The design and construction process has been around for over 4500 yearsand dates back to about 2630B.C.，，，，当历史上的第一位结构工程师Imhotep，建造the step pyramid forthe EgyptianPharoah Djoser。
The big question that rolls around in my mind is, “Exactly how far has our industry progressed?”
In science, the progrESS是显而易见的。而且，与奴隶相比，更高效，自由使用的劳动力和更好的技术，包括重型建筑设备的多次进步，以便于建造方案，以及最近的3D建筑信息建模（BIM），以及用于设计和施工的3D建筑信息建模（BIM），这也取得了明显的进步。信息开发。技术工具可以做得更好，更快，更便宜。
如何ever, in the more artful areas of process improvement such as enhanced project team structure and associated dynamics, customer expectations, communications and other key areas, I am concerned that we have not advanced enough.
Our complicated industry is much like other industries and society in general, where decision-makers,influenced by trends and sound bites andmotivated at times by politics，，，，不耐烦地搜索易于描述的解决方案和快速返回。
For example，设计构建或集成项目 -d省略过程不再是panacea for project success than hedge funds were for investors when hedge funds hit Wall Street in the 1980s. Every owner, every project dynamic and the associated project purpose and goal，，，，有所不同t. As such, they require a well-经过思考的方法，并具有兴趣和能力来解决更深层次的，，，，more meaningful project drivers.
不幸的是，这些没有包裹或咬人。
Linking Business Strategy to Project Delivery
More times than not, the client is uncomfortable with too strong a link between the design and construction team and the in-house business strategy, mostly out of a desire to keep proprietary strategy private. Most often the design and construction team is on a need-to-know basis.
This phenomenon causes a disconnect in decision-making, especially when alternate scope directions are being considered. To my way of thinking, unless there is a confidential aspect to the business strategy, which can be covered under a non-disclosure agreement (NDA), it must be linked to every decision on the project from start to finish to make sure that all the goals and objectives are in tact.
大多数项目18luck官网（根据您认为的历史报告，45％至90％）开始或至少遇到的项目预算少于所需范围所需的范围。从定义上讲，这意味着该项目处于薄弱的基础上。为什么任何人都认为设计和施工过程是解决这个问题的解决方案，这超出了我。
Due to the large number of less-than-satisfactory outcomes, coupled with frustration over a lack of progress, owners are often searching for the latest delivery methodand have pinned their hopes to design-build, IPD and LEAN.在过去15年中，至少在我们家乡俄亥俄州，许多新车型已经尝试过。
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但是，如果没有完整的数据来了解真正的成功，例如该设施将如何在未来30到50年内持续下去，那么在这一点上，如果模型成功，我们将如何知道？正如我之前说的那样，最新的交付模型只是决定项目基础的力量的一个小方面。
在许多情况下，在项目交付的早期，过多地关注资金，从而损害了团队建设，支持资源以及最终的主要早期项目决策。在此过程中关注这笔钱太晚会导致缺少目标并重新开始。自1980年代以来，我一直与几位主人一起工作：“我不希望我们的创意思维被可用的钱所困扰。”
如果一个人了解练习的背景，这可能是一个好过程，或者这可能对项目非常有害，因为有趣的反应最终会出现预算问题。无论哪种方式，了解预算与实际成本的影响以及能够为强大的项目基础管理这种动态的影响对于项目的最终成功至关重要。18luck.cub
Rather than focusing solely on money, we should instead determine how well the team is workingtogether and how well it aligns with business strategy. A foundational analysis should also look at risks, efficiency, financial status and trust among team members.
Oncethe team is in place, it is critically important to behave like a team and develop a very candid dialog with the owner, not unlike a coach on a baseball or football team. Team members must develop mutual respect. Teams members must talk candidly at regular intervals.I have seen many owners say they are going to do this and only about 5%我从事的项目以18luck官网有意义的方式遵循了这一点。
成本控制需要成熟
它'很重要的是要了解sophistication needed for cost control and suppression.
Anyone that is a veteran in the design and construction industry knows that if you impose liquidated damages onto a project bid specification, 90% of the time the contractors will include the liquidated damages in the bid. Does it make sense to anyone that the owner would pay for their own liquidated damage and worse yet, pay a contractor and their subs for LDs if they are never enforced?
It happens quite often and is an example of a very heavy handed approach and not so useful way to control costs.
非常普遍的另一个例子是抑制设计费。借助结构工程，重要的是要问到到目前为止，您在什么时候推动了设计费用，以至于设计最有效的方法是进行更保守的假设和计算。在转动can trigger higher structural steel and foundation costs.
Controlling and suppressing cost requires a level of sophistication that most owners are not willing to fund. Regular cost estimating is only part of the solution. More critical is an understanding what is driving both the soft and the hard costs on the project and what the alternatives are in the categories that have significant cost movement.
While there is not a lot of relief for projects that are 25%-50% over budget, most projects are within striking distance of the budget and如果您专注于合适的区域，则可以解决超额。With eyes on the original business strategy, we can usually resolve the budget to actual cost difference.
如何errors arehandled also makes a difference。errors are unavoidablein certain circumstances, such as sports and war。
In construction errors are to be expected, too, and dealing with them has to be built into the process.经常，建筑的聚光灯迅速转移到了供应商及其处决。除了严重的疏忽和无能之外，大多数成熟的公司在行业标准中的表现。如果您将设计和施工的开发与篮球游戏相同的流畅环境，或者是在战场上的行动，那么对错误，警报和指控的看法会更大。
Self-reflection is a good way to make sure your objectives are met and your investments are being deployed wisely. Additionally, deal with an error in context and在整个错误的解决方案中，保持项目基础很强。如果您认为护理标准降至可接受的水平以下，请首先讨论情况，以作为所有项目事件和行动的全球视野。把自己放在另一个人的鞋子经常随着项目的进行。
everyone says严重的实时项目通信is important, but not every projectbenchmarks and achieves it。
监视项目对项目的有效沟通，就像您要监视图形DEVELO一样pment, the cost model or the completion of construction. Anticipate that many adjustments will need to be made along the way.
If there is one take-away, it would be that successful design and construction project delivery in its highest form is driven by factors under the project team’s control. Proper exercise of that control is a balance between art and science对于其中不存在灵丹妙药。All the fine points must be considered and incorporated if we are to make more advances beyond the ancient origins of our industry.
GaryHribar is president of Cleveland-based Osborn Engineering, a 35-year design and construction veteran anda student of project delivery.He can be reached atghribar@osborn-eng.com.
