Fast-tracking design and construction to save more lives

Coordination and communication are key aspects when fast-tracking design and construction projects that need to be completed quickly.

By Tim Tench February 27, 2020

When fast-tracking complex projects, design and construction proceeds in parallel. With the traditional design–bid–build approach, going from project initiation to completion typically takes approximately 20 to 30 months. Fast-track projects are generally executed in 16 to 24 months because the entire process is streamlined.

In a fast-track project, early packages are issued in order to start construction prior to the completion of the full design. For instance, the design package for the foundation and all underground components of the facility are completed first so that work on those aspects can commence while the more complex production process and interior design can be completed. While construction proceeds on the first design package, the architectural package for everything above the floor is developed, taking the needs and concerns of numerous stakeholders into account.

When the next package is sent out to bid and construction proceeds, the design team readies the next package, including details regarding the location of power sources, gases and other utilities, the transportation of raw materials — and many other factors — which are established in a final design package that is approved and then sent out for bid. By performing design and construction activities concurrently during the project, timelines can be reduced by as much as 40%.

Design and construction staffing

Too often in the design and construction industry, firms are given unreasonable demands in an effort to achieve lean operations. Pressures are applied to keep design and construction staffing to a minimum. Because the labor cost of a design and construction management team makes up a very small portion of the overall project costs but has a great effect on the overall success or failure of the project, this is no place to skimp. With too few people, long hours are required, mistakes can be made and quality can decline. Equally as important, safety can become an issue. When people are overworked and the project is understaffed, injuries can occur.

Appropriate outlook needed

For the fast-track approach to be effective in design-build projects, clients must know what they want and have the willingness to share their experience and be involved in the project. They also need to be sufficiently flexible to allow for the development of facility designs in stages.

Foundation of trust

The fast-track approach is appropriate for companies that have established trust with their design-build partner, either through previous relationships or on the basis of recommendations and the company’s reputation and track record of success. Clients must trust that their design and construction partner is honest and forthright when it comes to the dollars and cents of the project. A good design-build partner will always be transparent. Clients must also trust that the firm has the ability to do what it claims it can achieve for fast-track to be successful. In addition to facilitating fast-track processes, this type of trusting relationship invariably leads to the construction of facilities that best meet client needs because relationships are established across the board — from the owner to the architect, the engineers and the construction workers.

Increased need for collaboration

Indeed, fast-track projects cannot succeed without extensive collaboration between the design and construction teams within the engineering procurement and construction (EPC) firm and between the EPC firm and the client. However, the traditional design-bid-build process often creates adversarial relationships among the main players on a project. For example, in the traditional method, the architect provides complete construction documents, but when contractors later find errors or omissions in the design, they ask the owner to pay for these additional costs, which may put them at odds with the designer. Both the contractors and architect want to maximize their profitability while the owner wants to limit spending; the system inherently sets these parties at odds.

The fast-track approach, however, can only effectively be implemented by an integrated design, engineering and construction firm. With a truly integrated EPC, the architects, engineers and construction teams are accustomed to working together day after day. This familiarity breeds better, faster and more consistent results. All of the players are part of the same organization and work to support each other in order to achieve the best outcomes for the client without the added cost of rework and redesign.

Cultural alignment

To provide the best possible outcome for a given project, it is important for the owner and EPC to have similar company cultures. If both firms share the ideals of “people first” or “technical excellence,” the opportunity for a cohesive team is greater. In addition, the owner and the design-build firm must be in alignment with the project’s subcontractors.

All fast-track projects are challenging by nature, perhaps the most challenging for biopharmaceutical facilities given their complexity, the number of stakeholders involved and the extensive regulatory requirements, but, with the right team, a good plan and an established process, even the most difficult and complex construction projects can be completed in a fast-track manner with optimal results.

This article originally appeared on CRB’s website. CRB is a CFE Media content partner.

Original content can be found at www.crbusa.com.


Author Bio: Tim Tench, senior project manager, CRB