Time is an extremely significant issue in construction. Construction contracts are at their best when they commence, progress, and complete on time. Most construction contracts specify time for performance in achieving completion of the works. However, during the execution of the contract, circumstances may arise which render that completion date unenforceable. At common law, the contractor's obligation to complete the works by the specified date is removed if the employer delays the contractor in the execution of the works. When the specified completion date no longer applies, time is said to be “at large”, and the contractor's obligation is merely to complete the works within a reasonable time.
Table of Contents
Chapter 1: Introduction4
Background4
The Project Life Cycle8
Reasonable Time15
Scope of the Research16
Chapter 2: Literature Review19
Failure of the Contractual Mechanism26
Delay in Granting Extensions of Time27
Major Types of Construction29
Residential Housing Construction30
Specialized Industrial Construction33
Infrastructure and Heavy Construction35
Selection of Professional Services36
Financial Planning Consultants36
Architectural and Engineering Firms37
Design/Construct Firms39
Professional Construction Managers40
Operation and Maintenance Managers41
Facilities Management42
Construction Contractors43
General Contractors44
Specialty Contractors45
Material and Equipment Suppliers45
Financing of Constructed Facilities46
Construction Financing47
Facility Financing48
Legal and Regulatory Requirements50
Legal Responsibilities50
Mitigation of Conflicts51
Government Regulation51
The Changing Environment of the Construction Industry53
New Technologies54
Labor Productivity56
Public Scrutiny57
Economics In Construction59
International Competition66
Contractor Financed Projects72
Lean Construction73
The Concept of "Time at Large"78
The Legal Context80
Chapter 3: Methodology82
Research Methodology82
Chapter 4: Results84
Examples of "Time at Large" arguments in action84
Chapter 5: Conclusion106
References108
Chapter 1: Introduction
Background
Like the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, constructing and operating physical facilities has a different perspective on project management for construction. Specialized knowledge can be very beneficial, particularly in large and complicated projects, since experts in various specialties can provide valuable services. However, it is advantageous to understand how the different parts of the process fit together. Waste, excessive cost and delays can result from poor coordination and communication among specialists. It is particularly in the interest of owners to insure that such problems do not occur. And it behooves all participants in the process to heed the interests of owners because, in the end, it is the owners who provide the resources and call the shots.
By adopting the viewpoint of the owners, we can focus our attention on the complete process of project management for constructed facilities rather than the historical roles of various specialists such as planners, architects, engineering designers, constructors, fabricators, material suppliers, financial analysts and others. To be sure, each specialty has made important advances in developing new techniques and tools for efficient implementation of construction projects. However, it is through the understanding of the entire process of project management that these specialists can respond more effectively to the owner's desires for their services, in marketing their specialties, and in improving the productivity and quality of their work.
The introduction of innovative and more effective project management for construction is not an academic exercise. As reported by the "Construction Industry Cost Effectiveness Project" of the Business Roundtable: (Au and Hendrickson, 1985)
By common consensus and every available measure, the United States no longer gets ...