Fast-tracked projects

It is particularly important to recognise that the overall construction time will not decrease. Rather, there is a change in the relationship between design and construction. An overlapping program replaces the traditional linear sequence of tasks. In theory, the time saving in fast-tracking a project is achieved by overlapping time in the design and documentation phase of the program, with construction activities.

Fast-tracking has been seen at various times as a solution for perceived limitations with traditional delivery methods. With a good working relationship between the design team and the contractor, the process can allow for rolling construction programs, and even early completion of projects. That being said, it is essential to select the right contractor, project manager and design team. Many clients opt for this method, thinking it will save them money, ensure a quicker completion date and transfer risk to the main contractor.

Additional costs may be incurred, for the fees associated with consultants. A specific clause should be inserted in the consultancy agreement to protect the architect and to reflect the risks the client must retain in a fast-tracked project.

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Fees

An architect should consider and manage the fees associated with fast tracked projects. Considerations include:

• different stages overlapping, may required additional staff and resources, rework as multiple stages commenced
• shorter time frames, more senior/ experienced staff may be required
• the continuation of the same staff (to prevent loss of information)
• documentation programs are likely to be disjointed, detailing is often resolved as construction proceeds, and reworking design aspects or documents can become necessary, as construction exposes unexpected conflicts
• time to assess specification alterations, due to shorter lead times
• more detailed assessment of material availability due to the shorter lead times.

Quantifying these costs can be difficult at the start of a fast-tracked project, but it is imperative that the architect understands the implications and charges accordingly, to cover the risks involved.

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Risks for architects

In a fast-tracked project, contract documentation is usually prepared in a series of trade packages (Refer Acumen note Trade package documentation). This necessitates fragmented design, which can result in insufficient attention being given to the coordination of other areas of the design and building services. Much higher levels of coordination will be required as a result of this process. The experience of the architect is critical in being able to minimise conflicts or errors resulting from inadequate or disjointed coordination. The potential risk of variations resulting from later design information being coordinated with earlier work or completed packages must also be assessed, controlled and appropriately assigned.

Faced with a condensed design-and-documentation period, the architect may tend towards use of familiar design methods and details that are known to work. Innovative design solutions are likely to be sacrificed in the process of having to think non-sequentially and to respond to the fast-tracked construction pressures. The process tends to encourage inefficiencies in design such as over-sized risers and ducts, plant rooms and service spaces, due to inadequate information being available at an early design stage and the need to ensure that elements designed later will fit. There is a risk in fast-tracked projects that the priority of fast building will be counter-productive and perceived cost savings will be difficult to achieve.

If not properly controlled and coordinated, the pace of building can get ahead of the available information. In addition, conflicts may only be apparent as the composite package comes together during construction. The minimum documentation produced to allow early tendering or approvals to be obtained, followed by a rapid start on site, can contribute to later delays, which may necessitate re-documentation and increase costs.

The potential risks in the limitation of design choices, if work starts before the entire design is understood, should be clearly explained to the client. The architect needs to help the client understand the complexity of the decisions and the educated guesswork that is required by fast-tracked and the risks associated with the lack of the customary checks and balances that are exercised in traditional design and construction.

It may be difficult to maintain environmental and sustainable products in addition to life cycles of materials. Cradle to grave products, often require detailed assessment to ensure they can meet sustainable practices. The architect should consider these products as soon as possible to give the contractor enough time to ensure the best practice is achieved.

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Implications

In a fast-tracked project the client may achieve savings in financing costs and holding charges and be rewarded with an earlier cash flow, building sale or occupation. The actual construction cost will generally be higher, due to increased administration costs, and there can be instances where the construction time is actually longer. The design team will need to develop innovative responses to the pressures that they will experience in meeting a compressed design-and-documentation program, trade-packaged documentation and a fragmented decision-making process.

Each of the parties must clearly understand their role and responsibilities. Most often in fast-tracked projects the client will appoint an architect or project manager to manage the project. This role is critical to the success of a fast-tracked project.

The client

The client must clearly define the project brief but accept that having identified the speed of completion as having the highest priority, the brief must incorporate a significant degree of flexibility. The client's representative must be able to make timely decisions and needs to have a good understanding of building and construction processes. Finally, the client must accept that fast-tracking may not produce the most economical or innovative result. Cradle to Grave, sustainable products/ sustainable initiatives and installation may be harder to achieve, based on the time and care required to achieve these. Noting them at an early stage assists the project team to allow the time required to include within the project.

For any fast-tracked project the client will need to:

• clearly define the project brief
• set clear design priorities
• appoint an experienced representative
• facilitate timely decision making
• accept additional professional fees, that may be a result of re-working or fast decision-making
• set achievable quality objectives
• note any specific sustainable products/ initiatives early on
• product substitutions may occur due to lead time issues and installation times.

The project manager

In fast-track projects it is most common for the contractor to be a construction or project manager. The project manager must clearly establish how the building is to be built, the trade packaging to be used, the program, and the progress monitoring and reporting arrangements. Buildability, construction phasing, programming and construction management are critical issues for the project manager.

The project manager will need to:

• manage and coordinate the project
• establish clearly defined trade packaging
• undertake timely buildability reviews
• set a realistic program for each phase
• review budgets and actual costs on a regular basis.

The architect and design team

The consultant team will be required to design and document simultaneously. Coordination can be problematic and documentation disjointed. Decision-making must respond to trade-packaged documentation rather than completed elements or components, and areas that require early design decisions need to incorporate provision for later design.

In the early stages of a fast-track project an architect is required to make assumptions that may later prove incorrect and plans will probably need revision as design and construction proceed. Modifications to the plans will not necessarily be due to errors and may not have occurred under normal circumstances. The architect should advise the client about the likelihood of such changes and delays resulting in extra costs, so they can be accounted for in the project budget and a bigger contingency fund can be established.

The architect will need to:

• ensure the client brief is appropriate to the proposed delivery method
• develop the design and detailing that can be built more quickly and that are not likely to cause delay
• confirm buildability of all components at an earlier stage
• design items with long lead times early in the program
• recognise that documentation must respond to subcontract or trade packages, not traditional labour and material supply divisions
• incorporate any sustainable imperatives as early as possible to meet the desired outcomes.

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