Academic paper and supporting document on fast track construction (1)

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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



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


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

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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

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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


Management contracting

Prime contracting

PFI

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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.

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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

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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


speed 4.3 Agreed 1

Selecting a contractor 4.1 Agreed 2





Save time or money 3.7 Agreed 6



Material procuring 3.6 Agreed 8



project management

3.4 Undecided 9


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

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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.

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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


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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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

http://www.linkedin.com/

http://www.facebook.com/

http://www.rics.org/

http://www.apm.co.uk/

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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



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



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


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


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


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


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







project management

3.7 Agreed 2



Material procuring 3.2 Undecided 6


Selecting a contractor 3.1 Undecided 8


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


speed 4.3 Agreed 1

Selecting a contractor 4.1 Agreed 2





Save time or money 3.7 Agreed 6



Material procuring 3.6 Agreed 8



project management

3.4 Undecided 9


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


Starting construction before

design works are completed

can lead to a large number

of change orders


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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