significant amount of time as well as money (Wisegeek.com, 2003). The
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overlapping strategy would only be making the construction practitioners to achieve their
aim.
In reality, construction fast-tracking is a helpful tool to meet precise cut-off date. If a building
is urgently needed to complete it, a fast-track strategy is an ideal method of construction to be
occupied as quickly as it could, the fast-track construction only make this condition possible
(Knecht, 2012 and Kwayke, 1991). Many construction delays interconnected with standard
method of construction can be well eliminated through fast-track construction
(Wisegeek.com, 2003). In accordance with Kwayke (1991) “For a business that may be in a
difficult position without the new building, it can make the difference between success and
failure” (P: 8)
2.6.2. Lower cost
Behm, et al (2007) states that the smart construction professionals found out a most
economical construction method to save both time and money is construction fast-tracking
and they recommend this method for future construction era for the sake of the clients. In
addition, a smart construction can end up with saving potentially millions of pounds (Behm et
al, 2007). In construction, time extension is considered as an expensive procedure therefore
the client would not like take the construction any longer apart from its deadline. Reducing
the construction period from its original deadline is not normally possible in conventional
linear building process so overlapping the design and construction should be introduced to
make it happened. The construction team can revise the deadline from traditional
construction to fast-tracking and advice the benefits of fast-tracking to the client if he/she
feels that fast-tracking is a risky business (Behm et al, 2007). Behm et al (2007) states that
the contractor can supply the salaries and wages at same time and utilising the time for
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preparing the contract documents (drawings, bills of quantities (BOQs) etc. according to the
procurement route selected) and construction.
By proper planned fast-track construction may help the construction to shrink the
construction a 24 month programme to 18 month will possibly produce substantial time and
cost savings and again “time is money” is worked in construction (Rahemtulla, 1989 and
Behm, et al, 2007). Apart from fast-tracking, construction can be expedited through some
other tactics such as multiple shifts, overtime and hire sub-contractors for special work
parallel with main contractors work. Those tactics will work perfectly with the construction
fast-tracking and complexion of those strategies will assist to make considerable time saving.
2.6.3. Team building
In accordance with the Knecht (2012) fast-tracking is a good source to maintain team spirit
within the company and there are a lot of successful project was conducted through fast-
tracking. Whitehall-Robins Pharmaceutical Research and Design Facility Richmond USA is
one of the good examples for achieving high benefits via construction fast-tracking.
Moreover, “the overall project team was organised into four subproject teams, one of which
was responsible for the laboratories, in order to manage the fast-track project” (Knecht,
2012).
2.6.4. Short schedule
According to Pena-Mora and Park (2001) defined that there are strategies along with the fast-
tracking to short schedule which can be possible through design and build rather than
conventional method. Additionally, the fast-tracking with the design and construction would
make a better environment for the construction project. According to Alhomadi (2011) and
Park (1999) states overlapping only the reason why the construction period is shrunk with
saving the programmed period and “which increase the ripple effects leading to more design
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changes and longer activities duration and total delays” (Alhomadi et al, 2011: p1969) and it
is detailed in figure 4. Eastham (2002) suggests that the schedule can be shrunk at least 10%
of the overall process due to fast-tracking method but according to Rahemtulla (1989) and
Behm et al (2007) the schedule can be reduced by 25%. Even more percentage can be
reduced when a proper fast-tracking is executed with short schedule.
2.6.5. Single point responsibility
Dung (2009) states the construction fast-tracking can be accomplished without further delay
through single point responsibility. The single point responsibility delivers a smooth
construction and that factor can be taken through design and construct type procurement
neither traditional type procurements nor management type procurement. The management
procurements can shrink the duration of the project rather than design and build does but
there is more chance for disputes. Calibre construction parties only will do a successful fast-
track construction through management procurement as mentioned reasons of failure of
Scottish Parliament building and under challenges of fast-track construction.
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Fig
ure
10 (
Rip
ple
Eff
ects
of
Des
ign C
han
ges
under
Fas
t-T
rack
ing (
adopte
d f
rom
Par
k 1
999)
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2.7 Summary
Overlapping the construction activities is the main intention of fast-tracking a project and it is
an activity which helps in so many parameters to the construction. The need of finishing a
project earlier has been formed as a fast-tracking a construction project from its conventional
style. Procurement systems play a dynamic role in this procedure. Some procurement
systems will not allow a construction for fast-tracking because the character of a procurement
method is an essential factor for conducting a fast-track construction. Traditional
procurement system is not suitable for construction fast-tracking because the drawings must
be completed before the construction begins. Management procurements are the most
appropriate method for construction fast-tracking. Design and Build system and the
procurement based on design and build system seem to be the better option when compared
to any other procurement systems because D&B system delivers some criteria which are
most suitable for fast-tracking, such as, single point responsibility and buildability.
Construction fast-tracking and D&B system shall be considered when time and money is
really an important factor. If a project is well planned and well executed, it will be the
successful project forever. However, construction period cannot be shrunk the way the
construction management can be. The partnering system has some extended strategies (as
listed) to make construction easier. It is applicable to fast-tracking, too. There are some
factors to determine the fast-track construction which involves certain particular
circumstances such as: Shorter period of construction or delayed construction with fixed
deadline or unfinished project within scheduled time. Fast-tracking a construction is always
risky. Challenges of fast-tracking should be considered at the initial stage of construction and
the needs of this important method have been listed. The client has to be fully prepared and
co-operative to tackle any situation that may occur during the construction. The main
intention of fast-tracking is time which leads to many advantages to a project, for example:
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saving money, team building and short scheduling. An appropriate contractor selected will
be given full responsibility to undertake all aspects of the construction activity for the success
of the project.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This section outlines the method and the data requirement. The research methodology
selected for fast-track construction dissertation comprised a comprehensive literature review
and an online questionnaire survey to the construction industry practitioners. The initial idea
was chosen to send out the questionnaire within UK only and then the need was identified to
get opinion from other countries’ practitioners in the Middle East. Therefore, some epic
conclusions may be reached to help the construction industry in UK. The collected results
shall be used and analysed to arrive conclusion and deliver recommendations to the
construction fast-tracking practised by the industry. Hence, this chapter explains the
methodology undertaken to gain information in this paper in consideration of fulfilling
research’s aims. The methodology starts with detailing review framework, the method used in
reviewing literatures, follows by selection of questionnaire design, defining the population of
the questionnaire and data analysis and the chapter ends with method of data analysis.
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3.2 Review framework
In accordance with review context has been developed, as a way of recording results and
keeping focus on the important issues. It is entirely relied on the literature reviewed and aims
discussed above. There are five types of method research strategies broadly used in the
dissertations such as interviews, case studies, observations, record review and questionnaire
but the selection criteria is dependent on its own strengths and weaknesses of each methods
and availability of data or evidence (Fink, 2003 and Denscombe, 2010).
A large amount of information can be gathered form literature review to the frame work but
the current and existing situation of construction industry will only tell about the fact behind
aims and objective in this research to improve the frame work accordingly. Initially, the
research was proposed to be a mixture of qualitative and quantitative. However, the
information was gathered in a quantitative manner so qualitative approach seemed
unnecessary. Then the entire plan has been changed to quantitative approach i.e. closed
questions. Quantitative method is found it as a simple and most reliable method for analysing
because number of people is participating and it is less time consuming method.
In accordance with Pimenova and Van der Vorst (2004) and TSE (2001) the online
questionnaire survey was selected in this research because improved responses can be gained
from the respondents from UK, Middle East and it is supposed that the data collection can be
done through well-structured questionnaire (Middle East (whom got prior experience in the
UK) was chosen to get information to draw fine conclusion and recommendation to the UK
construction industry). On the other hand, postal questionnaire method was not chosen
instead due to its time and cost consideration (Denscombe, 2010). The interview system was
not chosen because there was not a need to compare and contrast construction fast-tracking in
two countries or two construction methods.
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3.3 Literature review
The earlier stage of literature reviews within this study was attained from books, E-books,
magazines, journals, internet, surveys, reports and press reports. Literature reviews are
conducted on the previous studies most probably within the UK concerning construction fat
tracking. Maximum level of information about fast-tracking seemed to be in the literatures
and it obtained well-presented but some doubtful criteria had to be analysed with the current
situation and then it went to the questionnaire according to find the facts. Fast-tracking along
procurement systems, constrains and challenges in fast-tracking and benefits to industry by
fast-tracking are gathered from the literature review.
3.4 Quantitative method and qualitative method
3.4.1. Quantitative method
Quantitative method is normally used for analysing with statistical data and Naoum (2007)
outlines the results from quantitative method are firm and trustworthy Bouma and Atkinson
(1995) mentioned the results solid, countable and it can sense the features of the construction
world.
Naoum (2007) states that the quantitative method can be selected for a thesis under the
following situations:
I. When want the facts about a concept, a question or a characteristic.
II. When want to gather factual evidence and study the relationship between these facts
in order to test a particular theory.
Desncombe (2010) states that the “simple ‘descriptive’ statistics can offer the project
researcher a straightforward yet rigorous way of:
data classifying;
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brief the outcomes;
presenting the proof;
describing the profile of findings (how the data are distributed);
exploring connections between parts of the data (correlations and associations).
(p.241)
The quantitative method can be done through questionnaire survey (via closed-ended
questions asked), interviews (content analysis of transcripts (Denscombe, 2010)),
observations (measuring from opinion and experiments schedule with occurred event), and
documents (official data and business statistics).
Placement of theory in quantitative research
A theory can easily be verified from the questionnaire responses and it is better understood
and final decision can be made from data analysis with literature review. This seemed to be
best way in analysing a research and to draw good conclusions and deliver good
recommendations.
3.4.2. Qualitative method
The analysing procedure through qualitative method is often undertake a number of forms,
reflecting a particular kind of data being used and the particular purposes for which they are
being studied (Descombe, 2010). Naoum (2007) mentioned “Qualitative research is
‘subjective’ in nature. It emphasises meanings, experiences (often verbally described),
description and so on. The information gathered in qualitative research can be classified
under two categories of research, namely, exploratory and attitudinal” (p.40).
Type of qualitative method data referred to opinions and images. Qualitative data take the
form of words (spoken or written) and visual images (observed or creatively produced). They
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are associated primarily with strategies of research such as case studies, grounded theory,
ethnography and phenomenology, and with research methods such as interviews, documents
and observation. Qualitative data, however, can be produced by rating and weighed rating
average. For example, the use of open-ended questions as part of a survey questionnaire can
produce answers in the form of text – written words that can be treated as qualitative data.
The kind of research method used, then, does not provide the defining characteristic of
qualitative data. It is the nature of the data produced that is the crucial issue. The methods and
strategies is given below figure 5;
Figure 11 (Quantitative research and Qualitative research)
3.5 Stages of data analysing
According to Creswell and Clarke (2007) the data analysis part of the research can be
categorised by five stages which involves with the process tree in analysing. Table 2
describes the each stages and methods with how it should be done. Thus, it shows the
difference between quantitative and qualitative approach of data analysis. Whatever the
things in the stages selection criteria is mainly dependent on large scale studies and small
Research Strategy
Quantitative Reserach
Object Measurement
Placement Theory
Qualitative Research
Exploratory Reserach
Attitudinal Research
Placement Theory
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scale studies Decombe (2010) helps all the researchers to select a method such the suitable
method for large scaled studies is quantitative method and for small scaled studies is
qualitative method.
Table 11 (five stages of data analysing)
Quantitative data Qualitative data
Data preparation Coding (which normally takes Cataloguing the text or visual
place before data collection) data
Categorizing the data Preparation of data and loading
Checking the data to software (if applicable)
Transcribing the text
Initial exploration of Look for obvious trends or Look for obvious recurrent
the data correlations themes or issues
Add notes to the data. Write
memos to capture ideas
Analysis of the data Use of statistical tests (e.g. Code the data
descriptive statistics, factor Group the codes into categories
analysis, cluster analysis) or themes
Link to research questions or Comparison of categories and
hypotheses themes
Look for concepts (or fewer,
more abstract categories) that
encapsulate the categories
Presentation and Tables Written interpretation of the
display of the data Figures findings
Written interpretation of the Illustration of points by quotes
statistical findings and pictures
Use of visual models, figures
and tables
Validation of the data External benchmarks. Internal Data and method triangulation
Consistency. Comparison with Member validation
alternative explanations Comparison with alternative
explanations
Source: Adapted from Creswell and Clarke (2007: 129), Table 7.1.
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3.6 Selecting a method
The selection was done by analysing quantitative and qualitative method’s advantages and
disadvantages. The next chapter should not have to suffer due to not having full
understanding on a method.
3.6.1. Advantages of quantitative method
Scientific – the data can be prepared in order to ask the huge statistical data about the
company or the construction industry based on the principle of mathematics and
probability. Denscombe (2010) states that the quantitative method helps the research
to come solid conclusion rather than the standards of the investigator’s opinions.
Confidence – The respondents may reveal any data when they are not known person
to the researcher. In reality the researcher gives a confidence level to the respondents
to answer the questionnaire “Statistical tests of significance give researchers
additional credibility in terms of the interpretations they make and the confidence they
have in their findings” (Denscombe, 2010: p.269)
Analysis - Large volumes of quantitative data can be analysed relatively quickly,
provided adequate preparation and planning have occurred in advance. Once the
procedures are ‘up and running’, researchers can interrogate their results relatively
quickly.
Presentation - Tables and charts provide a brief and effective way of classifying
quantitative data and communicating the findings to others. Computer based
presentations are very accuracy.
Expressive ability based on crucial and/or formless statistics;
The researcher does not necessarily have fluency in the language which is in the
questionnaire;
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Short time involving to analyse and the result can be easily analysed (Naoum, 2007);
The evidence will answer unbiased;
The researcher can design the questionnaire as his own way but it should be nice and
clean and presentable.
3.6.2. Disadvantages of quantitative data
Quality of the information – this method cannot find any new information apart from
the literature reviewed and even the respondents will not allow sharing the knowledge
besides what choices are in a question asked.
The researcher may become obsessed with the methods of examination at the
“expense of the broader issues underlying the research” (Descombe, 2010: p.269).
Arriving to the conclusion based on the same results from the questionnaire can vary
form the researcher’s personal characteristic (RCA, 2009);
Huge amount of information is given a good energy to the quantitative analysis but
organising too many data is rather difficult factor when it materialises. surplus cases,
too much variables, too many factors lead to a complex analyse and arriving to a solid
conclusion is very difficult;
The experience of the researcher is important to drive the respondent to particular
objectives.
3.6.3. Advantages of qualitative method
The respondents can be chosen in accordance with the level of their knowledge in the
industry if interviews have been chose as qualitative strategy (Naoum, 2007);
Variables can be defined both the dependent and independent way before it is
undertaken so organising and arranging is an easy procedure (RCA, 2009);
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The respondents can make their own comments and respondents have the power to
drive into a different parameter. The researcher can improve his research according to
the comments that have been made. In reality, qualitative method is a better way
rather than a quantitative method in this case (Maykut and Morehouse, 1994)
Excluding or reducing subjectivity of judgements made by the respondents (Kealey
and Protheroe, 1996).
3.6.4. Disadvantages of qualitative method
The analysis may take longer period and/or procedure because relevant data should be
analysed the richness of the data received. Sometimes the conclusion can be arrived
relative quickly but the decision making process have to be explained and proved
fairly briefly. When the qualitative method is in progress the situation is little different
because qualitative data are in unstructured manner when they are gathered in ‘fresh’
state (e.g. detail statistics, interview, case studies, photographs, etc.);
Different respondents may record their opinions in different manner, there is no
similarity answers between at least two respondents unlike quantitative method;
If the qualitative data is entirely varied from literature reviewed, the researcher would
be forced to arrive wrong conclusion;
The fluency of the language and the ability of asking open-ended questions are very
important.
The quantitative method was selected to continue this research according to the advantages
and disadvantages of quantitative and qualitative method. The benefits of quantitative method
give the idea to the researcher to put his step into the analysis part by analysing stages.
Moreover, any researcher can go along with quantitative method to complete any research
and without any ability of conducting interviews or case studies at very less time and cost.
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3.7 Questionnaire design
The online questionnaire consists of 12 questions containing closed-ended, agreeing
occurrence questions and rating type questions. Closed-ended questions are normally
multiple choice questions which respondents can choose the answers from the choices given
to the particular question, multiple choices in the questionnaire was asked to answer either
yes/no/may be, their opinion level and right statements. Agreeing occurences may involves
with the statement which have been identified in the literature review and scaling type
questions involves with how the respondents look that particular problem in their experience
(Alreck and Settle, 1995 and Fink, 2003).
The entire questionnaire was designed and divided into three parts. In section one four
question was asked to get general information about the respondents or the construction
company and respondents have to tick the categories where are in, to ensure are they capable
enough to participate in the survey, if they are not capable enough they will be eliminated
from the analysis, for an instance, if anyone got less than one year of construction experience
they cannot properly judge about construction fast-tracking.
Part two continued with important criteria of construction fast-tracking and part three
comprised rating the challenges of fast-tracking and agreeing occurrence of the inevitable
impact of fast-tracking mechanism.
According to Alreck and Settle (1995) the respondents was clearly instructed how to answer a
question such as ‘please tick circle’, ‘please tick one or more boxes’, etc. and instruction to
use rate type and agreeing occurrence was clearly guided at the end of the question. Cover
letter email was designed along the questionnaire with the confidentially report and the
university policy. It has been sent out to the participant with web-link of the survey in order
to make the participant feels interesting. Bourque and Fielder (2003) outlines if the data
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collection period is longer that is also mentioned in the cover letter they can fill up later if the
respondents are busy at the time but that strategy was not used in this survey due to the time
constrains so instant reply was supposed in this survey. The questionnaire design was
discussed and redeveloped with the research supervisor advice; it was then combined
properly prior to sending out (Appendix 1).
Figure 12 (population and sample)
3.8 Population of the questionnaire survey and samples
The questionnaire had been posted to www.linkedin.com in construction managers group,
United Kingdom’s CIOB and NEC’s (new engineering contract) and www.facebook.com and
construction practitioners whom individually known. Further samples had been gathered
from www.rics.org, www.apm.co.uk and conventional internet research had been undertaken
that top hundred construction companies listed and gathered information about them and
contacted. Practitioners in Facebook was chosen (who are practising construction business
currently) and strictly instructed to fill the questionnaire survey if they have full knowledge in
construction fast-track only. In this survey the ‘population’ had a particular meaning as it is in
the figure 6. The population had been organised from all construction practitioners and the
questionnaire sent out only to the client/consultant and contractors. The representative
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samples used in this survey because it is associated with the quantitative data and larger
scaled survey.
Which means Clients and contractors only directly involve with the construction fast-
tracking. When the questionnaire is just opened the respondents will know whether it is
suitable to their firm and experience, otherwise they can just ignore it. The population of the
questionnaire sent out is indicated in the figure 7.
Figure 13 (population of the survey)
To define the variables it was decided to ask respondents size of the company by their turn
over, participants’ roles and their experience. Most of them are experienced people selected
to send the questionnaires because literature says minimum of five years’ experience
professionals can only manage well construction fast-tracking.
30%
25%
20%
25%
Population of the research
QS (consultant)
PM (consultant)
QS (contractor)
PM (contractor)
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3.9 Data and analysis
From the 100 online questionnaires, 21 companies had only responded in this survey. It was
sent out to UK and Middle East. Middle East participant who had the experience in UK and
they are the respondents whom personally known.
Each and every question in the questionnaire was designed in accordance with the literatures
and it was arranged properly to the respondents answer it easily. Analysis of each question is
detailed in the next chapter. The questions are categorised using the data provided by the
respondents through bar charts, pie charts, tables and charts and the description below every
method is detailed the method and analysed precise an explanatory way.
The main conclusions of this research are to be arrived with ranking the occurrence of
challenges of fast-tracking, choosing factors and statements of advantages of fast-tracking
and agreeing occurrence of inevitable factor of fast-tracking. Rating and agreeing questions
are to be analysed with calculating rating and weighed rating average. Additionally, risks in
procurement method can be provided in rating average method and column chart to get the
idea at a first glimpse as well are also to be analysed by the rating and weighed rating average
method and bar chart, it is well defined in 3.10.
3.10 Rating and weighed rating (Mean)
This technique is performance measuring that use of supply of answers as the basis to control
the scale of rate. In addition to this, the rating and weighed rating average used for
categorising the challenges, benefits inevitable factors of fast track construction rest of them
analysed through pie chart, bar chart and tables. Mean mechanism was done through agreeing
occurrence can be defined from;
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6. 1 – Strongly disagree
7. 2 – Disagree
8. 3 – Undecided
9. 4 – Agree
10. 5 – Strongly agree.
The Weighed Rating = ∑ (Ri × Fi)/r
Where Ri - Rating of each factor, Fi - Frequency of responses and r – total numbers of
respondents.
The rating and weighed rating average helps to calculate where a challenge of fast-tracking
falls and to consider how that challenge impact the construction industry. It will be estimated
through below example;
Table 12 (example of calculating rating and weighed rating average and rank)
Question 1 Strongly
agree (5)
Agree
(4)
Undecided
(3)
Disagree
(2)
Strongly
disagree (1)
Health and safety
procedure is very
tough to follow
4 3 3 2 0
The ranking of this was calculated from the frequency of selection of this problem as given
below;
[4x (5) + 3x (4) + 3x (3) + 2x (2) + 0x (1) = 45]
Additionally, the rating average will be calculated dividing the total frequency from the result
of weighted rating such as;
= 4x (5) + 3x (4) + 3x (3) + 2x (2) + 0x (1)/ (4+3+3+2+0)
= 45/12
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=3.75
This average stand (3.75) that this falls just after the undecided and close to agrees the rating
and it is considered as respondents agree that health and safety is a tough procedure to follow
and the size of rating average will help to classify the challenges of fast-tracking and
inevitable impact of fast-tracking (Surveymonkey (2010) stated that this method is easy and
precise for questionnaire survey of a research). Form the weighed rating (mean) the ranking
will be decided.
3.11 Summary
Explanation of this research methodology has been highlighted in this chapter. The
quantitative research method (questionnaire survey) was chosen for this research to undertake
the analytical part because the benefits of the method provide an easy way of analysing. The
placement theory is the one which compares to the analysis and literature reviewed. The
online questionnaire consisted of twelve questions containing closed-ended, agreeing
occurrence questions and rating type questions. The respondent was asked to fill up the
questionnaire by ticking the answers to interest the participant. The survey was disseminated
to two types of respondents only - contractors and developers. The key part of this research
will be identified through rating and weighed rating average of the classified result. The
method used here is to continue the analytical part without any obstacles. Finally, the result
of the analysis will be revealed according to construction experts. Further, the detailed
operation of this thesis methodology will be described in the following chapters.
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CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION
4.1 Introduction
This chapter looks through and describes the analysis of results of questionnaire which were
gathered from the construction practitioners and this survey mainly based on analysing the
random sampling as in the chapter three. This survey mainly focused on the view point of
client/consultant and contractor only (detailed in chapter three). Twenty-one respondents
shared their comments and views on fast-tracking, however, only ten practitioners from
client/consultants and eleven practitioners from the contractor participated in this survey of
this research.
Analysis of this research was mainly focused and finalised the challenges, inevitable factors
and benefits of fast-tracking and the improvement of challenges obtained from the collected
data. Discoveries on mentioned factors were observed from the analysis.
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4.2 Respondents profile
4.2.1. Size of the company
Size of the company will be decided from its turnover and it is something to consider in fast-
tracking mechanism. As in the literature, fast-tracking can be well executed to large shopping
complex, hotels, and other profit-gaining facilities therefore annual turnover is very
important. Hence, size of the company were analysed with those two construction parties.
In this research the turnover of the company asked to know about the size of the company
and it is categorised into four sets. The analysis process is presented in table 4, table 5, figure
8 and figure 9.
Table 13 clients’/consultants’ turnovers (N=10)
Turnover of the company Nos. Percentage
Less than £ 10m 6 60%
£ 10 to 100m 1 10%
£ 100 to 250m 3 30%
Total 10 100%
Figure 14 clients’/consultants’ turnovers group (N=10)
Less than £ 10m
£ 10 to 100m
£ 100 to 250m
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From the above Table and Figure shown that 6 or 60% of the practitioners are participated
from smaller (in size) company, 1 or 10% of the practitioners are from medium (in size) and
3 or 30% of them are from bigger (in size) companies. The point of views of contractors are
given below.
Table 14 contractors' turnovers (N=10)
Turnover of the company Nos. Percentage
£ 10 to 100m 4 36%
£ 100 to 250m 5 45%
over £250m 2 18%
Total 11 100%
Figure 15 contractors’ turnovers group (N=10)
The data analysed form the table 5 and figure 9 as 4 or 36% of the respondents are
participated from medium sized companies, 5 or 45% of the respondents are from bigger
sized companies and 2 or 18% participants are from biggest companies however bigger and
biggest can fall into big companies. Role of the respondents is an important entity so it is
briefed below.
£ 10 to 100m
£ 100 to 250m
over £250m
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4.2.2. Role of the respondents
The viewpoint of the respondents is the one which is directly affect to the construction fast-
tracking because project managers (PMs), quantity surveyors (QSs) and architects will
directly participating in selecting procurement system and deciding the importance of
construction fast-tracking within the construction.
This is why those three sectors have been selected to send out the questionnaire. However,
only PMs and QSs only responded to this questionnaire so viewpoint of architects was unable
to include in this research. The analysis process is shown in table 6, table 7, figure 10 and
figure 11.
Table 15 role of the respondents in consultants (N=10)
Role of the participant Nos. Percentage
Quantity surveyor 5 50%
Project manager 5 50%
Total 10 100%
Figure 16 role of the respondents in consultants (N=10)
Quantity surveyor
Project manager
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The same amount of participants (5 QSs and 5 PMs) had undertaken this survey. The 50% of
each person’s responses were analysed in the detailed analysis part. The participation of
contractors QSs and PMs in this survey has been discussed below.
Table 16 the role of the respondents in contractors (N=11)
Role of the participant Nos. percentage
Quantity surveyor 5 45%
Project manager 6 55%
Total 11 100%
Figure 17 the role of the respondents in contractors (N=11)
Form the above table and figure, 5 or 45% of the QSs are participated in this survey and 6 or
55% of the PMs are participated. Therefore, the mixture of PMs and QSs perspective will be
analysed briefly.
4.2.3. Practitioners’ working experience
Working experience of construction professional is an unavoidable factor in construction
fast-tracking. As in the literatures, inexperienced people cannot be eligible to take any
decisions in construction fast-tracking (Pye et al, 2007). As is the chapter three, working
Quantity surveyor
Project manager
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experiences was classified into four groups including less than one year, therefore, the
respondents less than one year was eliminated from this survey and then randomly selected
respondents has been selected to partake in it. The analysis process is shown in table 8, table
9, figure 12 and figure 13.
Table 17 working experience of consultants (N=10)
Working Experience Nos. percentage
1 ≤ y ≤ 5 years 2 20%
5 ≤ y ≤ 8 years 2 20%
Over 8 years 6 60%
Total 10 100%
Figure 18 working experience of consultants (N=10)
Respondents whom participated from consultants in this thesis are mostly having over 8 years
of working experience which is 60% or 6 people. Then, 5-8 and 1-5 years of working
experience 20% or 2 of each category. Therefore, as this research needs, most experienced
respondents contributed 60% of the consultant’s analysis part. That will assist to make valid
conclusions in chapter five.
1 ≤ y ≤ 5 years
5 ≤ y ≤ 8 years
Over 8 years
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Table 18 working experience of contractors (N=11)
Working experience Nos. percentage
1 ≤ y ≤ 5 years 6 55%
5 ≤ y ≤ 8 years 2 18%
Over 8 years 3 27%
total 11 100%
Figure 19 working experience of contractors (N=11)
The respondents whom participated from the contractors in this research have predominantly
got 1-5 years of working experience which is 6 or 55 percent of people. Besides, 2 or 18%
respondents have got 5-8 years of working experience and 3 or 27% of them gained more
than 8 years of working experience. 1-5 years of working experienced people dominate the
result of this research.
4.3 Undertaken a fast-track project in their experience
Undertaking a fast-track construction will give a full idea about on that, because during the
inception stage of this research, so many students and professional workers had been
questioned about the title of this research. Most of them did not have any clue about fast-
1 ≤ y ≤ 5 years
5 ≤ y ≤ 8 years
Over 8 years
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track construction then the importance of this research was identified and tried to give idea to
the people as much as possible. Therefore, this question was inserted in the survey whether to
identify that they have full knowledge about it. If the respondents have at least a partial idea
about it, they cannot complete this survey. On the other hand, if a professional did not
undertake a project in fast-tracking who may have gained knowledge about that during their
academic period and they may share and critic their viewpoint from their experience.
It is well described about the condition of client/consultant in the figure 14.
Figure 20 clients/consultants experience in construction fast-tracking
Seventy percent of the respondents had done a project through construction fast-tracking in
client/consultant sector. This is good practise to make some decision in construction fast-
tracking. From this figure, construction fast-tracking is commonly used in the construction
industry or amongst 55 percent of entire questionnaire, only 6 percent of the consultant
responded, among 6 percent of client/consultant those 4.24 percent answered. An assumption
can be made here, 94 percent of the consultant might have just skipped it because not having
any experience in construction fast-tracking. From 70 percent of consultant’s answers, this
0% 20% 40% 60% 80%
Yes
No
Percentage
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research cannot come to a final conclusion that 70 percent of entire industry commonly used
this method. Furthermore, condition of contractor is going to be discussed below.
Figure 21 contractors experience in construction fast-tracking
Eighty-two percent of the contractor had done at least a project in construction fast-tracking
among whom responded to this survey. This is also a good observation to draw some good
conclusion because experienced people can exactly share what is the procedure in
construction fast-tracking. The description stated for figure 14 is simply applied here for
corresponding percentages.
4.4 Risk level of carrying out a fast-track construction
Carrying out fast-tracking a project is very risky thing in the construction as it is mentioned
throughout literature review. Client would like to choose this method and D&B or D&B type
to shift all risks to the contractor and would like to be in a safe place as construction is in
process. On the other hand, there are some tactics will assist to defeat all risk factor.
Managing a risk in fast-tracking is entirely dependent on the procurement system and the
0% 20% 40% 60% 80% 100%
Yes
No
Percentage
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challenges in the fast-tracking are very important those two entities will be evaluated later. In
accordance with table 10 and figure 11 the degree of risk in fast-tracking is explained.
Table 19 level of risk in construction fast-tracking from the consultants viewpoint
Level of risk Nos. Percentage
Higher 8 80%
Average 2 20%
Lower 0 0%
Total 10 100%
All consultants accepted that fast-tracking is no longer lower risky method to do a project.
Twenty percent of consultant only mentioned that is an average risk method and rest of them
(80%) declared that it is a highly dangerous method as far as a smooth construction is
concerned. They might have faced so many problems during the construction and because of
not having a proper risk management system; they might have failed to accomplish a task.
From the figures in table 10 construction fast-tracking is a risky method of construction. The
need of contractors also considered in this research and that is provided below.
Table 20 level of risk in construction fast-tracking from the consultants viewpoint
Level of risk Nos. Percentage
Higher 7 64%
average 4 36%
lower 0 0%
Total 11 100%
All contractors also agreed that this method is not a lower risky way of construction
mechanism for a construction. On the other hand, 36% percent of the answered respondents
approved that this is an average level risky method of construction. Rest of them confirmed
that this is a highly risk to be considered a smooth construction. Overall, the analysis
considered the level of risk is high in construction fast-tracking.
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4.5 The benefits of construction fast-tracking
The benefits of construction fast-tracking is one of the key finding in this research, because
giving a full idea of construction fast-tracking seemed important at the initial stage of
construction. Time is very important factor in construction because time is money (Behm et
al, 2007). Time and money are interconnected all risk factors in the construction inclusive
quality, safety, environmental etc. A good margin of money will look after mentioned
properly otherwise, insufficient fund will not let to do smooth construction.
Single point responsibility is one the client can consider in order to shift all risk if fast-
tracking is decided. It is only an option to make the construction fast-tracking more affective
and achieving a maximum benefit of that method and it is a good finding of this research and
should be implemented to the construction and the give more specific character to the D&B
and D&B type of construction procurement.
Team building is next benefit to the fast-tracking but it is not a characteristic of construction
fast-tracking. An integrated team only will accomplish a project successfully through
construction fast-tracking. Team building will be there as the fast-track cannot be undertaken
with a construction professional. A team should be formed to make that method possible.
Therefore, the success of this method can be achieved through team building.
Short schedule is another essential finding of this research because reduced time is just a
characteristic and chief advantage of fast-tracking but managing and reducing is very specific
to make this method more effective. The project manager and the contribution of his/her team
must take part in order to define and to prepare a good construction programme along
defining brief cost of the project during the preconstruction period. The new RIBA (2012)
(Royal Institute of British Architects) plan of work revealed the application of planning
should be scheduled and implemented during the stage 3 (developed design). The cost plan
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and project strategies will be defined in the developed design stage, so the planning or
scheduling will take part during the preconstruction period (CIOB, 2010). This is the
important stage of implementing the detailed project programming in the construction
process. The programming should be designed to reduce time furthermore.
The viewpoint of the consultant is going to be analysed through the table 12 and figure 17
below.
Table 21 benefits of construction fast-tracking from the viewpoint of client and consultants
Benefits of fast-tracking Consultant
Rank contractor Ran
k Nos. Percentage Nos. Percentage
Reduced time 10 100% 1 8 73% 1
Short schedule 5 50% 2 7 64% 2
Lower cost 3 30% 3 5 45% 3
Team building 2 20% 4 3 27% 4
Single point responsibility to
the contractor 0 0% 5 3 27% 4
Figure 22 benefits of construction fast-tracking from the viewpoint of client and contractors
0%
20%
40%
60%
80%
100%
Reduced time Short schedule Lower cost Team building Single point
responsibility
to the
contractor
Consultant Contractor
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4.5.1. Consultant’s point of view
Hundred percent of consultants who responded were agreed that very important advantage of
the fast-tracking is reduced time. Therefore, there is no second word to discuss form the point
of view of client/consultant. The half of the respondents (50%) declared that this takes next
priority to choose the construction fast-tracking. Short schedule has been taken place right
next to reduced time. Form this data of the question, half of the construction practitioners
would not practise short schedule in the construction which mean that there is no strategic
way of shortening schedule in the programme. Shortening the time through better
programming is a good practice to make not to fail in any circumstance. However, this is a
good finding of this research. Construction professionals are partially practising it but this
will fully apply to the construction to get full advantage of construction fast-tracking.
Lower cost is one of the main benefits of construction fast-tracking but thirty percent of the
respondents only confirmed that this is benefit of construction fast-tracking. They may not
have precise idea of construction fast-tracking or as consultant declared that this is risky
method of construction they might have finalised that this is not a benefits as much as
reduced time is concerned. The actual case is different here time and cost are Siamese twins.
This concept is mandatory to understand.
Twenty percent of the consultant only stated team building is a benefit of fast-track a project.
Normally, the integrated team should have formed during the design brief period (RIBA,
2012) and that good team will help the construction to kick start the design and construction
at the minimum of one week ahead (Knecht, 2012). Therefore, a good team is important
factor.
Finally, no one chose the single point responsibility; Mazza and Montgomery (2002) stated
that D&B and construction tracking can make a huge change in the construction. The
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consultant would not like to continue through D&B to gain maximum concept of construction
fast-tracking. The viewpoint of the contractors will be given below.
4.5.2. Contractor’s point of view
Seventy-three percent of the contractor agreed that reduced time is one of the main
advantages of fast-tracking as the consultants agreed at first place but twenty-seven percent
did not find the importance of reduced time in fast-track process. Further explanation of
reduced time to the construction industry has been discussed in sub-chapter 4.5.1. Sixty-four
percent of the consultant declared that short schedule is next benefit to the reduced time. The
contractors also felt that the importance of short schedule. Forty-five percent of contractors
agreed that lower cost is partially benefited factor of construction fast-tracking. Twenty-seven
percent of contractors only accepted that team building and single point responsibility are
another benefits of fast-tracking a construction.
However, both the construction parties accept that the importance of reduced cost in the
construction fast-tracking and it is one of the key characteristics of fast construction. They are
affirmative in their decision. The entire construction industry may choose fast-tracking when
the time is very important factor and client is willing to spend any money to accomplish the
construction on or before the deadline of the construction. Money does automatically stick
with the time so the client will be benefited in both ways. The entire construction industry
accepts (in second place) the importance of short scheduling as far as the fast-tracking
concerned. In addition, the fast-tracking is the only option to shorten a construction period
because of its overlapping procedure. An extended team building is the one which can lead
any construction to success and if it is well planned and executed, team building is a good
practise.
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Single point responsibility is really a good advantage of fast-track construction but maximum
advantage of fast-tracking will be fulfilled through using all five method is in the
construction.
4.6 Procurement system and construction fast-tracking
As exposed in the literature review, procurement system plays a vital role in the selection of
construction fast-tracking. Procurement is normally selected during the preparation period
(stage 1) of the construction process (RIBA, 2012). Then, the construction method is selected
whether the conventional method of construction or any alternative methods of construction.
Procurement method and construction fast-tracking will lead better construction project.
Therefore, identifying an appropriate procurement to select fast-tracking is essential factor to
find and finalise the proper method for a construction. Finding a best method for construction
fast-tracking is going to be defined through figure 16 and figure 17.
Figure 23 Procurement method and consultant viewpoint
0% 5% 10% 15% 20% 25% 30%
Traditional
Design and Build
Partnering
Contruction Management
Management Contracting
Prime contracting
PFI
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The viewpoint of consultant (10%) is rather different from what was reviewed the literatures
because traditional procurement has been selected suitable fast-tracking. The literature says
that traditional procurement system is not an appropriate method for fast-tracking. This
research can come to a conclusion that consultants may not have proper knowledge about
construction fast-tracking or they really adapt conventional procurement with some
reasonable adjustment. Normally, procurement is selected in the preparation period (RIBA,
2012) and programming will be done in just before the construction begins it cannot wait
until detail design finishes.
Twenty percent of the respondents from the consultant chose D&B and management
contracting and partnering are suitable method for the fast-track construction. It does partially
support what reviewed in the literatures because management contracting is the most suitable
method for fast-tracking rather than any method. Partnering was chosen by thirty percent of
the consultants which says there are more companies adapting partnering method for fast-
tracking. The characteristics of partnering is really good practise to make a better
construction refer table 1. Team building and an extensive communication system single
point responsibility are very important factors in fast-tracking as fast-track construction is
concerned.
PFI and construction management is not selected by anyone. Construction management is the
same concept of management contracting but this is widely used in USA so UK practitioners
did not select this method. PFI seemed unsuitable procurement method for construction fast-
tracking. The viewpoint of contractors will be discussed below.
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Figure 24 (Procurement method and contractors viewpoint)
One respondent (9%) selected traditional system, management contracting and prime
contracting. As literature reviewed the traditional method is not suitable method for
construction but management contracting is a best method for construction prime contracting
is suitable too. Seventy-three percent of contractor picked design and build that the most
suitable method for construction fast-tracking as the literature reviewed thoroughly. Overall
construction industry accepts D&B is the most appropriate method for fast-track construction.
The contractors only understand the benefits of construction fast-tracking through D&B.
Partnering, PFI and construction management have not been chosen by any construction
practitioners in the contractors. However, the characteristic of partnering is not really
understood by the contractor as the consultant does. The analyses of challenges of fast-
tracking are discussed in detailed below.
0% 10% 20% 30% 40% 50% 60% 70% 80%
Traditional
Design and build
Partnering
Contruction Management
Management contracting
Prime contracting
PFI
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4.7 The challenges construction fast-tracking
The main findings of this research are to identify the impacts of fast-tracking construction
and to outline the methods of overcoming the challenges. According to the analysis in sub-
chapter 4.4 construction practitioners declared that this is a risky construction method due to
its challenges. On the other hand, the benefits of this method will give idea to adapt a
construction fast-tracking in the construction. Identifying the challenges of this method will
assist to overcome and draw some strategies against its challenges. A detailed analysis with
the table13, table 14 and mean will help to find out where it falls between the strongly agree
to strongly disagree.
4.7.1. Developers’ viewpoint
Table 22 challenges of construction fast-tracking form the viewpoint of consultants (N=10)
Challenges of construction fast-
tracking
Weighed rating
average (Mean)
The degree of
acceptance Ranking
Introduction of unexpected variations
during the construction 4.0 Agreed 1
Flexible budget and make them
available 3.7 Agreed 2
Requiring strong and experienced
manpower resources, especially in
project management
3.7 Agreed 2
Schedule overrun 3.7 Agreed 3
Design and procurement 3.6 Agreed 5
Material procuring 3.2 Undecided 6
Quality 3.2 Undecided 6
Selecting a contractor 3.1 Undecided 8
Project designed for buildability and
speed 3.1 Undecided 8
Save time or money 2.8 Undecided 10
The factors will be analysed according to the ranking of the challenges respectively. From the
above table the Introduction of unexpected variation during the construction has got the
maximum impact of construction fast-tracking and every construction practitioners agree that
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this is a challenge of construction fast-tracking. Moreover, this is an obvious challenge of
fast-tracking a project if the client requires any extra work during the design cum
construction period that attitude will definitely affect to the construction. This is the reason
why the client must be advised to revise and complete his brief before the design and
construction begins. In accordance with Audit Scotland (2000) and Maxwideman (2010) a
huge change was proposed that Tower Buildings, with Queensberry House and the MSP
building to the Scottish parliament and the designing team found difficulties to incorporate
the change designs to apply into construction fast-tracking. This was also a reason for the
failure of the project due to construction fast-tracking (Audit Scotland, 2000 and
Maxwideman, 2010). Therefore, the client’s requirement is very important to be defined
before the design and construction commenced.
If the client has not got the flexible investment in order to manage the construction business
so this method will be very risk. Sometimes construction fast-tracking requires instant capital
because the risks are little high in this method as analysed in the sub-chapter 4.4. Therefore,
flexible budget is very important. If a construction needs a fast-track project the client will
have to arrange to keep certain amount of money throughout the construction period. In this
case the client has to make the budget available if any necessities occur during the design
and construction phase as revealed in the literature review.
Requiring strong and experienced manpower resources is an inevitable factor in any
construction. When it comes to construction fast-tracking it should be considered so special.
The construction team can solve this problem through an effective project management. A
specialist can be appointed to manage this problem and experienced workers should be
employed to this construction. The PMs, QSs and engineers should be able to read and
execute the construction through unfinished drawings so an integrated team is essential. The
construction practitioners should be trained to do this type of construction.
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Schedule overrun is considered an important challenge of this construction style because the
good construction programming is essential to make this method work. Short schedule is one
of the main benefits of this method but a poor planned programme will fail this mechanism
completely and this is a main finding of this research. Therefore, properly planned
construction programme is very important in construction fast-tracking.
Design and procurement is also a challenging factor of construction and it is agreed by the
consultant/clients. The literature states that this is very important challenge of fast-track
construction. However, the consultants of the construction industry declared that this is not
much important factor in the fast-track mechanism. Design and construction should be
considered with the procurement system because the parties who does the design and
construction will decided through the procurement route selected. Consultants who responded
to this question might not have considered the design and construction system separately. If
they considered those two factors together they might have come to a different degree of
acceptance. That might have support what is reviewed in the literature.
Material procuring falls into the undecided category whether it is not agreed or disagreed in
the sense material procuring will be considered in both ways in accordance with the situation
where the project in. material procurement can be occurred as an advance purchasing or just-
in-time purchasing. If a material should be purchased in advance a proper warehouse system
is important to make them safety that will cost extra money. On the other hand, some
materials should be purchased on time because it cannot be stored for a long time; in that case
just-in-time purchasing system is to be done. Nevertheless, the fast-track construction may
need some important material just the design is started so proper storage management and
procuring management is mandatory in order to maintain a smooth fast-track construction.
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Quality level of construction affects because of speedy process of construction this is why
this is in undecided category. If management contracting selected for this construction the
quality level will be maintain at good level because the client or project management
involvement is there but design and build will fail to give good level of quality. Construction
fast-tracking will look after both the time and cost very much. Somehow, that will be subject
to be improved other D&B based procurement such as prime contracting.
Selecting a contractor is really an important factor because suitable contractor will only do
this kind of project. Special experience is very crucial entity to undertake this kind of project.
However, the consultants could not decide whether this method is a challenge or not. In
addition, the respondents did not feel much that this is a challenge when the fast-tracking is
concerned. On the other hand, the literature states that selecting a contractor is one of the key
challenges in construction fast-tracking in common construction is concerned.
Project designed for buildability and speed – project buildability is one of the inevitable
factors for a construction project because it will lead a good construction and the buildability
will guide the construction parties to the aim. However, the consultants declared that project
designing is not very essential factor for buildability and speed. A planned construction
design will direct the fast-track construction to the smooth finish.
Save time or money is not actually a challenge but it is the main benefit of the fast-tracking.
When these two factors become as a challenge there is no point to undertake fast-track
construction or if a fast-track construction fails to achieve reduced time and lower cost that
project would have undertaken a conventional construction and finished it on time. The view
point of contractors will be discussed with following table 14.
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4.7.2. Contractors’ viewpoint
Table 23 challenges of construction fast-tracking form the viewpoint of contractor (N=11)
Challenges of construction fast-
tracking
Weighed rating
average (Mean)
The degree of
acceptance Ranking
Project designed for buildability and
speed 4.3 Agreed 1
Selecting a contractor 4.1 Agreed 2
Schedule overrun 4.1 Agreed 2
Design and procurement 3.9 Agreed 4
Introduction of unexpected variations
during the construction 3.8 Agreed 5
Save time or money 3.7 Agreed 6
Flexible budget and make them
available 3.7 Agreed 6
Material procuring 3.6 Agreed 8
Requiring strong and experienced
manpower resources, especially in
project management
3.4 Undecided 9
Quality 3.0 Undecided 10
The importance of project designed for buildability and speed is realised by the contractors
because it is really a challenging factor to the contractor and they are about to strongly agree
this problem. The consultants may develop the design to adapt the buildability but the
contractor only is going to use that drawing provided by the developers. If the design fails to
achieve buildability and cannot catch the speed the contractor suffers with the project design.
Revision of the project drawing to adapt those factors may take time therefore the period of
construction will be affected and the key benefit of fast-tracking is hard to gain. Hence, a
D&B procurement system and single point responsibility will solve all the difficulties which
can arise in the construction fast-tracking method.
Selection of the contractor is itself a problem to the construction fast-tracking because they
realise capability themself to undertake this method and responded it. A well experienced
contractor only does a good fast-track construction but the developers should select suitable
contractor for this method.
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Schedule overrun has been agreed by the contractor because the contractor will always get
all blames for the time overrun from the developers. Therefore, better programming is very
important in order to undertake a construction fast-tracking without any delay. The
developers should always prepare a good construction programme.
Design and procurement has been accepted by the contractor as a challenge of fast-tracking.
The delivery of the drawing is normally being given to the contractor in phase of the activity.
The contractor has to learn the drawing very quickly and construction accordingly. However,
this is not the case in D&B delivery; integrated team building will look after each and every
challenge incurs to the contractor. Single point responsibility will not give any nuisance to
the developers D&B contractor manage all the risk in the fast-tracking.
Some contractors welcome the variation during the construction phase because they can re-
estimate that particular item and add new profit. The contractors who participated in this
survey accepted that this is a challenge. If the design provided by the developers is
considered to be changed after the construction has begun; they may find this as a serious
problem and they cannot finish it on time.
Save time and money has been agreed by the contractors as a challenge of fast-tracking. If a
fast-track construction does not save time and money that should have selected as a prime
challenge of this construction method. From the consultant view this is considered in
undecided category and it has the minimum impact. Normally, the consultants do not execute
this method to get failure but the contractors always think to save money and time
considering current condition of construction.
Flexible budget is related to the client but the contractors should also have sufficient fund to
execute particular construction activity. Therefore, arrangement on spending money is very
important.
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Material procuring has been slightly accepted by the contractor from undecided category.
The contractors are practising good material management for an instance good storage. This
is the reason why material procuring appears to be vulnerable challenge of construction fast-
tracking.
Gathering the man powers is simply given to the contractor by entire construction industry.
From the contractors point of view they always try to get skilled persons for work so that they
did not consider as a hard to do it.
The contractors always affirm that they are smart in construction so quality is considered as
undecided category; they cannot either state this is a challenge. Whatever the construction
method is selected for a construction quality is guaranteed from their response.
4.8 Inevitable impact of fast-tracking
There are factors which are foreseeable in fast-track construction. The factors always affect
the construction procedure and those factors can also be referred as its challenges but those
are not exactly the challenges. A brief analysis with the table 15 will help to find out where it
falls between the strongly agree to strongly disagree.
Fast-track delivery advises to the client about the limitation of the design changes not to
change once construction is started and it is the main characteristic of this method. The client
must finalise his scopes before the construction started. According table 15 both the parties
very much accepted but the contractors nearly strongly agreed this statement.
As another inevitable factor of fast-tracking is the starting the construction before the design
is completed. The designer and project manager should be very specific about it. Changing
the design is very dangerous practise once the construction is begun. Therefore, an
experienced team only will do a better fast-track construction delivery.
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Table 24 inevitable impact of fast-tracking from both sector’s visions
Challenges of construction
fast-tracking
Developers Contractors
Ran
king Weighed
rating
average
The degree
of
acceptance
Weighed
rating
average
The degree
of
acceptance
Fast-track delivery gives a
limitation to the project
owner's ability to make
design changes once
construction has started
4.2 Agreed 4.5 Agreed 1
Starting construction before
design works are completed
can lead to a large number
of change orders
4.1 Agreed 3.7 Agreed 2
Inability to achieve quality
products as expected 3.8 Agreed 3.4 Undecided 3
Failed to manage health and
safety procedures due to its
speedy process
2.1 Disagreed 2.7 Undecided 4
The developers agreed that fast-track construction fails to achieve quality products because of
its speedy process. On the other hand, the contractor could not decide whether it is challenge
or inevitable factor of fast-tracking a construction. From this statement the contractors are
very careful to tackle this factor where it needs.
The developers declared that health and safety practice can be on track there is no problem
in following health and safety procedure. On the other hand, the contractors found this is as
undecided factor in construction.
4.9 Overall rating of fast-tracking
This question is going to be analysed how the fast-track construction considered by the
construction industry. An overview of fast-tracking is mandatory to come to a conclusion of
fast-tracking to issue whether it is appropriate method. The result from the questionnaire is
displayed below.
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Table 25 an overview of construction fast-tracking (N=21)
Rating of fast-tracking Nos. Percentage
Poor 1 5%
Average 13 62%
Good 7 33%
Total respondents of contractor 21
Five percent of the respondents only chose that this is a poor construction method others all
considered this is an effective way of construction technique. Sixty-two percent of them
picked that this is average construction system. They would like this method but afraid of its
challenges. Rest of them declared that this is good method of construction technique.
Somehow the construction practitioners wish to execute construction fast-tracking.
4.10 Summary
The key part of this chapter is to identify the overcoming factors of challenges and benefits of
the construction fast-tracking. Most of the developers and contractors had undertaken
construction fast-tracking through their experience while others might have responded on the
strength of their academic background. Both the groups have reiterated that this construction
system is a risky one in view of its challenges. A construction always requires finishing it on
time with lower cost and this is the main goal of adhering to this method. The developers as
well as the contractors suggest “reduced time” is the most valuable benefit of construction
fast-tracking. This method is more suitable to prepare “short schedule” programming because
it is a overlapping process. As time means money, it is already covered with time, but the
parties accepting “lower cost” is also another benefit. Partnering and design and build were
selected as a procurement method by the developers and contractors respectively.
Construction management and PFI were not picked by any construction parties. “Unexpected
variation” during the construction became the most impact of conducting a fast-track
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construction from the consultant viewpoint and then “flexible budget” followed by the
“manpower” etc. However, the saving time and money has not affected the developers.
“Project designed for buildability” got the most impact of doing a construction fast-tracking
and then “selecting a suitable contractor” and then “schedule overrun” etc. Nevertheless,
quality did not affect the company by doing a construction fast-tracking. Fast-tracking a
construction has some limitations which are not subject to be avoided such as “design limits
once the construction has begun”, “kick-start of construction just as the design is started”,
“incapability to achieve quality product”. Despite the challenges, both the parties granted that
the construction fast-tracking is a good method for practice in the industry.
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CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
As chapter one exposed the aims and objectives of this research are to investigate the Impacts
of Fast-Track Project in current construction industry through its risk level, procurements
involvements, benefits and challenges of fast-track construction. The conclusion can be
drawn with the recommendations where it needs and the recommendation of this research and
for further research has been provided to reveal the importance of construction fast-tracking.
The decision will be reached at the responses of the questionnaire survey with what literature
reviewed.
5.2 Conclusions
This part of the research focuses on how the aims of this study are concise by gathering
relevant responses from the on-line survey and literature reviewed.
A. The things behind the design impact of construction fast-track
The process depends heavily on the balance among the client, architect and contractor, who
must have synchronised the understanding of the intent of the project and solid rapport with
one another to make quick decision. Final cost is unknown at the beginning of the project, so,
some decisions are to be made in the field. The design is controlled by the schedules, which
may compromise some aesthetic components of the project. Sufficient data should be
gathered before the fast-track contractor is selected but if the fast-track construction is new to
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the client he/she should be mindful when preparing the data for the construction. The
construction team should weigh all the risks prior to selecting the construction fast-tracking.
Additional or broad communication and integrated administrative strategy is very important
to conduct better and practical fast-tracking. The project managers should be fully aware of
the risks involved in fast-tracking, especially, if that is a new model project that has never
been constructed before and then they can roam with their project management tactics. When
a project fails the project manager is ultimately accountable for poorly planned job.
B. The mechanism of fast-tracking is interrelated to procurement/ contract for successful
construction project.
The main purpose of fast-tracking was introduced in the construction industry to reduce time
and cost because it was taken into account to reduce time rather than phased construction.
This method is entirely dependent on the co-operation of the participants within the
organisation. The correct procurements for fast-tracking are design and build, partnering,
construction management but design and build, PFI and prime contracting are recommended
by the UK construction industry.
Traditional procurement is not suitable for fast-tracking because overlapping the activity with
the design is not possible there. The characteristics of management procurements are very
favourable to the construction fast-tracking because many contractors can be appointed to do
construction fast tracking this is the reason why this procurement system is more appropriate
with the construction management teams. Somehow, improper planned fast-track mechanism
is not good for construction. Whatever the procurement system is chosen, it should be well
planned and meticulously executed.
The contractor’s participation in the design and build (D&B) system ensures the project’s
‘buildability’ delivery to the construction. D&B was chosen as the most suitable
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procurement system by the current construction industry (respondents). Changes may need
to be made to the design if the contractor is not part of the design process from the beginning,
delaying the start of construction. Design and build delivery method can significantly reduce
total project time – up to 50 percent depending on the job. Additionally, each member of the
design and build team have the authority to make decision in the field. Time saving is
possible by managing buildability problems. Fast-track mechanism is introduced in the
industry due to the construction activities overlapping has become more popular in the
industry. After realising overlapping is the only best way to manage time constraints, time
for delivering and understanding about the design as the contractor do not consume an extra
time if D&B selected. Prime contracting will deliver a better fast-track construction rather
than conventional D&B delivery because it is the mixture of PFI and design and build
delivery. Some characteristics of partnering are very supportive to the construction fast-
tracking, such as: integration of construction team, early project arrangements, and the
relationship between the parties.
C. Identifying benefits of construction fast-tracking in terms of cost, time and quality to
clients, contractor and third parties
This appropriate method for time saving assists the project to be completed in least amount of
time provided it is well planned and executed with no stones unturned. In reality, construction
fast-tracking is a helpful tool to meet precise cut-off date. Many construction delays are
interconnected with conventional method of construction which can be fully eliminated and
managed through fast-track construction. Economical construction method to save both time
and money is construction fast-tracking. Overlapping the design and construction should be
introduced to make it happen. Time factor is generally considered equivalent to money in
construction industry.
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Apart from fast-tracking, construction can be expedited through some other tactics, namely:
multiple shifts overtime and hire sub-contractors for special work parallel with main
contractors’ work. Those tactics will work perfectly with the construction fast-tracking and
complexion of those strategies will assist to make large amount of time saving. Fast-track
construction is a good source to maintain team spirit within the company.
Overlapping is the only reason for the construction period to get shrunk while saving the
programmed period. The schedule can be shrunk between the minimum of 10% and
maximum 50% and it can be materialised when a proper fast-tracking is executed with short
schedule. The single point responsibility delivers a smooth construction and that factor can
be taken through design and build type procurement neither traditional procurement nor
management type procurements. Team building and single point give a boost to the
construction
D. The strategies to overcome challenges /constrains of fast-track mechanism.
The client must be advised to revise and complete his brief before the design and construction
begins in order to avoid unexpected variation during the construction. If a construction
needs a fast-track project the client will have to arrange to keep certain amount of money
throughout the construction period. In this case the client has to make the budget available
when necessities occur during the design and construction phase as revealed in the literature
review. The construction team can solve by providing required strong and experienced
manpower resources through an effective project management. A specialist can be appointed
to manage this problem and experienced workers should be employed to this construction.
Short schedule is one of the main benefits of this method but a poorly planned programme
will lead to schedule overrun. Design and construction should be considered with the
procurement system because the parties who do the design and construction will decide
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through the procurement route selected. If a material should be purchased in advance a
proper warehouse system is indispensable to keep them safe. When it fails, it will cost extra
money. The fast-track construction may need some important material when the design is
started, so, the proper storage management should be provided. If the time or money becomes
a challenge, there is no point in undertaking the fast-track construction. Or, when a fast-track
construction fails to achieve reduced time and lower cost that project would have undertaken
a conventional construction and finished it on time with no extra risk. Construction fast-
tracking will look after both the time and cost very much apart from quality. If management
contracting selected for this construction the quality level will be maintained at good level
because the client or project management involvement will be there but the design and build
will fail to give a good level of quality. In particular, an experienced contractor is a very
crucial entity to undertake this kind of project. So, prequalification of the contractor should
be verified before a contractor is selected. A design and build delivery can control and
manage the project designed for buildability and speed.
Finally, sufficient safety measures should be taken into account with respect to the pre-
identified trouble areas, which are fundamentally related to design as the precision of the
design is very essential to reduce significant amount of the project durations. Issues which are
identified from this research are; the experience of management team and team’s scale
priorities. The team should be proactive to manage the risks on the incomplete design process
and the construction process when it is overlapping. Initial stage of this construction, may
need a substantial amount of money but when fast-track construction successfully completes
the client/project can save significant amount money.
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5.3 Recommendations and recommendations for further research
The changes in the design should always be discussed with the client in order to make
valid fast track construction
The overlapping procedure will always be co-ordinated and well managed
Put more effort on design during the design phase in order to eliminate the errors
which can be arisen in the construction
In this rush delivery the develop an effective system to review it or review the
construction as much as possible to know whether it is on track
The instant decisions should be made in the field because there is no time for the
paper approvals. If the client is accepted the contractor can continue with the decision
made.
The further research should be conducted on how the construction overcomes challenges of
fast-track construction through risk management approach with the alternative methods of
construction approaches and to compare and contrast two procedural methods and for two
countries. The norms for this method were introduced even before 1988 but still construction
professional did not know about this method so awareness on fast track construction method
is very important to increase the importance of this method.
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