Schedule Effectiveness of Alternative Contracting Strategies for Transportation Infrastructure Improvement Projects

Choi, Kunhee; Kwak, Young Hoon; Pyeon, Jae-Ho; Son, Kiyoung

doi:10.1061/(asce)co.1943-7862.0000431

Cited by 28 publications

(18 citation statements)

References 10 publications

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“…According to Table 5, all 3 contracting methods (DBB, D-B (Major), and A + B) effectively curbed time growth while incurring significant cost escalation. It should also be noted that DBB not only underperformed A + B in time savings but also sustained a greater cost increase than A + B, which contradicts the finding that A + B causes serious delays (Anderson and Damnjanovic, 2008;Choi et al, 2012). On the other hand, DBB performed slightly better than D-B (Major) in both time and cost growth, which conflicts with the Minchin et al (2013) finding that D-B is effective in time savings, but not in cost control.…”

Section: Projects Over $20 Millioncontrasting

confidence: 46%

“…Only D-B (Minor) and LS effectively Anderson and Damnjanovic (2008), A + B leads to delays for large and complex projects, which is also supported by Choi et al(2012). I/D may only be effective when incentives are large enough to motivate contractors to finish on time (Anderson and Damnjanovic, 2008;Choi et al, 2012). The results also agree with the previous research findings that showed DB to be an effective tool to reduce project duration, but often incurred cost growth (Anderson and Damnjanovic, 2008;Ibbs et al, 2003).…”

Section: Time and Cost Performance Analysis On Collective Datamentioning

confidence: 99%

Section: Time and Cost Performance Analysis On Collective Datamentioning

confidence: 99%

“…A + B (aka cost-plus-time) is designed to reduce project duration by weighing time in the bid evaluation process (Choi et al, 2012;Herbsman et al, 1995). Contracts are awarded to low total bids consisting of a standard cost bid and a time bid, which is the product of proposed days to finish a project and road-user daily costs predetermined by FDOT.…”

Section: A + Bmentioning

confidence: 99%

“…Incentive/Disincentive is designed to motivate the contractor to finish the project ahead of schedule by rewarding early completions and penalizing delays based on contract days (Choi et al, 2012;Meng and Gallagher, 2012;Minchin et al, 2016). Both incentive and disincentive monies are calculated on a daily basis in terms of administration cost, Construction Engineering & Inspection (CEI), and daily road-user costs determined by FDOT.…”

Section: Incentive/disincentive (I/d)mentioning

confidence: 99%

See 4 more Smart Citations

Performance of seven highway construction contracting methods analyzed by project size

Zhang¹,

Chini²,

Minchin³

et al. 2018

Front. Eng

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The conventional Design-Bid-Build (DBB) construction contracting method has had various drawbacks exposed in highway construction practice, including lack of communication, inefficient design, antagonizing relationships, and increased disputes. To mitigate the negative aspects of DBB, several alternative contracting methods and alternative project delivery systems have been devised and introduced to the industry over the past 30 years. Five such innovations were tested by a research team from the University of Florida under the sponsorship of the Florida Department of Transportation (FDOT). To perform a realistic assessment, this study categorized FDOT projects built between 2006 and 2015 into groups according to current contract amounts. Both absolute and relative metrics were defined and employed. For comparison purposes, a collective analysis on all gathered data was performed. Additionally, the influence of outliers on the results was examined. The results showed that analyses based on individual cost categories are more convincing because large projects tend to impose stronger influence on the analyses. In addition, outliers must be identified and screened to reach realistic and reliable conclusions. With regard to the actual performance of the contracting methods, each performs differently within different cost categories.

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Section: Projects Over $20 Millioncontrasting

confidence: 46%