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WHICH CONSULTANT AS PRINCIPAL AGENT CAN CONTRIBUTE THE MOST TO THE COST

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There are various consultants who will be able to fulfill the role of principal agent. Which consultant as a lead agent can contribute the most to the cost effectiveness of a construction project.

Sub-problems

Delimitations

Definition of Terms

34;Cost Consultant" means the person or entity appointed by the Client to establish and agree all budgets and implement and manage the necessary cost controls on the project. Principal Agent" means the person or entity appointed by the Client is to manage or administer the services of all other consultants.

Abbreviations

34; Contractor" means any (legal) person who enters into an agreement with the client for the execution of the works or part thereof.

Importance of the study

Research Methodology

Introduction

Duties

Determines a disagreement between the employer or his agents, on the one hand, and the contractor, on the other. The value of the preliminary work or original work should be omitted and the new work's value should be added.

Consultants

Summary

Conclusion

Testing of hypothesis

Introduction

Each team member must be aware of what result he/she is expected to achieve. As the project progresses, each team member indicates exactly how much time has been spent on a task. The team member also indicates how much time it will take to complete the task.

Each week, each team member submits their time sheet with the information included. This allows the project team to keep track of actual progress as well as potential adjustments to target dates. http://www.sun.ac.za/projektus/fases/prossewe/tydsbestuur/riglyneTydsbestuurE .htm, July 2009). There are a number of ways in the construction process where time can be used better, for example overtime, cutting back on lunch breaks and tea time, etc.

The real way to increase the utilization of time will have to improve the management of time.

Relationships with other constraints

Motivation through time

The main consequence of rushing a project can lead to unsatisfactory quality, thus increasing the importance of quality management by both the contractor and the principal agent. Rather, tell the contractor that if he/she finishes within the specified time frame, the client may consider paying an additional incentive. This way you prevent the contractor from rushing the project and reducing quality, instead of wasting unnecessary time.

Taking responsibility of time on a project

According to Nel (July 2009), it is not advisable to make a contractual incentive to finish early. Once a delay occurs, the principal agent and contractor must develop a definitive plan on how to correct the problem and how they plan to deal with the aftermath of the situation. They must then consult with the other professionals to determine how this plan might affect all the other restrictions.

Nel (July 2009) also states that the plan they initialize can usually affect cost containment when they want to extend the time frame due to the fact that more resources are needed to implement that extended plan. The Quantity Surveyor must then consult with the General Agent and Contractor to make this plan work without compromising the overall project budget. It goes without saying that it is certainly the contractor's responsibility to remain punctual, but the lead agent plays a large role in representing the client in these situations, ensuring that the client does not lose unnecessary money due to a problem that could have been fixed at an earlier stage.

Consultants and the time on a project

To become a project manager, it mainly takes postgraduate studies and additional courses to become a project manager. The project manager is trained in setting up a program; manage the already set program and how to deal with delays within the program. With external training, every profession within the built environment can be trained as a project manager.

Taking each consultant and assigning them a PA value based on their involvement, it can be seen that the project manager is the most involved to get a 4. With the time / cost constraint the quantity surveyor has a relatively intuitive knowledge of how time will affect the project so they give a 3. Because of the experience and knowledge about how the process works and how much time each part of the building process takes takes, the architect is awarded a 2.

Putting this in a bar chart makes it clear that the project manager is the most competent client when time is considered the primary constraint.

FIGURE  2:  PA-values  for  time      (Source:  Own)
FIGURE 2: PA-values for time (Source: Own)

Summary

Conclusion

Testing of hypothesis

Introduction

Relationships with other constraints

This means that the level of quality must be decided and then held to these criteria. As soon as a better quality material or finish has to be used, the cost of the project will increase. Therefore, it is essential that the quality level does not change during the project if there is a tight budget.

It will certainly result in cost overruns if the client does not emphasize this already at the planning stage. If the design meets the standards at the beginning, there will be no need to change the scope later in the project. For any restriction to be changed, there must be a common understanding that it will affect the other in one way or another, and that costs are usually increased by that decision.

Figure 4 just shows how the cost will increase as the lifecycle of the project goes  on, as well as that the little changes later in a project will cost much more than  big changes at the beginning
Figure 4 just shows how the cost will increase as the lifecycle of the project goes on, as well as that the little changes later in a project will cost much more than big changes at the beginning

Motivation through cost

Taking responsibility of cost on a project

Consultants and the cost on a project

When it comes to costing a project, the quantity surveyor is the only consultant sufficiently trained to be successful. All the other consultants on a project do have knowledge of the costs of their relevant field, but a limited knowledge of the total cost structure and price cost calculation of the project and therefore receive a 2 PA value. This chart shows how the quantity surveyor stands out in the costing department of a project.

Summary

The quantity surveyor has all the necessary skills to run and control the financial side of any construction project. From a client's point of view, appointing a specialist to control the project's finances is a necessity. Like any other profession where there are financial managers who manage the finances of a project, the quantity surveyor is the professional in the construction industry with the best knowledge to control all the relevant financial matters.

Conclusion

Testing of hypothesis

Introduction

Relationship with other constraints

Motivation through quality

Taking responsibility of project’s quality

This must flow through all levels of management down to the consultants in charge and keep the people on the project motivated and involved throughout the quality management process. project quality. It is then his responsibility to give the green light to other consultants to sign off on the work done. If a consultant signs off on work that is not of the desired quality, it can be disastrous, not only for the project, but also for the consultant's reputation and expertise.

Therefore, it is the principal agent's responsibility to ensure that the quality of the project is maintained. According to the JBCC, the main agent will be the one to prepare the practical and work done certificate. The contractor is then responsible for the satisfactory completion of the works and only then must the principal agent sign off on the completed work.

The above clearly shifts the responsibility of the quality of the works from the contractor to the principal agent.

Consultants and the project’s quality

The consultant who will be best informed to fulfill this job must have the knowledge and insight of the products and processes necessary to get the ultimate quality. It is a skill to be able to coordinate the constraints of the project triangle. This shows that the architect has the ability to influence the cost right at the beginning of the design without cutting on quality, but actually improving the quality.

This procedure is still not fully exploited and could be used more by the architects to increase the quality of the building without using too much resources. The engineer again has no major involvement in the quality control of the project and also gets a 1. The quantity expert must understand when the quality will interfere with the proposed budget and it is imperative that he/she approves any impacted cost adjustment by the quality control of the project and gets a 3 on the scale.

The comparison of the various consultants indicates that both the architect and the quantity surveyor will perform a satisfactory task of quality control, but the architect is the most equipped.

Summary

Conclusion

Testing of hypothesis

Summary

Coming to the conclusion to make an architect the client can cost the client more money and can significantly extend the time span of the project. Quantity experts are working on a project to control costs and ensure that the client can receive the best interest on their investment. It is then necessary for all other consultants to get approval from the quantifier to ensure that the budget is still met with any proposed change.

In terms of quality, the quantity meter usually looks for the product with the best quality for a certain amount of money. The quantimeter is always asked why no provision has been made for this type of change. This makes the work of the quantifier much more complicated than just measuring and paying.

It would be ideal for the customer to have the engineer as the primary agent.

Conclusions

Total

Recommendations

Given that in all the different fields of study in the built environment, not enough time is spent training each individual profession to act as a master agent. When this principal agent role is presented to a consultant, no one is fully equipped with the skills to act as a principal agent in the various aspects required by the client. Finally, it is recommended that tertiary institutions should revise the content of their engineering and built environment courses in order to send qualified consultants to the construction industry who will be able to act as key facilitators.

Defining the critical success factors for the implementation and maintenance of a total quality management system at South African construction companies involved in construction.

Figure

FIGURE  2:  PA-values  for  time      (Source:  Own)
FIGURE 3 – The cost of a change increases drastically over the project lifecycle  Source: PMBOK 2004
Figure 4 just shows how the cost will increase as the lifecycle of the project goes  on, as well as that the little changes later in a project will cost much more than  big changes at the beginning
FIGURE  5:  PA-values  of  cost      (Source:  Own)
+4

References

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