Estimating and tendering for construction work by Martin Brook

By Martin Brook

Preface. Acknowledgements. checklist of figures. Abbreviations utilized in the textual content. 1. agency of the estimating functionality 2. Procurement paths three. different types of agreement four. delicate documentation five. Estimating tools 6. Contractor choice and choice to gentle 7. undertaking appreciation eight. Enquiries to providers and sub-contractors nine. smooth making plans and approach statements 10. source bills ? labour, fabrics and plant eleven. Unit price pricing 12. Sub-contractors and nominated providers thirteen. Fluctuations 14. Provisional sums and dayworks 15. undertaking overheads sixteen. Cashflow forecasts 17. finishing the estimate and ultimate delicate evaluation 18. smooth submission and effects 19. motion with the winning gentle 20. Computer-aided estimating extra analyzing. Index

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A contractor may offer a functional design which is not aesthetically appealing; he is inclined to develop a low-cost design with opportunities to increase his margins. A contractor might make a client’s brief fit his own preferred solution; 21 Estimating and Tendering for Construction Work the long-term life of a building might be overlooked and if the brief is vague, the client could pay an inflated price or take possession of an inferior building. A client may not realize the importance of independent professional advice.

The building industry suffers from the old distinctions between the professional interests and suspicion brought about by ignorance of each other’s work. In civil engineering there is more freedom for individuals to move to and from consultants and contractors’ organizations – there is an understanding of each other’s point of view. Instead of the direct appointment of consultants, many major building owners and developers make use of in-house project managers either to control independent consultants or to carry out all the design and financial control of the project.

This system of procurement is also finding favour with main contractors and their major sub-contractors. For example, a main contractor can engage an engineering services contractor as a construction manager to manage sub-packages. Private Finance Initiative The UK government is committed to the Private Finance Initiative (PFI) for major projects. This procurement option has been successful in delivering high-quality facilities for public services since the early 1990s. By June 2003, over 280 projects had been signed with a total value exceeding £35 billion.

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