By Jack Masterman

This transparent, well-researched consultant should be beneficial to scholars and working towards development pros alike as they paintings with quite a number development procurement structures to settle on the approach so much suited for their wishes.

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While this may be a possibility it is unlikely to be a problem on a well-managed project where all aspects of progress are strictly monitored by the client’s project manager. e. in areas where they consider the quantities may eventually be substantially increased, although this sort of price rigging should easily be detected by an experienced quantity surveyor during the detailed evaluation of the tenders. When considering the use of this procurement method it should be appreciated that like most other co-operative methods, two-stage selective tendering calls for a greater input from the client, or his advisors, than the conventional approach and that it is essential that all of the participants in the scheme are conversant with every aspect of the method in order to avoid any misunderstandings occurring during the currency of the project.

What should be sought is a balance between the use of proven nonconventional methods and the known ability of the conventional system to offer the most economic procurement route for small and medium-sized uncomplicated projects where time is not at a premium. 3 VARIANTS OF THE CONVENTIONAL METHOD The co-operative methods that are now discussed are all variants of the conventional method and differ only in the way in which the contractor is appointed, or reimbursed; all other aspects such as the appointment by the client of a separate design team and cost consultant remain as for the parent procurement method.

1. e. the design consultants. 2. The list of tenderers will generally not be available until the design has been mainly completed. 3. The practical and ethical difficulties of dealing with suggestions from a number of contractors during the design stage are difficult to overcome. 4. Once design decisions have been made they usually cannot be changed without cost penalties and delays to the construction programme. 2. It can thus be seen that, although the client may be anxious to see work commence on site, progress during this stage should be carefully controlled and not unreasonably forced.

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