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University Microfilms International 300 North Zaeb Road Ann Arbor Michigan 48106 USA SI. John's Road. Tyler's Green High Wycombe, Bucks, England HP 10 8HR I I 77-25,277 PAULLIN, Robert John, 1941CONSTRUCTION MANAGEMENT: IMPLICATIONS FOR INTERMEDIATE SCHOOL DISTRICT BOARDS OF EDUCATION AND ADMINISTRATORS IN MICHIGAN. Michigan S tate U n iv e rs ity , P h.D ., 1977 Education, In d u s tria l Xerox University Microfilms , Ann Arbor, Michigan 48106 CONSTRUCTION MANAGEMENT: IMPLICATIONS FOR INTERMEDIATE SCHOOL DISTRICT BOARDS OF EDUCATION AND ADMINISTRATORS IN MICHIGAN By R o b e rt John P a u li in A DISSERTATION S u b m itte d t o M ic h ig a n S t a t e U n i v e r s i t y in p a r t i a l f u l f i l l m e n t o f th e r e q u ir e m e n ts f o r th e degree o f DOCTOR OF PHILOSOPHY D epartm ent o f Secondary E d u c a tio n and C u r r ic u lu m 1977 ABSTRACT CONSTRUCTION MANAGEMENT: IMPLICATIONS FOR INTERMEDIATE SCHOOL DISTRICT BOARDS OF EDUCATION AND ADMINISTRATORS IN MICHIGAN By R o b e rt John P a u li in The p u rpo se o f t h i s s tu d y was t o examine in d e p th th e r o l e o f th e owner and t h e o w n e r 's r e p r e s e n t a t i v e d u r in g t h e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t t o d e te r m in e i f t h e r e was a change in th e r e s p o n s i b i l i t y w h ic h th e y assumed when compared t o s i m i l a r r o l e s in a t r a d i t i o n a l c o n s tru c tio n p r o je c t . F u rth e r, i f a p p ro p ria te , to i d e n t i f y d e c is i o n m aking are a s f o r w h ic h i n s e r v i c e and p r e s e r v i c e e d u c a tio n o f programs s h o u ld be d e v e lo p e d . The s tu d y was c o n d u c te d as an expanded case s t u d y . th re e p r o je c ts It in c lu d e d i n w h ich t h e c o n s t r u c t i o n management te c h n iq u e was employed and t h r e e p r o j e c t s te c h n iq u e was em ployed. in w h ic h th e t r a d i t i o n a l A ll c o n s tru c tio n s i x p r o j e c t s were l o c a t e d in M ic h ig a n and were in t e r m e d ia t e sc h o o l d i s t r i c t owned area v o c a t io n a l c e n te rs . The m a jo r c o n c lu s io n s o f th e s tu d y w e re : 1. The l e v e l o f in v o lv e m e n t o f b o ard r e p r e s e n t a t i v e s p a r t i c i p a t i n g 1n c o n s t r u c t i o n management p r o j e c t s r e f l e c t e d a d e c re a se when compared t o t h e l e v e l p a r tic ip a tin g 2. o f in v o lv e m e n t o f b o ard r e p r e s e n t a t i v e s in t r a d i t i o n a l c o n s tru c tio n p r o je c ts . The l e v e l o f in v o lv e m e n t o f b o ard members p a r t i c i p a t i n g c o n s t r u c t i o n management p r o j e c t s r e f l e c t e d an in c r e a s e when compared t o th e l e v e l o f In v o lv e m e n t o f b o ard members p a r tic ip a tin g in in t r a d it io n a l c o n s tru c tio n p ro je c ts . R o be rt John P a u li in 3. There 1s a p o s i t i v e r e l a t i o n s h i p between th e Im p o rta n c e o f th e d e c is io n and th e l e v e l o f In v o lv e m e n t o f board r e p r e s e n t a t lv e s p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s . 4. There 1s no r e l a t i o n s h i p between th e Im p o rta n c e o f th e d e s ig n d e c is io n and th e le v e l o f In v o lv e m e n t o f board members p a r tic ip a tin g 5. 1n c o n s t r u c t i o n management p r o j e c t . Board r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s had a h ig h e r l e v e l o f in v o lv e m e n t th a n board r e p r e s e n t a t lv e s p a r t i c i p a t i n g p r o je c ts 1n t r a d i t i o n a l c o n s t r u c t i o n in e i g h t y p e rc e n t o f th e d e s ig n d e c is io n s w hich im p acted m echanical and e l e c t r i c a l 6. Board r e p r e s e n t a t iv e s d e s ig n . in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s had a h ig h e r le v e l o f In v o lv e m e n t tha n board members p a r tic ip a tin g in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s in 8 3 .3 p e r c e n t o f th e d e s ig n d e c is io n s w hich im pacted m echanical e le c tric a l 7. and d e s ig n . The s tu d y ten de d t o s u p p o r t the i m p l i c a t i o n s w hich in th e l i t e r a t u r e e x is t e d r e l a t i v e t o th e in c re a s e d le v e l o f in v o lv e m e n t o f owner p a r t i c i p a t i n g in a d e s ig n phase o f th e c o n s t r u c t i o n management p r o j e c t . 8. Board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d i t i o n a l c o n s tru c tio n p r o j e c t s were p e r c e iv e d as h a v in g a h ig h e r l e v e l o f competence 1n d e c is io n making tha n were board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . 9. Board members in v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p ro je c ts were p e r c e iv e d t o have a h ig h e r le v e l o f competence 1n d e c is io n making tha n were bo ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . R o b e rt John P a u li in 10. The need t o p r o v id e b o th p r e s e r v i c e and i n s e r v i c e e d u c a tio n program s f o r b o ard r e p r e s e n t a t i v e s in v o l v e d in c o n s t r u c t i o n management p r o j e c t s was i d e n t i f i e d . 11. The need t o p r o v id e i n s e r v i c e e d u c a t io n program s f o r b o ard members in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s was Id e n ti fle d . 12. The need t o p r o v id e b o th p r e s e r v i c e and I n s e r v i c e e d u c a t io n program s f o r b o a rd r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s was I d e n t i f i e d . 13. The need t o p r o v id e i n s e r v i c e e d u c a tio n program s f o r board members i n v o l v e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s was id e n tifie d . D e d ica te d t o my w i f e Jean and my d a u g h te rs L1sa and La ura w i t h o u t whose lo v e and u n d e r s ta n d in g I c o u ld n o t have co m p le te d t h i s s tu d y ; and t o th o s e bo ard members and a d m i n i s t r a t o r s who had t h e cou rag e t o p io n e e r t h e C o n s t r u c t io n Management T e c h n iq u e . ii ACKNOWLEDGEMENTS The c o m p le tio n o f t h e r e q u ir e m e n ts f o r an p o s s ib le because o f th e p r o f e s s i o n a l advanced d e gre e i s o n ly d e d i c a t i o n and p e rs o n a l c o n s i d e r a t i o n o f many p e o p le * o n l y a few o f w h ic h I am r e c o g n iz in g . My m ost s in c e r e a p p r e c i a t i o n goes t o D r . F lo y d P a rk e r f o r h is c o n s t r u c t i v e g u id a n c e , p a r t i c u l a r l y d u r in g th e r e s e a r c h p o r t i o n o f my p ro g ra m . I am a ls o g r a t e f u l t o D r. George F erns f o r h i s a s s is t a n c e as Chairman o f my D o c to r a l Com m ittee and t o D r. R ic h a r d F e a th e r s to n e and D r. B l a i r MacLean f o r s e r v i n g as members o f my c o m n it t e e . F or t h e i r t e c h n i c a l a s s is t a n c e to my s i s t e r Nancy P a u li i n g r a p h ic s in t h i s I w is h t o e x p re s s rqy g r a t i t u d e f o r t h e many h o urs she s p e n t on th e docum ent, t o Sandy Bates f o r t y p i n g t h e m a n u s c r ip t and to C a r r o l l W alenberg f o r h e r a s s is t a n c e in copy e d i t i n g th e s tu d y . 111 TABLE OF CONTENTS INTRODUCTION - CHAPTER 1 ................................................................................. Page 1 Background S ta te m e n t ................................................................................. Need f o r t h e S t u d y ..................................................................................... The P r o b l e m ....................................................................................................... S tatem e nt o f th e Problem ........................................................................ N a tu re and Scope o f t h e S t u d y .......................................................... D e lim ita tio n s .............................................................................................. T h e o r e t ic a l F r a m e w o r k ................................................................................. O verview o f Procedure ............................................................................ A s s u m p t i o n s ................................................................................................... D e f i n i t i o n s ................................................................................................... S u m m a r y ................................................................................................................ 5 6 7 8 9 10 11 13 15 16 21 REVIEW OF LITERATURE - CHAPTER 2 ............................................................... 22 Fast T ra ck M e t h o d .......................................................................................... Value E n g i n e e r i n g .......................................................................................... Systems B u i l d i n g .............................................................................................. C o n s t r u c t io n Management ............................................................................ H i r i n g th e C o n s t r u c t io n Manager ...................................................... The T e a m ............................................................................................................ The Design P h a s e .......................................................................................... Cost A c c o u n t i n g .......................................................................................... B id D i v i s i o n ............................................................................................. . B id d in g Phase .............................................................................................. C o n s t r u c t io n Phase ..................................................................................... Cash F l o w ....................................................................................................... Shop D r a w i n g s .............................................................................................. S u m m a r y ................................................................................................................ 22 27 30 30 31 33 35 37 38 39 41 44 45 45 PROCEDURE - CHAPTER 3 ..................................................................................... 49 Design D e c i s i o n ................................... P o t e n t ia l D if f e r e n c e s in In v o lv e m e n t ................................................. 51 54 ANALYSIS OF DATA - CHAPTER 4 ....................................................................... 60 P a r t I ..................................................................................................................... D e c is io n # 1 - D e te rm in in g th e Space R e la t io n s h ip s . . . . 1n Flow Diagrams D e c is io n # 2 - S e le c t in g t h e S i t e ................................................ D e c is io n # 3 - D e te rm in in g M a jo r E n tra n ce s ............................... 62 62 1v 67 73 Page D e c is io n # 4 - E s t a b l i s h i n g D r iv e s and E n tra n c e s O f f . . . . 79 M a jo r S t r e e t s D e c is io n # 5 - D e te r m in in g C o n s id e r a t io n s f o r F u t u r e . . . . 85 E xpansion D e c is io n # 6 - D e te r m in in g th e I n t e g r a t i o n o f ............................. 91 A r c h i t e c t u r a l and M e ch a n ica l Systems 97 D e c is io n # 7 - D e te r m in in g t h e I n t e r f a c e Between ......................... E l e c t r i c a l and M e ch a n ica l Systems D e c is io n # 8 - D e te r m in in g th e S t r u c t u r a l System ......................... 102 D e c is io n # 9 - E s t a b l i s h i n g Access t o th e B u i l d i n g .................... 107 ( S t a f f , S tu d e n ts and P u b l i c ) D e c is io n # 10 - D e te r m in in g I n s t r u c t i o n a l Equipm ent . . . . 113 L a y o u ts Both Moveable and F ix e d D e c is io n if 11 - E s t a b l i s h i n g t h e P r o j e c t Development . . . . 118 S chedule D e c is io n # 12 - D e te r m in in g t h e M e c h a n ica l Trades Budget . . 123 D e c is io n # 13 - D e te r m in in g t h e A c tu a l B u i l d i n g L o c a t io n . . 129 D e c is io n # 14 - D e te r m in in g t h e C o n to u r in g f o r Purposes . . 134 o f L a n d sc a p in g and S torm D ra in a g e D e c is io n # 15 - D e te r m in in g th e F in a l B u i l d i n g C ost . . . . 140 E s tim a te s 8ased on V a lue E n g in e e r in g D e c is io n # 16 - D e te r m in in g th e C h a r a c t e r i s t i c s o f th e . . . 145 E x t e r i o r Envelope D e c is io n # 17 - D e te r m in in g th e E x t e r i o r T re a tm e n t and . . . 150 F e n e s t r a t io n o f t h e B u i l d i n g D e c is io n # 18 - D e te r m in in g a S i t e M a s te r P la n f o r t h e . . . 156 Purpose o f F u tu r e Growth D e c is io n # 19 - E s t a b l i s h i n g th e "U" F a c t o r o f th e .................... 161 E x t e r i o r W a lls D e c is io n # 20 - E s t a b l i s h i n g th e P r e l i m i n a r y B u i l d i n g . . . 167 Costs Through V a lue E n g in e e r in g D e c is io n # 21 - E s t a b l i s h i n g t h e O r i e n t a t i o n o f th e . . . . 172 B u i l d i n g , T a k in g i n t o C o n s id e r a t io n th e Sun, Wind and N oise D e c is io n # 22 - D e te rm in in g Bus and P e d e s t r i a n .................................. 178 T r a f f i c t o th e S i t e D e c is io n # 23 - D e te r m in in g O th e r S i t e Uses: Games, . . . . 183 S t o r a g e , Community Uses, Program Uses, E tc . D e c is io n # 24 - D e te r m in in g t h e C i r c u l a t i o n P a tt e r n s . . . . 189 W it h in t h e B u i l d i n g D e c is io n # 25 - D e te r m in in g t h e H e a tin g and C o o lin g . . . . 194 R e q u irem e nts f o r th e B u i l d i n g D e c is io n # 26 - D e te r m in in g t h e Type o f H e a t in g , C o o lin g . . 200 and V e n t i l a t i o n System t o be Used D e c is io n # 27 - D e te rm in in g th e D esign P r o d u c t io n S chedule . 205 D e c is io n # 28 - D e te rm in in g Both t h e A rran ge m en t and t h e . . 210 S p a c ia l R e q u irem e nts f o r t h e M e c h a n ica l Equipm ent D e c is io n # 29 - D e te r m in in g th e O u t l i n e S p e c i f i c a t i o n s . . . 216 f o r th e A r c h i t e c t u r a l P o r t i o n o f t h e B u i l d i n g Design P a r t I I .............................................................................................................................222 D e c is io n # 1 - D e te r m in in g th e Space R e l a t i o n s h ip s i n . . . 222 Flow Diagrams D e c is io n # 2 - S e l e c t i n g t h e S i t e .............................................................226 v Page D e c is io n # 3 - D e te r m in in g M a jo r E n tra n c e s ....................................... 231 D e c is io n # 4 - E s t a b l i s h i n g D r iv e s and E n tra n c e s O f f . . . . 235 M a jo r S t r e e t s D e c is io n # 5 - D e te r m in in g C o n s id e r a t io n s o f F u tu re . . . . 239 Expansion D e c is io n # 6 - D e te r m in in g th e I n t e g r a t i o n o f ................................... 243 A r c h i t e c t u r a l and M e ch a n ica l Systems D e c is io n # 7 - D e te r m in in g t h e I n t e r f a c e Between t h e . . . . 247 E l e c t r i c a l and t h e M e ch a n ica l Systems D e c is io n # 8 - D e te r m in in g th e S t r u c t u r a l System ......................... 252 D e c is io n # 9 - E s t a b l i s h i n g Access t o B u i l d i n g .............................. 256 S t a f f , S tu d e n ts and P u b li c D e c is io n # 10 - D e te r m in in g I n s t r u c t i o n a l ............................................ 260 L a y o u ts , Both Moveable and F ix e d D e c is io n # 11 - E s t a b l i s h i n g t h e P r o j e c t D evelopm ent . . . . 264 S chedule D e c is io n # 12 - D e te r m in in g th e M e ch a n ica l Trades Budget . . 268 D e c is io n # 13 - D e te r m in in g t h e A c tu a l B u i l d i n g L o c a t io n . . 272 D e c is io n # 14 - D e te r m in in g t h e C o n to u r in g f o r Purposes . . 276 o f L a n d s c a p in g and Storm D ra in a g e D e c is io n # 15 - D e te r m in in g t h e F in a l B u i l d i n g C ost . . . . 280 E s tim a te s Based on V a lu e E n g in e e r in g D e c is io n # 16 - D e te r m in in g th e C h a r a c t e r i s t i c s o f t h e . . . 284 E x t e r i o r Envelope D e c is io n # 17 - D e te r m in in g t h e E x t e r i o r T re a tm e n t and . . 289 F e n e s t r a t io n o f t h e B u i l d i n g D e c is io n # 18 - D e te r m in in g a S i t e M a s te r P la n f o r th e . . . 293 Purpose o f F u tu re Growth D e c is io n # 19 - E s t a b l i s h i n g t h e "U" F a c t o r f o r t h e . . . . 297 E x t e r i o r W a lls D e c is io n # 20 - E s t a b l i s h i n g th e P r e l i m i n a r y B u i l d i n g . 301 Costs Through Value E n g in e e r in g D e c is io n # 21 - E s t a b l i s h i n g th e O r i e n t a t i o n o f t h e . . . . 305 B u ild in g T a k in g i n t o C o n s id e r a t io n Sun, Wind and N oise D e c is io n # 22 - D e te r m in in g Bus and P e d e s tr ia n T r a f f i c . . . 308 t o th e S i t e D e c is io n # 23 - D e te r m in in g O th e r S i t e Uses: Games......................... 312 S t o r a g e , Community Uses, Program Uses, E t c . D e c is io n # 24 - D e te r m in in g th e C i r c u l a t i o n P a t t e r n s . . . . 317 W it h in t h e B u i l d i n g D e c is io n # 25 - D e te r m in in g th e H e a tin g and C o o lin g . . . . 321 R e qu irem e nts f o r t h e B u i l d i n g D e c is io n # 26 - D e te r m in in g th e Type o f H e a t in g , C o o lin g . . 326 and V e n t i l a t i n g Systems t o be Used D e c is io n # 27 - D e te r m in in g t h e D esign P r o d u c t io n S ch ed ule . 330 D e c is io n # 28 - D e te r m in in g B oth t h e A rran ge m en t and . . . . 334 S p a c la l R e qu irem e nts f o r t h e M e ch a n ica l Equipment D e c is io n # 29 - D e te r m in in g t h e O u t l i n e S p e c i f i c a t i o n s f o r . 338 th e A r c h i t e c t u r a l P o r t i o n o f t h e B u i l d i n g D esign vi Page SUMMARY, CONCLUSIONS, RECOMMENDATIONS AND IMPLICATIONS - CHAPTER 5 ......................................................................... 343 S u m m a r y ..................................................................................................................343 345 C om parative Level o f In v o lv e m e n t .................................................. O v e r a ll Competence ................................................................................. 346 Need f o r I n s e r v i c e P r o g r a m .....................................................................349 C o n c l u s i o n s .........................................................................................................350 R e c o m n e n d a t l o n s ................................................................................................353 Recommendations f o r F u r t h e r S t i f c l y ....................................................... 358 I m p l i c a t i o n s ................................................................................................... 358 P r o j e c t C o n tr o l Techniques ............................................................... 359 BIBLIOGRAPHY ........................................................................................................ 363 APPENDICES..................................................................................................................368 A ppendix A ............................................................................................................. 368 Appendix B ............................................................................................................. 374 Appendix C ............................................................................................................. 384 Appendix D ............................................................................................................. 387 v1 1 LIST OF FIGURES F ig u re F ig u re F ig u re F ig u re 1A. IB . 1C. ID . D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g th e the th e th e i t e .............................................................................. it e . i t e .............................................................................. i t e .............................................................................. 68 70 71 72 in in in in f lo w f lo w f lo w flo w d ia g ra m s . d ia g ra m s. d ia g ra m s . d ia g ra m s . S e le c t in g S e le c t in g S e le c t in g S e le c t in g F ig u re F ig u re F ig u re F ig u re 3A. 3B. 3C. 3D. D e te rm in in g D e te r m in in g D e te rm in in g D e te rm in in g F ig u re F ig u re F ig u re F ig u re 4A. 4B. 4C. 4D. E s ta b lis h in g E s ta b lis h in g E s ta b lis h in g E s ta b lis h in g F ig u re F ig u re F ig u re F ig u re 5A. 5B. 5C. 5D. D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g F ig u re 6A. D e te rm in in g m echanical 6B. D e te rm in in g m echanical 6C. D e te rm in in g m echanical 6D. D e te rm in in g m echanical th e i n t e g r a t i o n o f a r c h i t e c t u r a l and systems ............................................................................ th e i n t e g r a t i o n o f a r c h i t e c t u r a l and systems ........................................................................... th e i n t e g r a t i o n o f a r c h i t e c t u r a l and systems ........................................................................... th e i n t e g r a t i o n o f a r c h i t e c t u r a l and systems ........................................................................... 7A. D e te rm in in g m echanical 7B. D e te rm in in g m echanical 7C. D e te rm in in g m echanical 7D. D e te rm in in g m echanical th e i n t e r f a c e between e l e c t r i c a l and systems ............................................................................ th e i n t e r f a c e between e l e c t r i c a l and ........................................................................... systems t h e i n t e r f a c e between e l e c t r i c a l and systems ........................................................................... th e I n t e r f a c e between e l e c t r i c a l and systems ........................................................................... F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re s s s s Page 63 64 65 67 re la tio n s h ip s re la tio n s h ip s re la tio n s h ip s re la tio n s h ip s F ig u re 2A. F ig u re 2B. F ig u re 2C. F ig u re 20. F ig u re th e th e th e th e . . . . space space space space m a jo r e n tra n c e s m a jo r e n tra n c e s m a jo r e n tra n c e s m a jo r e n tra n c e s d riv e s d riv e s d riv e s d riv e s and and and and e n tra n c e s e n tra n c e s e n tra n c e s e n tra n c e s c o n s id e r a t io n s c o n s id e r a t i o n s c o n s id e r a t i o n s c o n s id e r a t i o n s v i 11 .............................................................. .............................................................. .............................................................. .............................................................. fo r fo r fo r fo r o ff o ff o ff o ff fu tu re fu tu re fu tu re fu tu re m a jo r m a jo r m a jo r m a jo r s tre e ts s tre e ts s tre e ts s tre e ts e x p a n sio n e xp a n sio n e xp a n sio n exp an sio n . . . . . . . . . . . . . . . . . . . . . . . . 73 75 76 78 79 81 82 84 85 87 89 90 92 93 94 96 97 98 100 101 F ig u re F ig u re F ig u re F ig u re 8A. 88. 8C. 8D. F ig u re 9A. F ig u re 9B. F ig u re 9C. F ig u re 9D. D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g th e th e th e th e s tru c tu ra l s tru c tu ra l s tru c tu ra l s tru c tu ra l E s t a b l i s h i n g access t o s tu d e n ts and p u b l i c ) E s t a b l i s h i n g access t o s tu d e n ts and p u b l i c ) E s t a b l i s h i n g access t o s tu d e n ts and p u b l i c ) E s t a b l i s h i n g access to s tu d e n ts and p u b l i c ) system system system system .......................................... .......................................... .......................................... .......................................... th e b u i l d i n g ( s t a f f , .................................................................. th e b u i l d i n g ( s t a f f , .................................................................. th e b u i l d i n g ( s t a f f , .................................................... th e b u i l d i n g ( s t a f f , .................................................................. F ig u re 10A. D e te rm in in g i n s t r u c t i o n a l equipm ent la y o u ts both moveable and f i x e d ....................................................................... F ig u re 10B. D e te r m in in g i n s t r u c t i o n a l equipm ent la y o u ts both moveable and f i x e d ....................................................................... F ig u re IOC. D e te rm in in g i n s t r u c t i o n a l equipm ent la y o u ts both moveable and f i x e d ....................................................................... F ig u re 10D. D e te rm in in g i n s t r u c t i o n a l equipm ent la y o u t s both moveable and f i x e d ....................................................................... F ig u re F ig u re F ig u re F ig u re 11A . E s t a b l i s h i n g th e 11B. E s t a b l i s h i n g th e 11C. E s t a b l i s h i n g th e 11D. E s t a b l i s h i n g th e F ig u re F ig u re F ig u re F ig u re 12A. 12B. 12C. 12D. D e te rm in in g th e D e te rm in in g th e D e te rm in in g th e D e te rm in in g th e m echanical m echanical m echanical m echanical F ig u re F ig u re F ig u re F ig u re 13A. 13B. 13C. 13D. D e te rm in in g th e D e te rm in in g th e D e te rm in in g th e D e te rm in in g th e a c tu a l a c tu a l a c tu a l a c tu a l F ig u re 14A. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d ra in a g e ............................................... 14B. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d ra in a g e ............................................... 14C. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d ra in a g e ............................................... 140. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d ra in a g e ................................................... F ig u re F ig u re F ig u re F ig u re ISA. D e te rm in in g t h e based on v a lu e F ig u re 15B. D e te rm in in g th e based on v a lu e F ig u re 15C. D e te rm in in g th e based on v a lu e F ig u re 15D. D e te rm in in g th e based on v a lu e p ro je c t p r o je c t p ro je c t p r o je c t developm ent developm ent developm ent developm ent s ch e d u le s c h e d u le s c h e d u le s c h e d u le . . . . . . . . . . . . 108 109 110 112 113 114 116 117 . . . . 118 120 121 122 tr a d e s budg et t r a d e s budget tr a d e s budg et tr a d e s bu dg et ......................... ......................... ......................... ......................... 124 126 127 128 b u ild in g lo c a tio n b u ild in g lo c a tio n b u ild in g lo c a tio n b u ild in g lo c a tio n ........................ ........................ ......................... ........................ 129 131 132 133 f i n a l b u i l d i n g c o s t e s tim a te s e n g i n e e r i n g .................................................... f i n a l b u i l d i n g c o s t e s tim a te s e n g i n e e r i n g .................................................... f i n a l b u i l d i n g c o s t e s tim a te s e n g i n e e r i n g .................................................... f i n a l b u i l d i n g c o s t e s tim a te s e n g i n e e r i n g ................................. ix Page 102 104 105 106 135 136 138 139 140 142 143 144 Page F ig u re 16A. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e ............................................................................. F ig u re 16B. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r en ve lo p e ............................................................................. F ig u re 16C. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e ............................................................................. F ig u re 16D. D e te r m in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e ............................................................................. F ig u re F ig u re F ig u re F ig u re 17A. D e te rm in in g fe n e s tra tio n 17B. D e te rm in in g fe n e s tr a tio n 17C. D e te rm in in g fe n e s tra tio n 17D. D e te rm in in g fe n e s tra tio n th e e x t e r i o r o f th e b u i l d th e e x t e r i o r o f th e b u i l d th e e x t e r i o r o f th e b u i l d th e e x t e r i o r o f th e b u i l d F ig u re 18A. D e te rm in in g a o f fu tu re g r o F ig u re 18B. D e te r m in in g a o f fu tu re g r o F ig u re 18C. D e te rm in in g a o f fu tu re g r o F ig u re 18D. D e te rm in in g a o f fu tu re g r o tr e a tm e n t and i n g .................................................... tr e a tm e n t and i n g ................................................... t r e a tm e n t and i n g .................................................... tr e a tm e n t and i n g ................................................... s i t e m a s te r p la n f o r t h e purpose w t h .............................................................................. s i t e m a s te r p la n f o r th e purpose w t h .............................................................................. s i t e m a s te r p la n f o r th e purpose w t h .............................................................................. s i t e m a s te r p la n f o r th e purpose w t h .............................................................................. F ig u re 19A. E s t a b l i s h i n g th e e x t e r i o r w a lI s F ig u re 19B. E s t a b l i s h i n g th e e x t e r io r w a lls F ig u re 19C. E s t a b l i s h i n g th e e x t e r io r w a lls F ig u re 19D. E s t a b l i s h i n g th e e x t e r io r w a lls "U" f a c t o r o f th e ................................................................................. "U" f a c t o r o f th e ................................................................................. "U" f a c t o r o f th e ................................................................................. "U" f a c t o r o f th e ................................................................................. F ig u re 20A. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g .............................................. F ig u re 20B. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g .............................................. F ig u re 20C. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g .............................................. F ig u re 20D. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g ............................................. F ig u re F ig u re F ig u re F ig u re 21A . E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g , t a k i n g i n t o c o n s id e r a t i o n sun , wind and n o is e 21B . E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g , t a k i n g i n t o c o n s id e r a t i o n sun , w ind and n o is e 21C. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g , t a k i n g i n t o c o n s id e r a t i o n s u n , w in d and n o is e 210. E s t a b l i s h i n g t h e o r i e n t a t i o n o f th e b u i l d i n g , t a k in g i n t o c o n s id e r a t i o n sun, w in d and n o is e x 146 147 148 149 151 152 153 155 156 158 159 161 162 163 165 166 167 169 170 171 . . . . 173 . . . . 174 . . . . 175 . . . . 177 Page F ig u re 22A. D e te r m in in g to th e s i t e F ig u re 22B. D e te r m in in g to th e s i t e F ig u re 22C. D e te r m in in g to th e s i t e F ig u re 22D. D e te r m in in g to th e s i t e bus and p e d e s t r ia n t r a f f i c ....................................................................................................... 178 bus and p e d e s t r ia n t r a f f i c ...................................................................................................... 180 bus and p e d e s t r ia n t r a f f i c .......................................................................................................181 bus and p e d e s t r ia n t r a f f i c ...................................................................................................... 183 F ig u re 23A. D e te rm in in g o t h e r s i t e use s: games, s to ra g e , com m unity u s e s , program u s e s , e t c ..................................184 F ig u re 23B. D e te r m in in g o t h e r s i t e u se s: games, s to ra g e , c o i m u n lt y u s e s , program u s e s , e t c ..................................185 F ig u re 23C. D e te r m in in g o t h e r s i t e uses: games, s to ra g e , com m unity u s e s , program u s e s , e t c ................................. 187 F ig u re 23D. D e te r m in in g o t h e r s i t e uses: games, s to ra g e , com m unity u s e s , program u s e s , e t c ..................................188 F ig u re 24A. D e te r m in in g th e b u i l d i n F ig u re 24B. D e te r m in in g th e b u i l d i n F ig u re 24C. D e te r m in in g th e b u i l d i n F ig u re 24D. D e te r m in in g th e b u i l d i n th e c i r c u l a t i o n p a tte rn s w it h in g ....................................................................................................189 th e c i r c u l a t i o n p a t t e r n s w i t h i n g ....................................................................................................191 th e c i r c u l a t i o n p a t t e r n s w i t h i n g ....................................................................................................192 th e c i r c u l a t i o n p a t t e r n s w i t h i n g .................................................................................................... 193 F ig u re 25A. D e te r m in in g re u u ir e m e n ts F ig u re 25B. D e te r m in in g re q u ir e m e n ts F ig u re 25C. D e te r m in in g r e q u ir e m e n ts F ig u re 25D. D e te r m in in g re q u ir e m e n ts t h e h e a t in g fo r th e th e h e a t in g fo r th e th e h e a t in g fo r th e th e h e a t in g fo r th e F ig u re 26A. D e te r m in in g v e n tila tio n F ig u re 26B. D e te r m in in g v e n tila tio n F ig u re 26C. D e te r m in in g v e n tila tio n F ig u re 26D. D e te r m in in g v e n tila tio n th e ty p e system th e ty p e system th e ty p e system t h e ty p e system F ig u re F ig u re F ig u r e F ig u re th e th e th e th e 27A. D e te rm in in g 27B. D e te r m in in g 27C. D e te r m in in g 27D. D e te r m in in g and c o o l i n g b u i l d i n g ...................................................... 195 and c o o l i n g b u i l d i n g ...................................................... 196 and c o o l i n g b u i l d i n g ...................................................... 197 and c o o l i n g b u i l d i n g ...................................................... 199 o f h e a t i n g , c o o l i n g and t o beused .......................................................... 200 o f h e a t i n g , c o o l i n g and t o beused .......................................................... 202 o f h e a t i n g , c o o l i n g and t o beused .......................................................... 203 o f h e a t i n g , c o o l i n g and .......................................................... 204 t o beused d e s ig n d e s ig n d e s ig n d e s ig n xi p r o d u c t io n s c h e d u le p r o d u c t io n s c h e d u le p r o d u c t io n s c h e d u le p r o d u c t io n s c h e d u le .......................... .......................... .......................... .......................... 206 207 208 209 Page F ig u re 28A. D e te rm in in g both th e s p a d a l re q u ire m e n ts F ig u re 28B. D e te rm in in g b o th t h e s p a d a l re q u ire m e n ts F ig u re 28C. D e te rm in in g b o th th e s p a d a l r e q u ire m e n ts F ig u re 28D. D e te rm in in g b o th th e s p a d a l re q u ire m e n ts arra ng em e nt and th e f o r th e m echanical equipm ent arra n g e m e n t and th e f o r th e m echanical equipm ent a rra ng em e nt and th e f o r th e m echanical equipm ent arra n g e m e n t and th e f o r th e m echanical equipm ent F ig u re 29A. D e te rm in in g th e o u t l i n e a r c h it e c t u r a l p o rtio n F ig u re 29B. D e te rm in in g th e o u t l i n e a r c h ite c tu r a l p o rtio n F ig u re 29C. D e te rm in in g th e o u t l i n e a r c h it e c t u r a l p o r tio n F ig u re 29D. D e te rm in in q th e o u t l i n e a r c h ite c tu r a l p o rtio n F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re IE . IF . 1G. 1H. II. 1J. D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g th e th e th e th e th e th e F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re 2E. 2F. 2G. 2H. 21. 2J. S e le c t in g S e le c t in g S e le c t in g S e le c tin g S e le c tin g S e l e c t in g F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re 3E. 3F. 3G. 3H. 31. 3J. D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re 4E. E s t a b l i s h i n g 4F. E s t a b l i s h i n g 4G. E s t a b l i s h i n g 4H. E s t a b l i s h i n g 41. E s t a b l i s h i n g 4 J . E s ta b lis h in g F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re 5E. 5F. 5G. 5H. 51. 5J. th e th e th e th e th e th e D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g D e te rm in in g s s s s s s space space space space space space i i i i i i m a jo r m a jo r m a jo r m a jo r m a jo r m a jo r t t t t t t e e e e e e 211 . 212 . . . . . 214 . . . 215 s p e c i f i c a t i o n s f o r th e .................... o f th e b u i l d i n g d e s ig n s p e c i f i c a t i o n s f o r th e o f th e b u i l d i n g d e s ig n .................... s p e c i f i c a t i o n s f o r th e o f th e b u i l d i n g d e s ig n .................... s p e c i f i c a t i o n s f o r th e o f th e b u i l d i n g d e s ig n .................... re la tio n s h ip s re la tio n s h ip s re la tio n s h ip s re la tio n s h ip s re la tio n s h ip s r e la tio n s h ip s in in in in in in f lo w f lo w f lo w flo w f lo w f lo w d ia g ra m s . d ia g ra m s. d ia g ra m s . d ia g ra m s . d ia g ra m s . d ia g ra m s . . . . . . . 216 218 219 221 222 223 223 224 225 225 ...................................................................................226 ...................................................................................227 ...................................................................................228 ........................................................... 229 ...................................................................................229 ...................................................................................230 e n tra n c e s e n tra n c e s e n rra n c e s e n tra n c e s e n tra n c e s e n tra n c e s d riv e s d riv e s d riv e s d r iv e s d r iv e s d riv e s . . . and and and and and and e n tra n c e s e n tra n c e s e n tra n c e s e n tra n c e s e n tra n c e s e n tra n c e s c o n s id e r a t io n s c o n s id e r a t i o n s c o n s id e r a t io n s c o n s id e r a t i o n s c o n s id e r a t i o n s c o n s id e r a t i o n s x ii ........................................................... ............................................................ ............................................................ ........................................................... ........................................................... ........................................................... fo r fo r fo r fo r fo r fo r o ff o ff o ff o ff o ff o ff fu tu re fu tu re fu tu re fu tu re fu tu re fu tu re m a jo r m a jo r m a jo r m a jo r m a jo r m a jo r s tre e ts s tre e ts s tre e ts s tre e ts s tre e ts s tre e ts exp a n sio n exp a n sio n e xp a n s io n e xp a n sio n e xp a n sio n e xp an sio n . . . . . . . . . . . . . . . . . . . . . . . . 231 232 233 234 234 235 . . . . . . . . . . . . 236 236 237 238 238 239 240 240 241 242 242 243 Page F ig u re 6E. F ig u re 6F. F ig u re 6G. F ig u re 6H. F ig u re 61. F ig u re 6J. F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re D e te r m in in g th e and m e c h a n ic a l D e te r m in in g th e and m e c h a n ic a l D e te r m in in g th e and m e c h a n ic a l D e te r m in in g th e and m e ch a n ica l D e te r m in in g th e and m e ch a n ica l D e te r m in in g th e and m e ch a n ic a l 7E. D e te r m in in g e le c tr ic a l 7F. D e te r m in in g e le c tr ic a l 7G. D e te r m in in g e le c tric a l 7H. D e te r m in in g e le c tric a l 71. D e te r m in in g e le c tr ic a l 7 J . D e te r m in in g e le c tr ic a l 8E. D e te r m in in g 8F. D e te r m in in g 8G. D e te r m in in g 8H. D e te r m in in g 81. D e te r m in in g 8 J . D e te r m in in g F ig u re 9E. F ig u re 9F. F ig u re 9G. F ig u re 9H. F ig u re 91. F ig u re 9 J . th e and th e and th e and th e and th e and th e and th e th e th e th e th e th e in te g r a tio n o f a r c h ite c tu ra l systems .................................................................. in te g r a tio n o f a r c h ite c tu ra l systems ................................................................... in te g r a tio n o f a rc h ite c tu ra l systems .................................................................. in te g r a tio n o f a r c h ite c tu ra l systems .................................................................. in te g r a tio n o f a r c h ite c tu r a l systems .................................................................. in te g r a tio n o f a rc h ite c tu ra l systems ................................................................... in te rfa c e m echanical in te rfa c e m echanical in te rfa c e m echanical in te rfa c e m echanical in te rfa c e m echanical In te rfa c e m echanical between systems between systems between systems between systems between systems between systems s t r u c t u r a l system s t r u c t u r a l system s t r u c t u r a l system s t r u c t u r a l system s t r u c t u r a l system s t r u c t u r a l system th e ............................................ th e ............................................ th e ............................................ th e ............................................ th e ............................................ th e ............................................ ........................................... ........................................... ........................................... ........................................... ........................................... ........................................... E s t a b l i s h i n g access t o b u i l d i n g (s ta ff, s t u d e n ts and p u b l i c ) ....................................................... E s t a b l i s h i n g access t o b u i l d i n g (s ta ff, s t u d e n t s and p u b l i c ) ....................................................... E s t a b l i s h i n g access t o b u i l d i n g (s ta ff, s t u d e n ts and p u b l i c ) ....................................................... E s t a b l i s h i n g access t o b u i l d i n g (s ta ff, s t u d e n ts and p u b l i c ) ....................................................... E s t a b l i s h i n g access t o b u i l d i n g (s ta ff, s t u d e n ts and p u b l i c ) ....................................................... E s t a b l i s h i n g access t o b u i l d i n g (s ta ff, s t u d e n t s and p u b l i c ) ....................................................... F ig u re 10E. D e te r m in in g i n s t r u c t i o n a l equipm ent la y o u ts , b o th moveable andf i x e d .............................................. F ig u re 10F. D e te r m in in g i n s t r u c t i o n a l equipm ent la y o u ts , b o th moveable andf i x e d .............................................. F ig u re 10G. D e te r m in in g I n s t r u c t i o n a l , equipm ent la y o u ts , b o th moveable andf i x e d .............................................. F ig u re 10H. D e te r m in in g i n s t r u c t i o n a l equipm ent la y o u ts , b o th moveable andf i x e d .............................................. xiii 244 244 245 246 246 247 248 248 249 250 250 251 252 253 253 254 255 255 256 257 257 258 259 259 260 261 261 262 Page tg u r e 101. D e te r m in in g i n s t r u c t i o n a l e q u ip m e n t l a y o u t s , b o th m oveable and f i x e d .............................................. ig u r e 10J. D e te r m in in g I n s t r u c t i o n a l eq uip m e n t l a y o u t s , b o th m oveable and f i x e d .............................................. 263 ig u r e ig u r e ig u r e ig u r e ig u r e ig u r e HE. 11F. 11G. 11H. 111. 11J . E s ta b lis h in g E s ta b lis h in g E s ta b lis h in g E s ta b lis h in g E s ta b lis h in g E s ta b lis h in g 264 265 265 266 267 267 ig u r e ig u r e ig u r e ig u r e ig u r e ig u r e 12E. 12F. 12G. 12H. 121. 12J. D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g th e th e th e th e th e th e m e c h a n ica l m e ch a n ic a l m e ch a n ic a l m e c h a n ic a l m e ch an ica l m e c h a n ica l a c tu a l a c tu a l a c tu a l a c tu a l a c tu a l a c tu a l th e th e th e th e th e th e Ig u r e ig u r e ig u r e ig u r e Ig u r e ig u r e 13E. 13F. 13G. 13H. 131. 13J. D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g D e te rm in in g th e th e th e th e th e th e ig u r e 14E. D e te r m in in g la n c s c a p in g 14F. D e te r m in in g la n d s c a p in g 14G. D e te r m in in g la n d s c a p in g 14H. D e te r m in in g la n d s c a p in g 141. D e te r m in in g la n d s c a p in g 140. D e te r m in in g la n d s c a p in g th e and th e and th e and th e and th e and th e and ig u r e ig u r e ig u r e ig u r e ig u r e ig u r e ig u r e Ig u r e ig u r e Ig u r e ig u r e p ro je c t p r o je c t p ro je c t p ro je c t p ro je c t p ro je c t d e ve lo p m e n t de ve lo p m e n t d e ve lo p m e n t d e ve lo p m e n t d e v e lo p m e n t de ve lo p m e n t s c h e d u le s c h e d u le s c h e d u le s c h e d u le s c h e d u le s c h e d u le . . . . . . . . . . . . . . . . . . . . . . . . tra d e s budget tra d e s budget tra d e s budget tra d e s budget tra d e s budget tra d e s budget .............................. .............................. .............................. .............................. .............................. .............................. 268 269 269 270 271 271 b u ild in g lo c a tio n b u ild in g lo c a tio n b u ild in g lo c a tio n b u ild in g lo c a tio n b u ild in g lo c a tio n b u ild in g lo c a tio n ............................. .............................. .............................. ............................. .............................. .............................. 272 273 273 274 275 275 c o n t o u r i n g f o r p u rp o se s o f s to rm d r a in a g e ..................................................... c o n t o u r in g f o r pu rp o se s o f s to rm d ra in a g e ..................................................... c o n t o u r in g f o r pu rpo ses o f s to rm d r a i n a g e . c o n t o u r i n g f o r purposes o f s to rm d ra in a g e ..................................................... c o n t o u r in g f o r pu rpo ses o f s to r m d r a in a g e ..................................................... c o n t o u r in g f o r pu rp o se s o f s to rm d r a in a g e ..................................................... 15E. D e te r m in in g th e e s t im a t e s based on 15F. D e te r m in in g th e e s t im a t e s based on 15G. D e te r m in in g th e e s t im a t e s based on 15H. D e te r m in in g th e e s t im a t e s based on 151. D e te r m in in g t h e e s t im a t e s based on 15J. D e te r m in in g th e e s t im a t e s based on fin a l v a lu e fin a l v a lu e fin a l v a lu e fin a l v a lu e fin a l v a lu e fin a l v a lu e xi v 263 b u ild in g co st e n g i n e e r in g ...................................... b u ild in g c o s t e n g in e e r in g ...................................... b u ild in g co s t e n g in e e r in g ...................................... b u ild in g c o st e n g in e e r in g ...................................... b u ild in g co st e n g in e e r in g ...................................... b u ild in g co s t e n g in e e r in g ...................................... 276 277 277 278 279 279 280 281 282 283 283 284 Page F ig u re 16E. D e te r m in in g th e th e e x t e r i o r w F ig u re 16F. D e te rm in in g th e th e e x t e r i o r w F ig u re 16G. D e te rm in in g th e th e e x t e r i o r w F ig u re 16H, D e te rm in in g th e th e e x t e r i o r w F iu g re 161. D e te rm in in g th e th e e x t e r i o r w F ig u re 16J. D e te rm in in g th e th e e x t e r i o r w c h a ra c te ris tic s o f a l l s ............................................................................ c h a ra c te ris tic s o f a l l s ............................................................................ c h a ra c te ris tic s o f a l l s ............................................................................ c h a ra c te ris tic s o f a l l s ............................................................................ c h a ra c te ris tic s o f a l l s ............................................................................ c h a ra c te ris tic s o f a l l s ............................................................................ 285 285 286 287 287 288 F ig u re 17E. D e te rm in in g th e e x t e r i o r t r e a tm e n t and f e n e s t r a t i o n o f th e b u i l d i n g ................................................ F ig u re 17F. D e te rm in in g th e e x t e r i o r t r e a tm e n t and fe n e s tra tio n o f th e b u i l d i n g ....................................... F ig u re 17G. D e te rm in in g th e e x t e r i o r tr e a tm e n t and fe n e s tr a tio n o f th e b u i l d i n g ....................................... F ig u re 17H. D e te rm in in g th e e x t e r i o r t r e a t m e n t and f e n e s t r a t i o n o f th e b u i l d i n g ................................................ F ig u re 171. D e te rm in in g th e e x t e r i o r tr e a tm e n t and fe n e s tra tio n o f t h e b u i l d i n g ....................................... F ig u re 17J. D e te rm in in g th e e x t e r i o r tr e a tm e n t and fe n e s tra tio n o f th e b u i l d i n g ....................................... F ig u re 18E. D e te rm in in g th e purpose F ig u re 18F. D e te rm in in g th e purpose F ig u re 18G. D e te rm in in g th e purpose F ig u re 18H. D e te rm in in g th e purpose F ig u re 181. D e te rm in in g th e purpose F ig u re 18J. D e te rm in in g th e purpose F ig u re F lu u re F ig u re F ig u re F igu re F ig u re 289 290 290 291 292 292 a s i t e m a s te r p la n f o r o f f u t u r e g r o w t h ...................................................... a s i t e m a s te r p la n f o r o f f u t u r e g r o w t h ...................................................... a s i t e m a s te r p la n f o r o f f u t u r e g r o w t h ...................................................... a s i t e m a s te r p la n f o r o f f u t u r e g r o w t h ...................................................... a s i t e m a ste r p la n f o r o f f u t u r e g r o w t h ...................................................... a s i t e m a s te r p la n f o r o f f u t u r e g r o w t h ...................................................... 19E. E s t a b l i s h i n g 19F. E s t a b l i s h i n g 19G. E s t a b l i s h i n g 19H. E s t a b l i s h i n g 191. E s t a b l i s h i n g 19J. E s t a b l i s h i n g th e th e th e th e th e th e "U" "U" "U" "U" "U" "II" F a c to r fa c to r fa c to r fa c to r fa c to r fa c to r fo r fo r fo r fo r fo r fo r th e th e th e th e th e th e e x te rio r e x te r io r e s te r io r e x te r io r e x te rio r e x te rio r w a lls w a lls w a lls w a lls w a lls w a lls . . . . . . F igure 20E. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g ............................................. F ig u re 20F. E s t a b l i s h i n g t h e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g ............................................. F ig u re 20G. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g ............................................. F ig u re 20H. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . . . xv 293 294 294 295 296 296 . . . . . . 297 298 298 299 300 300 301 302 302 303 Page F ig u re 201. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g .............................................. c o s ts th ro u g h v a lu e e n g in e e r in g F ig u re 20J. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g ............................................. F ig u re 21E . E s t a b l i s h i n g ta k in g in to F ig u re 21F. E s t a b l i s h i n g ta k in g in to F ig u re 21G. E s t a b l i s h i n g ta k in g in to F ig u re 21H. E s t a b l i s h i n g ta k in g in to F ig u re 211. E s t a b l i s h i n g t a k in g In to F ig u re 21J. E s t a b l i s h i n g t a k in g In to F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re 22E. D e te rm in in g 22F. D e te rm in in g 22G. D e te rm in in g 22H. D e te rm in in g 221. D e te rm in in g 22J. D e te rm in in g th e o r i e n t a t i o n o f th e c o n s id e r a t i o n s u n , w in d th e o r i e n t a t i o n o f th e c o n s id e r a t i o n s u n , wind th e o r i e n t a t i o n o f th e c o n s id e r a t i o n s u n , wind th e o r i e n t a t i o n o f th e c o n s id e r a t i o n su n , w ind th e o r i e n t a t i o n o f th e c o n s id e r a t i o n s u n , w ind th e o r i e n t a t i o n o f th e c o n s id e r a t i o n s u n , w ind bus bus bus bus bus bus and and and and and and p e d e s t r ia n p e d e s t r ia n p e d e s t r ia n p e d e s t r ia n p e d e s t r ia n p e d e s t r ia n tra tra tra tra tra tra b u ild in g and n o is e b u ild in g and n o is e b u ild in g and n o is e b u ild in g and n o is e b u ild in g and n o is e b u ild in g and n o is e ffic ffic ffic ffic ffic ffic F ig u re 23E. D e te rm in in g o t h e r s i t e use s: games, s t o r a g e , community u s e s , program u s e s , F ig u re 23F. D e te rm in in g o t h e r s i t e uses: games, s t o r a g e , community u s e s , program u s e s , F ig u re 23G. D e te r m in in g o t h e r s i t e uses: games, s t o r a g e , community use s, program use s, F ig u re 23H. D e te rm in in g o t h e r s i t e uses: games, s t o r a g e , community u s e s , program u se s, F ig u re 231. D e te rm in in g o t h e r s i t e uses: games, s t o r a g e , community use s, program u se s, F ig u re 23J. D e te rm in in g o t h e r s i t e uses: games, s t o r a g e , community u se s, program u s e s , to to to to to to th e th e th e th e th e th e 304 . . . . 305 . . . . 305 . . . . 306 . . . . 307 . . . . 307 . . . . 308 s ite s ite s ite s ite s ite s ite . . . . . . . . . . . . 309 309 310 311 311 312 e t c ......................... 313 e t c ......................... 314 e t c ......................... 314 e t c ......................... 315 e t c ......................... 316 e t c ......................... 316 F ig u re 24E. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g ......................................................................... F ig u re 24F. D e te r m in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g ......................................................................... F ig u re 24G. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g ......................................................................... F ig u re 24H. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g ......................................................................... F ig u re 241. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g ......................................................................... F ig u re 24J. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g ......................................................................... xvi 304 317 318 318 319 320 320 Page F ig u re 25E. D e te r m in in g th e h e a t in g and c o o l i n g r e q u ir e m e n ts f o r th e b u i l d i n g ............................................................. 321 F ig u re 25F. D e te r m in in g t h e h e a t in g and c o o l i n g re q u ire m e n ts f o r th e b u i l d i n g ............................................................. 322 F ig u re 256. D e te r m in in g t h e h e a t in g and c o o l i n g r e q u ir e m e n ts f o r t h e b u i l d i n g ............................................................. 322 F ig u re 25H. D e te r m in in g t h e h e a t in g and c o o l i n g re q u ir e m e n ts f o r th e b u i l d i n g ...............................................................323 F ig u re 251. D e te r m in in g t h e h e a t in g and c o o l i n g re q u ir e m e n ts f o r t h e b u i l d i n g ...............................................................324 F ig u re 25 J. D e te r m in in g t h e h e a t in g and c o o l i n g re q u ir e m e n ts f o r th e b u i l d i n g ...............................................................325 F ig u re 26E. D e te rm in in g th e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be u s e d ............................................... 326 F ig u r e 26F. D e te r m in in g t h e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be u s e d ................................................ 327 F ig u re 266. D e te rm in in g th e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be u s e d ................................................ 327 F ig u re 26H. D e te r m in in g th e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be u s e d ................................................ 328 F ig u re 261. D e te r m in in g th e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be u s e d ................................................ 329 F ig u re 26J. D e te r m in in g t h e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be used ...................................329 F ig u re F ig u re F ig u re F ig u re F ig u re F ig u re 27E. 27F. 276. 27H. 271. 27J. D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g D e te r m in in g D e te rm in in g th e th e th e th e th e th e d e s ig n d e s ig n d e s ig n d e s ig n d e s ig n d e s ig n p r o d u c t io n p r o d u c t io n p r o d u c t io n p r o d u c t io n p r o d u c t io n p r o d u c t io n s c h e d u le s c h e d u le s c h e d u le s c h e d u le s c h e d u le s c h e d u le F ig u re 28E. D e te r m in in g b o th t h e a rra n g e m e n t and s p a c ia l re q u ire m e n ts f o r th e m e ch a n ica l F ig u re 28F. D e te r m in in g b o th t h e a rra n g e m e n t and s p a c ia l r e q u ir e m e n ts f o r th e m e ch a n ic a l F ig u re 286. D e te r m in in g b o th t h e a rra n g e m e n t and s p a c ia l r e q u ir e m e n ts f o r t h e m e ch a n ic a l F ig u re 28H. D e te r m in in g b o th th e a rra n g e m e n t and s p a c ia l r e q u ir e m e n ts f o r th e m e c h a n ica l F ig u re 281. D e te r m in in g b o th t h e a rra n g e m e n t and s p a c ia l r e q u ir e m e n ts f o r th e m e ch a n ica l F ig u re 2 8 J . D e te rm in in g b o th t h e a rra n g e m e n t and s p a c ia l r e q u ir e m e n ts f o r t h e m e ch an ica l ........................ ........................ ........................ ........................ ........................ .................... 330 331 331 332 333 333 e q u ip m e n t . . . 334 e q u ip m e n t . 335 eq uip m e n t . . 335 e q u ip m e n t . . 336 e q u ip m e n t . . 337 e q u ip m e n t . . 337 F ig u re 29E. D e te r m in in g th e o u t l i n e s p e c i f i c a t i o n s f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g F ig u re 29F. D e te rm in in g th e o u t l i n e s p e c i f i c a t i o n s f o r th e a r c h it e c t u r a l p o r t i o n o f th e b u i l d i n g F ig u re 296. D e te rm in in g th e o u t l i n e s p e c i f i c a t i o n s f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g F ig u re 29H. D e te rm in in g t h e o u t l i n e s p e c i f i c a t i o n s f o r th e a r c h it e c t u r a l p o r t i o n o f th e b u i l d i n g xvi 1 . . d e s ig n . . 338 d e s ig n . . 339 d e s ig n . . 339 d e s ig n . . 340 Page F ig u re 291. D e te r m in in g t h e o u t l i n e s p e c i f i c a t i o n s f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n F ig u re 2 9 J. D e te r m in in g th e o u t l i n e s p e c i f i c a t i o n s f o r t h e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n xvi i 1 . 341 342 CHAPTER 1 INTRODUCTION For y e a r s , b u i l d e r s i n th e p r i v a t e s e c t o r have been u s in g management te c h n iq u e s to im prove th e c o s t / q u a l i t y r a t io o f c o n s tru c tio n . Many times these management te c h n iq u e s e lim in a t e d c o m p e t it iv e b id d in g th ro u g h n e g o tia te d c o n t r a c t s and, t h e r e f o r e , were n o t a p p l ic a b le t o c o n s t r u c t i o n in th e p u b l i c r e a l m J In o r d e r to b r i n g some o f th e s e b e n e f i t s to p u b l ic c o n s t r u c t i o n p r o j e c t s , a m e th o d o lo g y , h e r e i n a f t e r r e f e r r e d 'C o n s t r u c t io n Management' was d e v is e d . to as T h is pro cess c o n s is te d o f p la c in g th e owner i n a p o s i t i o n o f th e g e n e ra l c o n t r a c t o r . It is accom plished w i t h th e a s s is t a n c e o f a c o n s u l t a n t i d e n t i f i e d as a c o n s t r u c t io n m a n a g e r . 2 There a re many b e n e f i t s accru e d t o th e owner th ro u g h th e r e p la c e ­ ment o f th e g e n e ra l c o n t r a c t o r . One o f th e most s i g n i f i c a n t b e n e f i t s comes from th e e l i m i n a t i o n o f th e p r o f i t p y ra m id . T h is 1s a s i t u a t i o n which e x i s t s when a g e n e ra l c o n t r a c t o r i s r e s p o n s ib le f o r s u b m it t in g a lump sum b id f o r a p a r t i c u l a r p r o j e c t . In p r e p a r in g t h i s b i d , th e general c o n t r a c t o r r e c e iv e s b id s fro m p rim e s u b c o n t r a c t o r s , n o r m a lly the mechanical c o n t r a c t o r and th e e l e c t r i c a l c o n t r a c t o r , who in t u r n ^J. C a rl J u s t i n , "An A r c h i t e c t ' s Notes on C o n s t r u c t io n Management: C o n s tr u c tio n M anager's Role in B id d in g and C o n tr a c t P r e p a r a t i o n , " A r c h i t e c t u r a l Record 155 ( J a n u a ry , 1 9 7 4 ):7 5 . 2Qeorge T. H e ery, " L e t ' s D e fin e C o n s t r u c t io n Management: E x c e rp ts From Time and C ost i n A r c h i t e c t u r e " , A r c h i t e c t u r a l Record 156 (M arch, 1974) 69. ------------------------------------- may f u r t h e r s u b c o n t r a c t some o f t h e w o rk . The c o m p l e x i t i e s o f t h i s p a r t i c u l a r r e l a t i o n s h i p v a r y fro m p r o j e c t t o p r o j e c t . In p r i n c i p l e , ho w ever, t h e s u b c o n t r a c t o r p re p a re s an e s t im a t e w h ich i s composed o f m a te ria l and l a b o r c o s t s upon w h ich he bases h is ove rhe ad and p r o f i t . He th e n passes h is e s t im a t e on t o th e p rim e s u b c o n t r a c t o r . s u b c o n t r a c t o r in t u r n in c o r p o r a t e s t h i s o f h i s p a r t i c u l a r p ro p o s a l The p rim e b id p lu s th e m a t e r i a l s and l a b o r and e s t im a t e s h is ove rhe ad and p r o f i t . By t h i s a c t i o n and because o f th e i n c o r p o r a t i o n o f t h e p r e v io u s b id p re s e n te d by a s u b c o n t r a c t o r , th e p rim e s u b c o n t r a c t o r i s , in f a c t , a p p l y in g an ove rh e a d and p r o f i t f a c t o r n o t o n l y t o th e m a t e r i a l s and la b o r s u b m it t e d t o him by t h e s u b c o n t r a c t o r b u t a ls o t o th e ove rh e a d and p r o f i t w h ic h was s u b m itte d by t h e p a r t i c u l a r s u b c o n t r a c t o r . The p rim e s u b c o n t r a c t o r the n s u b m its h i s b id t o t h e g e n e ra l c o n t r a c t o r and th e c y c le is r e p e a te d . A t t h i s p o i n t , th e g e n e ra l c o n t r a c t o r i s fig u r in g h is overhead and p r o f i t on t h e assembled b id w h ic h c o n s t i t u t e s a p r o f i t on a p r o f i t on a p r o f i t . On p r o j e c t s e m p lo y in g a c o n s t r u c t i o n management t e c h n iq u e , a l l c o n t r a c t o r s a r e p rim e c o n t r a c t o r s and b id d i r e c t l y t o th e ow ne r, th u s f l a t t e n i n g o u t th e s t r u c t u r e and e l i m i n a t i n g th e p r o f i t p y r a m i d . ^ P la c in g a l l d ir e c tly c o n tra c to rs 1n th e p o s i t i o n o f p rim e c o n t r a c t o r s b id d in g t o th e owner n o t o n ly e l i m i n a t e s th e m id d le man and th u s red uce s c o s t b u t a l s o has some o t h e r v e r y b e n e f i c i a l One o f th e s e b e n e f i c i a l e ffe c ts re s ts s id e e f f e c t s . 1n th e f a c t t h a t t h e owner has a d i r e c t l i n e o f co m m u n ica tio n w i^ h each c o n t r a c t o r , and t h u s , a l l a re exposed. 3e . W. D a v is , "How To A v o id C o n s t r u c t io n H eadaches," H a rva rd B u sin e ss Review 51 (M a rch , 1 9 7 3 ) :9 0 . b id s In th e g e n e ra l c o n t r a c t i n g s i t u a t i o n , th e lo w lump sum b id d e r . th e c o n t r a c t i s awarded t o Many tim e s hidd en w i t h i n t h i s lump sum package a re s u b - b id s w h ich do n o t r e p r e s e n t th e low b id s f o r t h a t d i v i s i o n . h a v in g a d i r e c t l i n e o f com m unication w i t h a l l By t r a d e c o n t r a c t o r s b id d in g on th e p r o j e c t , th e owner has th e o p p o r t u n i t y th ro u g h p o s t - b i d nego­ tia tio n s to ta k e advantage o f th e c o s t s a v in g s recommended by th e tr a d e c o n tra c to rs . T h is i s a t y p i c a l pro cess even in g e n e ra l c o n t r a c t i n g . However, th e s a v in g s a cc ru e d th ro u g h t h i s p ro ce ss under a g e n e ra l * c o n t r a c t o r go i n t o th e g e n e ra l c o n t r a c t o r ' s p o c k e t , w h ile s a v in g s accru ed th ro u g h t h i s pro cess under a c o n s t r u c t i o n management package, b e n e f i t th e ow ner. A n o th e r advantage t o h a v in g a d i r e c t l i n e o f com m unication between th e owner and a l l tra d e c o n tra c to rs payment can be e s t a b li s h e d o f th e month w i l l th is i s t h a t a system f o r r e s p o n s iv e (e .g ., b illin g s s u b m itte d by th e t w e n t ie t h be p a id by th e t e n t h o f th e f o l l o w i n g m o n th ). W ith k in d o f an a s s u ra n c e , th e t r a d e c o n t r a c t o r can be more c o m p e t it iv e in h is b i d d i n g . T h is s i t u a t i o n e x i s t s because he does n o t have t o in c lu d e c a r r y i n g c h a rg e s . It i s n o t uncommon f o r a g e n e ra l c o n t r a c t o r t o be f o u r t o s i x months in a r r e a r s in payments to h is s u b c o n t r a c t o r s . Thus, th e s u b c o n t r a c t o r s must in c r e a s e t h e i r b id s t o c o v e r th e f in a n c e o r c a r r y i n g charges o f t h i s ty p e o f an o p e r a t i o n . 4 By c o n t r a c t i n g s e p a r a t e ly w i t h as many as 45 t o 50 d i f f e r e n t c o n tra c to rs ( th u s e s t a b l i s h i n g 4 5 -5 0 d i f f e r e n t b id d i v i s i o n s ) , th e owner w i t h th e a s s is ta n c e o f th e c o n s t r u c t i o n manager r e a l i z e s a c o n t r o l o v e r th e p r o j e c t h e r e t o f o r e n e v e r e x p e rie n c e d in th e p u b l i c s e c t o r . Because each one o f th e s e b id d i v i s i o n s may g e n e ra te f i v e t o te n b i d s , ^ B r a d fo r d P e r k in s , "C o s t Knowledge: Tool f o r B u dg et, Program and D e s ig n ," A r c h i t e c t u r a l Record 147 (J u n e , 1 9 7 0 ):8 4 . th e ow ner, th e c o n s t r u c t i o n manager and th e a r c h i t e c t have th e o p p o r t u n i t y t o re v ie w 150 t o 300 b i d s . T h is compares t o th e seven o r e i g h t b id s n o r m a lly re v ie w e d w i t h a g e n e ra l c o n t r a c t i n g package. The d e sig n team 1s th e r e b y a llo w e d t o assemble a package by e v a lu a t in g a l l o f Its components and p i c k i n g th o s e w hich b e s t meet t h e demands o f th e p ro je c t. T h is pro cess 1s known as 'V a lu e E n g i n e e r i n g ' .5 The c o n s t r u c t i o n manager n o r m a lly a s s i s t s th e a r c h i t e c t i n p r e p a r in g th e b id docum ents. It 1s a t t h i s p o i n t t h a t th e c o n s t r u c t i o n manager e s t a b li s h e s th e t im in g o f th e e v e n ts w hich must ta k e p la c e d u r in g th e c o n s t r u c t i o n o f a p a r t i c u l a r p r o j e c t . The s c h e d u le w h ich has been d e te rm in e d becomes p a r t o f th e b id documents. It In fo rm s th e c o n t r a c t o r s who a re b id d in g on th e p r o j e c t o f th e tim e fram e w i t h i n w hich th e y a re e xp e c te d to f u n c t i o n . Upon r e c e i p t o f t h e b i d s , t h i s tim e frame 1s a g a in re v ie w e d and a d d i t i o n a l a d ju s tm e n ts a re made. Once c o n s t r u c t i o n i s underway, th e c o n s t r u c t i o n manager assumes r e s p o n s ib ilit y f o r c o o rd in a tin g a l l t r a d e s on th e s i t e and f o r e x p e d it in g m a t e r i a l s w hich are n e c e s sa ry t o keep th e c o n s t r u c t i o n process m oving. T h is i s a v e ry I m p o r ta n t a s p e c t o f th e c o n s t r u c t i o n management approach s in c e th e manager, in f a c t , re p la c e s th e g e n e ra l c o n t r a c t o r ' s s u p e r in t e n d e n t . Because th e c o n s t r u c t i o n m anager's r e l a t i o n s h i p w i t h th e owner i s one o f ag en cy, he i s concerned w i t h g e t t i n g th e b e s t q u a l i t y workmanship f o r th e ow ner. T h is compares t o th e r e l a t i o n s h i p th e s u p e r in t e n d e n t has w i t h th e g e n e ra l c o n t r a c t o r . H is a l l e g i a n c e 1s o r i e n ­ te d tow ards th e g e n e ra l c o n t r a c t o r ; t h e r e f o r e , h is e f f o r t s a re in th e 5 r . Y. F i n l e y , "The V alue A n a l y s i s : T o t a l P r o j e c t Cost P e r s p e c t iv e , " A r c h i t e c t u r a l Record 157 (M arch, 1 9 7 5 ) :6 9 . d i r e c t i o n o f g a in in g as much p r o f i t fro m th e p r o j e c t as p o s s i b l e . T h is may have a te n d e n c y t o reduce th e q u a l i t y o f workm anship on th e p ro je c t.® In th e case o f an u n r e s p o n s iv e c o n t r a c t o r , th e c o n s t r u c t i o n manager c o n s u l t s d i r e c t l y w i t h t h e owner and th e a r c h i t e c t . th e o w n e r's d e c i s i o n , a p p r o p r i a t e a c t i o n 1s t a k e n . Based on T h is 1s p o s s ib le o n ly because th e owner has c o n t r a c t e d d i r e c t l y w i t h each t r a d e c o n t r a c t o r on t h e j o b . In summary, th e c o n s t r u c t i o n manager a s s i s t s t h e owner d u r in g th e d e s ig n phase 1n m aking d e c is io n s th ro u g h o u t th e b u il d in g . r e la tiv e t o th e c o s t / q u a l i t y f a c t o r s In a d d i t i o n , he a s s i s t s th e owner and th e a r c h i t e c t i n th e b i d d i n g phase by b r e a k in g up th e b id s i n t o v a r io u s b id d iv is io n s ( n o r m a l l y 45 t o 50) and th e n b i d d in g each s e p a r a t e l y . T h is p u ts th e owner 1n t h e same p o s i t i o n as th e g e n e ra l c o n t r a c t o r , t h a t o f a s s e m b lin g s e r v i c e s t o p u t t o g e t h e r a t o t a l e n t i r e p ro c e s s i s c o n s t r u c t i o n p a c k a g e .7 r e f l e c t e d i n th e program s c h e d u le w h ich i s The p re p a re d by th e c o n s t r u c t i o n manager. Background S ta te m e n t C o n s t r u c t io n management s t a r t e d becoming v i s i b l e c o n s tru c tio n a r tic le s in th e e a r ly s e v e n tie s . i n scho ol S in c e t h a t p o i n t i n t i m e , many have been p u b lis h e d e s p o u s in g t h e m e r i t s o r p o i n t i n g o u t th e s h o rtc o m in g s o f c o n s t r u c t i o n management. To compound th e p ro b le m ^ W i l l i a m B. F o x h a l l , "New GSA System f o r C o n s t r u c t io n Management," A r c h i t e c t u r a l Record 157 (J u n e , 1 9 7 5 ) ;6 9 - 7 0 7P e r k i n s , "Some Common E r r o r s i n C o st C o n tr o l A r c h i t e c t u r a l Record 147 ( J a n u a r y , 1 9 7 0 ) : 6 1 - 6 2 . P ro g ra m s ," t h r e e d i f f e r e n t p r o f e s s io n s have been v y in g f o r t h e r o l e o f c o n s t r u c t i o n manager. The a r c h i t e c t u r a l community f e e l s t h a t 1 t s h o u ld c a r r y th e prim e r e s p o n s l b l l 1t y as c o n s t r u c t i o n manager because o f i t s d e s ig n p ro c e s s .® r o l e In th e The e n g in e e r in g community f e e l s t h a t 1 t s h o u ld p la y th e r o l e o f th e c o n s t r u c t i o n manager because o f I t s p a r t ic u la r e x p e r tis e . There i s a ls o a t h i r d em erging p r o f e s s io n w hich r e p re s e n ts elem ents o f ge n e ra l c o n t r a c t i n g .9 For th e most p a r t , e x i s t i n g a r t i c l e s p o i n t o u t th e s a v in g s i n tim e and d o l l a r s a n d / o r im proved q u a l i t y o f th e p r o j e c t s w hich a re c o n ­ s t r u c t e d under t h i s management system . The g ro w in g p o p u l a r i t y o f c o n s t r u c t io n management on scho ol p r o j e c t s seems t o r e i n f o r c e th e p o s i t i v e a t t r i b u t e s o f th e a p p ro a c h . A r c h i t e c t s and th e A r c h i t e c t u r a l W illi a m B. F o x h a ll e n t i t l e d P ro je c t A d m in is tr a tio n . Record p u b lis h e d a book by P r o f e s s io n a l C o n s t r u c t io n Management and T h is book r e s t a t e s many o f th e p o s i t i o n s w hich have been p r e v i o u s l y s e t f o r t h . Such is s u e s as who’ s r e s p o n s ib le f o r q u a l i t y , when do i n t e r e s t s c o n f l i c t , a re d is c u s s e d . In 1972, th e American I n s t i t u t e o f phased c o n s t r u c t i o n f e e s , e t c . A m a jo r p o r t i o n o f th e book is de vo te d t o case s t u d ie s w hich a re somewhat ambiguous b u t add t o the gro w in g body o f te s tim o n y p r a i s i n g th e m e r it s o f c o n s t r u c t i o n management. Need f o r th e Study The need f o r t h i s s tu d y was g e n e ra te d as a r e s u l t o f th e in c r e a s in g a p p l i c a t i o n o f th e c o n s t r u c t i o n management te c h n iq u e t o in t e r m e d ia t e ® W alter F. Wagner, "H ig h C ost o f C o n s t r u c t io n : What Hope in th e S e v e n tie s ? " A r c h i t e c t u r a l Record 148 (O c to b e r , 1 9 7 0 ):9 -1 0 . 9 F o x h a l l , "New GSA System f o r C o n s t r u c t io n Management," 157, pp. 6 9 -7 0 . sc h o o l d i s t r i c t p ro je c ts . In a p o s i t i o n p a p e r a p p ro ve d by t h e S t a t e Board o f E d u c a tio n on June 3 , 1975, th e recom m endation was made t o e s t a b l i s h f i f t y sc h o o l d i s t r i c t based a re a v o c a t io n a l between 1974-75 and 1 9 7 9 -8 0 . i n t e r m e d ia t e c e n t e r s d u r in g t h e s i x y e a rs T h is w o uld p la c e th e r a t e o f de velop m en t a t a p p r o x im a t e ly n in e p r o j e c t s p e r y e a r . The e s t im a t e d c o s t f o r d e l i v e r i n g t h e above m e n tio n e d i s $ 3 1 9 , 0 1 8 , 3 8 4 . ^ The l i t e r a t u r e on c o n s t r u c t i o n management im p lie s and t h e o w n e r ’ s r e p r e s e n t a t i v e p l a y an expanded r o l e pro ce ss. I f th is is th e c a s e , because o f i t s t h a t th e owner i n th e d e s ig n d i r e c t and p o t e n t i a l l y t r a u m a t ic Im p a c t on a d m i n i s t r a t o r s and boards o f in t e r m e d i a t e sch o o l d is tric ts and based on th e scope o f p r o j e c t in t e r m e d i a t e shco ol d is tr ic t a c tiv ity i n th e S t a t e o f M ic h ig a n , t h e r e may be an I n c r e a s in g need f o r b o th i n s e r v i c e and p r e s e r v i c e programs w h ic h p r e p a r e th e owner and t h e o w n e r’ s r e p r e s e n t a t i v e t o assume t h e i r r i g h t f u l d e s ig n team. ro le i n th e T h is s t u d y s e rv e s as a base from w h ich th e c o n t e n t o f i n s e r v i c e and p r e s e r v i c e program s can be d e te r m in e d . The Problem As i n d i c a t e d i n p r e v io u s p a r a g ra p h s , much a t t e n t i o n t o t h e im provem ent o f t h e c o s t / q u a l i t y has been g iv e n r a t i o and t h e tim e s a v in g s w h ich can be a c c ru e d th r o u g h th e use o f c o n s t r u c t i o n management. L ittle or no m e n tio n has been made, h o w e ve r, o f th e b a s ic change i n t h e ap proach w h ich f a c i l i t a t e s t h e above m e n tio n e d , t h a t o f t h e owner assum ing th e r o l e o f th e g e n e ra l c o n t r a c t o r . I f as i m p l i e d , t h e owner is c e n t r a l to 10 A P o s i t i o n Paper on C a p it a l O u t la y f o r Area V o c a t io n a l E d u c a tio n C e n te r D e v e lo p m e n t, M ic h ig a n D epartm ent o f E d u c a tio n (June 3, 1975) pp . 1 6 -1 9 . t h i s p r o c e s s , th e v a r y i n g degrees o f s o p h i s t i c a t i o n w h ich th e owner may b r i n g t o t h e team c o u ld have a s i g n i f i c a n t im p a c t on t h e success o r f a i l u r e o f th e p r o c e s s . ^ On th e o t h e r ha nd , th e c o n s t r u c t i o n manager may be ar t h e burden o f t h e g e n e r a l c o n t r a c t o r and i n v o l v e t h e owner o n ly as a f ig u r e h e a d and n o t as a d e c is i o n maker in th e t o t a l p ro cess. In such a c a s e , th e o w n e r 's r o l e w o u ld n o t d i f f e r a p p r e c i a b l y on a p r o j e c t e m p lo y in g c o n s t r u c t i o n management fro m a p r o j e c t w h ic h i s h a n d le d i n t h e t r a d i ­ t i o n a l manner. S ta te m e n t o f t h e P roblem The p ro b le m w h ic h e x i s t e d was t o exam ine i n d e p th th e r o l e o f t h e owner and t h e o w n e r's r e p r e s e n t a t i v e d u r in g th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t t o d e te rm in e i f t h e r e was a change in t h e r e s p o n s i b i l i t y w h ich t h e y assume when compared t o s i m i l a r r o l e s a tra d itio n a l c o n s tru c tio n p r o je c t. F u rth e r, if in i n s e r v i c e and p r e ­ s e r v i c e were a p p r o p r i a t e , t h e a re a s o f need must be i d e n t i f i e d . The p ro b le m as i t has been s t a t e d has f i v e m a jo r com ponents. They a re as f o l l o w s : 1. The e x a m in a tio n o f th e r o l e o f t h e owner and th e o w n e r's r e p r e s e n t a t i v e d u r in g t h e d e s ig n phase o f a p r o j e c t i n w h ich th e c o n s t r u c t i o n management (CM) t e c h n iq u e was em p lo yed , th e n c o m p a rin g i t t o th e r o l e o f th e owner and th e o w n e r's r e p r e s e n t a t i v e d u r in g t h e d e s ig n phase o f a p r o j e c t i n w hich ^ F o x h a l l , "B u dg et C o n t r o l o f th e Phase C o n s t r u c t io n P r o j e c t : E x c e rp ts fro m P r o f e s s io n a l C o n s t r u c t io n and A d m i n i s t r a t i o n , " A r c h i t e c t u r a l Record 150 ( O c to b e r , 1 9 7 1 ) : 9 7 - 9 8 , 9 th e t r a d i t i o n a l 2. ap pro ach was em ployed. The e x a m in a tio n o f t h e l e v e l o f competence p e r c e iv e d by th e owner and th e o w n e r's r e p r e s e n t a t i v e d u r in g th e d e s ig n phase o f a p r o j e c t i n w h ic h th e CM te c h n iq u e was em ployed. 3. The e x a m in a tio n o f th e l e v e l o f competence p e r c e iv e d by th e owner and th e o w n e r 's r e p r e s e n t a t i v e d u r in g th e d e s ig n phase 4. o f a p r o j e c t i n w h ich th e t r a d i t i o n a l approach was em p lo ye d . The e x a m in a tio n o f t h e d i f f e r e n c e , i f a n y , i n th e l e v e l of competence r e q u i r e d o f b o th th e owner and th e o w n e r’ s r e p r e s e n t a t i v e d u r in g th e d e s ig n o f a p r o j e c t i n w h ich t h e c o n s t r u c t i o n management t e c h n iq u e was employed when compared t o t h e competence l e v e l r e q u i r e d o f b o th t h e owner and th e o w n e r ’ s r e p r e s e n t a t i v e d u r in g th e d e s ig n phase o f a p r o j e c t i n w h ic h th e t r a d i t i o n a l 5 . approach was em p lo yed . The d e t e r m in a t io n o f th e a re a s o f competence w h ic h need r e in f o r c e m e n t and u p g ra d in g t o a l l o w th e owner and th e o w n e r's r e p r e s e n t a t i v e t o b e t t e r assume t h e i r r o l e as a member o f th e team d u r in g t h e d e s ig n phase o f a p r o j e c t i n w h ich th e c o n s t r u c t i o n management te c h n iq u e i s a c tiv ity w ill b e in g em p lo yed . T h is r e f l e c t i t s e l f i n a l i s t o f needs f o r both i n s e r v i c e and p r e s e r v i c e . N a tu re and Scope o f th e S tudy The s tu d y was c o n d u c te d as an expanded case s t u d y . th re e p r o je c ts It in c lu d e d 1n w h ic h th e c o n s t r u c t i o n management te c h n iq u e was employed and t h r e e p r o j e c t s te c h n iq u e was em p lo ye d . A ll i n w h ic h t h e t r a d i t i o n a l c o n s tr u c tio n s i x o f th e p r o j e c t s were l o c a t e d in M ich ig a n and were in t e r m e d ia t e scho ol d i s t r i c t owned area v o c a t io n a l c e n te rs . Del i m i t a t i o n s 1. The s tu d y was c o n f in e d t o th e e x p e rie n c e s o f th e in t e r m e d ia t e scho ol d i s t r i c t Boards o f E d u c a tio n and t h e i r r e p r e s e n t a t iv e s on p r o j e c t s i n v o l v i n g th e c o n s t r u c t i o n o f area v o c a t io n a l c e n t e r s 1n th e S ta te o f M ic h ig a n . 2. T here a re t h r e e p r im a r y phases in v o lv e d i n th e d e l i v e r y o f an e d u c a t io n a l a c tiv itie s fa c ility . The p re d e s ig n phase c o n s is t s o f th o s e by w hich th e owner de velop s th e e d u c a tio n a l s p e c i f i c a t i o n and p r o j e c t p a ra m e te rs . c o n s is t s o f a c t i v i t i e s owner and CM, i f s p e c ific a tio n s The d e s ig n phase u n d e rta k e n by th e d e s ig n team ( a r c h i t e c t , a p p r o p r i a t e ) t o c o n v e r t th e e d u c a tio n a l i n t o c o n t r a c t documents (w o rk in g dra w ings and b u ild in g s p e c if ic a tio n s ) . o f th e a c t i v i t i e s The c o n s t r u c t i o n phase in c lu d e s a l l n e ce ssa ry t o c o n v e r t t h e c o n t r a c t documents i n t o th e e d u c a tio n a l fa c ility e d u c a t io n a l s p e c i f i c a t i o n s . d e s c r ib e d by th e owner i n th e T h is s tu d y examined th e v a r io u s r o le s o f th e owner and th e o w n e r's r e p r e s e n t a t iv e d u r in g th e d e s ig n phase. 3. O nly th o s e c o n s t r u c t io n management p r o j e c t s in w hich th e c o n s t r u c t i o n manager re p re s e n te d an o r g a n iz a t i o n s e p a ra te fro m t h a t re p re s e n te d by th e p r o j e c t a r c h i t e c t were exam ined. 4. O nly th o s e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s e s t a b li s h e d a f t e r FY 72-73 were exam ined. 5. The number o f t r a d i t i o n a l p r o j e c t s examined d id n o t exceed t h e number o f c o n s t r u c t i o n management p r o j e c t s exam ined. 6. For purposes o f t h i s s t u d y , no a d d i t i o n s o r r e n o v a tio n s were c o n s id e r e d . T h e o r e t ic a l Framework In 1963, P a t r i c i a Sm ith and L . M. K e n d a ll fro m C o r n e ll U n i v e r s i t y , p u b lis h e d an a r t i c l e 1n th e J o u r n a l o f A p p lie d P sych olo gy e n t i t l e d " f t e - t r a n s l a t i o n o f E x p e c t a t io n s : An Approach t o th e C o n s t r u c t io n o f Unambiguous Anchors f o r R a tin g S c a le s " . (in t h is n u r s in g . 1. They i d e n t i f i e d e x p e r ts i n s t a n c e , head n u rs e s ) who were r e s t r i c t e d to m e d ic a l- s u r g ic a l The p ro ce d u re s f o llo w e d w ere: Q u a litie s o r c h a r a c te r is tie s by each g ro u p . t o be e v a lu a te d were l i s t e d The most f r e q u e n t d im e n s io n s were s e le c t e d f o r f u r t h e r a n a ly s is . The n u r s e 's own t e r m in o lo g y was r e t a i n e d . Coverage o f im p o r t a n t a s p e c ts was f u r t h e r a s s u re d by g a t h e r in g c la s s ifie d , c r it ic a l 2. i n c id e n t s The groups f o r m u la t e d ge n e ra l d e fin itio n in th e custo m ary way. s ta te m e n ts r e p r e s e n t in g o f h ig h and low a c c e p ta b le pe rform an ce f o r each q u a lity . 3. The group s u b m itte d examples o f b e h a v io r in each q u a l i t y and th e s e were e d it e d in th e form o f e x p e c t a tio n s o f s p e c i f i c b e h a v io r . 4. Judges i n d i c a t e d in d e p e n d e n tly what q u a l i t y was i l l u s t r a t e d by each exam ple. Examples were e l i m i n a t e d 1 f t h e r e was n o t a c l e a r m oral agreement as t o th e q u a l i t y t o w hich each be lo n g e d . Q u a l i t i e s were e l im in a t e d i f examples were n o t c o n s i s t e n t l y re a s s ig n e d t o th e q u a l i t y f o r w hich th e y were o r i g i n a l l y d e s ig n e d . 12 5. O th e r ju d g e s used th e examples t o d e s c r ib e a s p e c i f i c n u rse w i t h an o u t s t a n d in g good n u r s in g p e rform an ce and a n o th e r nurse w i t h u n s a t i s f a c t o r y p e rfo rm a n c e . The d i f f e r e n c e between th e o u t s t a n d in g and th e u n s a t i s f a c t o r y nurse was computed f o r each p a ir o f r a tin g s t o d e te rm in e th e d i s c r i m i n a t i o n v a lu e f o r each e x a m p le . 6. Each v e r t i c a l s c a l e , t o g e t h e r w i t h a g e n e ra l d e f i n i t i o n , was p re s e n te d w i t h a l i s t o f ite m s p r e v i o u s l y ju d g e d by o t h e r r a t e r s as b e lo n g in g to t h a t q u a l i t y . The ju d g e s r a t e d each ite m z e ro t o two a c c o r d in g t o th e d e s i r a b i l i t y o f th e b e h a v io r illu s tr a te d . Item s were e l i m i n a t e d i f judgem ents was la r g e o r i f th e d is p e r s io n o f d i s t r i b u t i o n o f m u lti- m o d a l was m u lti-m o d e l. A ll o f th e ite m s w hich met th e s e c r i t e r i a were assembled f o r each s c a le and th e mean s c a le p o s i t i o n s a s s ig n e d t o them f o r each group o f ju dg es were i n t e r - c o r r e l a t e d t o g iv e e s tim a te s o f the s c a le r e lia b ilitie s . T h e r e f o r e , i f one i s in t e r e s t e d in th e c o n s is te n c y w i t h w hich s u c c e s s iv e random samples o f s u b je c ts o r ju d g e s respond t o an i n v a r i a n t s e t o f s t im u lu s it e m s , one e n c o u n te rs a p ro blem o f s c a le r e l i a b i l i t y r a t h e r than t e s t r e l i a b i l i t y . I t was re c o g n iz e d t h a t th e mean v a lu e s were d i s t o r t e d somewhat by skewness in th e d i s t r i b u t i o n o f judgem ents a t th e e x tre m e s . But i t was f e l t t h a t s in c e th e e f f e c t o f skewness w o u ld be t o reduce th e s t a b i l i t y e s tim a te s o f c e n t r a l o f th e means as te n d e n c y , c o r r e l a t i o n s u s in g means w ould g iv e a t l e a s t a m inim al e s t im a t e o f agreement among groups o f ju d g e s as t o th e r e l a t i v e p o s i t i o n o f th e ite m s on th e s c a le . In a d d i t i o n , a com parison among th e samples o f means and v a ria n c e s f o r a l l in d i c a t e s a s i m i l a r i t y ite m s 1n each s c a le in th e a b s o lu te l o c a t i o n o f item s by th e v a rio u s 13 groups o f ju d g e s . The p ro c e d u re s seemed s a t i s f a c t o r y w i t h ad equate agreem ent c o n c e r n in g th e a l l o c a t i o n o f e xa m p le s, e x c e l l e n t d i s c r i m i n a ­ t i o n , and a h ig h s c a le o f r e l i a b i l i t y . O vervie w o f P ro ce d u re The i n v e s t i g a t o r a p p l i e d p ro c e d u re s s i m i l a r t o th o s e t e s t e d by S m ith and K e n d a ll t o th e p ro b le m i d e n t i f i e d p ro c e d u re s were a d d re s se d i n fiv e in t h is s tu d y . The phases: Phase 1 - Two p a n e ls o f ju d g e s were I d e n t i f i e d . Panel No. 1 was composed o f f i v e members, and Panel No. 2 was composed o f te n members a l l o f whom were a r c h i t e c t s r e g is te r e d in th e S t a t e o f M ic h ig a n . A. Panel No. 1 was c h a rg e d w i t h t h e r e s p o n s i b l l i t y o f id e n tify in g a ll d u r in g th e B. t h e d e c is io n s t h a t were t y p i c a l l y made d e s ig n phase o f a b u i l d i n g p r o j e c t . Panel No. 2 was g iv e n th e l i s t d e v e lo p e d by Panel No. 1 and c h a rg e d w i t h r a t i n g t h e d e c is io n s made d u r in g t h e d e s ig n phase o f a b u i l d i n g p r o j e c t , C. Based on th e r a t i n g s o f Panel No. 2 , th e d e c is io n s were p la c e d i n ra n k o r d e r fro m most im p o r t a n t t o l e a s t im p o r t a n t and t h e t w e n t y - n in e d e c is io n s most im p o r t a n t t o t h e d e s ig n phase o f a b u i l d i n g p r o j e c t were I d e n t i f i e d . Phase 2 - Based on t h e outcome o f t h e a c t i v i t i e s i n Phase 1, s e p a ra te q u e s t io n n a i r e s were d e ve lo p e d f o r t h e ow ner, th e o w n e r's r e p r e s e n t a t i v e and t h e a r c h i t e c t . These q u e s ­ t i o n n a i r e s were d e s ig n e d t o g a in fro m th e re s p o n d e n ts th e fo llo w in g in fo r m a tio n : A. The o w n e r's p e r c e p t io n o f th e im p o rta n c e o f th e r o l e t h e y p la y in th e d e c is io n -m a k in g pro cess d u r in g th e d e s ig n phase o f th e p r o j e c t i n w hich th e y were in v o l v e d . The o w n e r's r e p r e s e n t a t i v e ' s p e r c e p t io n o f th e im p o rta n c e o f th e r o l e th e owner p la y e d i n th e d e c is io n -m a k in g p ro ce ss d u r in g th e d e s ig n phase o f th e p r o j e c t in which he was i n v o l v e d . The a r c h i t e c t ' s p e r c e p t io n o f th e im p o rta n ce o f th e r o l e o f th e owner i n th e d e c is io n -m a k in g process d u r in g th e d e s ig n phase o f th e p r o j e c t i n w hich he was in v o l v e d . The o w n e r's r e p r e s e n t a t i v e ' s p e r c e p t io n o f th e im p o rta n c e o f th e r o l e he p la y e d in th e d e c is io n -m a k in g process d u r in g th e d e sig n phase o f th e p r o j e c t in w hich he was in v o l v e d . The o w n e r's p e r c e p t io n o f th e im p o rta n c e o f th e r o l e p la y e d by t h e i r r e p r e s e n t a t iv e in th e d e c is io n -m a k in g p ro c e s s d u r in g th e d e s ig n phase o f th e p r o j e c t i n w hich th e y were in v o l v e d . The a r c h i t e c t ' s p e r c e p t io n o f th e im p o rta n c e o f th e r o l e p la y e d by th e o w n e r's r e p r e s e n t a t iv e in th e d e c i s i o n ­ m aking p ro ce ss d u r in g th e d e s ig n phase o f th e p r o j e c t in w hich he was in v o l v e d . The o w n e r's p e r c e p t io n o f t h e i r competence in making d e c is io n s w h ich t h e i r r o l e r e q u ir e d based on th e p r o j e c t in w hich th e y were in v o lv e d . The a r c h i t e c t ' s p e r c e p t io n o f th e o w n e r's competence in making th e d e c is io n s w hich t h e i r r o l e r e q u ir e d based on t h e p r o j e c t in w hich th e a r c h i t e c t was in v o l v e d . 15 I. The o w n e r's r e p r e s e n t a t i v e ' s p e r c e p t io n o f t h i s competence in making d e c is io n s w hich h is r o l e r e q u ir e d based on th e p r o j e c t i n w hich he was in v o lv e d . J. The a r c h i t e c t ' s p e r c e p t io n o f th e o w n e r's r e p r e s e n t a t i v e ' s competence in making th e d e c is io n s w hich h is r o l e r e q u ir e d based on th e p r o j e c t in w hich he was in v o l v e d . Phase 3 - The resp on de nts i d e n t i f i e d in Phase 2 were asked t o respond t o th e a p p r o p r i a t e q u e s t io n n a i r e s . Phase 4 - T h is phase c o n s is t e d o f com paring th e p e r c e p tio n s o f t h e a r c h i t e c t , th e owner and th e o w n e r's r e p r e s e n t a t iv e r e l a t i v e t o th e v a r io u s p o in t s o f co n ce rn i d e n t i f i e d Phase 2 o f t h i s s tu d y . in Based on th e outcome o f t h i s phase, th e e x i s t i n g r e l a t i o n s h i p s were exam ined. Phase 5 - Recommendations f o r f u t u r e p r e s e r v ic e and i n s e r v i c e were made w h ich are de sig ne d t o r e p r e s e n t a t i v e 's a b i l i t y im prove th e owner and th e o w n e r's t o p a r t i c i p a t e on th e d e s ig n team. Assumptions 1. The o p in io n s o f re c o g n iz e d e x p e r ts in th e f i e l d o f a r c h i t e c t u r e a re v a l i d in th e absence o f da ta t h a t have been e s t a b lis h e d e x p e rim e n ta lly . 2. A lth o u g h d i f f e r e n c e s e x i s t among th e i n d i v i d u a l s in v o lv e d i n th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t , enough s i m i l a r i t y e x i s t s t h a t th e common s t r e n g t h s and weaknesses w hich a re p r e s e n t can be i d e n t i f i e d . 3. There a re i d e n t i f i a b l e weaknesses i n th e i n d i v i d u a l s in v o lv e d in c o n s t r u c t i o n management d u r in g th e d e s ig n phase w hich can be im p a cte d by bo th p r e s e r v ic e and i n s e r v i c e e d u c a tio n . 16 D e fin itio n s L ite ra tu re in the f i e l d o f school p la n n in g and c o n s t r u c t io n c o n ta in s term s w h ich a re g e n e ra l in use and u n d e rs to o d by most re a d e rs o f school p l a n t p la n n in g l i t e r a t u r e . These term s a re used f r e q u e n t l y th r o u g h o u t th e s tu d y and e x i s t w i t h o u t need o r b e n e f i t o f s p e c ia l d e fin itio n . Some o f th e terms used i n th e d is c u s s io n o f c o n s t r u c t io n management as i t a p p lie s t o scho ol p l a n t p la n n in g and c o n s t r u c t io n a re unique t o th e t o p i c and may, i n f a c t , be i n t e r p r e t e d to have s e v e ra l d i f f e r e n t meanings a t t h i s p o i n t in t im e . The term C o n s t r u c t io n Management, f o r exam ple, depending upon i t s a p p l i c a t i o n , has a wide range o f d e f i n i t i o n s s t a r t i n g w i t h s im p le c o s t e s t im a t in g and e n d in g w ith t o t a l p r o j e c t management. F u r t h e r , th e r e i s no re c o g n iz e d le x ic o n o f c o n s t r u c t i o n management term s t o w hich t h e re a d e r may r e f e r . Terms r e q u i r i n g c l a r i f i c a t i o n o f meaning as used in t h i s s tu d y a re d e fin e d i n th e f o l l o w i n g p a ra g ra p h s : Agency - (1 ) R e la t i o n s h ip between agent and p r i n c i p a l . (2 ) O r g a n iz a t io n a c t i n g as a g e n t. (3 ) A d m i n i s t r a t i v e s u b d i v is io n o f an o r g a n i z a t i o n , p a r t i c u l a r l y in g o v e rn m e n t.^ A rc h ite c tu ra l Community - I n d i v i d u a l s , b o th p r o f e s s io n a l and non­ p r o f e s s i o n a l , who p a r t i c i p a t e in th e p r a c t i c e o f a r c h i t e c t u r e . Area V o c a tio n a l C e n te r - A f a c i l i t y c o n s t r u c t e d f o r th e purpose o f h o u s in g area v o c a t io n a l e d u c a tio n program s. 12 G lo s s a ry o f C o n s t r u c t io n I n d u s t r y Terms (W a s h in g to n , D .C .: American I n s t i t u t e o f A r c h i t e c t s , 1970) p. 3. The 17 B id D i v i s i o n - The s u b u n it o f a co m p le te b id package w hich r e p r e s e n ts a s p e c i f i c t r a d e ( e . g . , g la z in g , fla tw o rk c o n c re te , f o o t i n g s and f o u n d a t io n s , e t c . ) . B id Document - B u i l d i n g s p e c i f i c a t i o n s and w o rk in g dra w in g s w hich a re used t o s o l i c i t b id s from th e v a r io u s t r a d e c o n t r a c t o r s in t e r e s t e d in b id d in g th e p r o j e c t . B id d in g Phase - The f o u r t h phase o f th e a r c h i t e c t ' s b a s ic s e r v ic e s d u r in g w hich c o m p e t it iv e b id s o r n e g o t ia t e d p ro p o s a ls a re s o u g h t as th e b a s is f o r a w ard ing a c o n t r a c t . (R e f: AIA Documents B131, B231 and B331 and Handbook C h ap te rs 9 and 1 6 . ) 13 Board/Owner - The g o v e rn in g body o f an in t e r m e d ia t e school d i s t r i c t . C o n s t it u e n t School D i s t r i c t - A lo c a l scho ol d i s t r i c t whose te r r ito r y i s e n t i r e l y w i t h i n , and i s , an i n t e g r a l p a r t o f an in t e r m e d ia t e school d i s t r i c t . 14 C o n s t r u c t io n Management - T h a t group o f management a c t i v i t i e s o v e r and above normal a r c h i t e c t u r a l and e n g in e e r in g s e r v ic e s r e l a t e d t o a c o n s t r u c t i o n program c a r r i e d o u t d u r in g th e p r e d e s ig n , d e s ig n and c o n s t r u c t i o n phases t h a t c o n t r i b u t e t o th e c o 'n tr o l o f tim e and c o s t i n th e c o n s t r u c t i o n o f a new f a c i l i t y . 15 C o s t - Q u a li t y R a tio - The r a t i o between th e c o s t and th e q u a l i t y o f a c o n s t r u c t i o n p r o j e c t when t h e q u a n t i t y i s h e ld c o n s t a n t . 1^ I b i d . , p . 5. 14The School Code o f 1976, A c t No. 451 P u b lic A cts o f 1976, S ta te o f M ic h ig a n 78th L e g i s l a t u r e R e g u la r S ession o f 1976. 15H e e ry, " L e t ' s D e fin e C o n s t r u c t io n Management," p . 69. 18 Design Phase - The second phase o f th e a r c h i t e c t ’ s b a s ic s e r v i c e s . In t h i s ph ase , t h e a r c h i t e c t p re p a re s fro m t h e a p p ro ve d schema­ tic d e s ig n s t u d ie s f o r a p p r o v a l by th e owner t h e d e s ig n de velop m en t documents c o n s i s t i n g o f d ra w in g s and o t h e r documents to f i x and d e s c r ib e t h e s iz e and c h a r a c t e r o f t h e e n t i r e p r o j e c t as to s t r u c t u r a l , m e ch a n ica l and e l e c t r i c a l s y s te m s , m a t e r i a l s and such o t h e r e s s e n t i a l s as may be r e q u i r e d . ^ 6 Design P rocess - The a c t o f c o n v e r t i n g e d u c a t io n a l s p e c ific a tio n s i n t o b u i l d i n g s p e c i f i c a t i o n s and w o r k in g d r a w in g s . Design Team - The i n d i v i d u a l s I n v o lv e d in m aking d e s ig n d e c is io n s d u r in g th e d e s ig n p r o c e s s . E le c tric a l C o n t r a c t o r - The pe rso n o r o r g a n i z a t i o n r e s p o n s ib le f o r p e r f o r m in g th e e l e c t r i c a l work i d e n t i f i e d as such in th e o w n e r - c o n t r a c t o r a g r e e m e n t.^ 7 E n g in e e r in g Community - Those i n d i v i d u a l s , b o th p r o f e s s i o n a l and n o n - p r o f e s s i o n a l , in v o l v e d in th e p r a c t i c e o f e n g i n e e r in g . G eneral C o n t r a c t o r - The person o r o r g a n i z a t i o n r e s p o n s ib le f o r p e r f o r m in g th e work i d e n t i f i e d as such i n t h e o w n e r - c o n t r a c t o r a g re e m e n t.18 I n s e r v i c e E d u c a tio n - An e d u c a t io n a l p ro c e s s d e s ig n e d t o im p rove th e s k i l l s and knowledge of i n d i v i d u a l s who a re cha rge d w i t h th e r e s p o n s i b i l i t y o f p e r f o r m in g a p a r t i c u l a r f u n c t i o n (e .g ., bo ard members, a d m i n i s t r a t o r s , e t c . ) . ^ G lo s s a r y o f C o n s t r u c t io n 17I b i d . , p . 7. 18I b i d . , 7. p. I n d u s t r y T erm s, p . 8 . 19 I n t e r m e d ia t e School D i s t r i c t - A c o r p o r a t e body e s t a b li s h e d under P a r t 7 o f th e school code o f 1 9 7 6 J 9 Lump Sum B id - A b i d in w hich a s p e c i f i c amount i s s e t f o r t h as th e t o t a l payment f o r pe rform an ce o f th e c o n t r a c t . 29 M echanical C o n t r a c t o r - The person o r o r g a n iz a t i o n r e s p o n s ib le f o r p e r fo r m in g th e m echanical work i d e n t i f i e d as such i n th e o w n e r - c o n t r a c t o r a g re e m e n t.21 Owner - The in t e r m e d ia t e scho ol d i s t r i c t Board o f E d u c a tio n . Owner's R e p r e s e n ta tiv e - The in t e r m e d ia t e school d i s t r i c t a d m i n i s t r a t o r who has been a s s ig n e d th e p r im a r y r e s p o n s i b i l i t y f o r w o r k in g as a member o f th e d e s ig n team by th e in t e r m e d ia t e school d i s t r i c t Board o f E d u c a tio n . P e rc e p tio n - Any a c t o r pro cess o f knowing o b j e c t s , f a c t s , o r t r u t h s , w h e th e r by sense e x p e rie n c e o r by t h o u g h t ; awareness o f o b je c t s and c o n s c io u s n e s s .22 Phased C o n s t r u c t io n - A process o f o v e r la p p in g c e r t a i n s te p s in th e b u i l d i n g pro cess t o p r o v id e in c re a s e d e f f i c i e n c y by r e d u c in g th e amount o f tim e n o r m a lly r e q u ir e d in th e b u i l d i n g p ro c e s s . P r e s e r v ic e E d u c a tio n - An e d u c a t io n a l pro cess d e sig n e d t o develop s k ills and knowledge in th o s e i n d i v i d u a l s who a re in th e e d u c a tio n a l main s tre a m p r e p a r in g t o assume th e r e s p o n s i b i l i t y o f p e r fo r m in g a p a r t i c u l a r f u n c t i o n ( e . g . , p r o s p e c t iv e t e a c h e r s , a d m in is tra to rs , e t c . ) 19"The School Code o f 1 9 7 6 ," p. 2. 20 G lo s s a ry o f C o n s t r u c t io n Term s, p. 15. 21I b i d . , p . 7. 22noward S. B a r t l e y , P r i n c i p l e s o f P e rc e p tio n and B r o t h e r s , 1 9 5 8 ), pp. 8 - 9 . (C h ica g o : H arper P rim e C o n t r a c t o r - Any c o n t r a c t o r on a p r o j e c t h a v in g a c o n t r a c t d i r e c t l y w i t h t h e ow ner. P r o f i t P yram id - The markup w h ich o c c u rs i n th e b i d d in g p ro c e s s as th e number o f c o n t r a c t o r s h a n d lin g a p a r t i c u l a r it e m in c r e a s e s . P r o j e c t A r c h i t e c t - The i n d i v i d u a l who i s d ir e c tly r e s p o n s ib le f o r c o o r d i n a t i n g th e d e s ig n phase o f a b u i l d i n g p r o j e c t . S u b c o n t r a c t o r - A person o r o r g a n i z a t i o n who has a d i r e c t c o n t r a c t w i t h a p rim e c o n t r a c t o r t o p e rfo r m a p o r t i o n o f th e work a t th e s i t e . 24 Sub B id s - B id s s u b m it t e d by s u b c o n t r a c t o r s . T rade - O c c u p a tio n r e q u i r i n g manual o r m e ch a n ica l s k ill (e .g ., s h e e tm e ta l w o r k e r , f l a t c o n c r e t e w o r k e r , masonry w o r k e r , e t c . ) 2^ T r a d i t i o n a l Approach - The ap p ro a ch t o d e s ig n in g and c o n s t r u c t i n g a b u ild in g 1n w h ic h th e a r c h i t e c t c o m p le te s a l l b id docum ents, a d v e r t i s i n g f o r b id s and r e c e i v i n g b id s fro m g e n e ra l c o n tra c to rs , f in a lly r e s p o n s ib ility T ra d itio n a l a w a rd in g t o one g e n e ra l c o n t r a c t o r th e f o r c o n s tr u c tio n o f th e p r o je c t . C o n s t r u c t io n P r o j e c t - A p r o j e c t t h a t em ploys a tr a d itio n a l a p p ro a c h . V a lue E n g in e e r in g - The p ro c e s s o f r e v ie w in g a v a i l a b l e m a t e r i a l , h a rdw are and e q u ip m e n t t o d e te rm in e t h e c o m b in a tio n w h ic h w ill in s u r e th e g r e a t e s t in h e r e n t v a lu e i n th e f a c i l i t y upon c o m p le tio n o f t h e c o n s t r u c t i o n . ^ G l o s s a r y o f C o n s t r u c t io n T e rm s , p . 24Ib id . 16. 21 Summary In o r d e r t o b r i n g some o f th e b e n e f i t s p r o j e c t s w h ic h have been a v a i l a b l e to p u b lic c o n s tru c tio n in th e p r i v a t e s e c t o r f o r y e a r s , m eth o d o lo g y r e f e r r e d t o as " C o n s t r u c t i o n Management" was d e v is e d . Its a p p lic a tio n t o sc h o o l c o n s t r u c t i o n s t a r t e d becoming v i s i b l e e a r l y s e v e n t ie s . tim e and d o l l a r s F o r th e most p a r t , b e n e fits in c lu d e d s a v in g s in a n d / o r an im p ro ve d c o s t q u a l i t y o f t h e p r o j e c t s w h ich were c o n s t r u c t e d u n de r t h i s th is its i n th e s ys te m . Some o f t h e e a r l i e s t a p p l i c a t i o n s o f p ro c e s s 1n t h e S t a t e o f M ic h ig a n were u n d e rta k e n by in t e r m e d ia t e scho ol d i s t r i c t s who were 1n th e p ro c e s s o f b u i l d i n g f a c i l i t i e s t o house area v o c a t io n a l e d u c a t io n . F u tu re p r o je c tio n s i n d i c a t e d t h a t t h e S t a t e o f M ic h ig a n was p la n n in g th e e s t a b lis h m e n t o f 50 in t e r m e d i a t e sch o o l d i s t r i c t based area v o c a t io n a l c e n t e r s d u r in g th e s i x y e a rs between 1974-75 and 19 7 9 -8 0 . The p ro b le m w h ic h e x i s t e d th e n was t o examine in d e p th th e r o l e o f th e owner and th e o w n e r 's r e p r e s e n t a t i v e d u r in g t h e d e s ig n phase o f th e c o n s t r u c t i o n management p r o j e c t . T h is was n e c e s s a ry t o d e te rm in e i f th e re was a change i n th e r e s p o n s i b i l i t y w h ich th e s e p a r t i c i p a n t s assumed when compared t o s i m i l a r r o l e s i n t r a d it io n a l c o n s tru c tio n p r o je c ts . The s tu d y in c lu d e d s i x p r o j e c t s l o c a t e d in t h e S t a t e o f M ic h ig a n and was c o n d u c te d as an expanded case s t u d y . T hree in t e r m e d i a t e sc h o o l d i s t r i c t owned are a v o c a t io n a l c e n t e r s w h ich were c o n s t r u c t e d u s in g th e c o n s t r u c t i o n management te c h n iq u e and t h r e e in t e r m e d ia t e s ch o o l d i s t r i c t owned are a v o c a t io n a l c e n t e r s w h ich were c o n s t r u c t e d u s in g a t r a d i t i o n a l c o n s t r u c t i o n t e c h n iq u e were i d e n t i f i e d . P ro ce d u re s f o r g a t h e r in g t h e d a ta were th e n i d e n t i f i e d and th e p a ra m e te rs o f t h e s t u d y , d e l i m i t a t i o n , a ssu m p tio n s and d e f i n i t i o n s were e s t a b l i s h e d . CHAPTER 2 REVIEW OF LITERATURE An e x t e n s iv e r e v ie w o f th e l i t e r a t u r e w h ich r e l a t e s t o th e a p p l i c a t i o n o f t h e c o n s t r u c t i o n management t e c h n iq u e t o p u b l i c owned c o n s t r u c t i o n p r o j e c t s was c o n d u c te d . was i n i t i a t e d D a trix I I u s in g th e Com prehensive D i s s e r t a t i o n Query S e r v i c e s 's p ro g ra m . T h is s e a rc h g e n e ra te d 52 r e f e r e n c e s none o f w h ich c o u ld be r e l a t e d t o t h i s S . D . A . 's In te rn a tio n a l s tu d y . A s e a rc h was c o n d u c te d on ERIC u s in g Search S e r v i c e ' s O r b i t I I I g e n e ra te d 82 c i t a t i o n s , s tu d y . A s e a rc h o f d i s s e r t a t i o n a b s t r a c t s p ro g ra m . T h is e f f o r t 58 o f w h ic h had a d i r e c t r e l a t i o n s h i p t o th e The re s o u rc e s a v a i l a b l e a t M ic h ig a n S t a t e U n i v e r s i t y L i b r a r y and th r o u g h S t a t e L i b r a r y S e r v ic e s were a ls o used e x t e n s i v e l y in c o n d u c tin g th e r e v ie w o f l i t e r a t u r e . As a r e s u l t o f t h i s its e ffo rt, it became o b v io u s t h a t w i t h re s p e c t to d e ve lo p m e n t th e c o n s t r u c t i o n management p ro c e s s was e v o l u t i o n a r y not re v o lu tio n a r y . The emergence o f such management t o o l s as Program E v a lu a t io n and Review T e c h n iq u e (PERT), C r i t i c a l Path Method (CPM), Bar C h a r t s , M o d if ie d B a r C h a rts and Systems B u i l d i n g r e s u l t e d because o f a d e s i r e t o smooth t h e f l o w o f a c t i v i t i e s c o n s tru c tio n p r o je c ts in and speed d e l i v e r y o f t h e p u b l i c r e a lm . F a s t T ra c k Method S t a r t i n g In th e mid f i f t i e s C ritic a l th ro u g h th e e a r l y s i x t i e s , Path Method (CPM) e x p e r ie n c e s in th e s u c c e s s f u l e n g in e e r in g and c o n s t r u c t i o n 23 and th e Program E v a lu a t io n and Review Techniques (PERT) o f th e N a vy's P o la r i s M is s le developm ent in 1958 t o 1960, p r e c i p i t a t e d th e a p p l i c a t i o n o f such management t o o l s t o scho olho use c o n s t r u c t i o n . 1 As the se a p p l i c a t i o n s g a in e d s o p h i s t i c a t i o n , i t became a p p a re n t t h a t by p h a s in g th e v a r io u s a s p e c ts o f de sig n and c o n s t r u c t i o n , th e d e l i v e r y tim e f o r a b u i l d i n g c o u ld be f u r t h e r s h o r te n e d . in t h e i r a r t i c l e e n title d Whitcomb and K lim e n t "On T ra c k W ith F a s t T r a c k " , speak t o what th e f a s t t r a c k pro cess o f phase d e s ig n and c o n s t r u c t i o n p ro ce ss means t o th e a r c h i t e c t . They p o i n t o u t t h a t t h e r e a re 12 c a t e g o r ie s o f c o n s id e r a t io n s w hich must be k e p t in mind i f s u c e s s fu lly . 1. These c o n s id e r a t io n s a r e : I r r e v o c a b l e D e c is io n s - Fundamental e a r l y commitment t o d e c i s i o n , by th e ow ner. 2. f a s t t r a c k i s t o work to th e f a s t t r a c k pro cess i s n o t o n ly by th e d e s ig n e r b u t a ls o D e c is io n s become i r r e v o c a b l e , even bad ones. D e fe rre d D e c is io n s - Under th e c o n v e n tio n a l method, th e d e s ig n team i s under c o n s t a n t p r e s s u r e . One thousand c u b ic y a r d s o f fo u n d a t io n c o n s t r u c t i o n c a n n o t s t a r t u n t i l been d e t a i l e d . th e hand r a i l s have T h is unnecessary c o n s t r a i n t t o c o n s t r u c t i o n is removed by aw a rd in g f o u n d a t io n c o n t r a c t s as soon as a p a r t i c u l a r s e t o f d e c is io n s has been made. can w a i t u n t i l 3. D e t a i l i n g o f th e hand r a i l s la te r . P la n n in g and S c h e d u lin g - I t i s th e c o n s t r u c t i o n s c h e d u le t h a t s e ts th e pace f o r th e a r c h i t e c t u r a l A ll a r c h ite c tu ra l and e n g in e e r in g s c h e d u le . and e n g in e e r in g d e c is i o n s , ow ner/agency re v ie w s and a p p ro v a ls and p r e p a r a t io n o f c o n t r a c t documents must a l lo w th e c o n s tru c tio n I t s e l f t o proceed in a c o n tin u o u s and l o g i c a l sequence. ^ a r e t Thompson, "A P r o j e c t S c h e d u lin g System T h a t R e a lly W o rk s ," A r c h i t e c t u r a l Record 152 ( A p r i l , 1 9 7 5 ) :5 7 . 4. C o n tr a c ts and B id Packages - One o f th e f i r s t made 1s d i v i s i o n o f th e w o rk. d e c is io n s t o be How many s e p a ra te c o n t r a c t s s h o u ld be awarded and what work ite m s s h o u ld be in c lu d e d must be d e te rm in e d . 5. B id d in g - The lo w e s t c o s t i s s t i l l a r c h i t e c t w i t h h is r e s p o n s i b i l i t y t o u g h e r jo b w i t h m u l t i p l e b i d d i n g . th e p r im a r y o b j e c t i v e . The f o r b id d in g th e p r o j e c t has a W ith m u l t i p l e b i d d i n g , each t r a d e c o n t r a c t o r becomes a p rim e c o n t r a c t o r . T h is i s o f t e n a new r o l e f o r s u b c o n t r a c t o r s and th e la c k o f u n d e rs ta n d in g o f t e n le ad s t o h ig h b id s . 6. General and Supplem entary C o n d itio n s - M u l t i p l e b id d in g e l i m i n a t e s th e u m b re lla o f th e g e n e ra l c o n t r a c t o r who n o r m a lly p r o v id e s many g e n e ra l c o n d i t i o n c o n s t r u c t i o n ite m s n e ce ssa ry t o s u p p o r t th e t r a d e c o n t r a c t o r s . The a r c h i t e c t in p r e p a r in g th e b i d documents needs t o in f o r m th e b id d e r s t h a t th e y must s u p p ly t h e i r own te m p o ra ry t o i l e t s , u tilitie s , e t c . o r t h a t th e y w i l l be p r o v id e d by someone e l s e . 7. M u lti-E s tim a te s - The day o f r e c k o n in g f o r th e a r c h i t e c t a r r i v e s when th e b id s come 1n. o r is it back t o th e boards? Does th e c o n s tr u c tio n ,.p r o c e e d W ith m u l t i - b i d d i n g , t h i s w o rry i s o f t e n re p e a te d because o f m u l t i p l e b id o p e n in g s . 8. F in a n c ia l R is k - The owner i s asked t o spend money and th u s commit h i m s e l f b e fo r e he knows what th e t o t a l be. p r i c e ta g w i l l T h e r e f o r e , a s i g n i f i c a n t f a c t o r t o c o n s id e r 1n f a s t t r a c k Is r i s k . When c o n s t r u c t i o n 1s s t a r t e d b e fo re w o rk in g dra w ings and s p e c i f i c a t i o n s a re c o m p le te , th e owner does n o t have a c lo s e d c o n t r a c t . d e f in e d . Its What w i l l be b u i l t has n o t y e t been c l e a r l y f i n a l c o s t c a n n o t, t h e r e f o r e , be p in n e d down. 25 9. C ritic a l P rocurem ent Item s - O rd e rin g e l e v a t o r s and s w itc h g e a r i s u s u a l l y f u r t h e s t fro m th e a r c h i t e c t s mind in g r a p p lin g w i t h th e i n i t i a l d e s ig n problem s o f s i t i n g and c i r c u l a t i o n flo w . S t a r t i n g c o n s t r u c t i o n t h r e e months a f t e r th e a r c h i t e c t u r a l and e n g in e e r in g c o n t r a c t i s s ig n e d in s te a d o f h a v in g th e usual 12 t o 16-month c u s h io n r e q u i r e s t h a t a l l c o n s t r u c t i o n ite m s which have lo n g f a b r i c a t i o n and d e l i v e r y tim e be i d e n t i f i e d and p u r c h a s in g s c h e d u le d . 10. Owner Commitment - Whether a proposed f a s t t r a c k o p e r a t io n works o u t w e ll o r n o t 1s l a r g e l y a f u n c t i o n o f th e way in w hich th e a r c h i t e c t i n i t i a l l y promotes th e p r o j e c t . P r o s p e c tiv e owner and c l i e n t need t o be aware o f th e e x t r a r e s p o n s i b i l i t y t h e y must commit th e m se lve s t o i f f a s t t r a c k i s t o work as p ro m is e d . 11. Maximum B e n e f i t - The f a s t t r a c k pro cess i s th e most a p p l i c a b l e on la r g e p r o j e c t s and on b u i l d i n g systems p r o j e c t s . 15-25 m i l l i o n d o l l a r p r o j e c t , e x c a v a tio n a lo n e can ta k e as much as t h r e e t o f o u r m onths. e s p e c ia lly i f ground i s 12. On a The soo ne r t h i s i s s t a r t e d th e b e t t e r , i t can be done d u r in g th e d r y season when th e fre e o f f r o s t . P r o j e c t Management - I t ta k e s a good p r o j e c t manager t o run a fa s t tra c k p ro je c t. C a r e fu l p l a n n i n g , c o o r d i n a t i o n and c o n s ta n t com m unication w i t h a l l e ve r. team members i s e s s e n t ia l more tha n 2 The d e s ig n and c o n s t r u c t i o n a re s im u lta n e o u s . ^ F r a n c is G. Whitcomb and Stephen A. C le m e n t, "On T ra c k w i t h F a s t T r a c k , " Am erican I n s t i t u t e o f A r c h i t e c t J o u rn a l 59 ( F e b r u a r y , 1973): 45 -4 8 . 26 Clement and S m ith , i n t h e i r a r t i c l e " F a s t T ra c k - How I t S li c e s Cost and Speeds Up C o n s t r u c t i o n " , p o i n t o u t t h a t f a s t t r a c k o f f e r s e s s e n t i a l l y t h r e e m a jo r advantages o v e r th e c o n v e n tio n a l method o f managing a sch o o l b u i l d i n g d e l i v e r y p ro c e s s . 1. They a re as f o l l o w s : " I t saves tim e fro m s t a r t t o f i n i s h , u s u a l ly a b ou t 25 p e r c e n t . When th e process i s p a ir e d w i t h systems b u i l d i n g and p r e ­ e n g in e e re d com ponents, a 50 p e rc e n t s a v in g s in c o n s t r u c t i o n tim e i s n ' t unheard o f . 2. I t eases th e e f f e c t s o f i n f l a t i o n by c o m p le tin g th e s t r u c t u r e s o o n e r. 3. I t g iv e s p la n n e rs more tim e t o change t h e i r minds ab ou t d e s ig n a p p ro a ch e s. M in o r and even m a jo r d e s ig n d e c is io n s do n o t have t o be made a t th e o u t s e t . They can be fo r m u la t e d d u r in g th e c o n s t r u c t i o n pro cess I n s t e a d . " 3 By t i g h t e n i n g up on th e tim e s c h e d u le o f a scho ol c o n s t r u c t i o n p r o j e c t thu s c o m p le tin g i t a c c ru e d . s o o n e r, s i g n i f i c a n t c o s t s a v in g s can be W ith c o n s t r u c t i o n c o s ts c l i m b in g a t an annual r a t e o f a p p r o x im a te ly 12 p e r c e n t , any economies s h o r t o f po or q u a l i t y c o n s t r u c t i o n is d i f f i c u l t t o a c h ie v e . W ith tim e r e d u c t io n s o f up to 50 p e r c e n t , depending upon th e f i n a n c i a l scope o f t h e p r o j e c t , it is not d i f f i c u l t to see how one t o one and one h a l f p e r c e n t p e r month o f i n f l a t i o n a r y in c re a s e can be c o n v e rte d I n t o s i g n i f i c a n t c o s t s a v i n g s . 4 The F e d e ra l Government General S e rv ic e s A d m i n i s t r a t i o n (GSA), i n an ite m r e le a s e d May 10, 1970, s t a t e d t h a t " S t r e a m lin e d p ro ce d u re s f o r 3Steven A. Clement and Jack W. S m ith , " F a s t T r a c k : How I t S li c e s C ost and Speeds Up C o n s t r u c t i o n , " American School Board J o u r n a l 159 (A u g u s t, 1 9 7 1 ):1 5 . 4 I b i d . , p . 17. 27 c o n s t r u c t i n g f e d e r a l b u i l d i n g were Implemented to d a y by th e General S e rv ic e s A d m i n i s t r a t i o n . . . T h i r t y - t w o s p e c i f i c recommendations f o r change were c o n ta in e d 1n a r e c e n t s tu d y o f th e c o n s t r u c t i o n c o n t r a c t i n g systems used by th e GSA . . . tim e consum ing. The r e p o r t fou nd th e p r e s e n t system to o O b v io u s ly , ob serve d GSA a d m in s t r a t o r R o b e rt L . K u n z ig , in th e p r e s e n t c li m a t e o f s t e a d i l y r i s i n g c o n s t r u c t i o n c o s t s , a s a v in g s o f tim e means a s a v in g s o f money. The emphasis o f th e new GSA p ro ce d u re s a p p a r e n t ly t o be im plem ented im m e d ia te ly i s on c e n t r a l i z i n g p r o j e c t r e s p o n s i b i l i t y , r e d u c in g d e s ig n and c o n s t r u c t i o n t im e , u t i l i z i n g c o n s t r u c t io n and e x p e d it io u s p ro c e s s in g o f p a p e r. L e t 's phased hope t h a t new l e a f s ta y s t u r n e d . " 6 Value E n g in e e rin g A developm ent w h ich grew o u t o f th e c o n c e p t o f f a s t t r a c k i n g was th e idea o f m u l t i p l e c o n t r a c t i n g , t h a t i s , b r e a k in g down th e t r a d i t i o n a l c o n t r a c t package i n t o sub-com ponents to a l lo w phased b id d in g and t o fa c ilita te a p ro c e d u re c a l l e d "V a lu e E n g in e e r in g " . p ro c e d u re e n t a i l s e v a l u a t i n g a l l Very s im p ly , t h i s m u l t i p l e b id s and the n p i c k i n g and ch o o s in g between th e o p t io n s w h ich a re a v a i l a b l e . R o be rt F in l a y o f CM A s s o c ia te s s t a t e s , d e f i n i n g th e v a lu e a l t e r n a t i v e is to ra te i t "The s ta n d a rd method f o r a c c o r d in g t o p a ram e te rs o f e f f e c t on th e b u i l d i n g u s e , c o s t , e s t h e t i c s , e n v iro n m e n ta l m arket v a l u e . " 6 He f u r t h e r i n d i c a t e s t h a t t h e r e w i l l im p a c t and u n d o u b te d ly be t r a d e - o f f s and t h a t w h i l e e s t h e t i c s a re o f th e utm ost im p o r ta n c e , th e y 5W a lte r F. Wagner, " I s n ' t th e B e st Way t o Cut C ost t o Cut Time ( t o r e c o in a p h r a s e ) ? " A r c h i t e c t u r a l Record 147 (J u n e , 1 9 7 0 ) :9 . ^ F in le y , pp. 6 9 -7 0 . "The Value A n a ly s i s : T o t a l P r o j e c t C ost P e r s p e c t i v e , " 28 te n d t o c r e a t e th e most e m o tio n . tampered w i t h when They a re u s u a l l y th e f i r s t t o g e t th e budg et i s t h r e a t e n e d . One o f th e m a jo r g o a ls o f va lu e e n g in e e r in g s h o u ld be t o p e r m it c o s t e f f e c t i v e n e s s t h a t does n o t g e n e ra te a q u a l i t y t r a d e - o f f . Value e n g in e e r in g s h o u ld be a p p lie d e a r l y i n th e d e s ig n s ta g e and the n a t e v e ry sub seq ue nt s ta g e o f th e b u i l d i n g p ro ce ss r i g h t on th ro u g h th e p ro c u re m e n t and c o n s t r u c t i o n s ta g e . T h is p ro c e d u re r e p r e s e n ts i t s e l f i n f o u r phases. " Phase 1 i s th e i n f o r m a t io n phase. I t has two s e p a ra te s ta g e s . The p re d e s ig n e d c o n c e p ts must f i r s t be documented and re v ie w e d . Then, once dra w in g s and s p e c i f i c a t i o n s f o r th e program are e s t a b l i s h e d , t h e y must be re v ie w e d and th e o w n e r's v a lu e s must be e s t a b lI s h e d . Phase 2 i s th e a n a l y s is phase. These phase c o s t e s tim a te s a re made f o r each o f th e m a jo r b u i l d i n g d i s c i p l i n e s s t r u c t u r a l , m e c h a n ic a l, e l e c t r i c a l , e t c . ) . based on h i s t o r i c a l ( e .g ., a rc h ite c tu ra l, C ost models w hich a re d a ta a re then p re p a re d and th e e s tim a te s are compared t o each o f th e m od els. The v a lu e e n g in e e r then a n a ly z e s b u i l d i n g d i s c i p l i n e s , systems and components as to t h e i r f u n c t i o n and c o s t . The c o s t o f s u b s t i t u t e s a re then re v ie w e d and a d e t e r m in a t io n made as t o t h e e f f e c t i t w ould have on th e o w n e r's v a lu e s c a l e . Phase 3 i s th e s p e c u la t io n phase. The scope and p a ram e te rs are d e f in e d and th e f u n c t i o n s a re a n a ly z e d . re c o rd e d and e v a lu a te d o f v a lu e o b j e c t i v e s . on th e b e s t s o l u t i o n . Ideas a re p r e s e n te d , and the n n u m e r i c a ll y r a t e d a g a in s t a l i s t T h is p ro c e s s r e s u l t s 1n r e a c h in g a consensus 29 Phase 4 i s th e d o c u m e n ta tio n phase. Based on th e outcome o f Phase 3, a recommendation i s w r i t t e n . approved by th e c l i e n t , s p e c ific a tio n s . I f th is recommendation is 1 t becomes a document w i t h dra w ings and T h is p ro c e s s i s re p e a te d many tim e s d u r in g t h e d e s ig n developm ent s ta g e o f th e p r o j e c t . " 7 Value e n g in e e r in g has been a p p lie d t o th e c o s t management pro cess in o r d e r t o overcome th e n e g a tiv e e f f e c t s w hich e x i s t 1n more s i m p l i s t i c c o s t p a i r i n g o p e r a t io n s . cut c o s t. It "The goal o f v a lu e e n g in e e r in g i s n o t j u s t t o i s aimed a t a c h ie v in g u n im p a ire d program r e s u l t s minimum c o s t . " ® T h e r e f o r e , a program w hich has been s u c c e s s f u l l y va lu e e n g in e e re d w i l l a c h ie v e th e same pe rform an ce c r i t e r i a more c o s t l y a l t e r n a t i v e s . In i t s as th e most b a s ic a p p l i c a t i o n , t h i s te c h n iq u e has been employed t o check f o r o v e r d e s ig n . a p p lic a tio n s , i t fo r a In more s o p h i s t i c a t e d in v o lv e s r e f in e m e n t i n p r o d u c t s p e c i f i c a t i o n s t o e l i m i n a t e c o s t l y c o n t r a d i c t i o n s and r e s t r i c t i o n s . o f m echanical systems and c a r e f u l D e t a ile d e v a lu a t io n r e fin e m e n t o f th e i n t e r n a l c o m p o s itio n i s o f m a jo r im p o r t a n c e . 9 R a nd el1 N. Yearwood i n d i c a t e s , g e t t i n g th e most va lu e f o r y o u r "V a lu e e n g in e e r in g i s d o l l a r . " ^ aware o f th e c o s t / s c h e d u le r e l a t i o n s h i p . th e pro cess o f The v a lu e e n g in e e r i s He knows t h a t th e i n i t i a l c o s t , m ainten an ce c o s t and o p e r a t in g c o s t a l l have t h e i r e f f e c t on th e b u ild in g . 7Ib 1 d . Q ° P e r k i n s , "C o s t Knowledge" p . 84. 9Ib id . 10I b i d . Tool f o r Budget Program and D e s ig n ," 30 Systems B u i l d i n g A p a r a lle l developm ent t o th e a fo re m e n tio n e d was th e emergence o f th e c o n c e p t o f systems b u i l d i n g . c h a r a c t e r iz e d by i t s The b u i l d i n g i n d u s t r y had been slow ness t o respond t o modern t e c h n iq u e s . W h ile examples o f i n d u s t r i a l i z e d o r systems b u i l d i n g can be t r a c e d as f a r back as 1851 w i t h c o n s t r u c t i o n o f th e C r y s t a l P a la c e * i t was n o t u n t i l th e end o f W orld War I I when a number o f c o u n t r i e s began u t i l i z i n g systems b u i l d i n g i n th e h o u s in g i n d u s t r y t h a t th e te c h n iq u e began t o g a in th e a t t e n t i o n o f th e U n ite d S t a t e s . "The School C o n s t r u c t io n s Systems Development (SCSD) program in C a l i f o r n i a , th e S tudy o f E d u c a tio n a l F a c i l i t i e s (SEF) in F l o r i d a and th e C o n s t r u c t io n Systems P r o j e c t (CSPI) o f D e t r o i t , M ic h ig a n p r o v id e d a b a s is fro m w hich th e e d u c a tio n a l community c o u ld pu rsue th e a d o p tio n o f system s b u i l d i n g t o school house n a t io n . c o n s t r u c t i o n a c ro s s th e Because systems b u i l d i n g s employ o f f th e s h e l f ite m s w h ich a re p r e f a b r i c a t e d , th e c a p i t a l i n t e n s i v e a s p e c ts o f t h e i r employment in school b u i l d i n g p r o j e c t s y i e l d bo th tim e and c o s t b e n e f i t s . It is r e p o r t e d t h a t o v e r 900 s c h o o ls a c ro s s t h e c o u n t r y have in c o r p o r a t e d b u i l d i n g components t h a t have been de ve lo p e d s p e c i f i c a l l y f o r th e SCSD s c h o o ls in C a l i f o r n i a . " 11 C o n s t r u c t io n Management "The c o n s t r u c t i o n management c o n c e p t has been t o u te d by some o f i t s more e v a n g e lic a l p ro p o n e n ts as a m a jo r b re a k th ro u g h in th e h i s t o r y 11 E a rl G ordon, "The Systmes Approach t o School C o n s t r u c t io n - The P o t e n t i a l B e n e f i t s and N ecessary C o n d itio n s and t h e I m p l i c a t i o n s f o r M ic h ig a n S c h o o ls " ( D o c to r a l t h e s i s , M ic h ig a n S ta te U n i v e r s i t y , 1971, pp. 2 2 , 2 3 , 2 4 , 4 1 , 43. 31 o f b u ild in g , but i t is r e a l l y n o t a s i n g l e d is c o v e r y ; in s t e a d , i t 1s a mixed bag o f te c h n iq u e s and p ro c e d u re s d a t in g back t o a n t i q u i t y w hich have been fu s e d t o g e t h e r under th e p re s s u re o f th e p r e s e n t b u i l d i n g c r is is . The c a t a l y s t f o r t h i s to f o r c e th e c o n s t r u c t i o n f u s io n has been th e o w n e r's d e t e r m in a t io n i n d u s t r y t o re g a rd a h i g h l y frag m e nte d s e r i e s o f d i s c r e t e d e c is io n s and e v e n ts as a s i n g l e p ro c e s s . In o t h e r w o rd s , th e owners have argued t h a t th e b u i l d i n g pro cess can be e f f e c t i v e l y managed. T e c h n iq u e s , m u l t i p l e c o n t r a c t i n g , f a s t t r a c k i n g , v a lu e e n g in e e r in g and systems b u i l d i n g began t o be a p p lie d in v a r io u s c o m b in a tio n s u n t i l e a r l y i n th e 1 9 7 0 's th e c o n c e p t o f c o n s t r u c t i o n management began t o ta k e fo rm . The c o n s t r u c t i o n manager e v o lv e d as th e r e s u l t o f an a tte m p t t o o r c h e s t r a t e th e above m en tion ed t e c h n iq u e s . George T. H e ery, P r e s id e n t o f Heery and H e e ry , d e f in e s c o n s t r u c t i o n management as " . . . t h a t group o f management a c t i v i t i e s o v e r and above normal a r c h i t e c t u r a l and e n g in e e r in g s e r v ic e s r e l a t e d t o a c o n s t r u c t i o n program c a r r i e d o u t d u r in g th e p r e d e s ig n , to th e c o n t r o l d e s ig n and c o n s t r u c t i o n phases t h a t c o n t r i b u t e o f tim e and c o s t in th e c o n s t r u c t i o n o f a new f a c i l i t y . " ^ H i r i n g th e C o n s t r u c t io n Manager The c o n s t r u c t i o n manager s h o u ld be engaged a t th e same tim e as th e a rc h ite c t i f o ffic ia ls n o t e a r l i e r and s h o u ld work c l o s e l y w i t h t h e school fro m th e c o n c e p tio n o f th e p r o j e c t th ro u g h t o i t s In o r d e r t o p e rfo rm h is many ta s k s e f f e c t i v e l y , c o m p le tio n . th e c o n s t r u c t i o n ^ E d w a r d W. D avis and L in d s e y W h ite , "How t o A v o id C o n s t r u c t io n Headaches," H a rva rd B u sin e ss Review 51 (M arch, 1 9 7 3 ):9 3 . ^H e e ry, " L e t's D e fin e C o n s t r u c t io n Management," p. 69. 32 manager s h o u ld employ th e f a s t t r a c k process and u t i l i z e PERT o r CPM system s. I f th is 1s n o t th e c a s e , he w i l l e i t h e r th e be m e re ly f u n c t i o n i n g as a n o th e r c l e r k o f th e w o r k s J 4 B r a d fo r d P e rk in s s t a t e s , "To d a te , a CM has r a r e l y been c a l l e d on f o r a d v ic e in s e l e c t i o n o f th e a r c h i t e c t and e n g in e e r because th e CM i s o f t e n s e le c t e d a t th e same tim e as o r a f t e r th e a r c h i t e c t and e n g i n e e r . "15 T h is i s s u b je c t t o change, however, as owners a re more o f t e n en ga g in g a r c h i t e c t s and c o n s t r u c t i o n managers and o t h e r c o n s u l t a n t s fo r fe a s ib ility s t u d i e s , programming and o t h e r p r e d e s ig n work i n more and more areas o f owner c o n c e r n . ris e One has t o remember t h a t th e r a p id in th e use o f s e p a ra te s e r v ic e s c a l l e d can be viewed as a symptom o f consumer r a t h e r than c o n s t r u c t i o n " C o n s t r u c t io n Management" r e v o lu tio n . GSA and o t h e r owners i n d u s t r y p ro d u c e rs have take n th e le a d in th e developm ent o f th e d e f i n i t i o n o f c o n s t r u c t i o n management because th e y needed more e f f e c t i v e means o f d e l i v e r y o f la r g e complex p r o j e c t s tha n had been a v a i l a b l e th ro u g h th e p u b l i c b id d in g o f s i n g l e c o n t r a c t s each p r o j e c t . " Id e a lly , fo r th e c o n s t r u c t i o n manager s h o u ld be engaged a t th e same tim e as th e a r c h i t e c t and d e s ig n b u i l t team i f not e a r lie r and s h o u ld work c l o s e l y w i t h e i t h e r one and w i t h th e school o f f i c i a l s from th e c o n c e p tio n o f th e p r o j e c t th ro u g h t o i t s e n d ." !® H i r i n g th e c o n s t r u c t i o n manager p r i o r t o h i r i n g th e a r c h i t e c t a llo w s th e owner t o e s t a b l i s h c o s t p a ra m e te rs , squ are fo o ta g e p a ra m e te rs , th e t ^4John H. F r e d r ic k s o n , "The New P la n n in g and B u i l d i n g T e rm s ," School Management 18 (J a n u a r y , 1 9 7 4 ):5 3 . ^ P e r k i n s , "A/C-CM R e la t i o n s : A p p ro a c h in g a Modis V i v e n d i , " A r c h i t e c t u r a l Record 154 ( O c to b e r , 1 9 7 3 ):6 8 . 16 F r e d r ic k s o n , "The New P la n n in g and B u i l d i n g T e rm s ," p . 53. 33 d e s ig n p r o d u c t io n s c h e d u le and th e i d e n t i f i c a t i o n o f s i t e c o n d i t i o n s p r i o r t o th e s e l e c t i o n o f an a r c h i t e c t . By p r o v i d i n g th e i n t e r v i e w i n g a r c h i t e c t s w i t h a co m p le te package o f da ta r e l a t i v e t o th e p r o j e c t , th e f i r m can more r e a l i s t i c a l l y make a d e c is io n a b o u t i t s a t th e le v e l r e q u ir e d by a p a r t i c u l a r p r o j e c t . t o p e rfo r m As a r e s u l t o f h a v in g a c o n s t r u c t io n manager who r e p r e s e n ts th e c o n s t r u c t i o n a t th e tim e o f d e s ig n , t h e r e is more r e a l i s t i c a b ilitie s in d u s t r y on board c o s t a c c o u n tin g th ro u g h s c h e m a tic , d e s ig n developm ent and w o r k in g d ra w in g s ta g e s . The Team School boards and a d m i n i s t r a t o r s s h o u ld con cern the m selve s w i t h f o u r c o re c o n ce p ts o f c o n s t r u c t i o n management as th e y approach new c o n s t r u c t io n r e s p o n s i b i l i t i e s . 1. The owner must re c o g n iz e t h a t he i s th e key member o f th e p r o j e c t developm ent team. O nly th e owner can s e l e c t and o r g a n iz e th e p ro p e r team o f d e s ig n e r s , e d u c a t io n a l c o n s u lt a n t s and c o n s tru c tio n c o n s u lta n ts , e t c . , p r o v id e th e f i n a l d e f i n i t i o n o f h is needs, s e t p r o p e r p r i o r i t i e s , developm ent and s e rv e as th e f i n a l p r o je c t. m o n it o r th e p r o j e c t d e c is i o n maker f o r th e S in ce he c a n n o t r e a l l y d e le g a te any o f th e s e r o l e s , he must be p re p a re d t o deal e f f e c t i v e l y w i t h ea ch. 2. A c o r a lla r y o f th is f i r s t c o n c e p t i s t h a t th e p r o j e c t team s h o u ld have th e c a p a b i l i t y t o deal e f f e c t i v e l y w i t h a l l p ro b le m s . p r o je c t Because o f th e r a p i d l y g ro w in g c o m p le x it y o f d e s ig n and c o n s t r u c t i o n , many owners and d e s ig n teams have n o t been a b le t o p r o v id e a l l o f th e r e q u ir e d c a p a b i l i t i e s . c o s t , tim e management s k i l l s and c o n s t r u c t i o n e x p e rie n c e a re c u r r e n t l y th e most common areas where th e t y p i c a l needs a s s is t a n c e . P ro je c t team 3. A ll o f t h e te a m 's c a p a b i l i t i e s th e e a r l i e s t p o s s i b l e t im e . s h o u ld be b r o u g h t t o b e a r a t As th e p r o j e c t i s d e v e lo p e d , th e team has fe w e r and fe w e r a l t e r n a t i v e s a v a i l a b l e . p a r t i c u l a r l y t r u e o f th e c o n s tr u c tio n T h is i s kno w le d g e , f o r c o s t and t im e r e l a t e d f a c t o r s can b e s t be red uce d and c o n t r o l l e d by d e c is io n s made d u r in g t h e program m ing and c o n c e p tu a l d e s ig n . R e a lis tic b u d g e ts can be compared and r e a l i s t i c s c h e d u le s d e v e lo p e d a t t h e v e r y e a r l i e s t s ta g e o f t h e p r o j e c t and in d e e d s h o u ld be c o n s id e r e d as p a r t o f t h e program i n t h e p a ra m e te rs o f d e s ig n . 4. By p r o v i d i n g th e team w i t h a l l by b r i n g i n g them a l l p r o je c t, T h is i n t e g r a t i o n r e q u i r e d and t o b e a r a t th e e a r l i e s t p o i n t o f th e 1 t I s p o s s ib le t o c o n s tru c tio n th e c a p a b i l i t i e s in te g r a te p r o g r a m i n g , d e s ig n and In to a s in g le p r o je c t d e liv e r y p ro c e s s .^ 7 i s a m a jo r im provem ent o v e r th e fra g m e n te d p ro c e s s w hich has le d t o so many o f th e c u r r e n t c o n s t r u c t i o n p ro b le m s . its g r e a t e s t im p a c t when c o n s t r u c t i o n s ta rts It has b e f o r e d e s ig n i s c o m p le te . GSA vie w s th e r o l e o f th e o w n e r, a r c h i t e c t u r a l e n g in e e r and c o n s t r u c t i o n manager as a team w i t h no p rim e p a r t i c i p a n t s , o n ly in d is p e n s a b le members w o r k in g s id e by s i d e . The a r c h i t e c t i s 1n h is normal r o l e b u t w i t h e s t im a t e s and a d v is e o f th e c o n s t r u c t i o n manager. He i s w ith in r e q u i r e d by h i s c o n t r a c t t o d e s ig n so t h a t th e p r o j e c t b i d d in g 1s th e e s t a b l i s h e d c o s t l i m i t a t i o n s . e n g in e e r in g f i r m in th is In a d d i t i o n , t h e a r c h i t e c t u r a l system must package th e o u t p u t o f w o r k in g d ra w ings and s p e c i f i c a t i o n s t o f i t th e most ad van tag eou s p a c k a g in g and ^ P e r k i n s , "A New B u i l d i n g Program Can Run S m o o th ly ," School Management 15 (S e p te m b e r, 1 9 7 1 ) : 3 6 . 35 g ro u p in g o f s e p a r a te c o n t r a c t s s e le c t e d w h ile w o r k in g w i t h i n sc h e d u le and d i s c i p l i n e . th e s t r i c t The t h r u s t o f th e GSA p o l i c y i s t o encourage i f n o t e n f o r c e th e m u l t i p l e c o n t r a c t phase o f th e c o n s t r u c t i o n approach to d e liv e r y . " ^ ® B a rry S ib son s t a t e s "A key e le m e n t t o th e e v e n tu a l success o f th e c o n s t r u c t i o n management method i s a h ig h degree o f i n t e r a c t i o n between th e ow ne r, th e a r c h i t e c t and th e c o n s t r u c t i o n manager. C e r t a i n l y a h i g h e r degree o f th e i n t e r a c t i o n p r e v a i l s on a phased c o n s t r u c t i o n p r o j e c t w i t h c o n s t r u c t i o n management tha n i s normal under th e usual s e q u e n t ia l d e s ig n b u i l t p r o c e d u r e . " ^ The Design Phase There 1s a common sch o o l o f th o u g h t i n w h ich th e c o n s t r u c t i o n management s e r v ic e s a re l i m i t e d to th e pro cess i n w hich th e g e n e ra l c o n t r a c t o r i s e l i m i n a t e d w h i l e th e c o n s t r u c t i o n manager assumes th e a d m in is tra tiv e r e s p o n s ib ilit y a p r o f e s s io n a l f o r a s e r i e s o f s e p a ra te c o n t r a c t s under fe e a rra ng em e nt w i t h th e ow ner. W h ile t h i s can have an im p o r ta n t im p a ct on th e e l i m i n a t i o n o f th e p r o f i t p y ra m id , w hich i s a c o n d itio n th a t e x is ts fundam ental under th e t r a d i t i o n a l c o n s t r u c t i o n a p p ro a c h , th e f a c t t h a t th e g r e a t e s t c o s t s a v in g s in tim e and money in a c o n s t r u c t io n program can be a c h ie v e d d u r in g th e d e s ig n phase must n o t be ig n o r e d . It is d u r in g t h e d e s ig n phase t h a t th e q u a n t i t y and th e q u a l i t y o f th e b u i l d i n g a re e s t a b l i s h e d . The systems w h ich w i l l a ffe c t c o n s t r u c t io n p ro c e d u re s a re s e le c t e d and th e s t a r t tim e f o r c o n s t r u c t i o n i s d e te rm in e d . 18Barr*y S ib s o n , "CM: The O nly Way To Go F a st T ra c k - P a rt 2 , " A r c h i t e c t u r a l Record 155 ( J a n u a r y , 1 9 7 5 ) :6 9 . 19 F o x h a l l , "New GSA Systems f o r C o n s t r u c t io n Management," p. 69. 36 A lth o u g h c o n s t r u c t i o n management has s e v e ra l d i f f e r e n t v a r i a t i o n s , the essence o f th e co n c e p t c e n t e r s around t h e i n t r o d u c t i o n o f th e c o n s t r u c t io n manager as th e o w n e r's a g e n t and th e manager o f th e e n t i r e b u ild in g pro ce ss. T h is c r e a te s a s i t u a t i o n w hich i s s i m i l a r t o t h a t o f th e m a s te r b u i l d e r o f a n c ie n t tim e s whose r e s p o n s i b i l i t i e s th e d e s ig n and th e c o n s t r u c t i o n phases o f t h e b u i l d i n g span b o th p ro c e s s . 20 S in ce th e c o n s t r u c t i o n manager has o v e r a l l management r e s p o n s i­ b ility , t h e r e i s n o t a p rim e o r g e n e ra l c o n t r a c t o r on t h e j o b . F u rth e r, each segment o f c o n s t r u c t i o n is c o n t r a c t e d s e p a r a t e ly w i t h th e owner', n o t th e c o n s t r u c t i o n manager, w i t h th e a d v ise m e n t o f th e c o n s t r u c t i o n manager, th u s p l a c i n g t h e owner i n th e same p o s i t i o n as th e g e n e ra l c o n t r a c t o r , t h a t o f b r o k e r in g s e r v ic e s f o r th e purpose o f c o n s t r u c t i n g a p a r tic u la r f a c i l i t y . Johnathan King s u p p o rts t h i s p o s i t i o n by s t a t i n g " B u i l d i n g systems a re hardware and f a s t t r a c k s c h e d u lin g is an o r g a n i z a t i o n a l te c h n iq u e . C o n s t r u c t io n management i s as th e name i m p l i e s , a way t o manage th e process o f c o n s t r u c t i o n in a new p o t e n t i a l l y more e f f i c i e n t way. c o n t r a c t o r in t r a d i t i o n a l The p u b l i c c o n s t r u c t i o n g e ts th e jo b because he i s the low b id d e r w h e th e r he does a good jo b o r a bad j o b . The c o n s t r u c t io n manager i s a p r o f e s s io n a l who works f o r th e owner on a p r o f e s s io n a l fe e b a s is . He is h i r e d because o f h is management s k i l l to r e p r e s e n t th e owner i n o r g a n iz in g th e c o n s t r u c t i o n jo b s k i l l f u l l y and e f f i c i e n t l y . schedule c o n t r o l s c h e d u le s ."2 ^ H is management t o o l s in c lu d e e x p e r t c o s t c o n t r o l te c h n iq u e s such as c o m p u te riz e d c r i t i c a l and p a th method C o n s t r u c t io n management a llo w s b id s t o be taken from 20|)av1s and W h ite , "How t o A v o id C o n s t r u c t io n H eadaches," p. 89. 71 Jonathan K in g , "New Ways t o B u ild - O r, How t o Get Your School B u i l t B e fo re You R e t i r e , " N a tio n a l E le m e n ta ry School P r i n c i p a l , (Septem ber, 1 9 7 2 ):2 2 . 37 s u b c o n t r a c t o r s on v a r io u s subsystems o f t h e b u i l d i n g a t th e most advantageous tim e and n o t n e c e s s a r i l y a t th e same t im e , th u s f a c i l i ­ t a t i n g f a s t t r a c k s c h e d u lin g . e a r ly w h ile d e sig n i s s t i l l F o u n d a tio n s and s i t e work can be b id i n p ro c e s s . S t r u c t u r e s can be b id and then f a b r i c a t e d i n th e f a c t o r y b e fo re subsystems a re needed. s h o r t , th e management r o l e o f c o n t r a c t i n g i s In ta ke n fro m t h e e n t r e - p r e n n e u r ia l re a lm o f th e p r o f e s s i o n a l . John L. Tishman p o in t s o u t t h a t w h i l e th e g e n e ra l c o n t r a c t o r i s a s s e m b lin g h i s b i d , he adds a l l o f th e component s u b c o n t r a c t s , adds h is own e s t im a t e f o r c o p in g w i t h g e n e ra l c o n d i t i o n s on th e s i t e and f u r t h e r adds h is own e x p e c t a t io n s o f p r o f i t . I f th e g e n e ra l c o n t r a c t o r s in a g iv e n area must assemble t h e i r b id s from th e same u n iv e r s e o f s u b c o n t r a c t o r s , th e o n ly area in w h ich t h e r e can be a d i f f e r e n c e i s in th e g e n e ra l s i t e c o n d i t i o n s and th e p r o f i t a l l o c a t i o n s . fu r th e r in d ic a te s th a t i f Tishman a t r u e a p p l i c a t i o n o f e x p e r t i s e in management d i s c i p l i n e can make a s a v in g s o f 20 p e r c e n t on a j o b , h is to r y th a t a t le a s t h a lf o f t h is its a m a tte r o f s a v in g s o c c u rs in th e d i s c i p l i n e s a p p lie d t o th e p la n n in g s t a g e , th e o t h e r h a l f in b u y in g th e p r o j e c t . Cost A c c o u n tin g The c o s t a c c o u n tin g r e f l e c t s i t s e l f i n a c o n c e p tu a l e s t im a t e pre pa red by th e c o n s t r u c t i o n manager d u r in g th e s ch e m a tic phase o f d e s ig n . The e s tim a te i s the n s o p h i s t i c a t e d , based on d e s ig n developm ent d ra w in g s , th e r e s u l t b e in g l i n e it e m e s tim a te s based on each o f th e m ajor d i v i s i o n s w hich a re in h e r e n t in th e c o n s t r u c t i o n 22 p ro je c t. Once John L . Tishm an, "The G uaranteed Maximum P r ic e : A Sam pling o f V ie w s ," A r c h i t e c t u r a l Record 155 ( A p r i l , 1 9 7 4 ):6 5 - 6 6 . 38 w o rk in g d ra w in g s a re com p le te and th e p r o j e c t i s b i d s , a r e f in e m e n t o f th e l i n e re a d y t o go o u t f o r ite m e s tim a te s w hich i s made o f th e design developm ent s t a g e , i s g e n e ra te d . W ith t h i s i n f o r m a t i o n , the owner can d e te rm in e th e n e c e s s i t y t o m o d ify th e m a t e r i a l s o r scope o f th e p r o j e c t based on p r e d i c t e d c o s ts o f th e b u i l d i n g . m o d ific a tio n s w i l l r e f l e c t the m selve s as a d d i t i v e a l t e r n a t e s . T h is i s s u p p o rte d by P h i l l i p Meath as he s t a t e s , Im p o rta n t q u a l i t i e s is i n v o l v e d . "T h e re a re two o f c o n s t r u c t i o n management where phased c o n s t r u c t i o n F i r s t i s th e e a r l y and c o n tin u o u s r e f i n e d a c c u ra c y o f what has been c a l l e d the O fte n tim e s th e s e 'th e c o n c e p tu a l e s t i m a t i n g p ro c e s s ' ' t a k e - o f f e s t im a t in g * . system by system makes i t as opposed to Second, th e i s o l a t i o n o f th o s e c o s ts p o s s ib le t o spre ad d e s ig n f l e x i b i l i t y th ro u g h o u t th e components o f t h e e n t i r e p r o j e c t r a t h e r th a n f o r c i n g a massive p a r in g jo b on q u a l i t y a f t e r a l l and b id s have come in o v e r b u d g e t. b id d in g documents a re co m p le te d W h ile t h i s method i n e v i t a b l y in c re a s e s th e r o l e o f th e owner ( p r o j e c t a d m i n i s t r a t o r ) , th e whole process w i l l n o t work w e ll a t a l l c o n tin u o u s p a r t i c i p a t i o n u n le s s th e owner does m a in t a in in what has been c a l l e d th e U n ite d Team A c tio n P r o g r a m . " ^ Bid D i v i s i o n s The b i d d in g o f a p r o j e c t i s u s u a l l y a c c o m p lis h e d by s u b d i v i d i n g th e to ta l package i n t o b id d i v i s i o n s . It i s n o t uncommon t o have 35 t o 50 s e p a ra te b id d i v i s i o n s on a t y p i c a l c o n s t r u c t i o n management p r o j e c t . U p h i l l i p M ea th, J r . and H a rry A. Coleman, "B udget C o n tr o l o f Phased C o n s t r u c t io n P r o j e c t , " A r c h i t e c t u r a l Record 59 ( O c to b e r , 1 9 7 5 ):7 6 . 39 C a rl J u s t i n s t a t e s t h a t f a s t t r a c k p r o j e c t s can r e s u l t i n 30 o r more, sometimes l e s s , s e p a r a te p rim e c o n t r a c t s . c o o r d in a te d and a d m in is t e r e d in th e f i e l d c o n s t r u c t io n management f u n c t i o n . These a re the n as a f u r t h e r p a r t o f th e He a ls o p o in t s o u t t h a t some c o n s t r u c t io n managers d e s ir e t o reduce th e number o f p rim e c o n t r a c t s to reduce th e number o f problem s w i t h i n t e r f a c e by c o m b in in g v a r io u s t r a d e c o m b in a tio n s . He p re s e n ts a m e th o d o lo g y i n w h ich th e o v e r a l l p r o j e c t schedule i s j u s t as s h o r t as normal f a s t t r a c k i n g . s e p a ra te p rim e c o n t r a c t o r s i s 30 o r more, th e f i e l d lim ite d The t o t a l number o f t o a p p r o x im a t e ly 17 r a t h e r th a n th e c o o r d i n a t i o n , t h e r e f o r e , b e in g c o r r e s p o n d in g ly s im p lifie d .^ Geroge T. H e rry s t a t e s t h a t w i t h c o n s t r u c t i o n management t h e r e a re s e p a ra te p rim e c o n t r a c t s t h a t rem ain s e p a ra te th ro u g h th e p r o j e c t f o r s a l u t o r y o r p h a s in g re a s o n s . Under t h i s f o r m a t , th e s e p a ra te p rim e c o n t r a c t s m ig h t in c lu d e m a jo r p a r t s o f p r o j e c t such as m echanical e l e c t r i c a l w o r k , s t r u c t u r a l w o rk , systems com ponents, s p e c ia l e q u ip m e n t, s i t e work and g e n e ra l c o n s t r u c t i o n . B id d in g Phase The c o n s t r u c t i o n manager p re p a re s b id d e r l i s t s packages. He s h o u ld have i n t i m a t e knowledge o f th e a v a i l a b l e c o n t r a c t i n g f ir m s t h a t may have th e a b i l i t y th e w o rk . f o r th e v a r io u s as w e ll as th e i n t e r e s t i n b id d in g on P r e q u a l i f i c a t i o n o f p e r s p e c t iv e b id d e r s may be a p p r o p r i a t e where h i g h l y s p e c i a l i z e d s k i l l s a re c r i t i c a l to p r o d u c t io n s c h e d u le s . The c o n s t r u c t i o n manager s h o u ld a rra n g e p r e b id c o n fe re n c e s t o in f o r m 24 J u s tin , pp. 75, 77. "An A r c h i t e c t ' s Notes on C o n s t r u c t io n Management," 40 p e r s p e c t iv e b id d e r s o f th e s p e c ia l c o n d i t i o n s 1n th e proposed work and to c l e a r any a m b ig u it ie s in th e docum ents. The owner and th e a r c h i t e c t sho u ld be p r e s e n t a t th e s e c o n fe r e n c e s . A t l e a s t h a l f o f th e s a v in g s t h a t can be e x p e c te d as a r e s u l t o f th e c o n s t r u c t i o n m anager's p r o f e s s io n a l s e r v ic e s a re made i n th e b id d in g phase as a r e s u l t o f th e CM's f u l f i l l i n g th e r o l e o f th e g e n e ra l c o n t r a c t o r i n h a n d lin g th e b id s a t s e p a ra te t r a d e s . The CM ta k e s b i d s , b u t he is a ls o a b le t o t a l k t o th e c o n t r a c t o r s d i r e c t l y as th e o w n e r's agent c l a r i f y i n g documents and scope so t h a t th e s u b c o n t r a c t o r can su b m it h is b id w i t h c o n fid e n c e t h a t th e scope and d e t a i l a r e t r u l y s t a t e d i n th e d o cu m e n t.26 Once b i d d in g has ta ke n p l a c e , t h e r e i s v i r t u a l l y no o p p o r t u n i t y f o r f u r t h e r s a v in g s no m a t t e r what d i s c i p l i n e s a re a p p lie d e x c e p t i n m a tte r s o f s c h e d u lin g and management w hich a r e , in e f f e c t , methods o f a v o id in g d i s a s t e r r a t h e r than ways o f e f f e c t i v e s a v in g s . c o n s t r u c t io n management as i t Under th e terms o f is now b e in g d e f in e d , th e owner b e g in s t o have more d i r e c t a s s o c ia t i o n and r e s p o n s i b i l i t y among t h e tra d e s in v o lv e d i n h i s p r o j e c t . i s a b le t o t a l k The ow ner, th ro u g h th e c o n s t r u c t i o n manager, t o th e tr a d e s and e v a lu a t e th e o p t io n s t h a t a r i s e in many b a s ic a l t e r n a t i v e s w h ich a re n o t a v a i l a b l e in th e process t h a t must a r r i v e a t a c o n s t r u c t i o n document b e fo r e b id d in g i n th e open m arke t p la c e . "The owner does p a r t i c i p a t e more d i r e c t l y w i t h th e p r o j e c t . T h is , o f c o u r s e , means t h a t he a c c e p ts more r i s k , b u t a t t h e same t im e , he is n o t r e q u ir e d t o pay th e p r i c e o f t h a t r i s k t o an e n tr e p r e n n e u r whose p r o f i t i s a d v e rs a ry t o h is own i n t e r e s t s . " 26 26T1shman, p. 67. 2 6 I b i d , p. 6 . 41 Davis and W hite I n d i c a t e , phase th e lo c a l r e l a t iv e to t h is a r e a , t h a t i n th e b id d in g c o n s t r u c t i o n knowledge o f th e c o n s t r u c t i o n manager i s v a lu a b le i n p r e q u a l I f y i n g b id d e r s f o r th e v a r io u s c o n t r a c t packages. He can r a t e s p e c i a l t y c o n t r a c t o r s on t h e i r f i n a n c i a l s t r e n g t h s , on p re v io u s commitments and on t h e i r p e rform an ce r e c o r d s . package i s l a r g e r than lo c a l I f th e c o n t r a c t c o n t r a c t o r s can h a n d le e f f i c i e n t l y , may be broken i n t o s m a l le r packages s in c e th e p r i c e i s r e l a t e d t o th e number o f b id d e r s . needs and c a p a c i t i e s o f l o c a l it u s u a lly c lo s e ly T a i l o r i n g th e c o n t r a c t s t o th e b id d e r s i s c r u c i a l . In some c ir c u m ­ s ta n c e s , th e owner may w ish t o break a c o n t r a c t down so sm a ll t h a t m i n o r i t y c o n t r a c t o r s have a change t o b i d , and th e c o n s t r u c t i o n manager i s u s e fu l t h e r e as w e l l . He can a ls o s e t up i n f o r m a t io n m e e tin g s f o r b id d e rs t o In s u r e t h a t each i s c o n s tra in ts . f a m i l i a r w i t h p r o j e c t demands and F i n a l l y , a f t e r b id s a re i n , h e le a d s t h e i r a n a l y s is and com parison a g a in s t a f i n a l e s tim a te b e fo r e c o n t r a c t s a re a w a rd e d .27 C o n s t r u c t io n Phase John H. F r e d r ic k s o n i n d i c a t e s t h a t th e c o n s t r u c t i o n manager must be c o n v e rs a n t w i t h modern c o n s t r u c t i o n m ethods, b u i l d i n g m a t e r i a l s and o f f e r e x p e r t i s e i n budg et a n a l y s i s , c o s t e s t i m a t i n g , b id e v a lu a t io n work s c h e d u lin g and s u p e r v i s i o n . The need f o r an in d e p e n d e n t c o n s t r u c ­ t i o n manager c o o r d i n a t o r has grown o u t o f th e r e c o g n i t i o n t h a t some a r c h i t e c t s under th e t r a d i t i o n a l approach t o scho ol d e s ig n and c o n s t r u c t io n a re e i t h e r unab le o r u n w i l l i n g t o de vote th e tim e and e x p e r t is e t o o v e rs e e in g th e b u i l d i n g p r o j e c t . 27Davis and W h ite , "How t o A v o id C o n s t r u c t io n H ead ach es," pp. 9 2 -9 3 . 42 D u rin g t h e c o n s t r u c t i o n phase, th e c o n s t r u c t i o n manager p e rfo rm s s e r v ic e s w h ich in c lu d e d e t a i l e d o b s e r v a t io n o f a p p r o p r i a t e l i a s o n / c o o r d in a t io n o f a r c h i t e c t s , e n g in e e r s , c o n t r a c t a d m i n i s t r a t i o n , payment c o n t r o l and r e p o r t i n g t o th e ow ner. c o n t r a c t o r s on th e s i t e , When t h e r e a re two o r more th e c o n s t r u c t i o n manager must c o o r d in a t e th e e f f o r t s o f th e s e s e p a ra te c o n t r a c t o r s , b a s ic CM s e r v ic e s d u r in g c o n s t r u c t i o n . b u t th e s e s e r v ic e s a re o n ly O th e r CM a c t i v i t i e s may in c lu d e s c h e d u lin g o f CPM program m a in te n a n c e , a d m i n i s t r a t i o n o f owner o r te n a n t m o v e - in , c o o r d i n a t i o n o f o f f - s i t e w o rk , recommendations r e g a r d in g re c o v e ry p la n s i f c o n t r a c t o r s a re b e h in d s c h e d u le , p r e p a r a t io n o f maintenance manuals and o t h e r s e r v ic e s depending upon th e needs and d e s ire d a u t h o r i z a t i o n s o f th e owner. 28 The c o n s t r u c t i o n management approach th e n p r o v id e s d i r e c t management o f s e p a ra te tr a d e c o n t r a c t s and f i e l d c re w s . A s e p a ra te t r a d e c o n t r a c t is a c o n t r a c t f o r a p o r t i o n as la r g e as th e m echanical system and as small as th e t i l e the l i k e . w o rk , g l a z i n g , p a i n t i n g , c a b in e t w o rk , c le a n in g o r W it h in t h i s fo rm a t i t s e p a ra te t r a d e s on th e p r o j e c t . i s n o t unusual t o f i n d 30 t o 40 The f i e l d n o t s e p a ta te crews ( i . e . , c o n t r a c t s , th e l a b o r crews d i r e c t l y employed by th e owner under th e c o n s t r u c t io n m anager's p r o v i s i o n ) m ig h t be used f o r such m is c e lla n e o u s ta s ks as c le a n in g and u n s k i l l e d la b o r w o rk . a c t u a l g e n e ra l c o n t r a c t o r . In t h i s case th e r e i s no T h is approach m ig h t f r e q u e n t l y be employed in s i t u a t i o n s when th e t r a d i t i o n a l owner c o n t r a c t o r r e l a t i o n s h i p may n o t be i n th e o w n e r's i n t e r e s t . The f e d e r a l e n g in e e r in g c o n s t r u c t i o n agency o f th e D epartm ent o f ^®Heery, "L e ts D e fin e C o n s t r u c t io n Managment," pp. 6 9 , 71. 43 H e a lth , E d u c a tio n and W e lfa re Is s u e d a handbook e n t i t l e d " T e c h n ic a l Handbook f o r F a c i l i t i e s , E n g in e e r in g and C o n s t r u c t io n M a n u a l." In t h i s manual, the agency d e f in e s th e r o l e o f th e c o n s t r u c t i o n manager d u r in g c o n s tru c tio n . I n d o in g so th e y s t a t e t h a t th e c o n s t r u c t i o n manager must have a s t r o n g c a p a b i l i t y in e n g in e e r in g b u d g e tin g , c o s t e s t i m a t i n g , s c h e d u lin g , p u r c h a s in g , i n s p e c t i o n , management and la b o r r e l a t i o n s . In a d d i t i o n , th e f i r m s h o u ld have a r e c o rd o f s u c c e s s fu l p e rfo rm a n ce d u r in g the p r o j e c t d e s ig n phase and th e management phase o f c o n s t r u c t i o n p ro je c ts . The c o n s t r u c t i o n m anager's r e s p o n s i b i l i t i e s t i o n may in c lu d e item s l i s t e d d u r in g c o n s t r u c ­ under th e g e n e ra l c o n d i t i o n s n o r m a lly perform ed by a g e n e ra l c o n t r a c t o r on a lump sum f i x e d p r i c e c o n t r a c t . These f u n c t i o n s may r e q u ir e th e f u r n i s h i n g o f l a b o r on th e s i t e , however, such la b o r s h o u ld be r e s t r i c t e d t o p e r fo r m in g s u p p o rt ty p e s o f o p e r a t io n such as th e e s t a b lis h m e n t , m aintenance and o p e r a t io n o f tem porary f i e l d c o n s t r u c t i o n f a c 1 11 t i e s .29 To p r e c lu d e any c o n f l i c t o f i n t e r e s t , the c o n s t r u c t i o n manager s h o u ld a v o id b i d d in g work in c o m p e t it io n w i t h b id d in g c o n t r a c t o r s . T h e r e f o r e , th e c o n s t r u c t i o n manager and any p r i n c i p l e s t o c k h o ld e r o r member o f a c o n s t r u c t i o n management f i r m who has f i n a n c i a l in te re s t, s h o u ld n o t d u r in g th e te rm o f th e c o n t r a c t , make o r cause t o be made any b id s f o r c o n s t r u c t i o n work on th e p r o j e c t r e f e r r e d t o 1n the c o n s t r u c t io n m anager's c o n t r a c t . By c o m p a ris o n , under th e g e n e ra l c o n t r a c t i n g a p p ro a c h , t h e r e i s no in c e n t i v e f o r th e c o n t r a c t o r t o reduce th e c o s t o f th e b u i l d i n g , b u t o f t e n , la r g e i n c e n t i v e t o in c r e a s e i t . F or exam ple, i t i s common 2 9 F o x h a ll, "F e d e ra l Handbook In c lu d e s Guide f o r C o n s t r u c t io n Management A p p l i c a n t s , " A r c h i t e c t u r a l Record 153 (M arch, 1 9 7 3 ) :5 7 . 44 p r a c t i c e i n some s e c t io n s o f t h e i n d u s t r y to b id jo b s lo w and make money on changes and e x t r a s . Then, i n n e g o t i a t i o n s f o r changes and e x t r a s , th e g e n e ra l c o n t r a c t o r te n d s t o s id e w i t h th e s u b c o n t r a c t o r and a g a in s t th e ow ner. A fte r a l l , he w i l l p r o b a b ly work w i t h th e same s u b c o n t r a c t o r on a n o th e r j o b w h i l e commitments t o th e owner beyond t h i s c o n t r a c t may be n e g l i g i b l e . T h is s e t o f c o n d i t i o n s i s d e t r im e n ta l t o th e o w n e r's i n t e r e s t . fre q u e n tly C o n v e rs e ly , th e c o n s t r u c t i o n manager has o v e r a l l management r e s p o n s i b i l i t y s in c e t h e r e i s no p rim e o r g e n e ra l c o n t r a c t o r on t h e j o b . Each segment o f c o n s t r u c t i o n is c o n t r a c t e d s e p a r a t e ly w i t h th e ow ner, n o t th e c o n s t r u c t i o n manager, w i t h the ad vise m en t o f th e c o n s t r u c t i o n manager. the c o n s t r u c t i o n manager approach th e re fo re , One i n c i d e n t a l b e n e f i t to 1s t h a t any s i n g l e c o n t r a c t o r can be r e p la c e d w i t h o u t r a d i c a l l y a f f e c t i n g th e whole j o b . Since th e c o n s t r u c t i o n manager i s th e o w n e r's a g e n t, h is l o y a l t i e s are t o th e ow ne r, and, as a r e s u l t , h i s m o t iv a t io n s a re i n th e d i r e c t i o n o f e x p e d it in g th e p r o j e c t and a s s u r in g a h ig h le v e l o f q u a l i t y w h ile m a in t a in in g th e o r i g i n a l c o s t p a ra m e te rs Cash Flow The r e s p o n s iv e payment o f each c o n t r a c t o r i s p o s s ib le under th e c o n s t r u c t io n management approach becuase each c o n t r a c t o r i s a p rim e c o n tra c to r. T h is f a c t w orks in th e o w n e r's f a v o r t o reduce c o s t . These c o s t r e d u c t io n s o c c u r because th e t r a d e c o n t r a c t o r s who a re n o rm a lly s u b c o n t r a c t o r s have an Im proved cash flo w , a n d , as a r e s u l t , th e y do n o t have t o in c lu d e c a r r y i n g c o s ts i n t h e i r b i d . T h is i s n o t t h e 3®Davis and W h ite , "How t o A v o id C o n s t r u c t io n H eadaches," pp. 8 9 -9 0 . 45 case under th e g e n e ra l c o n t r a c t i n g p ro c e s s . O f t e n t im e s , because th e general c o n t r a c t o r may have as many as e i g h t t o te n jo b s ru n n in g s im u lt a n e o u s ly , he ta k e s advantage o f th e cash f lo w and a p p l ie s across many p r o j e c t s Under t h i s i n a manner w h ich w i l l a rra n g e m e n t, i t to c a r r y h is b i l l i n g it b e n e f i t him th e g r e a t e s t . i s n o t uncommon f o r a s u b c o n t r a c t o r f o r as lo n g as f o u r t o s i x m onths. l e t h a r g i c cash f lo w w h ich r e s u l t s O b v io u s ly th e r e q u ir e s a s u b c o n t r a c t o r t o b o rro w f o r an exte n d e d p e r io d o f t im e , th u s he must in c r e a s e h is b id s to c o v e r h is i n t e r e s t c o s t s . Shop Drawings Under th e t r a d i t i o n a l c o n s t r u c t i o n a p p ro a c h , th e a r c h i t e c t i s r e s p o n s ib le f o r c h e c k in g and a p p ro v in g a l l shop d ra w in g s . These draw ings a re d e s ig n e d by th e ve n d o r t o communicate th e q u a l i t y o f th e p ro d u c t and th e c r i t i c a l measurements r e q u i r e d f o r i n s t a l l a t i o n p a r t i c u l a r p ie c e o f e q u ip m e n t. of a Under c o n s t r u c t i o n management, b o th th e a r c h i t e c t and th e c o n s t r u c t i o n manager checks shop d r a w in g s . S in ce th e c o n s t r u c t io n manager has th e f i e l d the s u p e r in t e n d e n t on th e j o b , management f i r m n o r m a lly ta k e s r e s p o n s i b i l i t y fo r fie ld d im en sion s le a v in g th e a r c h i t e c t w i t h th e r e s p o n s i b i l i t y o f a s s u r in g th e q u a l i t y o f a p a r t i c u l a r p ie c e o f equipm ent o r m a t e r i a l . H aving b o th th e a r c h i t e c t and th e c o n s t r u c t i o n manager r e s p o n s ib le f o r c h e c k in g shop drawings and c o n s t r u c t i o n im proves th e q u a l i t y o f th e o v e r a l l fa c ility . Summary A re v ie w o f th e l i t e r a t u r e te n d s t o i n d i c a t e t h a t c o n s t r u c t i o n management e v o lv e d as a r e s u l t o f owner d i s s a t i s f a c t i o n w i t h th e c o n v e n tio n a l d e s i g n / c o n s t r u c t a p p ro a c h . In i t s in itia l s t a g e s , th e 46 d i s s a t i s f a c t i o n s u r f a c e d w i t h th e a p p l i c a t i o n o f s p e c i f i c management t o o ls such as C r i t i c a l Path M ethod, Program E v a lu a t io n and Review T e c h n iq u e , M u l t i p l e C o n t r a c t in g and Phased C o n s t r u c t io n . These te c h n iq u e s were a p p lie d in d e p e n d e n tly and were u s u a l l y t a r g e t e d t o Impact p r o j e c t s o f s i g n i f i c a n t f i n a n c i a l m a g n itu d e . W ith s u c c e s s fu l a p p l i c a t i o n , th e s e te c h n iq u e s began t o be a p p lie d 1n v a r io u s c o m b in a tio n s u n t i l a r e c o g n iz e d need f o r a p r o f e s s io n a l s e r v ic e d e s ig n e d t o a s s i s t th e owner emerged. The g ro w in g volume o f l i t e r a t u r e ten ds t o i n d i c a t e a t r e n d to w a rd th e In c re a s e d a p p l i c a t i o n o f th e c o n s t r u c t i o n management te c h n iq u e t o school house c o n s t r u c t i o n . T h is in c r e a s e has i t s b e n e f it s w h ich a re a c c ru e d th ro u g h i t s t r a d i t i o n a l c o n s t r u c t i o n a p p ro a c h . r o o t s in th e many owner a p p l i c a t i o n when compared t o th e The q u a l i t y c o n t r o l de sig n phase i s based on owner e s t a b l i s h e d c r i t e r i a . c o n s t r u c t io n manager d u r in g t h i s d u r in g th e By i n v o l v i n g a phase o f th e p r o j e c t , e x p e r t i s e from th e c o n s t r u c t i o n community can be b ro u g h t t o b e a r i n c o m b in a tio n w i t h the e x p e r t is e fro m th e a r c h i t e c t u r a l com m unity. T h is a s su re s t h a t th e q u a l i t a t i v e a s p e c ts o f th e program w h ich have been d e te rm in e d by th e owner a re g iv e n a p p r o p r i a t e c o n s i d e r a t i o n . A n o th e r b e n e f i t o f c o n s t r u c t i o n management f a l l s cost c o n tr o l. i n th e are a o f By e m p lo y in g te c h n iq u e s o f v a lu e e n g i n e e r in g , m u l t i p l e b id d in g and f a s t t r a c k i n g (phase c o n s t r u c t i o n ) d u r in g th e d e sig n phase o f th e p r o j e c t , keep them w i t h i n W hile th e t o t a l in itia l it i s p o s s ib le t o c o n t r o l th e c o s t i n a manner w h ic h w i l l th e pa ram e te rs w hich have been e s t a b li s h e d by th e ow ner. c o s t o f th e p r o j e c t may n o t be known a t th e tim e th e c o n t r a c t s a re awarded, i t i s p o s s ib le t o make m id -c o u rs e a d ju s tm e n ts w h ich do n o t compromise th e o r i g i n a l fin a n c ia l scope o f th e p r o j e c t . I n t e n t b u t do in s u r e th e 47 A n o th e r owner b e n e f i t i s a c h ie v e d w i t h fa s te r p ro je c t d e liv e ry th ro u g h phased c o n s t r u c t i o n o r f a s t t r a c k i n g . T h is i s a c h ie v e d by a l lo w in g th e d e s ig n p ro ce ss t o o v e r la p th e c o n s t r u c t i o n p ro c e s s , th u s c o l l a p s i n g th e s c h e d u le r a t h e r tha n h a v in g a l i n e a r p r o g r e s s io n o f e v e n ts . Because th e r e l a t i o n s h i p o f th e c o n s t r u c t i o n manager t o th e owner is one o f a g e n c y , th e owner b e n e f i t s c o n s tru c tio n . from im proved workm anship d u r in g T h is s i t u a t i o n e x i s t s because th e c o n s t r u c t i o n manager p ro v id e s a f i e l d CM ( s u p e r i n t e n d e n t ) on th e jo b who i s f o r c o o rd in a tin g a l l c o n s tru c tio n a c t i v i t i e s . r e s p o n s ib le S in ce th e c o n s t r u c t i o n manager’ s fe e i s based on th e s e r v i c e w hich he can p r o v id e , he is encouraged t o m a in t a in th e h ig h e s t l e v e l tim e e x p e d i t i n g th e p r o j e c t . o f workmanship w h ile a t th e same C o n v e r s e ly , under th e t r a d i t i o n a l con­ s t r u c t i o n a p p ro a c h , th e s u p e r in t e n d e n t i s p r o v id e d by t h e g e n e ra l c o n t r a c t o r and i s cha rge d w i t h th e r e s p o n s i b i l i t y o f making a p r o f i t f o r th e g e n e ra l c o n t r a c t o r . It i s easy t o see how t h i s can work a g a in s t the o w n e r's i n t e r e s t . In o r d e r t o p r o v id e th e above m e n tio n e d b e n e f i t s , th e c o n s t r u c t i o n management te c h n iq u e employs a team approach t o bo th t h e d e s ig n phase and th e c o n s t r u c t i o n phase p r o j e c t . A d e s ig n team c o n s is t s o f th e owner, th e a r c h i t e c t , th e e n g in e e r and th e c o n s t r u c t i o n manager a l l whom share an equal burden in th e d e c is io n making p r o c e s s . from th e t r a d i t i o n a l e n g in e e r . T h is d i f f e r s approach in w hich th e a r c h i t e c t u s u a l l y emerges as th e do m in an t d e c is io n m aker. manager's f i e l d of The f i e l d CM ( s u p e r i n t e n d e n t ) , team c o n s is t s o f th e c o n s t r u c t i o n th e ow ner, th e a r c h i t e c t and th e The d e c is io n s a team must make a r e d i r e c t l y r e l a t e d t o th e c o n s t r u c t io n p ro g re s s o f th e p r o j e c t . p r o v is io n s o f s e r v ic e s a l l F i e l d changes, payments and become t h i s te a m 's r e s p o n s i b i l i t y . 48 The common theme w hich emerges t h r o u g h o u t t h e a v a i l a b l e l i t e r a t u r e is t h a t w i t h in c r e a s e d owner b e n e f i t s comes In c re a s e d owner re s p o n ­ s ib ility . D u rin g th e d e s ig n phase, i t 1s n e ce ss a ry f o r th e owner t o make e a r l y i r r e v o c a b l e commitments w h ile th e t o t a l is s t i l l unknown. c o s t o f th e p r o j e c t In a d d i t i o n , th e owner assumes th e r o l e o f g e n e ra l c o n t r a c t o r i n a sse m b lin g th e s e r v ic e s o f th e t r a d e c o n t r a c t o r s ne cessa ry f o r th e c o n s t r u c t i o n o f th e p r o j e c t . T h is i s a cc o m p lish e d w i t h th e a s s is ta n c e o f t h e c o n s t r u c t i o n manager w i t h a l l c o n t r a c t s b e in g made d i r e c t l y w i t h th e owner. The change in fo r m a t i s n e ce ssa ry i f th e a fo re m e n tio n e d b e n e f i t s . th e owner i s t o a c c ru e a l l of I t does in c r e a s e c o n s id e r a b ly th e amount o f r e s p o n s i b i l i t y w hich i s assumed when compared t o t h a t in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t i o n a p p ro a c h . lite r a tu r e does n o t c o n s id e r th e im p a c t t h a t t h i s can have on th e owner i f assume t h i s The in f o r m a t io n c o n ta in e d i n th e le v e l o f r e s p o n s i b i 1 i t y he i s n o t p r o f e s s i o n a l l y p re p a re d o r com p ete nt t o ro le . A t th e p r e s e n t t im e , t h e r e is a la c k o f re s e a rc h e x i s t i n g area o f owner in v o lv e m e n t in c o n s t r u c t i o n management. it i n th e As a r e s u l t , is d i f f i c u l t t o p r e s c r ib e p r e s e r v ic e o r i n s e r v i c e e d u c a tio n programs which can a s s i s t th e owner in p r e p a r in g t o assume h is r o l e on th e d e s ig n team. A ll o f th is tends t o s u p p o r t th e need f o r t h i s s t u d y . CHAPTER 3 PROCEDURE A re v ie w o f l i t e r a t u r e in th e f i e l d o f c o n s t r u c t i o n management i n d i c a t e s t h a t th e approach has many b e n e f i t s w h ich a re p e rc e iv e d as b e in g d e s i r a b l e by th e owner. Some o f th e s e a re c o s t b e n e f i t s th ro u g h va lu e e n g in e e r in g d u r in g th e d e s ig n phase and th ro u g h m u l t i p l e c o n t r a c t i n g d u r in g th e c o n s t r u c t i o n phase. produce im proved c o s t q u a l i t y ra tio s . F a st t r a c k i n g o r phased c o n s t r u c ­ t i o n speeds th e d e l i v e r y o f th e f a c i l i t y c o n tro l th ro u g h d i r e c t c o n t r a c t i n g . Both o f th e s e te c h n iq u e s and p ro v id e s f o r g r e a t e r owner A h i g h e r q u a l i t y workm anship i s a ls o a ch ie ve d because o f th e o w n e r - o r ie n t e d s u p e r v i s io n . W ith th e in c r e a s e in th e s e b e n e f i t s comes an in c re a s e in th e o w n e r's le v e l o f r e s p o n s i b i l i t y . As in d i c a t e d in C h a p te r 1 , because o f th e d i r e c t and p o t e n t i a l l y t r a u m a t ic im p act s u b s c r ib in g to th e c o n s t r u c t i o n management approach may have on th e a d m i n i s t r a t o r s and board members o f in t e r m e d ia t e sch o o l d i s t r i c t s , t h e r e may be an i n c r e a s in g need f o r bo th i n s e r v i c e and p r e s e r v i c e pro g ra m s. These programs s h o u ld be de sig ne d t o p re p a re th e owner and th e o w n e r's r e s p r e s e n t a t iv e t o assume t h e i r r o l e s in th e d e s ig n team. The p ro b le m as s t a t e d then was t o examine i n de pth th e r o l e o f th e board members and th e board r e p r e s e n t a t lv e s d u r in g th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t t o d e te rm in e 1 f t h e r e was a change in th e r e s p o n s i b i l i t y w h ic h th e y assumed when compared t o s i m i l a r r o l e s in tr a d itio n a l c o n s tru c tio n p r o je c ts . 50 Data a re n o t a v a i l a b l e fro m a v i g o r o u s l y c o n t r o l l e d s t u d y which compares th e le v e l o f in v o lv e m e n t o f board members and bo ard re p re s e n ­ ta tiv e s in making d e c is io n s d u r in g th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t t o th e le v e l o f in v o lv e m e n t o f b o ard members and board r e p r e s e n t a t iv e s in making d e c is io n s d u r in g th e d e s ig n phase o f a t r a d it io n a l c o n s tru c tio n p r o je c t. However, i n d i v i d u a l examples o f c o n s t r u c t io n management p r o j e c t s can be fo u n d s c a t t e r e d a c ro s s th e n a t i o n . In M ic h ig a n , some p u b l i c s c h o o ls and more s p e c i f i c a l l y , school d i s t r i c t owned area v o c a t io n a l u sin g bo th a p p ro a ch e s. in t e r m e d ia t e c e n te r s have been c o n s t r u c t e d Because o f t h i s s i t u a t i o n , s p e c ia l v a lu e can be a s c r ib e d t o th e p e r c e p t io n s o f th e bo ard members, th e board re p re s e n ­ t a t i v e s and th e p r o j e c t a r c h i t e c t s who have been in v o lv e d in both ty p e s o f p r o je c ts . I t was n e ce s sa ry i n a d d r e s s in g t h i s pro blem t o ( 1 ) i d e n t i f y th e d e c is io n s w hich must be made d u r in g th e d e s ig n phase o f a school c o n s t r u c t io n p r o j e c t ; im p o rta n c e ; d is tric ts ' ( 2 ) rank th o s e d e c is io n s in th e o r d e r o f t h e i r (3 ) i d e n t i f y th e le v e l o f in v o lv e m e n t o f in t e r m e d ia t e scho ol Boards o f E d u c a tio n and t h e i r a d m i n i s t r a t o r s who employed th e c o n s t r u c t io n management pro cess f o r th e d e s ig n and c o n s t r u c t i o n o f t h e i r b u i l d i n g u s in g th e most im p o r t a n t o f th e s e d e c is io n s as th e b a s is . Then, u s in g th e in t e r m e d ia t e sc h o o l d i s t r i c t Boards o f E d u c a tio n and t h e i r a d m i n i s t r a t o r s who employed th e t r a d i t i o n a l approach t o th e d e s ig n and c o n s t r u c t i o n o f an area v o c a t io n a l c e n t e r as a c o n t r o l , compare th e l e v e l s o f in v o lv e m e n t ; (3 ) examine th e p e r c e iv e d l e v e l o f competence o f both s e ts o f in t e r m e d ia t e sch o o l d i s t r i c t Boards o f E d u c a tio n and t h e i r a d m in is tra to rs to p a r t ic ip a t e i n th e d e c is io n s w h ich a re made d u r in g th e design phase o f an a re a v o c a t io n a l c e n t e r ; and (5 ) i d e n t i f y th e e x t e n t o f i n s e r v i c e need f o r th o s e in t e r m e d ia t e sch o o l d i s t r i «c t boards and 51 a d m in is t r a t o r s who e l e c t t o employ t h e c o n s t r u c t i o n management te c h n iq u e s i n th e d e s ig n and c o n s t r u c t i o n o f an a re a v o c a t io n a l c e n t e r . This c h a p te r d e s c r ib e s th e p r o c e d u r a l approach w hich was used i n g a t h e r i n g , o r d e r in g and a n a ly z in g th e i n f o r m a t io n n e c e s s a ry t o a d dre ss th e p ro b le m . Design D e c is io n s There were no da ta a v a i l a b l e r e l a t e d t o th e d e c is io n s w h ich im p a c t th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t . o r d e r to addre ss t h e p ro b le m , th e i n i t i a l T h e re fo re , in area o f concern was th e e s ta b lis h m e n t o f a l i s t o f d e c is io n s w h ich had t h e g r e a t e s t im p a ct d u r in g th e d e s ig n phase. To a c c o m p lis h t h i s , a t h r e e - s t e p approach was used. ste p was de sig n e d t o i d e n t i f y a l l The f i r s t o f th e d e c is io n s w hich a re n o r m a lly made in th e d e s ig n phase o f a scho ol c o n t s t r u c t i o n p r o j e c t . A ju ry o f f i v e a r c h i t e c t s r e g i s t e r e d in th e S ta te o f M ic h ig a n was e s t a b l i s h e d . T his was a c c o m p lis h e d by o b t a i n i n g t h e names and addresses o f r e g i s t e r e d a r c h i t e c t s who were e x p e rie n c e d in th e d e s ig n o f p u b l i c s c h o o ls from th e M ich ig an S o c ie t y o f A r c h i t e c t s D i r e c t o r y . F iv e o f th e s e i n d i v i d u a l s were c o n ta c te d by te le p h o n e and th e scope and i n t e n t o f th e s tu d y was e x p la in e d in d e t a i l . phase o f th e p r o j e c t . They were th e n i n v i t e d t o p a r t i c i p a t e The f i r s t in t h i s f i v e a r c h i t e c t s who were c o n ta c te d accepted th e i n v i t a t i o n . A da ta c o l l e c t i o n fo r m a t c o n s i s t i n g o f th e c a t e g o r ie s s i t e , a r c h i t e c t u r a l , m e c h a n ic a l, e l e c t r i c a l and o t h e r s was then d e v e lo p e d . The i n s t r u c t i o n s w h ich accompanied t h i s fo rm a t re q u e s te d t h a t a l l o f th e d e c is io n s w h ich were n o r m a lly made d u r in g th e d e s ig n phase be l i s t e d by t h e c a t e g o r ie s in th e f o r m a t . in te n t o f th is A c o v e r l e t t e r r e s t a t i n g th e s tu d y was g e n e ra te d and fo rw a rd e d a lo n g w i t h th e 52 I n s t r u c t i o n s and th e fo r m a t t o each a r c h i t e c t (s e e A p p e n d ix A ) . W it h in a p p r o x im a t e ly 30 days a f t e r t h e m a i l i n g , th e d a ta was r e c e iv e d from 100 p e r c e n t o f t h e r e s p o n d e n ts . They e x p e rie n c e d no d i f f i c u l t y in a d d re s s in g t h e f o r m a t . The second s te p o f t h i s e f f o r t In v o lv e d c o m b in in g a l l d e c is io n s w h ich had been i d e n t i f i e d o f th e by each o f th e f i v e a r c h i t e c t s in a manner w h ich g e n e ra te d a n o n - d u p lic a t e d l i s t o f d e s ig n d e c is i o n s . It was the n n e c e s s a ry t o d e te rm in e w h ic h o f th e se d e c is io n s had th e g r e a t e s t im p a c t on th e d e s ig n phase o f th e school c o n s t r u c t i o n p ro je c t. T h is was a c c o m p lis h e d by f i r s t r e o r d e r i n g th e l i s t w h ic h had been g e n e ra te d by th e j u r y o f f i v e a r c h i t e c t s . The p rim a r y reason f o r do in g t h i s was t o overcome th o s e b ia s e s w h ic h may e x i s t w i t h i n a p a r t ic u l a r c a te g o ry ( i . e . , s i t e , a r c h i t e c t u r a l , m e c h a n ic a l, e l e c t r i c a l ) . A f i v e - p o i n t l i c k e r t s c a le was th e n e s t a b li s h e d u s in g th e c a t e g o r ie s "C ritic a l" , " E x tr e m e ly I m p o r t a n t " , "Somewhat I m p o r t a n t " . "V e ry I m p o r t a n t " , " I m p o r t a n t " and The c a te g o r y " C r i t i c a l " was a s s ig n e d f i v e p o in t s w it h th e c a te g o r y "Somewhat I m p o r t a n t " b e in g w o r th one p o i n t (see Appendix B ) . A j u r y o f te n a r c h i t e c t s r e g i s t e r e d in th e S ta te o f M ic h ig a n and who were e x p e rie n c e d in th e d e s ig n o f p u b l i c s c h o o ls was the n i d e n t i f i e d . Again th e M ic h ig a n S o c ie t y o f A r c h i t e c t s D i r e c t o r y was used. Each a r c h i t e c t was c o n ta c te d by t e le p h o n e and th e scope and i n t e n t o f th e s tu d y was e x p la in e d t o them i n d e t a i l . in v ite d to p a r t ic ip a t e Each a r c h i t e c t was the n in r a t i n g th e u n d u p lic a te d l i s t o f d e s ig n d e c is io n s w h ich had been g e n e ra te d . The f i r s t te n a r c h i t e c t s who were c o n ta c te d i n d i c a t e d t h a t th e y were w i l l i n g o f th e s t u d y . t o a s s i s t i n t h i s s te p 53 I n s t r u c t i o n s were de velop ed d e s c r i b i n g i n d e t a i l a r c h i t e c t s h o u ld respond t o th e q u e s t i o n n a i r e . how each The i n s t r u c t i o n s and th e q u e s t io n n a i r e , accompanied by a c o v e r l e t t e r r e s t a t i n g th e scope and i n t e n t o f th e s t u d y , were fo rw a rd e d t o each a r c h i t e c t (see A p pe ndix B ). E ig h ty p e r c e n t o f t h e in s tr u m e n ts were com p le te d and r e t u r n e d w i t h i n 30 days a f t e r th e m a i l i n g . Telephone c a l l s were the n p la c e d t o th e n o n -re s p o n d e n ts r e l a t i v e t o th e problem s th e y were h a v in g f i l l i n g th e q u e s t io n n a i r e . out The re s p o n d e n ts i n d i c a t e d t h a t th e pro blem was n o t w it h th e q u e s t io n n a i r e b u t one o f f i n d i n g th e tim e t o respond t o i t . They a ssu re d th e r e s e a r c h e r t h a t th e y were s t i l l in te r e s te d in p a r t i ­ c i p a t i n g i n th e p r o j e c t , a n d , as a r e s u l t o f t h i s f o l l o w - u p , th e two a d d itio n a l d a ta c o l l e c t i o n response t o t h i s I n s tr u m e n ts were r e c e iv e d . A 100 p e r c e n t p a r t o f th e s tu d y was* t h e r e f o r e , g e n e ra te d In o r d e r t o c o n v e r t th e d a ta re c e iv e d i n t o a ra n k o r d e r o f d e s ig n d e c is io n s , t h e r a t i n g s w h ich were s u b m itte d by th e a r c h i t e c t s were t a b u la t e d and a t o t a l p o i n t s c o re was e s t a b li s h e d f o r each q u e s t io n . These were then rank o rd e re d most im p o r t a n t t o l e a s t im p o r t a n t . had been th e r e s e a r c h e r 's in itia l It i n t e n t to use th e 25 most im p o r t a n t d e c is io n s as a b a s is f o r d e v e lo p in g th e q u e s t io n n a ir e s w hich w ould be used i n t h i s d e c is io n s tu d y . However, because o f th e p o in t s a s s ig n e d t o each by th e a r c h i t e c t u r a l ju r y , it was n e c e s s a ry t o in c lu d e th e to p 29 d e c is i o n s , th u s e x p a n d in g t h e scope o f th e s t u d y by f o u r d e c is i o n s . I t s h o u ld be m en tio n e d h e re t h a t a r r i v i n g a t t h i s ment w ould n o t have been p o s s ib le w i t h o u t th e f u l l in d iv id u a ls M ic h ig a n . p ro fe s s io n . p o i n t o f d e v e lo p ­ c o o p e r a t io n o f th o s e r e p r e s e n t in g th e a r c h i t e c t u r a l community 1n th e S ta te o f The q u a l i t y o f t h e i r responses speak h i g h l y o f t h e i r 54 P o te n tia l D iffe re n c e s in In v o lv e m e n t To g a in th e n e c e s s a ry i n f o r m a t io n f o r th e p o p u la tio n s id e n tifie d p r e v i o u s l y , th e 29 d e s ig n d e c is io n s w h ich were th e r e s u l t o f th e a r c h ite c tu ra l r a t i n g s were used as th e b a s is f o r th e de velopm ent o f q u e s t io n n a ir e s w h ic h were d e s ig n e d t o c o l l e c t th e n e c e s s a ry d a ta . A s ta n d a rd fo rm a t was de ve lo p e d i n such a manner t h a t by m o d if y in g th e q u e s tio n s i n th e h e a d in g "D e sig n D e c is io n " , th e a p p r o p r i a t e c o u ld be g a th e re d (see A p pe ndix C ). p e r c e p tio n s o f t h e i r le v e l in f o r m a t io n The board r e p r e s e n t a t i v e s ' o f in v o lv e m e n t and competence i n making each design d e c is io n was g a in e d by i n s e r t i n g th e q u e s t io n s : (1 ) What was y o u r le v e l o f in v o lv e m e n t i n th e f o l l o w i n g d e c is io n s ? (2 ) How q u a l i f i f e d were you t o make th e d e c is io n s ? The bo ard r e p r e s e n t a t l v e s ‘ p e r c e p t io n s o f t h e i r r e s p e c t iv e bo ard members' le v e l o f in v o lv e m e n t and competence in making each d e s ig n d e c is io n was o b ta in e d by i n s e r t i n g th e q u e s t io n s : (1 ) What was th e l e v e l o f in v o lv e m e n t o f th e board members i n th e f o l l o w i n g d e c is io n s ? (2 ) How q u a l i f i e d were th e y t o make th o se d e c is io n s ? The board members' p e r c e p t io n s o f t h e i r le v e l o f in v o v le m e n t and compe­ tence i n making each d e s ig n d e c is io n was ga in ed by i n s e r t i n g th e q u e s tio n s : (1 ) What was y o u r le v e l o f (2 ) How q u a l i f i e d were you in v o lv e m e n t in th e f o l l o w i n g d e c is io n s ? t o make t h e d e c is io n s ? The board members' p e r c e p t io n s o f t h e i r r e s p e c t iv e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence i n making each o f th e d e s ig n d e c is io n s was o b ta in e d by i n s e r t i n g th e q u e s t io n s : (1 ) What was th e le v e l o f in v o lv e m e n t o f th e b o a r d 's r e p r e s e n t a t i v e in th e f o l l o w i n g d e c is io n s ? 55 (2 ) How q u a l i f i e d was he t o make th o s e d e c is io n s ? The p r o j e c t a r c h i t e c t s ' p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence i n m aking each d e s ig n d e c is io n was g a in e d by i n s e r t i n g th e q u e s t io n s : (1) What was th e l e v e l o f in v o lv e m e n t o f t h e b o a r d 's r e p r e s e n t a t i v e i n th e f o l l o w i n g d e c is io n s ? (2) How q u a l i f i e d was he t o make th o s e d e c is io n s ? The p r o j e c t a r c h i t e c t ' s p e r c e p t io n s o f th e board members' le v e l o f in v o lv e m e n t and competence i n making each d e s ig n d e c is io n was o b ta in e d by i n s e r t i n g th e q u e s t io n s : (1 ) What was t h e l e v e l o f in v o lv e m e n t o f t h e members on th e board in th e f o l l o w i n g d e c is io n s ? (2 ) How q u a l i f i e d were th e y t o make th o s e d e c is io n s ? Area v o c a t io n a l c e n t e r p r o j e c t s d a t in g back t o 1973 were the n i d e n t i f i e d , t h r e e o f w h ich were c o n s t r u c t e d u n de r th e t r a d i t i o n a l c o n s t r u c t io n approach and t h r e e o f w hich were c o n s t r u c t e d u s in g th e c o n s t r u c t io n management t e c h n iq u e . The in t e r m e d ia t e school d i s t r i c t s u p e r in te n d e n t f o r each p r o j e c t was then c o n t a c t e d . i n t e n t o f t h i s s tu d y was d is c u s s e d i n d e t a i l The scope and and p e r m is s io n was re q u e s te d t o access b o th t h e board r e p r e s e n t a t iv e s and th e board members in v o lv e d in each p r o j e c t . A l l s i x s u p e r in t e n d e n t s gave t h e i r p e r m is s io n . The bo ard r e p r e s e n t a t iv e s in v o lv e d in th e s i x p r o j e c t s were then c o n ta c te d by te le p h o n e . The scope and i n t e n t o f th e s t u d y was e x p la in e d in d e t a i l and th e y were i n v i t e d t o p a r t i c i p a t e in t h e p r o j e c t . A ll s i x board r e p r e s e n t a t iv e s agreed t o respond t o t h e q u e s t io n n a i r e s . Q u e s tio n n a ir e s d e sig n e d t o o b t a in th e bo ard r e p r e s e n t a t i v e s ' p e r c e p tio n s o f t h e i r own In v o lv e m e n t and competence i n m aking th e d e c is io n as w e ll as a q u e s t io n n a i r e d e sig n e d t o g a in t h e i r p e r c e p t io n s 56 o f t h e i r r e s p e c t i v e b o ard members In v o lv e m e n t and competence i n making each d e c is io n were p re p a re d . alon g w i t h i n s t r u c t i o n s s h o u ld be u t i l i z e d . These two q u e s t io n n a ir e s were packaged i n d i c a t i n g th e manner i n w hich th e q u e s t io n n a ir e s A c o v e r l e t t e r was th e n g e n e ra te d r e s t a t i n g th e scope and i n t e n t o f th e p r o j e c t , an d, a lo n g w i t h th e i n s t r u c t i o n s , th e q u e s t io n n a ir e s were fo rw a rd e d t o each o f th e board r e p r e s e n t a t iv e s (see Appendix D ) . W it h in 15 days o f t h e m a i l i n g , r e p r e s e n t a t iv e s had r e t u r n e d th e q u e s t i o n n a i r e . 100 p e r c e n t o f th e board An e f f o r t was co n d u cte d a t t h a t p o i n t t o d e te rm in e th e u s a b i l i t y o f th e in s t r u m e n t . d iffic u ltie s were i d e n t i f i e d , S in c e no s i m i l a r in s tr u m e n ts were packaged a lo n g w it h i n s t r u c t i o n s and a c o v e r l e t t e r and were fo rw a rd e d t o th e in te r m e d ia te sch o o l d i s t r i c t s u p e r in t e n d e n t s t o be a d m in is t e r e d t o t h e i r r e s p e c t iv e b o ard members a t t h e i r m o n th ly board m e e tin g . C o n c u r r e n t ly , t h e p r o j e c t a r c h i t e c t s f o r each o f t h e p r o j e c t s were c o n ta c te d and th e scope and i n t e n t o f th e s tu d y was d is c u s s e d i n d e t a i l w it h them. They were then i n v i t e d t o p a r t i c i p a t e by re s p o n d in g to th e q u e s t io n n a i r e s , and a l l s i x p r o j e c t a r c h i t e c t s a c c e p te d . q u e s t io n n a i r e s , one d e sig n e d t o g a in th e a r c h i t e c t ' s board r e p r e s e n t a t i v e ' s Two d i f f e r e n t p e r c e p t io n o f th e in v o lv e m e n t and competence i n making each d e s ig n d e c is i o n , and a n o th e r one d e s ig n e d t o o b t a in th e a r c h i t e c t ' s p e rc e p ­ t io n s o f th e board members le v e l o f in v o lv e m e n t and competence in making each d e c i s i o n , were p re p a r e d . These two q u e s t io n n a ir e s were th e n packaged a lo n g w i t h a s e t o f i n s t r u c t i o n s and a c o v e r l e t t e r r e s t a t i n g th e scope and i n t e n t o f t h e p r o j e c t (see A p pe ndix D ) . fo rw a rd e d t o each p r o j e c t a r c h i t e c t . A package was then W it h in 30 d a ys , 100 p e r c e n t o f th e p r o j e c t a r c h i t e c t s had r e t u r n e d t h e q u e s t io n n a i r e s . In an a t t e m p t t o g a in u n i n h i b i t e d responses fro m each o f t h e p a rtic ip a n ts , i t was n e c e s s a ry t o in s u r e c o n f i d e n t i a l i t y in th e 57 a d m in is t e r in g o f each in s t r u m e n t . C o lo r c o d in g was used t o d i f f e r e n t i a t e between th e a r c h i t e c t s , a d m i n i s t r a t o r s and board members o f c o n s t r u c t i o n management p r o j e c t s . b ia s th e re s p o n s e . it However, no c o d in g was done w hich w ould te n d to Because o f th e t i m i n g o f th e v a r io u s board m e e tin g s , to o k a p p r o x im a te ly two months to r e c e iv e t h e f i r s t wave o f r e t u r n s which r e p r e s e n te d t h e o v e r - a l l response o f 67 p e r c e n t . A t th is two o f th e a g e n c ie s had responded a t th e 100 p e r c e n t l e v e l . p o in t, The s u p e rin te n d e n ts o f th e o t h e r f o u r in t e r m e d ia t e school d i s t r i c t s w h ich had in c o m p le te responses from t h e i r r e s p e c t i v e board members were then c o n ta c te d by te le p h o n e and in fo rm e d o f th e s t a t u s o f th e board members' resp on se. W ith t h e i r c o n c u r re n c e , a d d i t i o n a l cover le tt e r s and q u e s t io n n a ir e s were fo rw a rd e d t o them t o be a d m in is t e r e d t o th o s e i n d i v i d u a l s who had n o t y e t responded t o th e q u e s t i o n n a i r e . in c re a s e d th e o v e r a l l T h is response o f th e board members from 67 p e r c e n t t o 72.7 p e r c e n t w i t h th o s e board members in v o lv e d in t r a d i t i o n a l c o n s tru c ­ t i o n p r o j e c t s h a v in g a response r a t e o f 71 .4 p e r c e n t w h ile th o s e board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s had a response r a te o f 7 3 .7 p e r c e n t . The combined responses o f b o a rd r e p r e s e n t a t i v e s , bo ard members and p ro je c t a r c h it e c t s g e n e ra te d 72 d a ta b i t s p e r q u e s t io n . S in ce t h i s stud y was an expanded case s t u d y i n v o l v i n g s i x c o n s t r u c t i o n p r o j e c t s , th re e o f w h ic h were c o n s t r u c t i o n management and t h r e e o f w h ich were t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , th e p o p u la t io n s I d e n t i f i e d were to o sm all t o a p p ly any d e s ig n w hich would y i e l d in fe re n tia l s ta tis tic s . T h e r e f o r e , d e s c r i p t i v e s t a t i s t i c s were used in r e p o r t i n g t h e re sp o n se s. The responses were t a b u la t e d by q u e s t io n and c o n v e r te d t o p e rc e n ta g e s . Once t h i s p ro c e s s was c o m p le te f o r a l l 29 q u e s t io n s , g r a p h ic r e p r e s e n ­ t a t i o n s o f each o f th e f o l l o w i n g s i t u a t i o n s were g e n e ra te d : 58 (1 ) P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s 1 l e v e l o f in v o lv e m e n t in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t ; ( 2 ) P e rc e p tio n s o f th e bo ard members' l e v e l o f in v o lv e m e n t i n m aking th e d e c is io n i n a t r a d it io n a l c o n s tru c tio n p r o je c t ; ( 3 ) P e r c e p tio n s o f bo ard r e p r e s e n t a ­ t i v e s ' competence t o make th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t ; and ( 4 ) P e r c e p tio n s o f th e board members' competence t o make th e d e c is io n i n a t r a d i t i o n a l c o n s tru c tio n p r o je c t. A n a r r a t i v e was the n ge n e ra te d d e s c r i b i n g t h e im p a c t o f t h e resp on ses o f th e v a r io u s p a rtic ip a n ts . An a n a l y s is was the n g e n e ra te d t o i d e n t i f y th e need f o r i n s e r v i c e on a q u e s t io n by q u e s t io n b a s is . In o r d e r t o a c c o m p lis h th e second p a r t o f t h i s necessary t o e ffo rt, i t was (1 ) g e n e ra te g r a p h ic r e p r e s e n t a t io n s o f th e c o m p a ra tiv e p e rc e p tio n s o f t h e b o ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is io n s i n a c o n s t r u c t i o n management p r o j e c t versus t r a d i t i o n a l p r o j e c t s and (2 ) g e n e ra te g r a p h ic r e p r e s e n t a t io n s o f the c o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is io n s in c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l in n a r r a t i v e c o n s tru c tio n p r o je c ts . The graphs were the n d e s c r ib e d fo rm and an a n a l y s is was made t o d e te rm in e q u e s t io n by q u e s tio n w h ich bo ard r e p r e s e n t a t i v e had th e g r e a t e s t in v o lv e m e n t in the d e c i s i o n ; th o s e in v o l v e d w i t h c o n s t r u c t i o n management p r o j e c t s o r those in v o lv e d w i t h t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . The same d e t e r m in a t io n was made f o r th o s e board members in v o lv e d 1n th e c o n s t r u c ­ t i o n management p r o j e c t s and th o s e b o a rd members in v o lv e d in t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . In summary, th e re s e a rc h was c o n d u c te d as an expanded case s t u d y . P e rc e p tio n s o f th e le v e l o f In v o lv e m e n t o f th e bo ard members and board r e p r e s e n t a t iv e s o b t a in e d were fro m bo ard members, bo ard r e p r e s e n t a t iv e s 59 and p r o j e c t a r c h i t e c t s . I n d i c a t i o n s o f th e competence w h ic h board members and bo ard r e p r e s e n t a t iv e s d e m o n s tra te d 1n making th e d e c is io n s were o b ta in e d fro m th e same p o p u la t i o n s . In o r d e r t o i d e n t i f y th e d e c is io n s upon w h ich th e above m en tio n e d re s p o n d e n ts a c t e d , i t was necessary to g a in fro m th e a r c h i t e c t u r a l community an i n d i c a t i o n o f those d e c is io n s w h ic h were o f th e g r e a t e s t im p o rta n c e d u r in g th e d e s ig n phase o f th e c o n s t r u c t i o n p r o j e c t . Once a l l th e d a ta had been c o l l e c t e d , q u e s t io n by q u e s tio n a n a l y s is was con du cted t o d e te rm in e th o s e a re a s in w hich th e bo ard members and th e board r e p r e s e n t a t iv e s were i n need o f i n s e r v i c e and t o d e te rm in e 1 f , in f a c t , t h e r e was an in c r e a s e d le v e l o f in v o lv e m e n t on th e p a r t o f those board members and b o ard r e p r e s e n t a t iv e s who were in v o lv e d i n th e c o n s t r u c t io n management p r o j e c t s . The a n a l y s i s was th e n summarized in C h a p te r 5 and c o n c lu s io n s were draw n. r e la tiv e Recommendations were made t o th e p r e s e r v i c e and i n s e r v i c e needs on a c a te g o r y by c a te g o ry b a s is . CHAPTER 4 ANALYSIS OF DATA C h a p te r 3 d e s c r ib e s th e methods by w hich th e d a ta f o r t h i s were g a th e r e d . These da ta a re p re s e n te d and a n a ly z e d in t h i s s tu d y c h a p te r. Comparisons a re made w i t h i n s e ts o f d a ta and a c ro s s s e ts o f d a ta f o r those p r o j e c t s e m p lo y in g th e c o n s t r u c t i o n management te c h n q iu e and tho se p r o je c t s e m p lo y in g th e t r a d i t i o n a l c o n s t r u c t i o n management t e c h n iq u e . The in f o r m a t io n I s p re s e n te d on a q u e s t io n by q u e s t io n b a s is f o r each o f th e 29 q u e s tio n s w h ic h a re c o n ta in e d w i t h i n It is t h is s tu d y . i n d i c a t e d in C h a p te r 3 t h a t th e q u e s t io n n a ir e s when a d m in is te r e d g e n e ra te 72 d a ta b i t s f o u r s e ts r e l a t e d t o : f o r each o f f o u r s e ts o f d a ta . These (1 ) th e p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence i n making th e d e c is io n s in a c o n s t r u c t io n management p r o j e c t ; ( 2 ) th e bo ard members' le v e l o f in v o lv e m e n t and competence in making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t ; (3 ) th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence 1n making th e d e c is io n management p r o j e c t ; in a t r a d i t i o n a l c o n s t r u c t i o n ( 4 ) th e b o ard meihbers' l e v e l o f in v o lv e m e n t and competence in making th e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o je c t. Because o f th e c o m p le x it y w hich th e approach g e n e ra te d , i t was necessary t o d i v i d e th e a n a l y s is i n t o two p a r t s . P a rt I was a q u e s t io n by q u e s tio n a n a l y s is o f : 1. P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t ; 60 2. P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ’ l e v e l o f competence i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t ; 3. P e rc e p tio n s o f th e bo ard members' le v e l o f in v o lv e m e n t i n making th e d e c is i o n in th e c o n s t r u c t i o n management p r o j e c t ; 4. P e rc e p tio n s o f th e bo ard members' l e v e l o f competence i n making th e d e c is i o n 5. in a c o n s t r u c t i o n management p r o j e c t , P e rc e p tio n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t ; 6. P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence 1n making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t ; 7. P e rc e p tio n s o f th e bo ard members' l e v e l o f in v o lv e m e n t in making t h e d e c is io n in a t r a d i t i o n a l 8. c o n s tru c tio n p r o je c t; P e rc e p tio n s o f th e board members' le v e l o f competence in making th e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t . P a rt I I 1. o f t h e a n a l y s is was d e sig n e d t o g a in : C om parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence in m aking th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t versu s a t r a d i t i o n a l c o n s tru c tio n p r o je c t. 2. C o m pa rative p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t versus a t r a d i t i o n a l c o n s tru c tio n p r o je c t. In o r d e r t o f u r t h e r c l a r i f y t h e a n a l y s is o f b o th P a r t I and P a r t I I , g ra p h ic r e p r e s e n t a t io n s o f each p o r t i o n o f th e q u e s tio n s were g e n e ra te d . The f o l l o w i n g in te r p r e tin g P a rt I : lege nd i s p r o v id e d f o r purposes o f 62 Legend Board R e p r e s e n ta tiv e Board Member - - - P r o je c t A r c h i t e c t __ P a rt I D e c is io n # 1 - D e te rm in in g th e Space R e la t io n s h ip s in Flow Diagrams - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t i n making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t Both th e bo ard r e p r e s e n t a t iv e s and th e bo ard members p e r c e iv e d the board r e p r e s e n t a t iv e s as h a v in g a h ig h le v e l o f in v o lv e m e n t 1n t h i s d e c i s i o n . T h is i s s u p p o rte d by t h e i r resp on ses o f 33.3% and 23.1%, r e s p e c t i v e l y f o r th e c a te g o r y "Made D e c is io n " and 66.7% and 61.5% f o r th e c a te g o r y " I n p u t D e c i s i o n . " T h e i r responses f o r th e ca te g o ry "No In v o lv e m e n t in D e c is io n " were m in im a l w i t h board r e p r e s e n t a t iv e s r e s p o n d in g a t a 0% le v e l and bo ard members i n d i c a t i n g o n ly a 15.4% re s p o n s e . The p r o j e c t a r c h i t e c t s s p l i t t h e i r responses eve n ly i n d i c a t i n g 33.3% in each o f th e c a t e g o r ie s "Made D e c is io n " , " I n p u t D e c is io n " and "No In v o lv e m e n t i n D e c is io n " (see F ig u re 1A ). 63 100.0 66.7 33 . 1 . 22 § 2W2 « F ig u re 1A. D e te rm in in g th e space r e l a t i o n s h i p s i n f l o w d ia g ra m s . - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t . W h ile th e responses were m ix e d , b o th th e board r e p r e s e n t a t iv e s and th e bo ard members ten de d t o p e r c e iv e th e board r e p r e s e n t a t iv e s as com petent t o p a r t i c i p a t e in th e d e c i s i o n . T h is i s s u p p o rte d by t h e i r responses o f 66.7% and 76.9%, r e s p e c t i v e l y f o r t h e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " w i t h o n ly 33.3% o f th e board r e p r e s e n t a t iv e s and 23.1% o f th e bo ard members p e r c e i v in g th e board r e p r e s e n t a t i v e as la c k in g th e e x p e r ie n c e n e ce ss a ry t o make th e d e c i s i o n . The p r o j e c t a r c h i t e c t s ag ree d u n a n im o u s ly t h a t th e b o ard r e p r e s e n t a t iv e s la c k e d th e competence t o make th e d e c is io n by re s p o n d in g 100% i n th e c a te g o ry "Lacked E x p e rie n c e t o Make D e c is io n " (see F ig u r e 1A ). As a r e s u l t o f th e a n a l y s is o f t h i s p a r t o f th e q u e s t i o n , i t would appear t h a t t h e le v e l o f In v o lv e m e n t o f t h e board r e p r e s e n t a t iv e s as p e r c e iv e d by th e m se lve s and th e board members when compared w i t h th e p e r c e p t io n s o f t h e p r o j e c t a r c h i t e c t s o f t h e i r competence in 64 p a rtic ip a tin g 1n th e d e c is io n w ould I n d i c a t e a m oderate need f o r I n s e r v ic e 1n t h i s a re a . - - P e r c e p t io n s o f th e bo ard members' in v o lv e m e n t i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The responses f o r t h i s p a r t o f th e q u e s tio n were mixed w i t h 15.4% o f th e bo ard members p e r c e i v in g th e y made d e c is io n s and 33.3% o f th e board r e p r e s e n t a t i v e s , 38.5% o f th e b o a rd members and 66.7% o f th e p ro je c t a r c h ite c ts p e r c e i v in g th e bo ard members' i n p u t i n th e d e c i s i o n , and 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 46.1% o f t h e bo ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s no in v o lv e m e n t i n th e d e c is io n i n d i c a t i n g t h a t th e board members had (see F ig u r e I B ) . 100.0 66 . 7_ 33. 3_ 8 > *u F ig u re I B . D e te rm in in g th e space r e l a t i o n s h i p s i n f lo w d ia g ra m s . There i s a s t r o n g i n d i c a t i o n t h a t t h e board members la c k th e competence t o p a r t i c i p a t e i n d e c is io n making i n t h i s a r e a . T h is 1s su p p o rte d by a response o f 100% 1n th e c a te g o r y "Lacked E x p e rie n c e t o Make D e c is io n " by both th e p r o j e c t a r c h i t e c t s and t h e board r e p r e s e n t a t iv e s . The board members responded a t t h e 72.7% le v e l in 65 t h i s area w i t h o n ly 27.3% o f th e bo ard members re s p o n d in g in the c a te g o ry " Q u a l i f i e d t o Make D e c is io n " (see F ig u re I B ) . W h ile t h e a n a l y s is i n d i c a t e d a m ixed re s p o n s e , board members o b v io u s ly a re in v o lv e d t o a degree in th e d e c is io n making i n t h i s a re a . When t h i s f a c t i s p a ir e d w i t h a s t r o n g i n d i c a t i o n la c k o f e x p e r ie n c e t o make th e d e c i s i o n , i t t h a t t h e r e 1s a becomes a p p a re n t t h a t in s e r v i c e f o r board members w ould be a p p r o p r i a t e in t h i s a re a . P o s s ib ly w i t h in c re a s e d competence w ould come In c re a s e d in v o v le m e n t. - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making t h e d e c is i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A h ig h le v e l o f In v o lv e m e n t i s i n d i c a t e d in t h i s area w i t h th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s a g re e in g a t th e 33% le v e l le v e l 1n th e c a te g o r y "Made D e c is io n " and a g re e in g a t th e 66.7% f o r th e c a te g o r y " I n p u t D e c i s i o n . " T h is i s r e i n f o r c e d by th e board members' response o f 77.8% in th e c a te g o r y " I n p u t D e c is io n " w i t h the o n ly response in th e c a te g o r y o f "No In v o lv e m e n t i n D e c is io n " b e in g t h e bo ard members a t a 22.2% le v e l (see F ig u r e 1C ). ion.Q_ 66.7 .. 33 1 £ — 4S 5 F ig u re 1C. D e te rm in in g th e space r e l a t i o n s h i p s in f lo w d ia g ra m s . 66 - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence in making t h e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The responses in t h i s a re a s t r o n g l y i n d i c a t e t h a t t h e o w n e r's r e p r e s e n t a t iv e s a re q u a l i f i e d t o make t h e d e c is i o n w i t h th e response o f 100% on th e p a r t o f b o th th e board r e p r e s e n t a t iv e s and th e p r o j e c t a rc h ite c ts 50% l e v e l . i n t h a t c a te g o r y w i t h th e board members re s p o n d in g a t a 37.5% o f th e b o ard members f e l t t h a t t h e i r r e p r e s e n t a t iv e s lacked th e e x p e r ie n c e t o make d e c is io n s in t h i s area w h ile 12.5% f e l t t h a t t h e c a t e g o r ie s " Q u a l i f i e d to Make D e c is o n " and "Lacked E xperience t o Make D e c is io n " d id n o t a p p ly t o t h i s q u e s t io n (see F ig u r e 1C ). As a r e s u l t o f t h i s th e re is little p a r t o f th e q u e s t io n , i t w ould ap pe ar t h a t r a t i o n a l e t o p r o v id e i n s e r v i c e f o r t h i s a r e a . - - P e r c e p t io n s o f th e bo ard members' le v e l o f in v o lv e m e n t in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Both th e b o ard r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s p e rc e iv e d th e board members in v o lv e m e n t in d e c is i o n making as r e l a t i v e l y m in o r. T h is i s s u p p o rte d by t h e responses o f 33% in th e c a te g o ry " I n p u t D e c is io n " by b o th th e bo ard r e p r e s e n t a t iv e s and t h e p r o j e c t a r c h i t e c t s and a response o f 66.7% i n th e c a te g o r y "No In v o lv e m e n t in D e c is io n . " The board members th e m se lve s p e r c e iv e d a s l i g h t l y h ig h e r le v e l o f in v o lv e m e n t w i t h 15.4% o f t h e i r responses in th e c a te g o r y "Made d e c i s i o n , " 38.5% o f t h e i r responses in th e c a te g o r y " I n p u t D e c is io n " and th e m a j o r i t y o f t h e i r responses (46.1% ) i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u re I D ) . 67 lon.o 33. —V © — t/» •© y v c v e ^ o Ji « a — u — X tfl « k **—i V O U Lhl F ig u re ID . D e te rm in in g th e space r e l a t i o n s h i p s i n f l o w d ia g ra m s . — P e rc e p tio n s o f th e board members' le v e l o f competence i n making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Both th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h t i e c t s responded a t t h e 33.3% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " w h i l e th e board members th e m se lve s responded a t th e 71.4% le v e l in t h i s a r e a . A lth o u g h t h i s i s a c o n s id e r a b le i n d i c a t i o n o f th e q u a l i ­ f i c a t i o n o f th e board members, i t i s o f f s e t by a 66.7% le v e l o f response in th e c a te g o r y "Lacked E x p e rie n c e t o Make D e c is io n " on th e p a r t o f both the board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s . them selves responded a t t h e 14.3% l e v e l The board members i n t h i s c a te g o r y w h ile 14.3% o f th e b o ard members f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e t o Make D e c is io n " d i d n o t a p p ly t o t h i s q u e s t io n . D e c is io n # 2 - S e l e c t i n g th e S i t e — P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t i n making th e d e c is i o n in a c o n s t r u c t i o n management p r o j e c t 68 The board members and th e p r o j e c t a r c h i t e c t s b o th f e l t t h a t th e board r e p r e s e n t a t iv e s had a h ig h le v e l o f In v o lv e m e n t i n t h i s d e c i s i o n . This 1s s u p p o rte d by t h e i r responses o f 23.1% and 33.3%, r e s p e c t i v e l y in th e c a te g o r y "Made D e c is io n " and 76.9% and 66.7% f o r th e c a te g o r y " I n p u t D e c is io n . " They b o th responded a t th e 0% l e v e l "No In v o lv e m e n t in D e c i s i o n . " i n th e c a te g o r y The bo ard r e p r e s e n t a t iv e s p e r c e iv e d t h e i r le v e l o f in v o lv e m e n t as c o n s id e r a b ly lo w e r w i t h an i n d i c a t i o n o f 0% 1n th e c a te g o r y "Made D e c i s i o n , " 66.7% i n th e c a te g o r y " I n p u t D e c is io n " and 33% o f t h e board r e p r e s e n t a t iv e s f e l t th e y had no in v o lv e m e n t i n th e d e c is i o n (see F ig u r e 2 A ) . 100.0 66 . 33. F ig u re 2A. S e le c t in g th e s i t e . - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence 1n making t h e d e c is io n In a c o n s t r u c t i o n management p r o j e c t Both th e board members and th e p r o j e c t a r c h i t e c t s f e l t t h a t th e board r e p r e s e n t a t iv e s were h i g h l y q u a l i f i e d t o make th e d e c i s i o n . T his 1s s u p p o rte d by th e responses o f 92.3% and 100%, r e s p e c t i v e l y 1n th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " w i t h o n ly 7.7% o f th e board members i n d i c a t i n g th e board r e p r e s e n t a t iv e s la c k e d th e e x p e rie n c e to 69 make th e d e c i s i o n . However, o n ly 33.3% o f th e bo ard r e p r e s e n t a t iv e s in d ic a t e d th e y f e l t q u a l i f i e d t o make th e d e c i s i o n , w h ile 66.7% responded in th e c a te g o r y "Lacked E x p e rie n c e t o Make D e c i s i o n . " p a r t ie s f e l t th e c a t e g o r ie s A ll " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xperience t o Make D e c is io n " were a p p r o p r i a t e as a p p lie d t o t h i s q u e s tio n (see F ig u r e 2 A ). The a n a l y s is o f t h i s p o r t i o n o f th e q u e s t io n i n d i c a t e s a m o d e ra te ly h igh l e v e l o f In v o lv e m e n t in making th e d e c is io n and a v e ry h ig h le v e l o f competence i n t h i s d e c is io n a r e a . The r e s u l t s o f t h i s a n a l y s is tend t o i n d i c a t e t h a t t h e r e i s no need t o I n s e r v i c e board r e p r e s e n t a t i v e s . — P e rc e p tio n s o f th e bo ard members' in v o lv e m e n t i n m aking the d e c is io n i n a c o n s t r u c t i o n management p r o j e c t The responses t o t h i s p a r t o f t h e q u e s t io n were m ix e d , w i t h 33.3% o f th e board r e p r e s e n t a t i v e s , 42.9% o f th e bo ard members and 66.7% o f the p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y "Made D e c i s i o n . " W hile b o a rd r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s agreed a t th e 33.3% le v e l i n th e c a te g o r y " I n p u t D e c i s i o n , " bo ard members responded a t th e 50% le v e l in t h is c a te g o ry . Board r e p r e s e n t a t iv e s responded a t th e 33.3% le v e l w h i l e board members responded a t t h e 7.1% le v e l c a te g o ry "No In v o lv e m e n t i n D e c i s i o n . " a t th e 0% le v e l P ro je c t a r c h ite c ts in th e responded 1n t h i s c a te g o r y (see F ig u r e 2 B ). - - P e r c e p t io n s o f th e bo ard members' le v e l o f competence in m aking th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t A ll t h r e e p o p u la t io n s agreed a t th e 100% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " i n d i c a t i n g t h a t th e y f e l t t h a t th e board members were h i g h l y q u a l i f i e d t o p a r t i c p a t e in t h i s are a w i t h c o rre s p o n d in g responses o f 0% in th e c a t e g o r ie s "Lacked E x p e rie n c e t o Make D e c is io n " and "Does Not A p p ly t o T h is Q u e s tio n " ( s e e F ig u r e 2 B ). 70 100.0 66.7_ 3 3 .3_ a(i eo JC 4» l* 2! . F ig u re 2B. u « c ^« e o a*-u «— X W U D e te r m in in g m a jo r e n t r a n c e s . — P e r c e p tio n s o f t h e b o a rd members' l e v e l o f com petence i n m aking th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t The resp on ses in t h i s a re a were m ix e d , w i t h b o a rd r e p r e s e n t a t i v e s re s p o n d in g a t t h e 33.3% le v e l , b o a rd members r e s p o n d in g a t t h e 38.5% le v e l and th e p r o j e c t a r c h i t e c t s r e s p o n d in g a t th e 66.7% l e v e l c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " f o r th e The b o a rd r e p r e s e n t a t i v e s and members i n d i c a t e d a c o n s id e r a b le l a c k o f e x p e r ie n c e n e c e s s a ry t o make t h i s d e c is i o n by r e s p o n d in g a t th e 66.7% and t h e 61.5% l e v e l , w h ile th e p r o j e c t a r c h i t e c t s c a te g o ry . A ll resp on de d a t th e 33.3% l e v e l r e s p e c tiv e ly , in t h a t re s p o n d e n ts f e l t t h e c a t e g o r y " Q u a l i f i e d t o Make D e c is io n " and "L a cke d E x p e rie n c e N e ce ssa ry t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 3 8 ) . W h ile th e a n a l y s i s I n d i c a t e d a m ixed re s p o n s e , b o a rd members o b v io u s l y a r e I n v o lv e d t o a degree i n th e d e c i s i o n m aking i n Because o f t h e r e l a t i v e l y h ig h i n d i c a t i o n E x p e rie n c e N e ce ssa ry t o Make D e c i s i o n , " i t t h is are a . i n t h e c a t e g o r y "L acke d is a p p a re n t t h a t in s e r v ic e 76 1n t h i s are a w o u ld be a p p r o p r i a t e f o r board members. - - P e r c e p t io n s o f t h e bo ard r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t 1n making th e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t P e rc e p tio n s o f th e le v e l o f In v o lv e m e n t o f board members in t h i s d e c is io n 1s r e l a t i v e l y lo w , w i t h th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s a g re e in g a t D e c is io n , " c a te g o r y . th e 33.3% le v e l in th e c a te g o r y "Made w h i l e bo ard members responded a t th e 11.1% le v e l fo r th a t 33.3% o f t h e b o a rd r e p r e s e n t a t iv e s and 44.4% o f th e board members responded in th e c a te g o r y " I n p u t D e c i s i o n , " how ever, th e p r o j e c t a rc h ite c ts responded a t th e 0% le v e l f o r t h is c a te g o ry . There was a r e la tiv e ly h ig h le v e l o f response in th e c a te g o r y "No In v o lv e m e n t 1n D e c is io n , " w i t h 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 44.4% o f th e board members and 66.7% o f t h e p r o j e c t a r c h i t e c t s re s p o n d in g i n t h i s c a te g o r y (see F ig u re 3 C ). 10(1.Q_ 66. 7_ 3 3 .i . O » m tv Io ^V u F ig u re 3C. D e te rm in in g m a jo r e n tra n c e s . 77 — P e rc e p tio n s o f t h e b o a rd r e p r e s e n t a t i v e s ' le v e l o f competence in making t h e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The responses t o t h i s p o r t i o n o f t h e q u e s t io n were m ix e d , w i t h board r e p r e s e n t a t iv e s re s p o n d in g a t th e 66.7% l e v e l , b o ard members re s p o n d in g a t th e 50% l e v e l and p r o j e c t a r c h i t e c t s r e s p o n d in g a t th e 33.3% l e v e l in the c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 33.3% o f th e board r e p r e s e n t a t iv e s , 50% o f th e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c is io n . " A ll re sp o n d e n ts f e l t t h a t c a t e g o r ie s " Q u a lifie d to Make D e c is io n " and "Lacked E x p e rie n c e t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 3C). The a n a l y s is o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s a r e l a t i v e l y low le v e l o f in v o lv e m e n t i n making th e d e c is i o n w i t h a m oderate i n d i c a t i o n t h a t th e r e p r e s e n t a t iv e s were q u a l i f i e d T h e re fo r e , t h e r e i s little t o make th e d e c i s i o n . r a t i o n a l e t o p r o v id e i n s e r v i c e f o r t h i s a r e a . - - P e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The board members' l e v e l o f in v o lv e m e n t in t h i s d e c is i o n was q u i t e lo w , w i t h board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s re s p o n d in g a t the 0% le v e l and bo ard members re s p o n d in g a t th e 12.5% l e v e l c a te g o ry "Made D e c i s i o n . " i n th e O nly 33.3% o f th e board r e p r e s e n t a t i v e s , 37.5% o f th e bo ard members and 33.3% o f th e p r o j e c t a r c h t i e c t s responded in th e c a te g o r y " I n p u t D e c is io n , " w i t h a m a j o r i t y o f t h e re s p o n d e n ts p e r c e iv in g no in v o lv e m e n t in th e d e c i s i o n . T h is i s s u p p o rte d by a 66.7% response on th e p a r t o f b o th t h e bo ard r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s w h i l e th e b o a rd members responded a t t h e 50% le v e l in t h i s c a te g o r y (see F ig u re 3D). 4 78 loo.q_ 66 . 7_ 3 3 .3_ F ig u re 3D. D eterm lng m a jo r e n t r a n c e s . - - P e r c e p t io n o f th e board members' l e v e l o f competence 1n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The response t o t h i s p o r t i o n o f th e q u e s tio n 1s somewhat m ix e d , w it h 66.7% o f t h e board r e p r e s e n t a t i v e s , 42.9% o f th e board members and 22.2% o f th e p r o j e c t a r c h t l e c t s re s p o n d in g in th e c a te g o r y " Q u a l i f i e d to Make D e c is io n , " w h i l e 33.3% o f th e board r e p r e s e n t a t i v e s , 57.1% o f th e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "Lacked E xp e rie n c e N ecessary t o Make D e c is io n . " A ll resp ondents f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d to Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u re 3D ). S ince th e l e v e l o f in v o lv e m e n t o f th e board members 1n making t h i s d e c is io n was q u i t e lo w , even though th e response in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " was s l i g h t l y lo w e r th a n th e response in the c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c is io n " , i n s e r v l c e f o r board members in t h i s d e c is io n are a w ould p r o b a b ly be i n a p p r o p r i a t e . 79 D e c is io n # 4 - E s t a b l i s h i n g D riv e s and E n tra n c e s O f f M a jo r S t r e e t s - - P e r c e p t io n s o f t h e b o ard r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t 1n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The response f o r t h i s p o r t i o n o f th e q u e s t io n was somewhat mixed w it h bo ard r e p r e s e n t a t iv e s re s p o n d in g a t t h e 0% l e v e l , board members resp on ding a t th e 30.8% le v e l and p r o j e c t a r c h i t e c t s 33.3% l e v e l f o r t h e c a te g o r y "Made D e c i s i o n . " re s p o n d in g a t th e Both bo ard r e p r e s e n ­ t a t i v e s and p r o j e c t a r c h i t e c t s a g ree d a t th e 33.3% l e v e l and bo ard members responded a t th e 53.8% le v e l f o r th e c a te g o r y " I n p u t D e c i s i o n . " 66,7% o f th e board r e p r e s e n t a t iv e s f e l t t h a t th e y had no in v o lv e m e n t in th e d e c is io n , w h ile o n ly 15.4% o f th e bo ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded i n t h i s c a te g o r y (see F ig u r e 4 A ) . 100.0 66.7 33. di e 3 vt Uk c F ig u re 4A. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . —P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f competence 1n making th e d e c is i o n in a c o n s t r u c t i o n management p r o j e c t W h ile th e board members and th e p r o j e c t a r c h i t e c t s I n d ic a t e d a r e l a t i v e l y h ig h l e v e l o f q u a l i f i c a t i o n on t h e p a r t o f t h e board r e p r e s e n t a t iv e s w i t h a 77.0% response on th e p a r t o f th e board 80 members and a 66.7% response on th e p a r t o f th e p r o j e c t a r c h i t e c t s , board members f e l t t h a t th e y la c k e d th e n e c e s s a ry e x p e r ie n c e by re s p o n d in g a t the 100% le v e l in t h a t c a te g o ry . Board members responded a t th e 23% le v e l and p r o j e c t a r c h i t e c t s responded a t t h e 33.3% le v e l "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A ll i n th e c a te g o r y re s p o n d e n ts f e l t the c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s tio n (see F ig u r e 4 A ). The a n a l y s is o f t h i s p o r t i o n o f t h e q u e s t io n in d i c a t e s t h a t both the p r o j e c t a r c h i t e c t s and board members f e l t th e owner was r e l a t i v e l y a c t iv e in th e making o f t h i s d e c is io n and a ls o f e l t t h a t he was re a s o n a b ly q u a l i f i e d t o d o s o , w h i l e th e board r e p r e s e n t a t iv e s the m selve s in d ic a t e d a r e l a t i v e l y lo w l e v e l o f In v o lv e m e n t and s t r o n g p e r c e p t io n s o f la c k in g t h e e x p e r ie n c e f o r making t h e d e c i s i o n . T h is w ould te n d t o I n d ic a t e a need f o r i n s e r v i c e f o r th e o w n e r's r e p r e s e n t a t i v e . P o s s ib ly w ith a g r e a t e r u n d e r s ta n d in g o f th e in f o r m a t io n n e c e s s a ry to make t h i s d e c is i o n , th e l e v e l o f p a r t i c i p a t i o n w ould in c r e a s e . — P e rc e p tio n o f th e board member's in v o lv e m e n t in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t Both th e p r o j e c t a r c h i t e c t s and th e bo ard r e p r e s e n t a t iv e s I n d ic a t e d a 0% resp on se in t h e c a te g o r y "Made D e c is o n , " w h ile th e board members responded a t th e 30.8% l e v e l . responded a t th e 0% l e v e l , The board r e p r e s e n t a t iv e s board members responded a t th e 38.5% le v e l and p r o j e c t a r c h i t e c t s responded a t t h e 66.7% le v e l "In p u t D e c is io n ." le v e l 1n th e c a te g o r y W h ile board r e p r e s e n t a t iv e s responded a t th e 100% in th e c a t e g o r y "No In v o lv e m e n t i n D e c i s i o n " , board members responded a t th e 30.8% le v e l and p r o j e c t a r c h i t e c t s responded a t th e 33.3 le v e l in t h a t c a t e g o r y (see F ig u r e 4 B ). 81 100.0 66 . 7_ 33. 3_ **5 QU K*“ « F ig u re 4B. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . - - P e r c e p t io n s o f th e board members' le v e l o f competence 1n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t Both board members and p r o j e c t a r c h i t e c t s f e l t th e board members were somewhat q u a l i f i e d to make th e d e c i s i o n . T h is 1s s u p p o rte d by responses o f 53.8% and 33.3% r e s p e c t i v e l y f o r t h a t c a t e g o r y . Board r e p r e s e n t a t iv e s , on th e o t h e r hand, f e l t s t r o n g l y t h a t th e board members lacked th e e x p e r ie n c e n e c e s s a ry to make th e d e c i s i o n . T h is i s s u p p o rte d w it h a response o f 100% in t h a t c a t e g o r y , w h i l e 33.5% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " 7.7% o f th e board members f e l t t h a t t h e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary to Make D e c is io n " were in a p p r o p r i a t e f o r t h i s p o r t i o n o f th e q u e s t io n (see F ig u r e 4 B ). Even though th e a n a l y s is o f t h i s q u e s t io n I n d ic a t e s t h a t t h e board r e p r e s e n t a t iv e s p e r c e iv e d no in v o lv e m e n t 1n making t h i s d e c i s i o n , both the board members and th e p r o j e c t a r c h i t e c t s p e r c e iv e d a m oderate l e v e l 82 o f p a r tic ip a tio n in making t h i s d e c i s i o n . When t h i s i s compared w i t h the responses in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n and "Lacked E xperience Necessary t o Make D e c i s i o n , " 1 t becomes a p p a re n t t h a t i n s e r v i c e f o r board members r e l a t i v e t o th e d e c is i o n w ould be a p p r o p r i a t e . — P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t 1n making th e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The p e r c e iv e d l e v e l o f In v o lv e m e n t o f th e board r e p r e s e n t a t iv e s q u it e h i g h , w i t h 37.5% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y "Made D e c is io n " and th e board r e p r e s e n t a t iv e s r e s p o n d in g a t th e 100% l e v e l D e c is io n . " 1n th e c a t e g o r y " I n p u t Board members responded a t th e 62.5% l e v e l and p r o j e c t a r c h i t e c t s responded a t th e 33.3% l e v e l f o r t h i s c a t e g o r y . Board members responded a t o n ly 12.5% l e v e l , w h i l e th e p r o j e c t a r c h i t e c t s responded a t th e 33.3% le v e l i n t h e c a te g o r y "No In v o lv e m e n t 1n D e c is io n " (see F ig u r e 4C ). 66. 7_ 3 3 .1 . ^ VO m%*i ~a X u ^ F ig u re 4C. P 4» eU^4f C 9 H U— X ■V t (*— £ i 1— E s ta b lis h in g d r iv e s and e n tra n c e s o f f m a jo r s t r e e t s . is 83 — P e rc e p tio n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f competence 1n making th e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The p e r c e p t io n s a re t h a t th e board r e p r e s e n t a t iv e s a re h i g h l y q u a l i f i e d t o make t h e d e c i s i o n . T h is i s s u p p o rte d by th e responses o f board r e p r e s e n t a t iv e s a t th e 100% l e v e l , board members a t t h e 87.5% le v e l and p r o j e c t a r c h i t e c t s a t th e 66.7% l e v e l , w h i l e o n ly 12.5% o f the board members and 33.3% o f t h e p r o j e c t a r c h i t e c t s responded in the c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A ll th e respondents f e l t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s p o r t i o n o f th e q u e s t io n (see F ig u r e 4C ). A n a ly s is o f t h i s p o r t i o n o f t h e q u e s tio n i n d i c a t e s t h a t w h i l e th e p e rc e iv e d l e v e l o f in v o lv e m e n t o f t h e board r e p r e s e n t a t iv e s i s q u i t e h ig h , th e y a re a l s o p e rc e iv e d as b e in g v e ry q u a l i f i e d t o make th e d e c i s i o n i t h e r e f o r e , i n s e r v i c e f o r board r e p r e s e n t a t iv e s i n t h i s area appears t o be u n n e c e s s a ry . - - P e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t i n m aking th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The response to t h i s p o r t i o n o f th e q u e s t io n i s m ix e d , w i t h both the board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 0% le v e l and th e board members re s p o n d in g a t th e 25% l e v e l c a te g o ry "Made D e c i s i o n . " in th e 66.7% o f th e board r e p r e s e n t a t i v e s , 50% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded in the c a te g o r y " I n p u t D e c i s i o n , " w h ile 33.3% o f th e board r e p r e s e n t a t i v e s , 25% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s the board members were n o t in v o lv e d in th e d e c is i o n f e l t th a t (see F ig u r e 4 D ). 84 100.Q_ ._ 66 7 ._ 33 3 F ig u re 4D. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . - - P e r c e p t io n s o f th e board members' le v e l o f competence 1n making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Both th e board r e p r e s e n t a t iv e s and th e board members f e l t t h a t th e board members were h i g h l y q u a l i f i e d to make th e d e c is i o n . T h is is sup po rted w i t h responses o f 66.7% and 71.4% r e s p e c t i v e l y in th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n , " w h ile p r o j e c t a r c h i t e c t s responded a t th e 33.3% le v e l f o r t h i s c a t e g o r y . The board r e p r e s e n t a t iv e s responded a t the 33.3% le v e l , board members a t th e 28.6% l e v e l and p r o j e c t a r c h i t e c t s a t t h e 66.7% le v e l 1n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " A ll re s p o n d e n ts f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xp e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s p o r t i o n o f t h e q u e s tio n (see F ig u r e 4 D ). In a n a ly z in g t h i s p o r t i o n o f t h e q u e s t io n , it is a p p a re n t t h a t th e p e rc e iv e d l e v e l o f in v o lv e m e n t 1n making th e d e c is io n i s m o d e ra te , w h ile both board members and board r e p r e s e n t a t iv e s f e e l t h a t th e board 85 members a re q u a l i f i e d t o make t h e d e c is i o n w i t h th e p r o j e c t a r c h i t e c t s e x p re s s in g re a s o n a b le do ubts in t h i s a r e a . T a k in g a l l fa c to rs in to c o n s id e r a t i o n , t h e r e w ould appear t o be a m oderate need f o r i n s e r v i c e r e l a t i v e to t h i s d e c i s i o n . D e c is io n # 5 - D e te rm in in g C o n s id e r a t io n s f o r F u tu re Expansion — P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t in making th e d e c is i o n in a c o n s t r u c t i o n management p r o j e c t A v e ry h ig h l e v e l o f in v o lv e m e n t was in d i c a t e d i n t h i s a re a w i t h 33.3% o f th e b o ard r e p r e s e n t a t i v e s , 16.7% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in the "Made D e c is io n " c a te g o ry and 66.7% o f th e board r e p r e s e n t a t i v e s , 83.3% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y "In p u t D e c is io n ." These p e rc e n ta g e s c o n s t i t u t e 100% re s p o n s e . was no i n d i c a t i o n in th e c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u r e 5 A ) . 100.0 66. 7_ 3 3 . 1. S u e H a-ss F ig u re 5A. ^ £ VI u 4i e 01 «f Sj w M 1*1 31g-l D e te rm in in g c o n s id e r a tio n s f o r f u t u r e e x p a n s io n . There 86 - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f competence 1n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t W h ile t h e p e r c e p t io n s 1n t h i s area were somewhat m ixe d , t h e r e was a s t r o n g i n d i c a t i o n t h a t th e board r e p r e s e n t a t iv e s were q u a l i f i e d to make t h i s d e c is io n w i t h 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 84.6% o f the board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g 1n th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n . " 33.3% o f th e board re p re s e n ­ t a t i v e s , o n ly 7,7% o f th e b o ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded 1n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c is io n . " 7.7% o f th e board members f e l t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were in a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s tio n (see F ig u re 5 A ) . In a n a ly z in g t h i s p a r t o f t h e q u e s t io n , i t w o uld ap pe ar t h a t because o f th e h ig h l e v e l o f in v o lv e m e n t w hich i s p e rc e iv e d on th e p a r t o f th e board r e p r e s e n t a t iv e s and because t h e r e i s some d o ub t c r e a t e d by th e response o f th e p r o j e c t a r c h i t e c t s and th e board r e p r e s e n t a t iv e s in th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c is io n , " t h e r e is a t l e a s t a moderate need i d e n t i f i e d f o r t h e i n s e r v i c e o f board r e p r e s e n t a t iv e s r e l a t i v e t o t h i s d e c is i o n . - - P e r c e p t io n s o f th e board members' in v o lv e m e n t i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The p e rc e n ta g e s f o r t h i s p a r t o f th e q u e s t io n I n d i c a t e a v e ry hig h le v e l o f in v o lv e m e n t w i t h board r e p r e s e n t a t iv e s re s p o n d in g a t th e 33.3% le v e l and board members re s p o n d in g a t th e 30.8% le v e l 1n th e c a te g o ry "Made D e c is io n " and 66.7% o f th e board r e p r e s e n t a t i v e s , 69.2% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y " I n p u t D e c i s i o n . " As much as th e s e p e rc e n ta g e s t o t a l 100% I n p u t on th e p a r t o f th e re s p o n d e n ts , t h e r e were no i n d i c a t i o n s 87 In th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 5 B ). .. 33 1 F ig u re 5B. D e te rm in in g c o n s id e r a t i o n s f o r f u t u r e e x p a n s io n . - - P e r c e p t io n s o f th e bo ard members' le v e l o f competence in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The board members p e r c e iv e d th e m se lve s as v e ry com petent t o make th e d e c is io n and in d i c a t e d so by re s p o n d in g a t th e 92.3% le v e l in th e c a te g o ry " Q u a l i f i e d to Make D e c is io n " w h i l e th e board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s responded a t th e 33.3% l e v e l . a r c h i t e c t s and board r e p r e s e n t a t iv e s Both th e in d i c a t e d a r e l a t i v e l y h ig h le v e l o f doubt by re s p o n d in g a t th e 66.7% le v e l i n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n " , w h i l e o n ly 7.7% o f t h e board members responded i n t h i s c a t e g o r y . c a t e g o r ie s A ll re s p o n d e n ts f e l t t h a t th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r ia t e t o t h i s p a r t o f th e q u e s tio n (see F ig u r e 5 B ). I t appeared t h a t th e a n a l y s is o f t h i s p a r t o f th e q u e s tio n w o uld i n d i c a t e c o n s id e r a b le need t o i n s e r v i c e board members r e l a t i v e t o t h i s 88 d e c is io n . T h is 1s s u p p o rte d by th e h ig h le v e l o f In v o lv e m e n t w hich was p e rc e iv e d by a l l th e re s p o n d e n ts p a ir e d w i t h a s t r o n g I n d i c a t i o n t h a t th e board members la c k e d th e e x p e rie n c e t o make th e d e c i s i o n . - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The b o a rd r e p r e s e n t a t iv e s responded a t th e 0% l e v e l w h i l e th e board members responded a t 1 1 .1 * le v e l and th e p r o j e c t a r c h i t e c t s responded a t th e 66.7% le v e l 1n th e c a te g o r y "Made D e c i s i o n . " Board r e p r e s e n t a t iv e s responded a t t h e 100% le v e l w h ile board members r e ­ sponded a t th e 33.3% le v e l 1n th e c a te g o r y " I n p u t D e c i s i o n . " Responses 1n bo th o f th e s e c a t e g o r ie s i n d i c a t e a h ig h p e r c e iv e d l e v e l o f in v o lv e m e n t. S in ce th e s e p e rc e n ta g e s t o t a l no i n d i c a t i o n s 100% re s p o n s e , t h e r e were in th e c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u re 5 C ) . — P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The board r e p r e s e n t a t iv e s were p e r c e iv e d as e x tr e m e ly com petent t o make t h i s d e c is io n w i t h 100% o f th e board r e p r e s e n t a t i v e s , 62.5% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in the c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " O nly 37.5% o f th e bo ard members responded i n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A l l th e re s p o n d e n ts f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s t io n (see F ig u r e 5C ). The a n a l y s is o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s t h a t even though t h e r e 1s a h ig h l e v e l o f p e r c e iv e d in v o lv e m e n t i n t h i s d e c is io n because o f th e h ig h le v e l o f competence p e r c e iv e d by th e re s p o n d e n ts , need f o r i n s e r v i c e f o r b o ard r e p r e s e n t a t i v e s i n t h i s are a i s v e ry m in o r . 89 F ig u re 5C. D e te rm in in g c o n s id e r a t i o n s f o r f u t u r e e x p a n s io n . - - P e r c e p t io n s o f th e board members' l e v e l o f In v o lv e m e n t i n making th e d e c is io n I n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members were p e rc e iv e d as h a v in g a m oderate le v e l o f in v o lv e m e n t in t h i s d e c is io n w i t h 0% o f th e b o a rd r e p r e s e n t a t i v e s , 12.5% o f th e b o a rd members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y "Made D e c is io n " and 66.7% o f th e board r e p r e s e n t a t i v e s , 62.5% o f th e b o ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s 1n th e c a te g o r y " I n p u t D e c i s i o n . " re s p o n d in g However, 33.3% o f th e board r e p r e s e n t a t i v e s , 25.5% o f th e bo ard members and 33.3% o f t h e p r o j e c t a r c h ite c ts responded in t h e c a te g o r y "No In v o lv e m e n t 1n D e c is io n (see F ig u r e 5 D ) . 90 ioo. q_ 66. L. 3 3 .1 . F ig u re 50. D e te rm in in g c o n s id e r a t i o n s f o r f u t u r e e x p a n s io n . — P e rc e p tio n s o f th e board members' l e v e l o f competence in making d e c is io n s i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The response t o t h i s p o r t i o n o f th e q u e s t io n was mixed w i t h 33.3% o f th e board r e p r e s e n t a t i v e s , 56.7% o f th e p r o j e c t a r c h i t e c t s 57.1% o f th e board members and re s p o n d in g in th e c a te g o r y " Q u a l i f i e d to Make D e c i s i o n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 42.9% o f the bo ard members and 0% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g i n th e c a te g o ry "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " th e p r o je c t a rc h ite c ts f e l t t h a t th e c a t e g o r ie s 33.3% o f " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s p o r t i o n o f th e q u e s t io n (see F ig u r e 5 D ) . A n a ly s is o f t h i s p o r t i o n o f th e q u e s t io n , though th e responses a re m ixed, w ould i n d i c a t e a s u f f i c i e n t amount o f In v o lv e m e n t and a s u f f i c i e n t la c k o f e x p e rie n c e n e c e s sa ry t o make th e d e c is io n s t o j u s t i f y in s e r v i c e f o r bo ard members r e l a t i v e t o th e p a r t i c u l a r d e c i s i o n . 91 D e c is io n # 6 - D e te r m in in g th e I n t e g r a t i o n o f A r c h i t e c t u r a l and M echanical S y s te m s - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t in making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t The p e r c e iv e d l e v e l o f board r e p r e s e n t a t i v e In v o lv e m e n t in t h i s d e c is io n was m o d e ra te ly lo w w i t h no responses in th e c a te g o r y "Made D e c is io n . " Board r e p r e s e n t a t iv e s responded a t th e 33.3% l e v e l , board members a t th e 69.2% le v e l and p r o j e c t a r c h i t e c t s a t th e 33.3% le v e l i n the c a te g o r y " I n p u t D e c i s i o n . " However, i n th e c a te g o r y "No In v o lve m e n t i n D e c is io n " th e board r e p r e s e n t a t iv e s responded a t th e 66.7% le v e l w h ile bo ard members responded a t th e 30.8% l e v e l and p r o j e c t a rc h ite c ts responded a t th e 66.7% l e v e l (see F ig u r e 6 A ) . - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t Both th e board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s responded a t th e 0% le v e l w h i l e board members responded a t th e 53.8% le v e l i n th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n . " Board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s agreed a t th e 100% le v e l in th e c a te g o r y "Lacked E xp e rie n ce N ecessary t o Make D e c is io n " w h i l e b o ard members responded a t the 38.5% l e v e l the c a t e g o r ie s in t h i s c a te g o ry . 7.7% o f th e board members f e l t t h a t " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xp e rie n ce Necessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s tio n p a r t o f th e (see F ig u r e 6 A ) . W ith th e a n a ly s is o f t h i s p a r t o f t h e q u e s t io n showing a m o d e r a te ly low le v e l o f in v o lv e m e n t and a v e ry low le v e l o f com petence, th e c o n c lu s io n c o u ld be drawn t h a t t h i s d e c is io n s h o u ld be l e f t i n th e a r c h i t e c t u r a l e n g in e e r in g p r o f e s s i o n . A t th e v e ry m o st, i t w ould i n d i c a t e o n ly a m oderate need f o r i n s e r v i c e f o r board r e p r e s e n t a t iv e s re la tiv e t o t h i s d e c is io n a re a . 92 100.0 66. 7_ 33.3_ F ig u re 6A. 4»« o C XW * _ C U-X 1» o c « V « V ■ —X VI i** ^Mi D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l m echanical syste m s. and - - P e r c e p t io n o f t h e bo ard members' in v o lv e m e n t i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t T h is p a r t o f th e q u e s tio n in d i c a t e s an e x tr e m e ly lo w le v e l o f In v o lv e m e n t p e r c e iv e d r e l a t i v e t o board members' p a r t i c i p a t i o n w i t h board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s a g r e e in g a t th e 0% le v e l and board members re s p o n d in g a t th e 7.1% le v e l D e c is io n . " i n th e c a te g o r y "Made The bo ard r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s agreed a t th e 0% le v e l i n th e c a te g o r y " I n p u t D e c is io n " and board members responded a t th e 35.7% le v e l i n t h a t c a te g o r y (see F ig u r e 6 B ) . 93 100.0 66 . 7_ 3 3 . 3_ F ig u re 6B. D e te r m in in g th e i n t e g r a t i o n o f a r c h l t e c t u r a l m echanical syste m s. and — P e rc e p tio n s o f th e board members' l e v e l o f competence i n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t The b o ard members were p e r c e iv e d t o have a v e r y low le v e l competence i n making t h i s of d e c is io n w i t h o n ly 15.4% o f th e board members re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n " , w h i l e 100% o f th e bo ard r e p r e s e n t a t i v e s , 84% o f th e bo ard members and 66.7% o f the p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " 33.3% o f th e p r o j e c t a r c h i t e t e c t s in d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xperience N ecessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s t io n (see F ig u r e 6 B ). The a n a l y s is o f th e responses p r o b a b ly i n d i c a t e t h a t t h i s 1s an area i n w h ich b o ard members s h o u ld n o t p a r t i c i p a t e , and as a r e s u l t , I n s e r v ic e r e l a t i v e in a p p r o p r ia te . to t h is d e c is io n f o r bo ard members w ould n o t be 94 — P e rc e p tio n o f th e board r e p r e s e n t a t i v e s ' le v e l o f In v o lv e m e n t 1n making th e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The responses 1n t h i s area were m ix e d . The b o ard r e p r e s e n t a t iv e s were p e r c e iv e d t o have a moderate le v e l o f in v o lv e m e n t 1n t h i s d e c is io n w it h board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s a g r e e in g a t th e 0% le v e l and b o ard r e p r e s e n t a t iv e s re s p o n d in g a t th e 1 1 .1 * l e v e l c a te g o ry "Made D e c i s i o n . " in th e The bo ard r e p r e s e n t a t iv e s responded a t th e 66.7% l e v e l , bo ard members a t th e 33.3% le v e l and p r o j e c t a r c h i t e c t s a t a 33.3% le v e l f o r th e c a te g o r y " I n p u t D e c i s i o n . " H o se ve r, 33.3% o f th e b o ard r e p r e s e n t a t i v e s , 55.6% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s f e l t t h a t th e bo ard r e p r e s e n t a t iv e s had no in v o lv e m e n t and in d i c a t e d so by re s p o n d in g i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 6C ). loo.o. 66.7 33.i. V £ F ig u re 6C. D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical syste m s. £ 95 - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A r e la tiv e ly lo w le v e l o f competence was p e r c e iv e d by a l l respondents w i t h board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s a g re e in g a t th e 0% l e v e l and board members re s p o n d in g a t th e 25% l e v e l in th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 62.5% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a t e g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " 33.3% o f th e board r e p r e s e n t a t iv e s and 12.5% o f th e board members f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s t io n (see F ig u r e 6C). The a n a l y s i s i n d i c a t e s t h a t because o f th e m oderate l e v e l o f p e rc e iv e d in v o lv e m e n t in t h i s d e c is io n and th e e x tr e m e ly lo w l e v e l o f p e rc e iv e d competence t o make t h i s d e c i s i o n , i n s e r v i c e in t h i s area f o r board r e p r e s e n t a t iv e s would be a p p r o p r i a t e . — P e rc e p tio n s o f t h e board members' le v e l o f in v o lv e m e n t i n making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A v e ry low le v e l o f in v o lv e m e n t on th e p a r t o f bo ard members was in d i c a t e d w i t h no responses in th e c a te g o r y "Made D e c is io n " and o n ly 33.3% o f th e board r e p r e s e n t a t iv e s and 25% o f th e board members re sp o n d in g i n th e c a te g o r y " I n p u t D e c i s i o n . " However, 66.7% o f th e board r e p r e s e n t a t i v e s , 75% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s in d i c a t e d t h a t board members were n o t in v o lv e d 1n t h i s d e c is io n (see F ig u r e 6D). 96 3 3.3_ 01 O I,s a F ig u re 6D. D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l m echanical system s. and - - P e r c e p t io n s o f th e bo ard members' le v e l o f competence in making t h e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members were p e r c e iv e d t o la c k th e competence n e c e s s a ry t o make th e d e c i s i o n . T h is was s u p p o rte d by 14.3% response o f th e board members i n th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " , w h ile 66.7% o f the bo ard r e p r e s e n t a t i v e s , 57.1% o f th e bo ard members and 100% o f th e p r o je c t a r c h it e c t s responded in th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " 33.3% o f th e bo ard r e p r e s e n t a t iv e s and 28.6% o f th e bo ard members f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were i n a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 6 D ). W hile t h e r e i s as in v o lv e d i n t h i s sm all i n d i c a t i o n t h a t bo ard members a re p e r c e iv e d d e c i s i o n , th e extrem e la c k o f competence and even in a p p r o p r ia t e n e s s in d i c a t e d p r o b a b ly s i g n i f i e s t h a t t h i s i s an area which s h o u ld be l e f t t o th e a r c h i t e c t u r a l and e n g in e e r in g com m unity. No i n s e r v i c e w ould be recommended f o r t h i s a re a . 97 D e c is io n # 7 - D e te r m in in g th e I n t e r f a c e Between E l e c t r i c a l M echanical Systems and - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t A r e l a t i v e l y low le v e l o f in v o lv e m e n t i s i n d i c a t e d w i t h no responses in th e c a te g o r y "Made D e c is io n " and b o a rd r e p r e s e n t a t iv e s resp on ding a t th e 0% l e v e l , board members re s p o n d in g a t th e 58.3% le v e l and p r o j e c t a r c h i t e c t s c a te g o ry " I n p u t D e c i s i o n . " re s p o n d in g a t th e 33.3% l e v e l i n th e However, 100% o f th e b o ard r e p r e s e n t a t i v e s , 41.7% o f t h e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u re 7A ). 100.0 66.7_ ._ 33 3 £ > U Ui F ig u re 7A. D e te r m in in g th e i n t e r f a c e between e l e c t r i c a l and m echanical system s. - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s ' le v e l o f competence i n making th e d e c is i o n 1n a c o n s t r u c t i o n management p r o j e c t A v e ry low le v e l o f competence was I n d ic a t e d w i t h o n ly 25% o f th e bo ard members re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " , w h i l e 100% o f th e board r e p r e s e n t a t i v e s , 66.7% o f th e board members and 100% o f t h e p r o j e c t a r c h i t e c t s responded i n th e 98 c a te g o ry "L a cke d E x p e rie n c e N e c e s s a ry t o Make D e c i s i o n . " board members f e l t t h a t t h e c a t e g o r ie s 8.3% o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N e cessa ry t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s p a r t o f t h e q u e s t io n In a n a l y z in g t h i s (see F ig u r e 7 A ) . p o r t i o n o f th e q u e s t i o n , w h ile th e l e v e l o f in v o lv e m e n t i s r e la tiv e ly lo w t h e e xtre m e la c k o f competence p e r c e iv e d w o u ld i n d i c a t e a p o t e n t i a l board r e p r e s e n t a t i v e s in t h is i t w o uld a p p e a r t h a t need f o r i n s e r v i c e f o r a re a . — P e rc e p tio n s o f t h e b o a rd members' in v o lv e m e n t 1n m aking t h e d e c is i o n I n a c o n s t r u c t i o n management p r o j e c t A v e r y lo w l e v e l o f in v o lv e m e n t i s in d ic a te d o n ly 7.7% o f t h e b o a rd members r e s p o n d in g i n in t h is th e c a te g o r y "Made D e c is io n " and 23.1% o f th e b o a rd members r e s p o n d in g i n "In p u t D e c is io n ." a re a w i t h th e c a t e g o r y H ow ever, 100% o f th e b o ard r e p r e s e n t a t i v e s , 69.2% o f th e b o a rd members and 100% o f th e p r o j e c t a r c h i t e c t s in th e c a t e g o r y "No I n v o lv e m e n t " (see F ig u r e 7 B ) . 100.0 6 6 . 7_ 3 3 .1 . V» a V* F ig u re 78. D e te r m in in g t h e i n t e r f a c e between e l e c t r i c a l m e ch a n ic a l s y s te m s . and responded 99 - - P e r c e p tio n s o f th e b o a rd members' le v e l o f com petence 1n m aking th e d e c is io n 1n a c o n s t r u c t io n management p r o je c t There is a s tro n g in d ic a tio n competence t o p a r t i c i p a t e t h a t t h e b o a rd members la c k e d t h e in m aking th e d e c i s i o n . T h is i s s u p p o r te d by the response o f 100% on th e p a r t o f b o a rd r e p r e s e n t a t i v e s , 78.6% by bo ard members and 66.7% by p r o j e c t a r c h i t e c t s f o r th e c a t e g o r y "Lacked E x p e rie n c e E x p e rie n c e N e ce ssa ry t o Make D e c i s i o n , " w h i l e o n ly 21.4% o f t h e b o a rd members responded i n th e c a t e g o r y " Q u a l i f i e d t o Make D e c i s i o n . " 33.3% o f t h e p r o j e c t a r c h i t e c t s f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "L acke d E x p e rie n c e N e cessa ry t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s p a r t o f t h e q u e s t io n (see F ig u re 7B ). Because o f t h e e x tre m e la c k o f in v o lv e m e n t and t h e v e r y lo w le v e l o f p e r c e iv e d com p ete nce, th e a n a l y s i s o f t h i s would i n d i c a t e t h a t t h i s p a r t o f t h e q u e s t io n i s an a re a w h ic h s h o u ld be th e p r im a r y r e s p o n s i b i l i t y o f th e a r c h i t e c t u r a l T h e r e f o r e , no i n s e r v i c e need i s and e n g i n e e r in g com m u nity. in d ic a te d . - - P e r c e p t io n s o f t h e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t i n making t h e d e c i s i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e r a te ly lo w l e v e l o f in v o lv e m e n t i s responses i n t h e c a t e g o r y i n d i c a t e d w i t h no "Made D e c is io n " w h i l e 33.3% o f th e b o a rd r e p r e s e n t a t i v e s , 44.4% o f t h e b o ard members and 33.3% o f th e p r o j e c t a r c h ite c ts resp on de d 1n t h e c a t e g o r y " In p u t D e c is io n ." r e l a t i v e l y h ig h re sp o n se i n th e c a t e g o r y T h e re was a "No In v o lv e m e n t i n D e c is io n " w i t h 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , 55.6% o f th e b o ard members and 66.7% o f t h e p r o j e c t a r c h i t e c t s (see Fi g u re 7 C ) . r e s p o n d in g i n t h i s c a te g o ry 100 66. 7_ 33. F ig u re 7C. D e te rm in in g th e i n t e r f a c e between e l e c t r i c a l m echanical syste m s. and - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence 1n making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t An e x tr e m e ly low l e v e l o f competence was in d i c a t e d in t h i s area w it h 25% o f th e bo ard members re s p o n d in g i n t h e c a te g o r y " Q u a l i f i e d to Make D e c i s i o n . " 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 62.5% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o ry "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " 33.3% o f th e board r e p r e s e n t a t iv e s and 12.5% o f th e board members f e l t t h e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s t io n (see F ig u re 7 C ). The a n a ly s is o f t h i s p o r t i o n o f th e q u e s t io n w ould te n d t o i n d i c a t e t h a t t h i s may be an area in w h ic h th e e n g in e e r in g community s h o u ld assume th e p rim e r e s p o n s i b i l i t y . In p u t However, t h e r e i s a m oderate le v e l o f in d i c a t e d and a low le v e l o f competence i n d i c a t i n g a m oderate need f o r i n s e r v i c e o f bo ard r e p r e s e n t a t iv e s in t h i s d e c is io n a re a . 101 - - P e r c e p t io n s o f th e bo ard members' l e v e l o f competence 1n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t An e x t r e m e ly low le v e l o f In v o lv e m e n t i s i n d i c a t e d in t h i s area w i t h no responses in th e c a te g o r y "Made D e c is io n " and o n ly 25% o f th e bo ard members re s p o n d in g i n th e c a te g o r y " I n p u t D e c i s i o n . " The board r e p r e s e n t a t iv e s responded a t th e 100% l e v e l w h ile board members responded a t th e 75% le v e l and p r o j e c t a r c h i t e c t s a t th e 100% le v e l in th e c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u re 7 D ). ion.q_ 66 . 7_ 33. F ig u re 7D. D e te rm in in g th e i n t e r f a c e between e l e c t r i c a l m echanical s yste m s. and — P e rc e p tio n s o f th e bo ard members' l e v e l o f competence in making the d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e ra te ly low le v e l o f competence i s i n d i c a t e d w i t h 33.3% o f th e board r e p r e s e n t a t i v e s , 14.3% o f th e board members and 0% o f th e p ro je c t a r c h ite c ts r e s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " , w h i l e 66.7% o f th e b o ard r e p r e s e n t a t i v e s , 57.1% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o ry "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " 28.6% o f th e 102 board members f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were in a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 7 D ) . A n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould a g a in i n d i c a t e t h a t t h i s are a p r o b a b ly s h o u ld be th e p r im a r y r e s p o n s i b i l i t y o f th e e n g in e e rin g com m unity; t h e r e f o r e , no i n s e r v i c e i s board members i n t h i s recommended f o r d e c is io n a r e a . D e c is io n # 8 - D e te rm in in g th e S t r u c t u r a l System - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t i n making th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly h ig h le v e l o f i n p u t i s in d i c a t e d i n t h i s are a w i t h 7.7% o f th e board members re s p o n d in g in t h e c a te g o r y "Made D e c is io n " and 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , 84.6% o f th e board members and 33.3% o f t h e p r o j e c t a r c h i t e c t s D e c is io n . " re s p o n d in g i n th e c a te g o r y " I n p u t 33.3% o f th e board r e p r e s e n t a t i v e s , members and 66.7% o f t h e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u re 8 A ) . 100.0 66.7_ 33 . F ig u re 8A. D e te rm in in g th e s t r u c t u r a l 7.7% o f th e board system . 103 — P e rc e p tio n s o f th e b o a rd r e p r e s e n t a t iv e s ’ le v e l o f com petence 1n m aking th e d e c is io n in a c o n s t r u c t io n management p r o je c t A v e ry lo w le v e l o f competence i s i n d i c a t e d i n t h i s a re a w i t h o n ly 35.8% o f t h e b o a rd members r e s p o n d in g i n t h e c a t e g o r y " Q u a lifie d to Make D e c i s i o n " , w h i l e 100% o f th e b o ard r e p r e s e n t a t i v e s , 61.5% o f th e b o ard members and 100% o f th e p r o j e c t a r c h i t e c t s c a te g o ry "Lacked E x p e rie n c e N e cessa ry t o Make D e c i s i o n . " re sp o n d e n ts f e l t t h a t t h e c a t e g o r ie s responded i n t h e A ll " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N e cessa ry t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 8 A ) . A n a ly s is f o r t h i s p a r t o f t h e q u e s t io n w o u ld i n d i c a t e t h a t because o f th e r e l a t i v e l y h ig h l e v e l o f i n p u t and t h e v e r y lo w l e v e l competence w h ic h was p e r c e iv e d on th e p a r t o f th e r e s p o n d e n ts , t h e r e i s a r e l a t i v e l y h ig h l e v e l o f need f o r i n s e r v i c e of i n t h i s d e c is i o n a re a . - - P e r c e p t io n s o f th e b o a rd members' in v o lv e m e n t i n m aking t h e d e c is i o n in a c o n s t r u c t i o n management p r o j e c t There i s a m o d e r a te ly h ig h le v e l o f in v o lv e m e n t i n d i c a t e d w i t h 21.4% o f th e b o a rd members r e s p o n d in g i n t h e c a t e g o r y and 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , 66.7% o f th e p r o j e c t a r c h i t e c t s D e c is io n . " 71.4% re s p o n d in g i n o f t h e board members and th e c a t e g o r y " I n p u t O n ly 33.3% o f t h e b o ard r e p r e s e n t a t i v e s , members and 33.3% o f th e p r o j e c t a r c h i t e c t s "Made D e c is io n " 7.2% o f th e b o ard responded i n th e c a t e g o r y "No In v o lv e m e n t i n D e ic is o n " (see F ig u r e 8 B ) . 104 100.0 66. 7_ 33. F ig u re 8B. D e te rm in in g th e s t r u c t u r a l system . — P e rc e p tio n s o f th e bo ard members' le v e l o f competence in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The le v e l o f competence 1s r e l a t i v e l y low w i t h o n ly 33.3% o f th e board r e p r e s e n t a t iv e s and 46% o f th e bo ard members re s p o n d in g i n th e c a te g o ry " Q u a l i f i e d to Make D e c i s i o n , " w h ile 66.7% o f th e board r e p r e s e n t a t iv e s , 46% o f th e b o a rd members and 100% o f th e p r o j e c t a rc h ite c ts responded in th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c is io n . " 7.7% o f th e board members f e l t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 8 B ). Because o f th e r e l a t i v e l y h ig h le v e l o f in v o lv e m e n t and th e low le v e l o f competence w hich i s p e r c e iv e d , i t w ould ap pe ar t h a t t h e r e i s a d e f i n i t e need t o I n s e r v i c e board members r e l a t i v e t o t h i s d e c is io n a r e a . — P e rc e p tio n s o f t h e bo ard r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t in making th e d e c is io n i n a t r a d i t i o n a l c o n t r u c t l o n p r o j e c t A lo w le v e l o f in v o lv e m e n t i s in d i c a t e d w i t h o n ly 11.1% o f th e 105 board members re s p o n d in g In th e c a te g o r y "Made D e c is io n " and t h e board r e p r e s e n t a t iv e s and th e bo ard members a g re e in g a t t h e 33% le v e l the c a te g o ry " I n p u t D e c i s i o n . " 1n The b o ard r e p r e s e n t a t iv e s responded a t a 66.7% l e v e l , bo ard members a t a 55.6% le v e l and p r o j e c t a r c h i t e c t s a t a 100% l e v e l 1n th e c a te g o ry "No In v o lv e m e n t i n D e c is io n " (see F ig u re 8 C ) . ioo. q_ 66. 7_ 33. I/I F ig u re 8C. D e te rm in in g th e s t r u c t u r a l system . - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making t h e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A ve ry low le v e l o f competence was I n d i c a t e d i n t h i s are a . T h is 1s s u p p o rte d by 37.5% response on th e p a r t o f th e b o a rd members f o r the c a te g o r y " Q u a l i f i e d t o Make D e c is io n " , w h i l e board r e p r e s e n t a t iv e s responded a t t h e 66.7% l e v e l , board members a t th e 50% le v e l and p r o j e c t a r c h ite c ts a t th e 100% le v e l Necessary t o Make D e c i s i o n . " in th e c a te g o r y "Lacked E x p e rie n c e 33.3% o f th e board r e p r e s e n t a t iv e s and 12.5% o f th e b o a rd members f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make 106 D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were in a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 8C ). S in ce th e a n a l y s is o f t h i s q u e s t io n I n d ic a t e s a low le v e l o f in v o lv e m e n t and a low p e r c e iv e d le v e l o f com petence, i n s e r v i c e i n t h i s d e c is io n a re a i s p r o b a b ly n o t n e c e s s a ry . - - P e r c e p t io n s o f t h e board members' l e v e l o f in v o lv e m e n t i n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t There were no responses i n th e c a te g o r y "Made D e c is io n " and o n ly 33% o f th e b o a rd r e p r e s e n t a t iv e s and 37.5% o f th e board members responded t o th e c a te g o r y " I n p u t D e c i s i o n . " 66.7% o f th e board r e p r e s e n t a t l v e s , 62.5% o f th e b o ard members and 100% o f th e p r o j e c t a rc h ite c ts responded i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " thus i n d i c a t i n g a r e l a t i v e l y low le v e l o f p a r t i c i p a t i o n d e c is io n (see F ig u r e 8 D ) . 66.7_ 33. U 41 B 2 U F ig u re 8D. D e te rm in in g th e s t r u c t u r a l system . in t h is 107 - -P e r c e p tio n s o f th e b o ard members' le v e l o f com petence In m aking th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t io n p r o je c t The p e r c e iv e d le v e l o f competence o f board members i s v e r y lo w . T h is i s s u p p o rte d by a 28.6% re sp o n se on th e p a r t o f board members in th e c a te g o ry " Q u a l i f i e d t o Make D e c is io n " w h ile 66.7% o f th e board r e p r e s e n t a t i v e s , 42.9% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a t e g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " 33.3% o f th e board r e p r e s e n t a t iv e s and 28.6% o f th e board members f e l t t h a t t h e c a t e g o r ie s " Q u a l i f i e d to Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were in a p p r o p r i a t e t f o r t h i s q u e s t io n (see F ig u r e 8 D ) . The a n a l y s is o f t h i s p a r t o f t h e q u e s t io n i n d i c a t e s a lo w p e r c e iv e d le v e l o f in v o lv e m e n t and a low le v e l o f com petence. T h e re fo re , in s e r v i c e in t h i s area i s p r o b a b ly n o t n e c e s s a ry . D e c is io n # 9 - E s t a b l i s h i n g Access t o th e B u i l d i n g ----------------------- FuETTcT---- --------------- (S ta ff, S tu d e n ts and ----------------------------------------------------------- — P e rc e p tio n s o f t h e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A h ig h l e v e l o f in v o lv e m e n t was in d i c a t e d w i t h 46.2% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a t e g o r y "Made D e c is io n " and 66.7% o f th e board r e p r e s e n t a t i v e s , 38.5% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s c a te g o ry " I n p u t D e c i s i o n . " re s p o n d in g i n th e O nly 33.3% o f t h e bo ard r e p r e s e n t a t iv e s and 15.4% o f t h e bo ard members responded i n th e c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u r e 9 A ). - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ’ le v e l o f competence i n making t h e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t There i s o n ly a m oderate le v e l o f competence in d i c a t e d w i t h 33.3% o f th e b o ard r e p r e s e n t a t i v e s , 76.9% o f t h e board members and 108 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y " Q u a l i f i e d to Make D e c i s i o n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 23.1% o f the board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o ry "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " respondents f e l t t h e c a t e g o r ie s A ll o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u r e 9 A ) . 100.0 33. F ig u re 9A. E s t a b l i s h i n g access t o th e b u i l d i n g and p u b l i c ) . ( s t a f f , s tu d e n ts S in ce t h e r e i s a v e ry h ig h l e v e l o f in v o lv e m e n t p e r c e iv e d and o n ly a moderate le v e l o f competence i n d i c a t e d , th e a n a l y s is o f t h i s p a r t o f th e q u e s t io n w ould show a d e f i n i t e need f o r I n s e r v i c e f o r board r e p r e s e n t a t iv e s i n t h i s d e c is io n a re a . — P e rc e p tio n s o f th e bo ard members' l e v e l o f in v o lv e m e n t 1n making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t A r e l a t i v e l y h ig h le v e l o f in v o lv e m e n t i s in d i c a t e d w i t h board r e p r e s e n t a t iv e s re s p o n d in g a t th e 33.3% l e v e l , board members re s p o n d in g a t th e 78.6% le v e l and p r o j e c t a r c h i t e c t s re s p o n d in g a t t h e 100% le v e l 109 1n th e c a te g o r y " I n p u t D e c i s i o n . " c a te g o ry "Made D e c i s i o n . " There were no responses i n th e Board r e p r e s e n t a t iv e s responded a t th e 66.7% le v e l and board members a t th e 21.4% le v e l i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 9 B ). 100.0 3 3 .3 . 22 i • s a t; F ig u re 9B. E s t a b l i s h i n g access t o th e b u i l d i n g and p u b l i c ) . (s ta ff, s tu d e n ts — P e rc e p tio n s o f th e board members' le v e l o f competence in making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t A v e ry lo w le v e l o f competence i s in d i c a t e d w i t h o n ly 38.5% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h ile 100% o f th e board r e p r e s e n t a t i v e s , 53.8% o f th e board members and 66.7% o f th e p ro je c t a r c h it e c t s responded i n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " c a t e g o r ie s 7.7% o f th e board members f e l t th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xp e rie n c e Necessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u r e 9 B ) . 110 The a n a l y s is o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s a h ig h p e r ­ c e iv e d l e v e l o f In v o lv e m e n t and a low p e r c e iv e d l e v e l o f competence thus i d e n t i f y i n g a d e f i n i t e need t o i n s e r v i c e bo ard members r e l a t i v e to t h i s d e c is io n a re a . - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t i n making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A h ig h le v e l o f in v o lv e m e n t i s in d i c a t e d i n t h i s a re a w i t h th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s a g re e in g a t th e 33.3% le v e l 1n th e c a t e g o r y "Made D e c is io n " and th e bo ard members re sp o n d in g a t th e 11.1% le v e l 1n t h a t c a t e g o r y . 66.7% o f th e board r e p r e s e n t a t iv e s , 77.8% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y " I n p u t D e c i s i o n . " o f th e b o ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s the c a te g o r y "No In v o lv e m e n t i n D e c is io n " O nly 11.1% responded In (see F ig u r e 9 C ) . loo.q_ 66.7 33.3 c F ig u re 9C. E s t a b l i s h i n g access t o t h e b u i l d i n g and p u b l 1 c ) . ( s t a f f , s tu d e n ts Ill — P e rc e p tio n s o f th e b o ard r e p r e s e n t a t iv e s ' le v e l o f competence in m aking th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t io n p r o je c t The responses 1n t h i s a re a s t r o n g l y i n d i c a t e t h a t th e o w n e r's r e p r e s e n t a t iv e s a re " Q u a l i f i e d t o Make D e c i s i o n . " The board r e p r e s e n t a t iv e s responded a t th e 100% l e v e l , bo ard members a t th e 50% le v e l and p r o j e c t a r c h i t e c t s a t th e 6 6 .7 1 le v e l i n th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 50% o f th e bo ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "Lacked E xp e rie n c e N ecessary t o Make D e c i s i o n . " t h a t th e c a t e g o r ie s A ll o f t h e re sp o n d e n ts f e l t " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 9C ). W h ile th e a n a l y s i s o f t h i s q u e s t io n i n d i c a t e s a v e ry h ig h l e v e l o f in v o lv e m e n t i n t h e d e c i s i o n , t h e p e r c e iv e d l e v e l o f competence i s a ls o q u i t e h ig h . T h e r e f o r e , th e need f o r i n s e r v i c e f o r board r e p r e s e n t a t iv e s in t h i s d e ic s io n area i s v e ry lo w . — P e rc e p tio n o f th e bo ard members' le v e l o f in v o lv e m e n t in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A re la tiv e ly lo w le v e l o f in v o lv e m e n t i s in d i c a t e d in t h i s area w i t h o n ly 12.5% o f th e bo ard members re s p o n d in g in th e c a te g o r y "Made D e c i s i o n , " w h i l e 33.3% o f th e board r e p r e s e n t a t iv e s and 75% o f th e bo ard members responded in th e c a te g o r y " I n p u t D e c is io n . " 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 12.5% o f t h e board members and 100% o f t h e p r o j e c t a r c h i t e c t s in D e c is io n " (see F ig u re 9 D ) . responded i n th e c a te g o r y "No In v o lv e m e n t 112 100.Q_ 66 . 7_ 33. y Hi c e « « * c -o -m C J «»Z« M Sea - |3 | n > F ig u re 9D. , « it 5 e • W • ~^ ~ ~ u _ 5 *o' r>'»»w*r*a :* < vuoie +* 1 9 L yi 41* S *s5 UJ E s t a b l i s h i n g access t o th e b u i l d i n g and p u b l i c ) . ( s t a f f , s tu d e n ts — P e rc e p tio n s o f th e bo ard members' l e v e l o f competence i n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A low le v e l o f competence i s in d ic a te d . T h is i s s u p p o rte d by a 33.3% response on th e p a r t o f bo ard r e p r e s e n t a t iv e s and 57.1% response by th e b o ard members in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n , " w h i l e 33.3% o f th e board r e p r e s e n t a t i v e s , 42.9% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o ry "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " board r e p r e s e n t a t iv e s f e l t t h a t th e c a t e g o r ie s 33.3% o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were i n a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 9D ). The a n a ly s is o f t h i s q u e s t io n w ould i n d i c a t e t h a t th e p e r c e iv e d le v e l o f competence i s m o d e ra te ly lo w , how ever, th e p e r c e iv e d le v e l o f in v o lv e m e n t i s a ls o m o d e r a te ly lo w . T h e r e f o r e , a need f o r i n s e r v i c e in t h i s d e c is io n are a w ould be r e l a t i v e l y lo w . 113 D e c is io n # 10 - D e te r m in in g I n s t r u c t i o n a l M oveable and F ix e d Equipm ent L a y o u t s , Both — P e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c i s i o n i n a c o n s t r u c t i o n management p r o j e c t A v e r y h ig h l e v e l o f in v o lv e m e n t i s i n d i c a t e d w i t h 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 46.2% o f t h e b o a rd members and 66.7% o f th e p r o je c t a r c h ite c ts r e s p o n d in g in th e c a t e g o r y "Made D e c is io n " and 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , 38.5% o f th e b o a rd members and 33.3% o f th e p r o j e c t a r c h i t e c t s r e s p o n d in g 1n th e c a t e g o r y " I n p u t D e c i s i o n . " Only 15.4% o f t h e b o a rd members resp o n d e d i n th e c a t e g o r y "No In v o lv e m e n t 1n D e c is io n " (s e e F ig u r e 1 0 A ). 100.0 66.7_ 33. N. 2-3 “ 2! F ig u r e 10A. 2 > g S 'S * F ig u re 12B. •P* X tfi Mi y v e _ ««<*-** o aMS s^si J < * z VI o D e te r m in in g th e m ech an ica l t r a d e s b u d g e t. — P e rc e p tio n s o f t h e board r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t i n making th e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A v e ry low l e v e l o f in v o lv e m e n t I s I n d ic a t e d w i t h o n ly 11.1% o f th e bo ard members re s p o n d in g i n th e c a te g o r y "Made D e c is io n " and 33.3% o f th e board members re s p o n d in g 1n t h e c a te g o r y " I n p u t D e c i s i o n . " However, 100% o f th e board r e p r e s e n t a t i v e s , 55.6% o f t h e board members and 100% o f t h e p r o j e c t a r c h i t e c t s p e r c e iv e d th e board members as h a v in g "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 12C). — P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A lo w le v e l o f competence was in d i c a t e d w i t h o n ly 33.3% o f th e board r e p r e s e n t a t iv e s and 25% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o ry " Q u a l i f i e d t o Make D e c is io n , " w h i l e 33.3% o f th e board r e p r e s e n t a t iv e s , 75% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c is io n . " 33.3% o f th e b o a rd r e p r e s e n t a t iv e s I n d ic a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e 127 Necessary t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 12C). lon.q_ 33. w F ig u re 12C. D e te r m in in g th e m echanical tr a d e s b u d g e t. Because o f th e v e ry lo w le v e l o f in v o lv e m e n t and th e e x tr e m e ly low le v e l o f competence p e r c e iv e d i n th e d e c is i o n a r e a , th e a n a l y s is would I n d i c a t e t h a t th e p r im a r y r e s p o n s i b i l i t y f o r d e v e lo p in g th e mechanical tr a d e s bu dg et s h o u ld be assumed by th e m ech an ica l e n g in e e r . T h e r e f o r e , no i n s e r v i c e 1s r e q u ie d f o r board r e p r e s e n t a t iv e s i n t h i s d e c is io n a re a . — P e rc e p tio n s o f th e board members' le v e l o f in v o lv e m e n t i n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t An e x t r e m e ly - lo w le v e l o f in v o lv e m e n t i s I n d ic a t e d w i t h no responses i n th e c a te g o r y "Made D e c is io n " and o n ly 12.5% o f th e board members re s p o n d in g 1n th e c a te g o r y " I n p u t D e c is o n . " 100% o f th e board r e p r e s e n t a t i v e s , 87.5% o f th e board members and 100% o f th e p r o j e c t a r c h ite c ts responded 1n th e c a t e g o r y "No In v o lv e m e n t 1n D e c is io n (see F ig u re 12D). 12 8 10O.Q_ 3 3 .1 . F ig u re 12D. D e te rm in in g t h e m echanical tr a d e s b u d g e t. — P e rc e p tio n s o f th e board members' le v e l o f competence 1n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t An e x tr e m e ly low l e v e l o f competence i s in d i c a t e d in t h i s area w i t h o n ly 28.6% o f th e bo ard members re s p o n d in g in th e c a te g o r y " Q u a l i f i e d to Make D e c is io n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 71.4% o f th e bo ard members and 100% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o ry "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " board r e p r e s e n t a t iv e s f e l t t h a t th e c a t e g o r ie s 33.3% o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were in a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 1 2 0 ). Based on th e e x tr e m e ly low le v e l o f in v o lv e m e n t and th e e x tr e m e ly low le v e l o f com petence, i t w ould ap pe ar t h a t t h e m a jo r r e s p o n s i b i l i t y f o r t h i s are a s h o u ld be assumed by th e m echanical e n g in e e r . no i n s e r v i c e need i s id e n tifie d T h e re fo re , f o r board members in t h i s d e c is io n a re a . 129 D e c is io n # 13 - D e te rm in in g th e A c tu a l B u i l d i n g L o c a t io n — P e rc e p tio n s o f t h e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t 1n making th e d e c is i o n 1n a c o n s t r u c t i o n management p r o j e c t A h ig h l e v e l o f in v o lv e m e n t was I n d ic a t e d w i t h 23.1% o f th e board men&ers and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o ry "Made D e c is io n , " w h i l e 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 76.9% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s c a te g o ry " I n p u t D e c i s i o n . " responded i n th e O nly 33.3% o f t h e bo ard r e p r e s e n t a t iv e s responded i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n (see F ig u r e 13A ). 100.0 A 66.7__ 33. U 01 c ■S " JB V F ig u re 13A. D e te rm in in g th e a c t u a l b u i l d i n g £2 § ©U lo c a tio n . — P e rc e p tio n s o f t h e board r e p r e s e n t a t i v e s ' le v e l o f competence in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly h ig h l e v e l o f competence was in d i c a t e d w i t h 33.3% o f the board r e p r e s e n t a t i v e s , 84.6% o f th e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n . " However, 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , board members and 33.3% o f th e p r o j e c t a r c h i t e c t s 15.4% o f th e responded c a te g o ry "Lacked E xp e rie n c e Necessary to Make D e c i s i o n . " in th e A l l o f th e 130 re sp o n d e n ts I n d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N e ce ss a ry t o Make D e c is io n " v*ere a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 1 3 A ). The a n a l y s i s i n d i c a t e s t h a t b o ard r e p r e s e n t a t i v e s a re p e r c e iv e d as h a v in g a h ig h l e v e l o f in v o lv e m e n t 1n m aking th e d e c is i o n and a m o d e r a te ly h ig h l e v e l o f competence t o do s o . However, th e b o a rd r e p r e s e n t a t i v e s th e m se lve s i n d i c a t e d , a t t h e 66.7% l e v e l , t h a t t h e y la c k e d e x p e r ie n c e n e ce ssa ry t o make t h e d e c i s i o n . T h e r e f o r e , a d e f i n i t e need f o r i n s e r v i c e i s i n d i c a t e d f o r b o a rd r e p r e s e n t a t i v e s i n t h i s d e c is i o n a r e a . — P e rc e p tio n s o f t h e b o ard members' in v o lv e m e n t in m aking th e d e c is i o n in a c o n s t r u c t i o n management p r o j e c t A v e ry h ig h l e v e l o f in v o lv e m e n t 1s i n d i c a t e d i n t h i s a re a w i t h 33.3% o f t h e b o a rd r e p r e s e n t a t i v e s , 42.9% o f th e b o a rd members and 33.3% o f th e p r o j e c t a r c h i t e c t s r e s p o n d in g i n t h e c a t e g o r y "Made D e c i s i o n . " 33.3% o f th e b o a rd r e p r e s e n t a t i v e s , 42.9% o f t h e b o ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s D e c is io n . " responded i n t h e c a t e g o r y "In p u t O nly 33.3% o f th e b o ard r e p r e s e n t a t i v e s and 14.3% o f th e board members resp on de d i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n (see F ig u r e 13BJ. — P e r c e p tio n s o f th e b o ard members' l e v e l o f competence i n m aking t h e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t A m o d e r a te ly h ig h l e v e l o f competence i s in d i c a t e d w i t h 33.3% o f t h e b o ard r e p r e s e n t a t i v e s , 76.9% o f th e b o ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s D e c is io n . " r e s p o n d in g in th e c a t e g o r y " Q u a l i f i e d t o Make However, 56.7% o f t h e b o a rd r e p r e s e n t a t i v e s , 15.4% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n c a te g o r y "Lacked E x p e rie n c e N e cessa ry t o Make D e c i s i o n . " board members f e l t t h a t th e c a t e g o r i e s " Q u a lifie d th e 7.7% o f th e t o Make D e c is io n " and 131 "Lacked E x p e rie n c e N e cessa ry t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 1 3 B ). 100.0 4) 41 C O 41 C o 'o e * ^ M — Z f9 ou F ig u re 13B. D e te r m in in g th e a c t u a l o 41 « - • - W F ig u re 14A. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . — P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A low le v e l o f competence i s i n d i c a t e d w i t h o n ly 69.2% o f th e board members re s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h ile 100% o f th e board r e p r e s e n t a t i v e s , 30.8% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "Lacked Experience Necessary t o Make D e c i s i o n . " a rc h ite c ts f e l t t h a t th e c a te g o r y 33.3% o f th e p r o j e c t " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xp e rie n c e Necessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u r e 14A). An a n a l y s is o f t h i s p a r t o f th e q u e s tio n w ould i n d i c a t e a r e l a t i v e l y s tro n g need f o r I n s e r v i c e i n th e area based on th e p e r c e p t io n s o f a m o d e ra te ly h ig h l e v e l o f in v o lv e m e n t i n t h e d e c is io n and a p e rc e iv e d low le v e l o f competence i n th e d e c is i o n a r e a . 136 — P e rc e p tio n s o f th e board members' in v o lv e m e n t in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly low le v e l o f in v o lv e m e n t i s i n d i c a t e d w i t h 7.1% o f th e board members re s p o n d in g i n th e c a te g o r y "Made D e c is io n " and 57.1% o f th e b o a rd members and 33.3% o f th e p r o j e c t a r c h i t e c t s re sp o n d in g i n th e c a te g o r y " I n p u t D e c i s i o n . " However, 100% o f th e board r e p r e s e n t a t i v e s , 35.7% o f th e b o ard members and 66.7% o f th e p ro je c t a r c h ite c ts in th e d e c is io n in d i c a t e d t h a t th e bo ard members had no in v o lv e m e n t (see F ig u r e 14B ). loo.o_ ._ 66 7 A 33 . *> e uu c F ig u re 14B. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . - - P e r c e p t io n s o f th e bo ard members' l e v e l o f competence i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The board members responded a t th e 53.8% l e v e l i n th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n ' w h ile th e bo ard r e p r e s e n t a t iv e s responded a t th e 100% l e v e l . The bo ard mebmers responded a t th e 38.5% le v e l and th e p r o j e c t a r c h i t e c t s responded a t th e 66.7% l e v e l 1n th e c a te g o ry "Lacked E x p e rie n c e Necessary t o Make D e c is io n " th u s i n d i c a t i n g 137 a low le v e l o f p e r c e iv e d competence i n t h e b o a rd members' a b i l i t y p a r tic ip a te 1n t h i s d e c is io n a re a . 33.3% o f t h e p r o j e c t a r c h i t e c t s to 7.7% o f t h e bo ard members and i n d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N e c e s sa ry t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 14 B ). The a n a l y s i s o f th e q u e s t io n shows a r e l a t i v e l y p e rc e iv e d competence i n th e board members a b i l i t y d e c is i o n . I t a ls o I n d i c a t e s r e l a t i v e l y lo w . t h a t t h e i r le v e l T h e re fo re , l i t t l e if lo w l e v e l o f to p a r tic ip a te o f p a r tic ip a tio n any i n s e r v i c e in t h i s is 1s i n d i c a t e d f o r t h i s d e c is i o n a r e a . — P e r c e p tio n s o f t h e bo ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in m aking th e d e c i s i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e r a te ly lo w l e v e l o f in v o lv e m e n t i s o f th e bo ard members r e s p o n d in g i n i n d i c a t e d w i t h 11.1% t h e c a t e g o r y "Made D e c i s i o n . " 66.7% o f th e b o ard r e p r e s e n t a t i v e s , 44.4% o f th e b o ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s D e c is io n ." responded i n t h e c a t e g o r y " I n p u t 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 44.4% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s in d ic a te d r e p r e s e n t a t iv e s had no in v o lv e m e n t i n t h e d e c is i o n t h a t t h e board (see F ig u r e 14C ). — P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making t h e d e c i s i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e ra te ly lo w l e v e l o f competence i s i n d i c a t e d w i t h o n ly 33% o f th e b o a rd r e p r e s e n t a t i v e s and 57% o f t h e b o a rd members r e s p o n d in g 1n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f t h e board r e p r e s e n t a t i v e s , 42.9% o f t h e b o a rd members and 100% o f th e p r o j e c t a r c h ite c ts i n d i c a t e d t h a t th e board r e p r e s e n t a t i v e s la c k e d th e e x p e r i ­ ence n e c e s s a ry t o make th e d e c i s i o n . t h a t th e c a t e g o r ie s " Q u a lifie d A ll o f th e re s p o n d e n ts in d i c a t e d t o Make D e c is io n " and "Lacked E x p e rie n c e 138 Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 1 4 C ). The moderate le v e l o f In v o lv e m e n t 1n d e c is io n making when p a ir e d w i t h th e m o d e ra te ly low le v e l o f competence p e r c e iv e d i n t h i s a n a l y s is would i n d i c a t e a moderate need f o r i n s e r v i c e in th e d e c is io n a r e a . 100. 66. 7_ 3 3 .^ —O F ig u re 14C. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . - - P e r c e p t io n s o f th e board members' le v e l o f in v o lv e m e n t i n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t There were no re sp o n d e n ts i n th e c a te g o r y "Made D e c is io n " and o n ly 33.3% o f th e board r e p r e s e n t a t i v e s , 37.5% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s " I n p u t D e c is io n . " responded In th e c a te g o r y However, 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 62.5% o f th e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s t h a t board members were n o t in v o lv e d in making th e d e c is io n F ig u re 1 4 D ). I n d ic a t e d (see 139 ion.q_ 3 3 .3_ «i e o ^ iu F ig u re 14D. as lA D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . - - P e r c e p t io n s o f th e bo ard members' l e v e l o f competence in making th e d e c is io n I n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m d o e ra te ly low le v e l o f competence was p e rc e iv e d w i t h o n ly 33.3% o f th e b o ard r e p r e s e n t a t i v e s , 28.6% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 71.4% o f th e board members and 6 6 .7 o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o ry "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " respondents i n d i c a t e d t h a t th e c a t e g o r ie s A l l o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 14D). Even though th e a n a l y s is shows a r e l a t i v e l y low le v e l o f p e r c e iv e d competence i n t h i s a r e a , t h e m o d e ra te ly low le v e l o f in v o lv e m e n t would i n d i c a t e t h a t t h e r e i s p r o b a b ly no need members i n t h i s a re a . t o i n s e r v i c e board 140 D e c is io n # 15 - D e te rm in in g th e F in a l B u i l d i n g C ost E s tim a te s Based on V alue E n g in e e r in g - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t i n making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly h ig h le v e l o f in v o lv e m e n t was i n d i c a t e d i n t h i s area w i t h 15.4% o f th e board members re s p o n d in g in th e c a te g o r y "Made D e c is io n " and 100% o f th e bo ard r e p r e s e n t a t i v e s , 84.6% o f t h e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s "In p u t D e c is io n ." re s p o n d in g i n th e c a te g o ry O nly 33.3% o f th e p r o j e c t a r c h i t e c t s responded in the c a te g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 15A). TOO.O 66.7_ 33. >o £ o4 F ig u re 15A. 4i e o JC «/» 4 -^ _ — m O u 4 y v e o 414 -< - y U 4 0 « O U D e te rm in in g th e f i n a l b u i l d i n g c o s t e s t im a t e s based on v a lu e e n g in e e r in g . - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' le v e l o f competence in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t Board r e p r e s e n t a t iv e s were p e r c e iv e d t o have a m d o e ra te ly low le v e l o f competence 1n d e a l in g w i t h t h i s d e c is io n a r e a . T h is i s s u p p o rte d by a response o f 33.3% by board r e p r e s e n t a t iv e s and 66.7% by board members i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " Board 141 r e p r e s e n t a t iv e s responded a t th e 66.7% l e v e l , board members a t th e 25% le v e l and p r o j e c t a r c h i t e c t s a t th e 100% l e v e l "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " members f e l t t h a t th e c a t e g o r ie s In t h e c a te g o r y 8.3% o f th e board " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were in a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u re 15A). The a n a l y s is i n d i c a t e s t h a t w h ile th e le v e l o f in v o lv e m e n t i s r e l a t i v e l y hig h , t h e p e r c e iv e d l e v e l o f competence i s q u i t e lo w . T h e re fo r e , I n s e r v i c e f o r board r e p r e s e n t a t iv e s in t h i s is d e f i n i t e l y d e c is io n area in d ic a te d . - - P e r c e p t io n s o f th e board members' in v o lv e m e n t i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A r e l a t i v e l y h ig h le v e l o f In v o lv e m e n t 1s in d i c a t e d w i t h 35.7% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g i n th e c a te g o ry "Made D e c i s i o n , " w h ile 66.7% o f th e b o a rd r e p r e s e n t a t iv e s and 50% o f th e bo ard members responded i n th e c a te g o r y " I n p u t D e c is io n . " Both th e bo ard r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s th e 33% le v e l responded a t i n th e c a te g o r y "No In v o lv e m e n t i n D e c i s i o n , " w h ile o n ly 14.3% o f th e board members responded i n t h a t c a te g o r y (see F ig u r e 15B ). — P e rc e p tio n s o f th e bo ard members' l e v e l o f competence in making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t Both b o ard r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s agreed a t th e 33.3% le v e l i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h ile 64.3% o f th e board members responded i n t h a t c a t e g o r y . However, 66.7% o f the board r e p r e s e n t a t iv e s and responded i n th e p r o je c t a r c h ite c ts c a te g o ry "Lacked E xp e rie n c e Necessary t o Make D e c is io n " w h ile 35.7% o f th e board members responded In t h i s r e la tiv e ly c a t e g o r y , th u s i n d i c a t i n g a low p e r c e iv e d le v e l o f competence i n t h i s d e c is io n a re a . 142 A l l o f t h e re s p o n d e n ts I n d i c a t e d t h a t t h e c a t e g o r ie s " Q u a lif ie d to Make D e c is io n " and "L acke d E x p e rie n c e N e ce ssa ry t o Make D e c is io n " were a p p ro p ria te f o r t h i s c a t e g o r y (se e F ig u r e 1 5 B ). The a n a l y s i s o f t h i s need f o r i n s e r v i c e in t h i s q u e s t io n w ould i n d i c a t e a m o d e r a te ly h ig h d e c i s i o n a re a based on t h e h ig h l e v e l o f in v o lv e m e n t I n d i c a t e d and t h e r e l a t i v e l y lo w l e v e l o f p e r c e iv e d competence o f b o a rd members. 100. 0_ 66.7_ 33. c F ig u r e 15B. D e te r m in in g t h e f i n a l b u i l d i n g c o s t e s t im a t e s based on v a lu e e n g i n e e r in g . — P e rc e p tio n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making t h e d e c i s i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The re sp o n se 1n t h i s a re a 1s m ixed and somewhat c o n f u s in g i n t h a t 22.2% o f th e b o a rd members resp on de d i n t h e c a t e g o r y "Made D e c is io n " w h ile 66.7% o f th e b o a rd members and p r o j e c t a r c h i t e c t s th e c a te g o r y " In p u t D e c is io n ." It is responded i n i n t e r e s t i n g t o n o t e , h o w e ve r, t h a t 100% o f t h e b o a rd r e p r e s e n t a t i v e s p e r c e iv e d th e m s e lv e s as n o t b e in g I n v o lv e d In th e d e c is i o n w h i l e 11.1% o f th e b o ard o f th e p r o j e c t a r c h i t e c t s resp on de d i n t h i s members and 33.3% c a te g o ry (see F ig u r e 1 5 C ). 143 ._ 66 7 A ._ 33 3 N---- F ig u re 15C. D e te r m in in g th e f i n a l v a lu e e n g i n e e r in g . b u i l d i n g c o s t e s t im a t e s based on — P e r c e p tio n s o f t h e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f competence i n making t h e d e c i s i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The I n d i c a t e d l e v e l o f competence i n t h i s a re a was r e l a t i v e l y low w i t h 50% o f t h e b o ard members and 3 3 .32 o f t h e p r o j e c t a r c h i t e c t s re s p o n d in g 1n th e c a t e g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , 50% o f th e b o a rd members and 33.3% o f th e p ro je c t a r c h ite c ts i n d i c a t e d t h a t t h e b o ard r e p r e s e n t a t i v e s E x p e rie n c e N e ce ssa ry t o Make D e c i s i o n . " and t h e p r o j e c t a r c h i t e c t s c a t e g o r ie s "Lacked Both th e b o ard r e p r e s e n t a t i v e s i n d i c a t e d a t th e 33.3% l e v e l t h a t th e " Q u a l i f i e d t o Make D e c is io n " and "L acke d E x p e rie n c e N ecessary t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s t io n {see F ig u r e 15C ). The a n a l y s i s o f t h i s q u e s t io n I n d i c a t e s a m oderate l e v e l of in v o lv e m e n t i n t h e d e c is i o n as p e r c e iv e d by b o a rd members and p r o j e c t a r c h ite c ts . However, th e f a c t t h a t 100% o f t h e b o a rd r e p r e s e n t a t i v e s I n d i c a t e d t h a t t h e y were n o t i n v o l v e d i n t h i s negate any need f o r i n s e r v i c e d e c i s i o n te n d s t o in t h is p a r t ic u l a r a re a . 144 —P e rc e p tio n s o f th e board members' l e v e l o f In v o lv e m e n t i n making th e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A f a i r l y h ig h le v e l o f in v o lv e m e n t i s in d i c a t e d in t h i s d e c is io n w it h 33.3% o f th e bo ard r e p r e s e n t a t iv e s and 12.5% o f th e board members re s p o n d in g i n th e c a te g o r y "Made D e c is io n " and 33.3% o f th e board r e p r e s e n t a t iv e s , 75% o f th e board members and 66.7% o f th e p r o j e c t a rc h ite c ts re s p o n d in g 1n th e c a te g o r y " I n p u t D e c i s i o n . " Both th e board r e p r e s e n t a t iv e s and t h e p r o j e c t a r c h i t e c t s agreed a t t h e 33.3% le v e l i n th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " w h ile o n ly 21.5% o f th e board members responded in t h i s c a te g o r y (see F ig u r e 15D). 100.Q_ 66.7 33. 1- 41 ^ 2 u F ig u re 15D. D e te rm in in g th e f i n a l v a lu e e n g in e e r in g . O a ae u I *0 y 41 B dj c -K o U 7 I wi iq U “ ' I - 2^ b u i l d i n g c o s t e s tim a te s based on - - P e r c e p t io n s o f th e bo ard members' l e v e l o f competence in making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A moderate l e v e l o f competence was p e rc e iv e d in t h i s are a w i t h 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 42.9% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g 1n th e c a te g o ry " Q u a l i f i e d to Make D e c i s i o n , " w h ile 33.3% o f th e board r e p r e s e n t a t i v e s , 57.1% o f 145 th e board members and 6 6 .7 3 o f th e p r o j e c t a r c h i t e c t s responded the c a te g o r y "Lacked E x p e rie n c e N e ce ssa ry t o Make D e c i s i o n . " th e re s p o n d e n ts i n d i c a t e d t h a t th e c a t e g o r ie s 1n A ll of " Q u a l i f i e d t o Make D e c is io n " and "L acke d E x p e rie n c e N e cessa ry t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 15D). The a n a l y s i s o f t h i s q u e s t io n I n d i c a t e s a r e l a t i v e l y h ig h l e v e l o f In v o lv e m e n t i n m aking th e d e c i s i o n w i t h a m o d e r a te ly lo w l e v e l o f competence. T h is i n d i c a t e s a p r o b a b le need f o r i n s e r v i c e f o r board members i n t h i s d e c is i o n a r e a . D e c is io n # 16 - D e te r m in in g t h e C h a r a c t e r i s t i c s o f t h e E x t e r i o r E nvelope — P e rc e p tio n s o f t h e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making t h e d e c i s i o n in a c o n s t r u c t i o n management p r o j e c t The l e v e l o f in v o lv e m e n t i n t h i s a re a i s o n ly m o d e ra te ly h i g h . There were no resp on ses i n th e c a t e g o r y "Made D e c i s i o n , " w h i l e 1003 o f th e b o a rd o f r e p r e s e n t a t i v e s , 8 4 .5 3 o f th e b o a rd members and 33.33 o f th e p r o j e c t a r c h i t e c t s D e c is io n . " responded i n t h e c a t e g o r y " I n p u t 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a t e g o r y "No In v o lv e m e n t i n D e c is io n " w h i l e o n ly 1 5 .4 3 o f th e b o ard members responded i n t h a t c a t e g o r y (see F ig u r e 16 A ). - - P e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t The l e v e l o f competence i n d i c a t e d i s r e la tiv e ly lo w w i t h o n ly 33.33 o f th e b o a rd r e p r e s e n t a t i v e s and 50% o f th e b o ard members re s p o n d in g i n t h e c a t e g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 56.7% o f th e b o a rd r e p r e s e n t a t i v e s , 4 1 .7 3 o f th e b o a rd members and 1003 o f th e p r o j e c t a r c h i t e c t s f e l t t h a t t h e b o a rd r e p r e s e n t a t i v e s E xp e rie n c e N e ce ssa ry t o Make D e c is io n . t h a t th e c a t e g o r ie s "Lacked 8.3% o f th e b o ard members f e l t " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were i n a p p r o p r i a t e (see F ig u r e 1 6 A ). 146 The a n a ly s is o f t h i s q u e s t io n w o u ld I n d i c a t e a need f o r I n s e r v i c i n g board r e p r e s e n t a t iv e s based on th e m o d e ra te ly h ig h l e v e l o f in v o lv e m e n t in t h i s d e c is io n are a compared w i t h a lo w le v e l o f p e r c e iv e d com petence. 100.0 £2 § UU i°i F ig u re 16A. * M I D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . - - P e r c e p t io n s o f th e b o ard members' in v o lv e m e n t i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A h ig h le v e l o f in v o lv e m e n t i s in d i c a t e d i n t h i s area w i t h 3 3 .3 * o f th e bo ard r e p r e s e n t a t iv e s and 14.3% o f th e board members re s p o n d in g in th e c a te g o r y "Made D e cis o n " and 33.3% o f th e board r e p r e s e n t a t i v e s , 50% o f th e bo ard members and 66.7% o f t h e p r o j e c t a r c h i t e c t s re s p o n d in g In th e c a te g o r y " I n p u t D e c i s i o n . " 35.7% le v e l The board members responded a t th e in t h e c a te g o r y "No In v o lv e m e n t 1n D e c i s i o n , " w h ile bo th board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s le v e l in t h a t c a te g o r y (see F ig u r e 16A ). responded a t th e 33.3% 147 100.0 3 3 .1 . F ig u re 16B. D e te r m in in g th e c h a r a c t e r i s t i c s o f t h e e x t e r i o r e n v e lo p e . — P e rc e p tio n s o f th e b o a rd members' l e v e l o f competence in m aking th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t A low l e v e l o f competence i s I n d i c a t e d w i t h a b o a rd r e p r e s e n t a t i v e response o f 33.3% and a b o a rd member re sp o n se o f 35.7% i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e b o ard r e p r e s e n t a t i v e s responded a t th e 66.7% l e v e l , b o a rd members a t t h e 64.3% l e v e l and p r o j e c t a r c h i t e c t s a t th e 100% l e v e l i n th e c a t e g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s An a n a l y s i s o f t h i s q u e s t io n (see F ig u r e 16 B ). p a r t o f t h e q u e s t io n i n d i c a t e s a d e f i n i t e need f o r i n s e r v i c e based on th e m o d e r a te ly h ig h l e v e l o f in v o lv e m e n t in th e d e c is i o n a re a and t h e v e r y lo w l e v e l o f competence b o a rd members were p e r c e iv e d t o have 1n t h i s d e c is i o n a r e a . - - P e r c e p t io n s o f t h e b o ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c i s i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e r a te ly h ig h l e v e l o f In v o lv e m e n t i s i n d i c a t e d i n t h i s a re a w i t h b o a rd members r e s p o n d in g a t t h e 11.1% l e v e l and p r o j e c t a r c h i t e c t s a t th e 33.3% l e v e l i n t h e c a t e g o r y "Made D e c i s i o n . " Both b o a rd 148 r e p r e s e n t a t iv e s and board members responded a t th e 66.7% le v e l c a te g o ry " I n p u t D e c is io n " w h i l e p r o j e c t a r c h i t e c t s 33.3% le v e l in t h a t c a t e g o r y . p r o je c t a r c h it e c t s in th e responded a t th e Both th e bo ard r e p r e s e n t a t iv e s and th e responded a t th e 33.3% le v e l in th e c a t e g o r y "No Invo lvem e nt i n D e c is io n " w h i l e o n ly 22.2% o f th e b o ard members responded In t h a t c a te g o r y (see F ig u r e 16C). ion. 66 . 7_ 3 3 .3_ F ig u re 16C. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' competence in making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e ra te ly lo w le v e l o f competence i s in d i c a t e d i n t h i s area w i t h both th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 33.3% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " w h ile 50% o f th e b o a rd members responded 1n t h a t c a t e g o r y . r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s Both th e bo ard responded a t th e 66.7% le v e l 1n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " w h ile board members responded a t th e 50% le v e l respondents f e l t th e c a t e g o r ie s in th a t c a te g o ry . A ll " Q u a l i f i e d t o Make D e c is io n " and 149 "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r th e q u e s t io n (see F ig u r e 16C). W h ile th e l e v e l o f in v o lv e m e n t i s r e l a t i v e l y h ig h i n t h i s a re a , th e l e v e l o f competence in d i c a t e d i s m o d e ra te ly lo w . d e c is io n T hus, th e a n a ly s is p o in t s t o a need f o r I n s e r v i c e f o r board r e p r e s e n t a t iv e s r e la t iv e to t h is p a r t ic u l a r d e c is io n . - - P e r c e p t io n s o f th e board members' le v e l o f In v o lv e m e n t in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t O nly a m oderate l e v e l o f in v o lv e m e n t i s in d i c a t e d i n t h i s area w i t h 12.5% o f th e bo ard members r e s p o n d in g in th e c a te g o r y "Made D e c is io n " w h ile bo th th e b o a rd r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s responded a t th e 66.7% le v e l in t h e c a te g o ry " I n p u t D e c i s i o n . " 37.5% o f th e board members responded in t h i s c a te g o ry . O nly Both th e b o ard r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s responded a t t h e 33.3% l e v e l in th e c a te g o r y "No In v o lv e m e n t i n D e c is io n " w h i l e 50% o f t h e board members responded in th e c a te g o r y (see F ig u r e 16D). ion.q_ 66.7_ 33. X F ig u re 16D. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . 150 — P e rc e p tio n s o f t h e board members' le v e l o f competence in making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A low le v e l o f competence i s p e r c e iv e d 1n t h i s area w i t h 33.3% o f th e b o ard r e p r e s e n t a t iv e s and 28.6% o f th e board members re s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h ile 66.7% o f th e board r e p r e s e n t a t iv e s , 71% o f t h e bo ard members and 100% o f th e p r o j e c t a rc h ite c ts i n d i c a t e d t h a t th e bo ard members la c k e d th e e x p e r ie n c e necessary t o make t h e d e c i s i o n . th e c a t e g o r ie s A l l o f t h e re s p o n d e n ts i n d i c a t e d t h a t " Q u a l i f i t e d t o Make D e c is io n " and "Lacked E xp e rie n ce Necessary t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s tio n (see F ig u re 16D). The a n a ly s is o f t h i s q u e s tio n i n d i c a t e s o n ly a m oderate l e v e l o f In v o lv e m e n t i n th e d e c is io n because o f th e v e ry low le v e l o f competence which i s p e r c e iv e d r e l a t i v e t o th e a b i l i t y o f th e board members t o p a rtic ip a te . I n s e r v i c e i s a d e f i n i t e need i n t h i s d e c is io n a r e a . I t is i n t e r e s t i n g t o n o te t h a t b o th th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s c o n c u r on a l l p o in ts . D e c is io n # 1 7 - D e te rm in in g th e E x t e r i o r T re a tm e n t and F e n e s t r a t io n o f th e B u i l d i n g The board r e p r e s e n t a t iv e s a re p e rc e iv e d t o have a m o d e ra te ly h ig h le v e l o f in v o lv e m e n t i n t h i s d e c is io n w i t h 33.3% o f th e board r e p r e ­ s e n t a t iv e s and 15.4% o f th e board members re s p o n d in g in th e c a te g o r y "Made D e c is io n " and 33.3% o f th e board r e p r e s e n t a t i v e s , 69.2% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s c a te g o ry " I n p u t D e c is io n . " re s p o n d in g in th e 66.7% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o ry "No In v o lv e m e n t i n D e c is io n " w h i l e o n ly 33.3% o f th e board r e p r e s e n t a t iv e s and 15.4% o f th e board members responded in t h a t c a te g o ry (see F ig u r e 17A). 151 ioo. F ig u re 18A. m © v D e te r m in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e g ro w th . 157 — P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence i n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly low le v e l o f competence i s r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s in d i c a t e d w i t h board re s p o n d in g a t th e 33.3% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n " w h ile 83.3% o f th e board members responded 1n t h a t c a t e g o r y . Both th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s agreed a t th e 66.7% le v e l 1n th e c a te g o r y "Lacked E xp e rie n c e Necessary t o Make D e c i s i o n , " w h i l e o n ly 8.3% o f th e board members responded 1n t h a t c a t e g o r y . members f e l t t h a t th e c a t e g o r ie s 8.3% o f th e bo ard " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r the q u e s t io n (see F ig u r e 18A). The a n a l y s is o f t h i s p a r t o f th e q u e s t io n in d i c a t e s a h ig h le v e l o f In v o lv e m e n t w i t h a m o d e ra te ly low le v e l o f competence p e r c e iv e d r e l a t i v e t o th e b o ard r e p r e s e n t a t iv e s a b i l i t i e s 1n t h i s d e c is io n a r e a . Thus, a need f o r i n s e r v i c e i s e s t a b l i s h e d . — P e rc e p tio n s o f th e bo ard members' in v o lv e m e n t 1n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t A v e ry h ig h le v e l o f in v o lv e m e n t i s in d i c a t e d w i t h bo th board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 33.3% le v e l and th e b o ard members re s p o n d in g a t th e 8.3% le v e l "Made D e c i s i o n . " i n th e c a te g o ry The bo ard r e p r e s e n t a t iv e s responded a t th e 66.7% l e v e l , bo ard members a t t h e 83.3% l e v e l and p r o j e c t a r c h i t e c t s a t th e 33.3% l e v e l a rc h ite c ts 1n th e c a te g o r y " I n p u t D e c is io n . " 33.3% o f th e p r o j e c t responded i n th e c a te g o r y "No In v o lv e m e n t in D e c is io n " w h ile o n ly 8.3% o f th e board members responded 1n t h a t c a te g o r y (see F ig u re 18B ). 158 loo.q_ 66 . 7_ 33. F ig u re 18B. D e te rm in in g a s i t e m a s te r p la n f o r t h e purpose o f f u t u r e g ro w th . — P e rc e p tio n s o f th e board members' l e v e l o f competence 1n m aking t h e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly h ig h le v e l o f competence i s p e r c e iv e d i n t h i s area w it h 66.7% o f th e board r e p r e s e n t a t iv e s and 81.8% o f th e board members re s p o n d in g 1n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 9.1% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " 9.1% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s i n d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were in a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 1 8 6 ). As much as th e a n a l y s is o f t h i s q u e s t io n i n d i c a t e s a v e ry h ig h le v e l o f in v o lv e m e n t i n th e d e c is i o n and a m o d e r a te ly h ig h l e v e l o f competence t o p a r t i c i p a t e in th e d e c i s i o n , o n ly a m oderate need f o r in s e r v i c e w ould be j u s t i f i e d in t h i s a re a. 159 - - P e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t i n making t h e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board r e p r e s e n t a t iv e s a re p e r c e iv e d as h a v in g a v e ry h ig h l e v e l o f in v o lv e m e n t i n t h i s area w i t h 33.3% o f th e p r o j e c t a r c h i t e c t s 1n th e c a te g o r y "Made D e c i s i o n . " re s p o n d in g Both t h e bo ard r e p r e s e n t a t iv e s and th e board members responded a t th e 100% le v e l in th e c a te g o r y " I n p u t D e c is io n " and p r o j e c t a r c h i t e c t s responded a t th e 33.3% l e v e l c a te g o ry . O n ly 33.3% o f th e p r o j e c t a r c h i t e c t s "No In v o lv e m e n t i n D e c is io n " in t h a t responded 1n th e c a te g o r y (see F ig u r e 18C). ioo.q_ 66.7_ 33. V Co ■s s « u •*— F ig u re 18C. D e te rm in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e g ro w th . — P e rc e p tio n s o f t h e b o ard r e p r e s e n t a t i v e s ' l e v e l o f competence i n making t h e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A h ig h le v e l o f competence i s in d i c a t e d 1n t h i s area w i t h bo th th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 66.7% l e v e l i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h ile 62.5% o f th e b o ard members responded 1n t h a t c a t e g o r y . O nly 33.3% o f t h e b o a rd r e p r e s e n t a t i v e s , 37.5% o f th e board members and 160 33.3% o f t h e p r o j e c t a r c h i t e c t s responded 1n th e c a te g o r y "Lacked E xp e rie n ce N ecessary t o Make D e c i s i o n . " A ll o f t h e re sp o n d e n ts I n d ic a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 1 8 C ). The a n a l y s is o f t h i s q u e s t io n i n d i c a t e s a v e ry h ig h l e v e l o f i n ­ volvem ent and a m o d e ra te ly h ig h le v e l o f competence to p a r t i c i p a t e d e c is io n a r e a . in th e T h e r e f o r e , a v e ry lo w l e v e l o f need f o r i n s e r v i c e 1s in d i c a t e d f o r board r e p r e s e n t a t iv e s m aking t h i s d e c is i o n . — P e rc e p tio n s o f th e board members' le v e l o f in v o lv e m e n t i n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members a re p e r c e iv e d as h a v in g a v e ry h ig h l e v e l o f in v o lv e m e n t 1n t h i s d e c is io n w i t h bo ard r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s a g re e in g a t th e 33.3% le v e l and bo ard members r e s p o n d in g a t th e 12.5% l e v e l in t h e c a te g o r y "Made D e c i s i o n . " 66.7% o f th e board r e p r e s e n t a t i v e s , 87.5% o f th e board members and 33.3% o f th e p r o j e c t a r c h ite c ts responded in th e c a te g o r y " I n p u t D e c i s i o n . " O nly 33.3% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u r e 18D). - - P e r c e p t io n s o f t h e board members' le v e l o f competence in making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members a re p e rc e iv e d as h a v in g a h ig h l e v e l o f competence. T h is 1s s u p p o rte d by a 66.7% response on th e p a r t o f t h e board r e p r e ­ s e n t a t i v e s , a 57.1% response by board members and a 66,7% response on the p a r t o f th e p r o j e c t a r c h i t e c t s D e c is io n . " in th e c a te g o r y " Q u a l i f i e d t o Make Both th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s responded a t t h e 33.3% le v e l w h i l e board members responded a t th e 42.9% le v e l 1n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A l l o f t h e re s p o n d e n ts f e l t t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make 161 D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r ia t e f o r th e q u e s t io n (see F ig u r e 18D). W h ile t h e a n a l y s is o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s a v e ry h ig h le v e l o f In v o lv e m e n t on th e p a r t o f bo ard members, i t a ls o I n d ic a t e s t h a t th e y a re p e r c e iv e d t o have a h ig h l e v e l o f competence 1n making t h i s d e c is i o n th u s i n d i c a t i n g l i t t l e need f o r i n s e r v i c e in t h is a re a . ion.q_ n I \ / 66.7_ \ 33. C cil C F ig u re 18D. -sgsg -‘ 1 ^ ^ D e te rm in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e g ro w th . D e c is io n # 19 - E s t a b l i s h i n g th e "II" F a c t o r o f th e E x t e r i o r W alls — P e rc e p tio n s o f th e b o a rd r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t i n making t h e d e c is i o n in th e c o n s t r u c t i o n management p r o j e c t Board r e p r e s e n t a t iv e s a re p e r c e iv e d as h a v in g a v e ry lo w l e v e l o f in v o lv e m e n t 1n t h i s d e c is io n a r e a . c a te g o ry "Made D e c i s i o n . " p r o je c t a r c h ite c ts T here a re no responses i n th e 60% o f th e board members and 33.3% o f th e responded in t h e c a te g o r y " I n p u t D e c i s i o n , " however, 100% o f t h e b o a rd r e p r e s e n t a t i v e s , 40% o f th e bo ard members 162 and 66.7% o f th e p r o j e c t a r c h i t e c t s In v o lve m e n t 1n D e c is io n " responded In th e c a te g o r y “ No (see F ig u r e 19A ). ioo.q_ 66.7_ 3 3 .3_ 2 I 2O » U VI I fii F ig u re 19A. 5 1 E s t a b l i s h i n g th e "U" f a c t o r o f th e e x t e r i o r w a l l s . —P e rc e p tio n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f competence i n making t h e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A v e ry lo w l e v e l o f competence was p e r c e iv e d i n t h i s area w i t h both th e board r e p r e s e n t a t iv e s and bo ard members re s p o n d in g a t th e 33.3% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " ta tiv e s Board r e p r e s e n ­ responded a t t h e 66.7% le v e l , bo ard members a t th e 55.6% le v e l and p r o j e c t a r c h i t e c t s a t t h e 66.7% l e v e l E xperience N ecessary t o Make D e c i s i o n . " in th e c a te g o r y "Lacked 11.1% o f th e bo ard members and 33.3% o f t h e p r o j e c t a r c h i t e c t s f e l t t h a t t h e c a t e g o r ie s " Q u a l i f i e d to Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 19A ). Because o f t h e v e ry low p e r c e iv e d l e v e l o f in v o lv e m e n t and th e ve ry lo w le v e l o f competence t o make th e d e c i s i o n , a n a l y s is o f t h i s q u e s tio n p r o b a b ly i n d i c a t e s t h a t t h i s d e c is i o n are a s h o u ld be th e 163 p rim a ry r e s p o n s i b i l i t y o f t h e a r c h i t e c t u r a l e n g in e e r in g com m unity, th e re fo re , I d e n t i f y i n g no need f o r i n s e r v i c e 1n t h i s a r e a . — P e rc e p tio n s o f t h e bo ard members' in v o lv e m e n t i n m aking th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t An e x t r e m e ly low l e v e l o f In v o lv e m e n t responses i n th e c a te g o r y "Made D e c is io n " is in d i c a t e d w i t h no and o n ly 20% o f th e board members re s p o n d in g in th e c a te g o r y " I n p u t D e c i s i o n . " Both board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s responded a t th e 100% le v e l th e c a te g o ry "No In v o lv e m e n t i n D e c is io n " responded in t h a t c a te g o r y (see F ig u r e 19B). in w h ile 80% o f th e board members 100.0 66.7_ 33. 3_ a i/i £w F ig u re 19B. >u E s t a b l i s h i n g th e "U" f a c t o r o f th e e x t e r i o r w a l l s . - - P e r c e p t io n s o f t h e bo ard members' le v e l o f competence I n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t The board members a re p e r c e iv e d t o have no competence i n t h i s a re a . T h is i s s u p p o rte d by th e f a c t t h a t t h e r e were no responses 1n th e c a te g o r y " Q u a l i f i e d to Make D e c i s i o n , " w h ile board r e p r e s e n t a t iv e s responded a t th e 100% l e v e l , board members a t th e 70% l e v e l and p r o j e c t 164 a r c h i t e c t s a t th e 66.7% l e v e l 1n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " 30% o f th e board members and 33.3% o f the p r o j e c t a r c h i t e c t s I n d ic a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d to Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were in a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 19B). Based on th e e x tr e m e ly low le v e l o f in v o lv e m e n t and th e i n d i c a t i o n o f no competence in t h i s d e c is i o n a r e a , t h e a n a l y s i s o f t h i s th e q u e s t io n o b v io u s l y I n d i c a t e s t h a t t h i s p a rt o f i s a d e c is i o n w hich s h o u ld be th e p r im a ry r e s p o n s i b i l i t y o f th e a r c h i t e c t u r a l and e n g in e e r in g community. T h e r e f o r e , no I n s e r v i c e need i s id e n tifie d . - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c is i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board r e p r e s e n t a t iv e s a re p e r c e iv e d as h a v in g a m o d e ra te ly lo w le v e l o f In v o lv e m e n t in t h i s d e c is io n w i t h 12.5% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g in th e c a te g o r y "Made D e c is io n " w h i l e 37.5% o f th e board members responded in th e c a te g o ry " I n p u t D e c i s i o n . " 100% o f th e board r e p r e s e n t a t i v e s , 50% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o ry "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 19C). — P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f competence in making th e d e c is i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t S u r p r i s i n g l y , a m oderate le v e l o f competence was in d i c a t e d 1n t h i s area w i t h b o th th e board r e p r e s e n t a t iv e s and th e p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 33.3% le v e l and board members re s p o n d in g a t th e 50% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " 33% o f th e board r e p r e s e n t a t i v e s , 50% o f th e board members and 66.7% o f th e p r o j e c t a rth lc te c ts responded i n th e c a te g o r y "Lacked E x p e rie n c e Necessary to Make D e c is io n . " c a t e g o r ie s 33.3% o f th e bo ard r e p r e s e n t a t iv e s I n d ic a t e d t h a t th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e 165 Necessary t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 1 9 C ). When th e m oderate l e v e l o f In v o lv e m e n t i n t h i s o f com petence 1s p a ir e d w i t h th e lo w l e v e l d e c is io n , th e a n a ly s is o f t h i s q u e s t io n I n d i c a t e s t h a t t h e r e i s no need f o r i n s e r v i c e i n t h i s a r e a . ion.Q_ 33.IL 4^ Jurf «o*» « u F ig u re 19C. ? uCJ* «O c k i* E s t a b l i s h i n g t h e "U " f a c t o r o f t h e e x t e r i o r w a l l s . — P e rc e p tio n s o f t h e board members' l e v e l o f in v o lv e m e n t i n m aking th e d e c is i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t B oard members a re p e r c e iv e d as h a v in g a m o d e ra te l e v e l o f I n v o l ­ vement i n t h i s d e c is io n . p ro je c t a r c h ite c ts 12% o f t h e b o a rd members and 33.3% o f th e responded i n t h e c a t e g o r y "Made D e c is io n " w h i l e 66.7% o f th e b o a rd r e p r e s e n t a t i v e s and 12.5% o f t h e b o a rd members responded i n th e c a t e g o r y " In p u t D e c is io n ." 33.3% o f th e b o a rd r e p r e s e n t a t i v e s , 75% o f th e b o a rd members and 56.7% o f th e p r o j e c t a r c h ite c ts responded i n t h e c a t e g o r y (see F ig u r e 19 D ) . "No In v o lv e m e n t 1n D e c is io n 166 100. 3 3 .3_ i/% C F ig u re 19D. E s t a b l i s h i n g th e "U " f a c t o r o f th e e x t e r i o r w a l l s . — P e rc e p tio n s o f th e bo ard members' l e v e l o f competence in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t O nly a m o d e ra te ly lo w le v e l o f competence was in d i c a t e d w i t h board r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 33.3% le v e l and bo ard members r e s p o n d in g a t th e 28.6% l e v e l " Q u a l i f i e d t o Make D e c i s i o n . " in th e c a te g o r y However, 66.7% o f th e board r e p r e s e n ­ t a t i v e s , 71.4% o f t h e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A l l o f t h e re s p o n d e n ts in d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d to Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 19D). The a n a l y s i s o f th e q u e s t io n i n d i c a t e s a m oderate l e v e l o f in v o lv e m e n t on th e p a r t o f th e bo ard members w i t h a m o d e ra te ly low le v e l o f competence t o make t h i s f o r in s e rv ic e is id e n tifie d d e c is io n . in t h i s T h e r e f o r e , a m oderate need p a r t i c u l a r a re a . 167 D e c is io n # 20 - E s t a b l i s h i n g th e P r e l i m i n a r y B u i l d i n g C osts Through V alue E n g in e e r in g - - P e r c e p t io n s o f t h e board r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t 1n making th e d e c is i o n 1n a c o n s t r u c t i o n management p r o j e c t Board r e p r e s e n t a t i v e s were p e r c e iv e d as h a v in g a m o d e r a te ly h ig h le v e l o f In v o lv e m e n t 1n t h i s d e c is i o n w i t h re s p o n d in g i n 7.7% o f th e bo ard members th e c a t e g o r y "Made D e c i s i o n , " and 33.3% o f t h e board r e p r e s e n t a t i v e s , 92.3% o f t h e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g i n th e c a t e g o r y " I n p u t D e c i s i o n . " 66.7% o f th e board r e p r e s e n t a t iv e s and 33.3% o f th e p r o j e c t a r c h i t e c t s responded i n the c a te g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u r e 20A ). 100.0 66. 7_ 3 3 .3 . V C o J 1*- i * i F ig u r e 20A. V nli 4 e) « e o 3 MS E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s t s th ro u g h v a lu e e n g in e e r in g . — P e rc e p tio n s o f t h e b o ard r e p r e s e n t a t iv e s ' l e v e l o f competence 1n making th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t A lo w l e v e l o f competence i s i n d i c a t e d w i t h o n ly 33.3% o f th e bo ard r e p r e s e n t a t iv e s and 66.7% o f t h e b o a rd members re s p o n d in g i n th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f th e board 168 r e p r e s e n t a t i v e s , 33.3% o f t h e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded 1n th e c a t e g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A ll o f th e re s p o n d e n ts in d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make Decison" were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 20A ). The a n a l y s i s o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s a somewhat unique s i t u a t i o n in w h ich th e board r e p r e s e n t a t iv e s p e r c e iv e d them­ s e lv e s as b e in g I n v o lv e d le s s i n t h e making o f t h i s d e c is io n th a n do th e board members and t h e p r o j e c t a r c h i t e c t s . le v e l o f competence 1n p e r c e iv e d 1n t h i s However, because such a lo w area and t h e r e i s an e x p e cte d le v e l o f In v o lv e m e n t 1n th e d e c i s i o n , a need f o r I n s e r v i c e i s p r o b a b ly in d i c a t e d . — P e rc e p tio n s o f t h e bo ard members' In v o lv e m e n t i n making th e d e c is i o n 1n a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly h ig h l e v e l o f in v o lv e m e n t i s in d i c a t e d w i t h 14.3% o f th e board members re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 50% o f t h e b o a rd members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y " I n p u t D e c i s i o n , " w h ile 66.7% o f th e b o ard r e p r e s e n t a t i v e s , 35.7% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded in th e c a t e g o r y "No In v o lv e m e n t in D e c is io n " (see F ig u r e 20 B ). - - P e r c e p t io n s o f th e board members' l e v e l o f competence i n making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t Board members were p e r c e iv e d t o be m o d e ra te ly com petent t o make t h i s d e c is io n w i t h 33.3% o f th e board r e p r e s e n t a t i v e s , 53.8% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g i n th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n . " Both t h e b o ard r e p r e s e n t a t iv e s and t h e p r o j e c t a r c h i t e c t s responded a t th e 66.7% l e v e l i n t h e c a te g o r y 169 "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " w h i l e 38.5% o f th e board members responded i n t h a t c a t e g o r y . i n d i c a t e d t h a t t h e c a t e g o r ie s 7.7% o f th e bo ard members " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u r e 2 0 B ). Because o f th e m o d e r a te ly h ig h l e v e l o f in v o lv e m e n t in t h i s d e c is io n and t h e m o d e r a te ly lo w l e v e l o f p e r c e iv e d com petence, th e need f o r I n s e r v i c e i s p r o b a b ly I n d i c a t e d i n t h i s d e c is i o n a re a . 100.0 3 3 .3 . £ F ig u re 20B. >o uu £2 tft E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s t s th ro u g h v a lu e e n g i n e e r in g . - - P e r c e p t io n s o f t h e b o ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t i n making th e d e c i s i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t The board r e p r e s e n t a t iv e s were p e r c e iv e d as h a v in g a m o d e ra te ly h ig h le v e l o f in v o lv e m e n t i n t h i s d e c is i o n w i t h 11.1% o f t h e board members re s p o n d in g 1n th e c a t e g o r y "Made D e c i s i o n . " Both board r e p r e s e n t a t iv e s and board members responded a t t h e 66.7% l e v e l c a te g o ry " I n p u t D e c is io n " w h i l e 33.3% o f t h e p r o j e c t a r c h i t e c t s In th e 170 responded In t h a t c a t e g o r y . 33.3% o f t h e board r e p r e s e n t a t i v e s , 22.2% o f th e b o ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s in d i c a t e d t h a t th e b o ard r e p r e s e n t a t i v e s had no In v o lv e m e n t i n th e d e c i s i o n (see F ig u re 2 0 C ) . ion.q_ 66.7_ 3 3 .3_ F ig u re 20C. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s t s th ro u g h v a lu e e n g i n e e r in g . - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s ' le v e l o f competence in making th e d e c is i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board r e p r e s e n t a t i v e s were p e r c e iv e d t o have a m oderate l e v e l o f competence w i t h 33.3% o f th e b o a rd r e p r e s e n t a t i v e s , 50% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s " Q u a l i f i e d t o Make D e c i s i o n . " re s p o n d in g i n th e c a te g o r y 33.3% o f th e board r e p r e s e n t a t i v e s , o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded in th e c a t e g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " o f th e b o ard r e p r e s e n t a t iv e s 50% 33.3% i n d i c a t e d t h a t c a t e g o r ie s " Q u a l i f i e d t o Makd D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were i n a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 20C ). 171 Because o n ly a m oderate l e v e l o f competence i s m o d e ra te ly h ig h l e v e l o f in v o lv e m e n t i n m aking t h i s a n a l y s is o f t h i s p e r c e iv e d w i t h y e t a d e c is io n , th e p a r t o f t h e q u e s t io n w ould i d e n t i f y a m oderate need f o r i n s e r v i c e f o r b o ard r e p r e s e n t a t i v e s . - - P e r c e p t io n s o f t h e b o a rd members' l e v e l o f in v o lv e m e n t 1n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e r a te ly low l e v e l o f in v o lv e m e n t i s i n t h e c a te g o r y "Made D e c i s i o n . " I n d ic a t e d w i t h no response 66.7% o f th e b o ard r e p r e s e n t a t i v e s , 37.5% o f t h e b o ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s in th e c a te g o r y " I n p u t D e c i s i o n . " responded However, 33% o f th e b o ard r e p r e ­ s e n t a t i v e s , 62.5% o f th e b o ard members and 66.7% o f th e p r o j e c t a r c h ite c ts th is i n d i c a t e d t h a t th e b o ard members had no in v o lv e m e n t in d e c is io n (see F ig u r e 20D). 10O.Q_ 66 . 7_ 3 3 .3_ ©**!*© m g Ui F ig u re 20D. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s t s th ro u g h v a lu e e n g i n e e r in g . 172 - - P e r c e p t io n s o f t h e board members' l e v e l o f competence in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members a re p e r c e iv e d as h a v in g a low le v e l o f competence in t h i s area w i t h b o a rd r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s re s p o n d in g a t th e 33.3% le v e l and bo ard members re s p o n d in g a t t h e 28.6% le v e l the c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n . " in 66.7% o f th e board r e p r e ­ s e n t a t i v e s , 71.4% o f th e bo ard members and 66.7% o f t h e p r o j e c t a rc h ite c ts i n d i c a t e d t h a t th e b o ard members la c k e d th e e x p e rie n c e necessary t o make t h i s t h a t th e c a t e g o r ie s d e c is io n . A l l o f th e re s p o n d e n ts in d i c a t e d " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 20D). The a n a l y s i s o f t h i s p a r t o f th e q u e s t io n I n d i c a t e s t h a t board members a re p e r c e iv e d t o have r e l a t i v e l y 1n t h i s d e c i s i o n . low l e v e l s o f In v o lv e m e n t However, because t h e i r le v e l lo w , a m oderate need f o r i n s e r v i c e i s o f competence i s q u i t e in d ic a te d . D e c is io n # 21 - E s t a b l i s h i n g th e O r i e n t a t i o n o f th e B u i l d i n g T a k in g I n t o C o n s id e r a t io n th e Sun, Wind and Noise — P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t in making th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t A m oderate l e v e l o f In v o lv e m e n t i s in d i c a t e d w i t h 7.7% o f th e board members re s p o n d in g 1n th e c a t e g o r y "Made D e c i s i o n , " and 33.3% o f th e b o ard r e p r e s e n t a t i v e s , 76.9% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s re s p o n d in g i n th e c a te g o r y " I n p u t D e c i s i o n . " Both b o a rd r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s 66.7% le v e l responded a t th e in th e c a te g o r y "No In v o lv e m e n t in D e c is io n " and 15.4% o f th e bo ard members responded in t h a t c a te g o r y (see F ig u r e 21A ). 173 100.0 66.7 33.1. c — **2 « eu F ig u re 21A. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g I n t o c o n s i d e r a t i o n th e s u n , w in d and n o is e . - - P e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t Board r e p r e s e n t a t iv e s were p e r c e iv e d t o be o n ly m o d e ra te ly q u a l i f i e d t o make th e d e c i s i o n . T h is i s s u p p o rte d by a 33.3% response on th e p a r t o f b o a rd r e p r e s e n t a t iv e s and a 6 9 .2 2 response on th e p a r t o f board members f o r t h a t c a t e g o r y . Both th e board r e p r e s e n t a t iv e s and the p r o j e c t a r c h i t e c t s agreed a t th e 66.7% le v e l i n th e c a te g o r y "Lacked E x p e rie n c e N e cessa ry t o Make D e c is io n " and 30.8% o f t h e board members responded i n t h a t c a t e g o r y . i n d i c a t e d t h a t th e c a t e g o r ie s 33.3% o f th e p r o j e c t a r c h i t e c t s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xp e rie n ce N ecessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u r e 2 1 A ). As a r e s u l t o f th e a n a l y s is o f t h i s p a r t o f th e q u e s t io n , i t w ould appear t h a t w h ile t h e le v e l o f In v o lv e m e n t i s m o d e ra te , th e l e v e l o f competence i s m o d e ra te ly lo w ; t h e r e f o r e , a m oderate need f o r I n s e r v i c e is in d ic a te d . 174 - - P e r c e p t io n s o f t h e bo ard members' l e v e l o f In v o lv e m e n t 1n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t A r e la tiv e ly low l e v e l o f In v o lv e m e n t i s I n d ic a t e d w i t h o n ly 14.3% o f th e b o ard members re s p o n d in g 1n th e c a te g o r y "Made D e c is io n , " w h ile 50% o f th e bo ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y " I n p u t D e c i s i o n . " 100% o f t h e board r e p r e s e n t a t i v e s , 35.7% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s p e r c e iv e d t h a t th e board members had no in v o lv e m e n t in th e d e c is io n (see F ig u r e 21B ). 100.0 A 33. 41 C >U F ig u re 21B. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g I n t o c o n s id e r a t i o n th e sun , w ind and n o is e . — P e rc e p tio n s o f th e bo ard members' le v e l o f competence 1n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A v e ry low le v e l o f competence i s I n d ic a t e d w i t h o n ly 57.1% o f th e board members re s p o n d in g 1n th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n , " w h ile 100% o f th e board r e p r e s e n t a t i v e s , 42.9% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded 1n th e c a te g o r y "Lacked E x p e rie n c e Necessary t o Make D e c i s i o n . " 33.3% o f th e p r o j e c t 175 a rc h ite c ts I n d ic a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N e cessa ry t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 2 1 B ). The a n a l y s is o f t h i s p a r t o f th e q u e s t io n w o u ld I n d i c a t e a low le v e l o f In v o lv e m e n t 1n th e d e c is i o n and a v e r y lo w le v e l o f competence to make th e d e c i s i o n ; t h e r e f o r e , a m o d e ra te ly lo w need f o r I n s e r v i c e may be I d e n t i f i e d * — P e rc e p tio n s o f th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e r a te ly h ig h le v e l o f In v o lv e m e n t i s In d ic a te d in t h is area w i t h 11.1% o f th e b o a rd mebers re s p o n d in g i n th e c a te g o r y "Made D e c is io n , " and 66.7% o f t h e b o ard r e p r e s e n t a t i v e s , 44.4% o f th e bo ard members and 66.7% o f t h e p r o j e c t a r c h i t e c t s "In p u t D e c is io n ." a rc h ite c ts re s p o n d in g 1n th e c a te g o r y Both t h e b o a rd r e p r e s e n t a t iv e s and th e p r o j e c t responded a t t h e 33.3% le v e l 1n th e c a t e g o r y "No In v o lv e m e n t 1n D e c is io n " w h i l e bo ard members responded a t th e 44.4% l e v e l in t h a t c a te g o ry (see F ig u r e 21C ) . ioo.q_ 66. 7_ 33. 8 Z 22 * m Ut l,s a F ig u re 21C. -H ZSSS «l m — S t2 '" I* 2 ! E s t a b l i s h i n g t h e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g I n t o c o n s i d e r a t i o n th e s u n , w ind and n o is e . 176 — P e rc e p tio n s o f th e b o ard r e p r e s e n t a t i v e s 1 l e v e l o f competence in making t h e d e c is i o n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m oderate l e v e l o f competence was I n d i c a t e d w i t h b o th th e bo ard r e p r e s e n t a t iv e s and p r o j e c t a r c h i t e c t s re s p o n d in g a t t h e 33.3% le v e l in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 50% o f t h e b o ard members responded 1n t h a t c a t e g o r y . However, 66.7% o f th e b o a rd r e p r e s e n t a t i v e s , 50% o f th e b o ard members and 66.7% o f th e p r o j e c t a r c h ite c ts I n d i c a t e d t h a t t h e b o a rd r e p r e s e n t a t i v e s e x p e rie n c e n e c e s s a ry t o make t h e d e c i s i o n . I n d ic a t e d t h a t t h e c a t e g o r ie s la c k e d th e A l l o f t h e re s p o n d e n ts " Q u a l i f i e d t o Make D e c is io n " and "Lacked E xp e rie n ce N ecessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s tio n (see F ig u r e 21C ). The a n a l y s i s o f t h i s p o r t i o n o f th e q u e s t io n w ould I n d i c a t e a m o d e ra te ly h ig h l e v e l o f In v o lv e m e n t i n th e d e c is i o n w i t h o n ly a moderate l e v e l o f competence t o make t h e d e c i s i o n ; t o I n s e r v ic e bo ard r e p r e s e n t a t i v e s re la tiv e to t h is t h e r e f o r e , a need d e c is i o n are a i s in d ic a te d . — P e rc e p tio n s o f th e board members' l e v e l o f in v o lv e m e n t i n making th e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members a re p e r c e iv e d a t a v e ry low le v e l o f p a r t i c i p a t i o n w i t h no response 1n th e c a t e g o r y "Made D e c is io n " and o n ly 37.5% o f th e b o ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s th e c a te g o r y " I n p u t D e c i s i o n . " re s p o n d in g 1n 100% o f th e b o ard r e p r e s e n t a t i v e s , 62.5% o f th e b o a rd members and 66.7% o f th e p r o j e c t a r c h i t e c t s t h a t t h e bo ard members were n o t i n v o l v e d i n t h i s F ig u re 21D). d e c is i o n (see in d ic a te d 177 ioo.q_ 66 . 7 . 33. V ■•■2* •*Ifl m ™•*W « m w _ — “‘ H J i w 2 '3.3 ^5 wt 5 h i/> E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g i n t o c o n s id e r a t i o n th e s u n , w in d and n o is e . - - P e r c e p t io n s o f th e b o ard members' l e v e l o f competence 1n making th e d e c is io n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board members a re p e r c e iv e d t o have a v e ry lo w l e v e l o f competence i n t h i s d e c is io n a r e a . O nly 28.6% o f th e b o ard members responded 1n th e c a te g o ry " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 71.4% o f th e b o ard members and 100% o f th e p r o j e c t a r c h ite c ts responded 1n th e c a t e g o r y "L acke d E x p e rie n c e Necessary t o Make D e c i s i o n . " 33.3% o f th e b o ard r e p r e s e n t a t iv e s i n d i c a t e d t h a t t h e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " w e r e i n a p p r o p r i a t e The a n a l y s is o f t h i s p a rt o f f o r t h i s q u e s t io n th e q u e s t io n I n d i c a t e s t h a t bo ard members a re in v o lv e d a t a v e ry low le v e l 1n t h i s d e c is io n and t h a t th e y la c k a d th e e x p e r ie n c e n e c e s s a ry t o make th e d e c i s i o n . need f o r i n s e r v i c e (see F ig u re 21D ) . i s p r o b a b ly n o t i n d i c a t e d i n t h i s As a r e s u l t , are a . th e 178 D e c is io n # 22 - D e te r m in in g Bus and P e d e s tr ia n T r a f f i c to th e S ite - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s 1 l e v e l o f In v o lv e m e n t in making t h e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly h ig h le v e l o f in v o lv e m e n t i s I n d i c a t e d w i t h 23.1% o f th e bo ard members r e s p o n d in g 1n th e c a te g o r y "Made D e c i s i o n , " and 66.7% o f t h e b o a rd r e p r e s e n t a t i v e s , 69.2% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s D e c is io n . " re s p o n d in g 1n t h e c a t e g o r y " I n p u t O nly 33.3% o f t h e b o a rd r e p r e s e n t a t i v e s and 7.7% o f th e board members responded i n th e c a t e g o r y "No In v o lv e m e n t 1n D e c is io n " w h ile 66.7% o f th e p r o j e c t a r c h i t e c t s responded i n t h a t c a te g o r y (see F ig u r e 2 2 A ). 100.0 66 . 7_ 33.^. F ig u re 22A. « « e ^ u « e I*2a * * * & e D e te r m in in g bus and p e d e s t r ia n t r a f f i c t o th e s i t e . - - P e r c e p t io n s o f t h e b o ard r e p r e s e n t a t i v e s ' l e v e l o f competence 1n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly low le v e l o f competence 1s I n d i c a t e d w i t h 76.9% o f th e b o a rd members and 33.3% o f th e p r o j e c t a r c h i t e c t s r e s p o n d in g 1n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 100% o f th e board 179 r e p r e s e n t a t iv e s , 23.1% o f th e board members and 66.7% o f t h e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " A l l o f th e re s p o n d e n ts in d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s t io n (see F ig u re 2 2 A ). Because o f th e m d o e ra te ly h ig h l e v e l o f in v o lv e m e n t and th e m o d e ra te ly low le v e l o f competence w hich 1s i n d i c a t e d , th e a n a l y s is o f t h i s p a r t o f th e q u e s tio n I d e n t i f i e s r e p r e s e n t a t iv e s 1n t h i s th e need t o I n s e r v i c e bo ard d e c is io n a r e a . - - P e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t 1n making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t Board members a re p e r c e iv e d t o have a m o d e ra te ly h ig h l e v e l o f in v o lv e m e n t i n t h i s d e c is io n a r e a . T h is i s s u p p o rte d by t h e response o f 14.3% on th e p a r t o f th e b o ard members 1n th e c a te g o r y "Made D e c is io n , " w h i l e 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 64.3% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded 1n th e c a te g o ry " I n p u t D e c is io n . " 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 21.4% o f th e bo ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s t h a t th e b o ard members had no in v o lv e m e n t i n th e d e c is i o n in d ic a te d (see F ig u r e 2 2 B ). — P e rc e p tio n s o f th e board members' le v e l o f competence i n making th e d e c is io n i n a c o n s t r u c t i o n management p r o j e c t A r e l a t i v e l y lo w le v e l o f competence i s in d i c a t e d w i t h o n ly 33.3% o f th e b o a rd r e p r e s e n t a t iv e s and 53.8% o f th e board members re s p o n d in g 1n th e c a te g o r y " Q u a l i f i e d to Make D e c i s i o n . " and p r o j e c t a r c h i t e c t s Both board r e p r e s e n t a t iv e s responded a t th e 66.7% l e v e l i n th e c a te g o ry "Lacked E x p e rie n c e Necessary t o Make D e c is io n " and 38.5% o f th e board members responded in t h a t c a t e g o r y . 7.7% o f t h e board members and 180 33.3% o f th e p r o j e c t a r c h i t e c t s i n d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were I n a p p r o p r i a t e f o r t h i s p a r t o f th e q u e s t io n (see F ig u re 2 2 B ) . Because o f t h e m o d e ra te ly h ig h le v e l o f In v o lv e m e n t and th e m o d e ra te ly low le v e l o f competence in t h i s d e c is io n a r e a , th e a n a ly s is in d i c a t e s a d e f i n i t e need t o I n s e r v i c e board members. 100.0 F ig u re 22B. D e te rm in in g bus and p e d e s t r ia n t r a f f i c t o th e s i t e . — P e rc e p tio n s o f th e bo ard r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t in making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A h ig h le v e l o f in v o lv e m e n t i s in d i c a t e d in t h i s a re a w i t h 11.1% o f th e board members re s p o n d in g in th e c a te g o r y "Made D e c is io n " and 100% o f th e board r e p r e s e n t a t i v e s , 66.7% o f th e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s D e c is io n . " re s p o n d in g i n th e c a te g o r y " I n p u t Only 22.2% o f th e bo ard members and 33.3% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "No In v o lv e m e n t In D e c is io n " (see F ig u r e 2 2 C ). IOI ion.q_ 66. 7_ 33. — n- US — m c F ig u re 22C. u lo S e F ig u r e 26A. v* C V< O V D e te r m in in g th e ty p e o f h e a t in g , c o o l i n g and v e n t i l a t i o n system t o be used. - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f competence in making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A low l e v e l o f competence 1s in d i c a t e d 1n t h i s are a w i t h o n ly 41.7% o f th e b o a rd members re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 100% o f th e bo ard r e p r e s e n t a t i v e s , 58.3% o f th e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s in d i c a t e d 201 t h a t t h e board r e p r e s e n t a t iv e s la c k e d th e e x p e r ie n c e n e c e s s a ry t o make th e d e c i s i o n . c a t e g o r ie s 33.3% o f th e p r o j e c t a r c h i t e c t s I n d ic a t e d t h a t th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e Necessary t o Make D e c is io n " were n o t a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u re 2 6 A ) . S in ce th e a n a l y s is o f t h i s q u e s t io n i n d i c a t e s a m o d e ra te ly h ig h le v e l o f in v o lv e m e n t 1n th e d e c is i o n w i t h a v e r y low l e v e l o f competence 1n th e d e c is io n a r e a , th e i n s e r v i c e need f o r t h i s are a i s v e ry h ig h . — P e rc e p tio n s o f th e board member's in v o lv e m e n t i n making t h e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t The responses 1n t h i s a re a i n d i c a t e a m o d e ra te ly low l e v e l o f in v o lv e m e n t w i t h 14.3% o f th e bo ard members re s p o n d in g in th e c a t e g o r y "Made D e c i s i o n , " and 33.3% o f th e bo ard r e p r e s e n t a t i v e s , 50% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s c a te g o ry " I n p u t D e c i s i o n . " responded i n th e However, 66.7% o f th e b o ard r e p r e s e n t a t i v e s , 35.7% o f th e board members and 66.7% o f t h e p r o j e c t a r c h i t e c t s t h a t th e b o ard members had no in v o lv e m e n t in t h i s d e c is io n in d ic a te d (see F ig u re 2 6 B ) . — P e rc e p tio n s o f th e board members' le v e l o f competence i n making th e d e c is io n 1n a c o n s t r u c t i o n management p r o j e c t A v e ry low le v e l o f competence was i n d i c a t e d w i t h o n ly 50% o f th e board members re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h ile 100% o f t h e board r e p r e s e n t a t i v e s , 50% o f th e b o ard members and 100% o f th e p r o j e c t a r c h i t e c t s i n d i c a t e d t h a t th e board members la c k e d th e e x p e rie n c e n e c e s s a ry t o make t h e d e c i s i o n . resp ondents in d i c a t e d t h a t th e c a t e g o r ie s A ll o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N e cessa ry t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 2 6 B ). 202 W h ile th e a n a l y s is o f t h i s p a r t o f th e q u e s tio n I n d i c a t e s t h a t board members a re I n v o lv e d a t a m o d e r a te ly lo w l e v e l , i t I n d ic a t e s t h a t th e y a re n o t q u a l i f i e d t o make t h i s a moderate need f o r I n s e r v i c e i s Id e n tifie d a ls o d e c is io n . T h e re fo re , 1n t h i s a r e a . 100.0 — -\ 3 3 .1 . § mow F ig u re 26B. D e te rm in in g th e ty p e o f h e a t in g , c o o li n g and v e n t i l a t i o n system t o be used. — P e rc e p tio n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t in making th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A moderate l e v e l o f in v o lv e m e n t was in d i c a t e d in t h i s area w i t h 12.5% o f th e board members re s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c is io n , " and 33.3% o f th e board r e p r e s e n t a t i v e s , 62.5% o f th e board members and 33.3% o f t h e p r o j e c t a r c h i t e c t s c a te g o ry " I n p u t D e c i s i o n . " re s p o n d in g in th e 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 25.5% o f th e b o ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s i n d i c a t e d t h a t th e b o a rd r e p r e s e n t a t iv e s were n o t in v o lv e d in t h i s d e c is io n (see F ig u r e 26C). 203 loo.q_ 66. 7_ 3 3 .3_ F ig u re 26C. D e te rm in in g th e ty p e o f h e a t in g , c o o l i n g and v e n t i l a t i o n system t o be used. — P e rc e p tio n s o f th e b o ard r e p r e s e n t a t l v e s 1 l e v e l o f competence in making t h e d e c is i o n 1n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A v e ry lo w le v e l o f competence i s i n d i c a t e d i n t h i s a re a w i t h o n ly 28.6% o f th e board members re s p o n d in g in th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 66.7% o f th e board r e p r e s e n t a t i v e s , 71.4% o f t h e board members and 100% o f th e p r o j e c t a r c h i t e c t s responded i n th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c i s i o n . " 33.3% o f th e b o ard r e p r e s e n t a t iv e s i n d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were i n a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 26C ). When th e moderate le v e l o f in v o lv e m e n t in th e d e c is io n i s p a ir e d w i t h th e lo w le v e l o f competence w hich i s i n d i c a t e d , th e a n a l y s i s o f t h i s q u e s t io n p o i n t s t o th e need f o r i n s e r v i c e o f t h i s d e c is io n a r e a . 204 - - P e r c e p t io n s o f th e b o ard members' le v e l o f in v o lv e m e n t i n m aking th e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e r a te ly h ig h l e v e l o f in v o lv e m e n t i s in d ic a te d in t h i s a re a w i t h 33.3% o f t h e b o a rd r e p r e s e n t a t iv e s and 37.5% o f th e bo ard members re s p o n d in g 1n t h e c a t e g o r y "Made D e c i s i o n , " and 33.3% o f th e board r e p r e s e n t a t i v e s , 37.5% o f t h e b o a rd members and 33.3% o f th e p r o j e c t a r c h ite c ts re s p o n d in g i n th e c a t e g o r y " I n p u t D e c i s i o n . " 33.3% o f th e board r e p r e s e n t a t i v e s , 25.5% o f th e b o ard members and 66.7% o f t h e p r o je c t a r c h ite c ts in t h i s d e c is i o n i n d i c a t e d t h a t th e board members had no in v o lv e m e n t (see F ig u r e 26D). loo.q_ 66.7_ 33. ^0 )0 = 35 Its !! F ig u re 26D. UO Js e a *W Ip S D e te rm in in g th e o u t l i n e s p e c i f i c a t i o n s p o r t i o n o f t h e b u i l d i n g d e s ig n vt f o r th e a r c h i t e c t u r a l — P e rc e p tio n s o f th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f competence 1n making th e d e c is io n in a c o n s t r u c t i o n management p r o j e c t A m o d e ra te ly low l e v e l o f competence 1s I n d i c a t e d 1n t h i s are a w i t h o n ly 33.3% o f th e b o a rd r e p r e s e n t a t iv e s and 58.3% o f th e b o a rd members re s p o n d in g i n th e c a te g o r y " Q u a l i f i e d t o Make D e c i s i o n , " w h i l e 217 66.7% o f th e board r e p r e s e n t a t i v e s , 41.7% o f th e b o ard members and 100% o f th e p r o j e c t a r c h i t e c t s i n d i c a t e d t h a t t h e b o ard r e p r e s e n t a t iv e s la ck e d th e e x p e rie n c e n e c e s s a ry t o make th e d e c i s i o n . re sp on de nts i n d i c a t e d t h a t th e c a t e g o r ie s A ll o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked th e E x p e rie n c e Necessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 2 9 A ). The a n a l y s is o f t h i s p a r t o f t h e q u e s t io n I n d i c a t e s a v e ry h ig h le v e l o f in v o lv e m e n t i n th e d e c is i o n w i t h a m o d e r a te ly low l e v e l o f competence p e r c e iv e d . T h e r e f o r e , a need f o r 1n serv1 ce i s id e n tifie d fo r th is d e c is io n a r e a . - - P e r c e p t io n s o f th e b o ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t in making th e d e c is i o n 1n a c o n t r u c t l o n management p r o j e c t A m d o e ra te ly lo w l e v e l o f In v o lv e m e n t i s i n d i c a t e d i n t h i s a re a w i t h o n ly 7.1% o f th e b o a rd members re s p o n d in g in th e c a t e g o r y " Q u a l i f i e d to Make D e c i s i o n , " w h i l e 57.1% o f th e b o ard members and 66.7% o f th e p ro je c t a r c h ite c ts responded i n t h e c a t e g o r y " I n p u t D e c i s i o n . " 100% o f th e board r e p r e s e n t a t i v e s , 35.7% o f th e board members and 33.3% o f th e p r o je c t a r c h ite c ts responded in th e c a t e g o r y "No In v o lv e m e n t i n D e c is io n " (see F ig u r e 29 B ). — P e rc e p tio n s o f th e bo ard members' le v e l o f competence i n making th e d e c is io n 1n a c o n t r u c t i o n management p r o j e c t An e x tr e m e ly low le v e l o f competence i s in d ic a te d in t h is area w i t h o n ly 21.4% o f th e b o a rd members re s p o n d in g i n th e c a t e g o r y " Q u a l i f i e d to Make D e c i s i o n , " w h i l e 100% o f th e board r e p r e s e n t a t i v e s , 78.6% o f th e board members and 100% o f th e p r o j e c t a r c h i t e c t s in d ic a te d t h a t th e board members la c k e d th e e x p e rie n c e n e c e s s a ry t o make t h i s d e c i s i o n . A l l o f t h e re sp o n d e n ts I n d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s t io n (see F ig u r e 2 9 B ). 218 W h ile th e a n a l y s is o f t h i s q u e s t io n I n d i c a t e s a m o d e r a te ly low l e v e l o f in v o lv e m e n t 1n th e d e c i s i o n , because o f th e extrem e low le v e l o f competence w hich 1s i n d i c a t e d , a m oderate need f o r 1nserv1ce i s id e n tifie d . 100.0 66 . 7_ 33 .3_ 3 ui V — *2 4i «i o l -S UJ F ig u re 29B. D e te rm in in g th e o u t l i n e s p e c i f i c a t i o n s p o r t i o n o f th e b u i l d i n g d e s ig n . f o r th e a r c h i t e c t u r a l - - P e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t i n making t h e d e c is i o n In a t r a d i t i o n a l c o n t r u c t i o n p r o j e c t A m o d e ra te ly h ig h l e v e l o f in v o lv e m e n t i s I n d ic a t e d i n t h i s area w it h 12.5% o f th e b o a rd members re s p o n d in g in th e c a te g o r y "Made D e c is io n " and 66.7% o f th e board r e p r e s e n t a t i v e s , 37.5% o f t h e board members and 66.7% o f th e p r o j e c t a r c h i t e c t s "In p u t D e c is io n ." re s p o n d in g 1n th e c a te g o r y 33.3% o f t h e bo ard r e p r e s e n t a t i v e s , 50% o f th e board members and 33.3% o f th e p r o j e c t a r c h i t e c t s in d i c a t e d t h a t th e board r e p r e s e n t a t iv e s had no in v o lv e m e n t in th e d e c is i o n (see F ig u r e 29C). 219 ion.q_ 3 3 .3_ F ig u re 29C. D e te rm in in g t h e o u t l i n e s p e c i f i c a t i o n s p o r t i o n o f th e b u i l d i n g d e s ig n . f o r th e a r c h i t e c t u r a l - - P e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f competence 1n making th e d e c is i o n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e ra te ly h ig h l e v e l o f competence i s i n d i c a t e d w i t h 33.3% of th e board r e p r e s e n t a t i v e s , 42.9% o f t h e bo ard members and 66.7% o f th e p r o je c t a r c h ite c ts re s p o n d in g in th e c a te g o r y 66.7% o f th e board r e p r e s e n t a t i v e s , 33.3% o f th e p r o j e c t a r c h i t e c t s " Q u a l i f i e d t o Make D e c i s i o n . " 57.1% o f t h e bo ard members and i n d i c a t e d t h a t th e board r e p r e s e n t a t iv e s la ck e d th e e x p e rie n c e n e c e s s a ry t o make th e d e c i s i o n . resp ondents i n d i c a t e d t h a t th e c a t e g o r ie s A ll o f th e " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r i a t e f o r t h i s q u e s t io n (see F ig u r e 2 9 C ) . The a n a l y s is o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s b o th a m o d e ra te ly h ig h le v e l o f in v o lv e m e n t i n th e d e c is io n and a m o d e ra te ly h ig h le v e l o f competence 1n t h e d e c is io n a r e a ; t h e r e f o r e , l i t t l e i s e s t a b li s h e d . need f o r i n s e r v i c e — P e rc e p tio n s o f t h e bo ard members' l e v e l o f In v o lv e m e n t i n making th e d e c is io n i n a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A h ig h l e v e l o f in v o lv e m e n t i s I n d ic a t e d 1n t h i s area w i t h 33.3% o f th e board r e p r e s e n t a t iv e s r e s p o n d in g 1n t h e c a te g o r y "Made D e c is io n " and 33.3% o f th e b o ard r e p r e s e n t a t i v e s , 37.5% o f t h e bo ard members and 100% o f th e p r o j e c t a r c h i t e c t s " I n p u t D e c is io n . " re s p o n d in g i n th e c a te g o r y O nly 33.3% o f t h e board r e p r e s e n t a t iv e s and 62.5% o f th e board members responded 1n th e c a t e g o r y "No In v o lv e m e n t 1n D e c is io n " (see F ig u r e 2 9 D ). - - P e r c e p t io n s o f th e board members' le v e l o f competence 1n m aking th e d e c is io n in a t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t A m o d e ra te ly low l e v e l o f competence i s in d i c a t e d i n t h i s area w i t h onyl 33.3% o f th e b o a rd r e p r e s e n t a t i v e s , 28.6% o f th e b o a rd members and 33.3% o f th e p r o j e c t a r c h i t e c t s " Q u a l i f i e d t o Make D e c i s i o n . " re s p o n d in g i n th e c a te g o r y 66.7% o f th e bo ard r e p r e s e n t a t i v e s , 71.4% o f th e bo ard members and 66.7% o f th e p r o j e c t a r c h i t e c t s responded in th e c a te g o r y "Lacked E x p e rie n c e N ecessary t o Make D e c is io n . A l l o f th e re s p o n d e n ts in d i c a t e d t h a t th e c a t e g o r ie s " Q u a l i f i e d t o Make D e c is io n " and "Lacked E x p e rie n c e N ecessary t o Make D e c is io n " were a p p r o p r ia t e f o r t h i s q u e s t io n The a n a l y s is o f t h i s (see F ig u r e 2 9 D ) . p a r t o f th e q u e s t io n i n d i c a t e s a h ig h l e v e l o f in v o lv e m e n t 1n th e d e c is io n w i t h a m o d e r a te ly low le v e l o f competence i n th e d e c is io n a r e a . i d e n t i f i ed. T h e r e f o r e , a need f o r i n s e r v i c e i s 221 lon.q_ A 33. F ig u re 29D. D e te r m in in g t h e o u t l i n e s p e c i f i c a t i o n s p o r t i o n o f th e b u i l d i n g d e s ig n . f o r th e a r c h i t e c t u r a l 222 P a rt I I The f o l l o w i n g le ge nd w i l l be used f o r t h e graphs p re s e n te d in P a r t I I . Legend: C o n s tr u c tio n Management ______________ T r a d i t i o n a l C o n s t r u c t io n - - - - - - - D e c is io n # 1 - D e te rm in in g th e Space R e la t i o n s h ip s i n Flow Diagrams — Com parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t 1n d e c is io n - m a k in g in c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both p o p u la t io n s o f board r e p r e s e n t a t i v e s p e r c e iv e d th e i d e n t i c a l le v e l o f in v o lv e m e n t i n t h i s d e c i s i o n ; ho w ever, th e bo ard r e p r e ­ s e n t a t iv e s in v o lv e d 1n th e t r a d i t i o n a l o f p e r c e iv e d q u a l i f i c a t i o n approach in d i c a t e d a h ig h e r le v e l tha n d id t h e bo ard r e p r e s e n t a t i v e s I n v o lv e d w i t h th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e I E ) . 100.0 50.0 o.o we * I*2 * - c F ig u re IE . S 2 D e te rm in in g th e space r e l a t i o n s h i p s in f l o w d ia g ra m s . Board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e ir re p re s e n ta tiv e s ' le v e l o f in v o lv e m e n t as s l i g h t l y h ig h e r th a n d id th o s e bo ard members in v o lv e d 1n t h e t r a d i t i o n a l a p p ro a c h . a ls o p e r c e iv e d t h a t t h e i r r e p r e s e n t a t iv e s were more q u a l i f i e d They t o make th e d e c is io n th a n t h e board members in th e t r a d i t i o n a l p r o j e c t s (see F ig u re I F ) . 223 100.0 — J5 3 w * —IK « Z .— MOW J . '- a F ig u re I F . D e te rm in in g th e space r e l a t i o n s h i p s The p r o j e c t a r c h i t e c t s “o u «> e « ! j< o J * « « -P- u ■»* ac w (• U _ 1“» ""g-*2 ! in f l o w d ia g ra m s . I n v o lv e d 1n th e t r a d i t i o n a l p ro je c ts p e rc e iv e d t h a t th e o w n e r’ s r e p r e s e n t a t iv e s had a h ig h e r l e v e l o f in v o lv e m e n t th a n d i d th e p r o j e c t a r c h i t e c t s management p r o j e c t s . in v o lv e d 1n th e c o n s t r u c t i o n They a ls o f e l t t h a t t h e bo ard r e p r e s e n t a t iv e s In v o lv e d i n th e t r a d i t i o n a l p r o j e c t s were much more q u a l i f i e d th e p r o j e c t a r c h i t e c t s w o r k in g w i t h bo ard r e p r e s e n t a t iv e s c o n s t r u c t i o n management p r o j e c t s i n th e (see F ig u re 1G). 5o 5 •*-5X 5** M l F ig u re 1G. than d id D e te r m in in g t h e space r e l a t i o n s h i p s O..C +* I* O.K M I * * ! in f l o w d ia g ra m s . 224 --C o m p a ra tiv e p e r c e p t io n s o f t h e b o ard members le v e l o f r e s p o n s i b i l i t y 1n d e c is io n - m a k in g 1n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d it io n a l c o n s tru c tio n p r o je c ts Board r e p r e s e n t a t i v e s and th e t r a d i t i o n a l 1n b o th th e c o n s t r u c t i o n management p r o j e c t s p r o j e c t s agree d on th e l e v e l o f t h e i r bo ard members' In v o lv e m e n t 1n th e d e c is io n - m a k in g p ro c e s s . s e n t a t iv e s in v o l v e d i n th e t r a d i t i o n a l However, th e board r e p r e ­ p ro je c ts viewed t h e i r boards as more q u a l i f i e d t o make th e d e c is io n s th a n d i d th e r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t (see F ig u r e 1H ). 100.0 50.0 o.o F ig u re 1H. D e te r m in in g th e space r e l a t i o n s h i p s Board members o f t r a d i t i o n a l in f lo w d ia g ra m s. p r o j e c t s p e r c e iv e d th e m se lve s as s l i g h t l y more I n v o lv e d i n d e c is io n - m a k in g th a n d id bo ard members o f c o n s t r u c t i o n management p r o j e c t s . The t r a d i t i o n a l p e r c e iv e d th e m se lve s as much more q u a l i f i e d b o ard members a ls o t o make th e d e c is io n s th a n d i d th e b o a rd members o f th e c o n s t r u c t i o n management p r o j e c t s F ig u re 1 1 J . (see 225 100.0 v« — o -o v « c « -c i« j **-<«--- «j * e -w «> j e — I * i F ig u re I I . D e te r m in in g th e space r e l a t i o n s h i p s P ro je c t a r c h ite c ts in f l o w d ia g ra m s . in v o l v e d 1n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e b o ard members as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t in th e d e c is io n - m a k in g p ro c e s s tha n d i d a r c h i t e c t s tra d itio n a l c o n s tru c tio n p r o je c ts . in v o lv e d In t r a d i t i o n a l as more q u a l i f i e d However, th e p r o j e c t a r c h i t e c t s c o n s tr u c tio n p r o je c ts viewed t h e i r board members th a n d i d t h e p r o j e c t a r c h i t e c t s c o n s t r u c t i o n management p r o j e c t s in v o lv e d 1n th e in v o lv e d in th e (see F ig u r e 1 J ) . C ci s i * i F ig u re 1 J. D e te r m in in g th e space r e l a t i o n s h i p s in f l o w d ia g ra m s . The p e r c e p t io n s o f t h e re s p o n d e n ts te n d t o i n d i c a t e a s l i g h t l y h ig h e r le v e l o f in v o lv e m e n t on th e p a r t o f th e bo ard r e p r e s e n t a t iv e s 226 in v o lv e d i n t r a d i t i o n a l p r o j e c t s . They te n d t o i n d i c a t e t h a t th o s e r e p r e s e n t a t iv e s a re more q u a l i f i e d t o p a r t i c i p a t e making p r o c e s s . i n th e d e c i s i o n ­ On th e o t h e r hand, t h e re s p o n d e n ts i n d i c a t e d t h a t th e board members in v o lv e d i n t h e c o n s t r u c t i o n management p r o j e c t s have a g r e a t e r le v e l o f In v o lv e m e n t th a n do th e bo ard members I n v o lv e d i n th e tr a d itio n a l p r o j e c t s w h i l e a t th e same tim e i d e n t i f y i n g th o s e board members as le s s q u a l i f i e d t o make th o s e d e c is io n s tha n th e board members I n v o lv e d i n th e t r a d i t i o n a l p ro je c ts . D e c is io n # 2 - S e le c t in g th e s i t e --C o m p a ra tiv e p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ’ l e v e l o f in v o lv e m e n t 1n m aking th e d e c is i o n in c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n t r a d i t i o n a l c o n s tru c tio n p r o je c t s p e r c e iv e d th e m se lve s as h a v in g more In v o lv e m e n t i n making t h e d e c is io n tha n d id th o s e bo ard r e p r e s e n t a t iv e s I n v o lv e d In th e c o n s t r u c t i o n management p r o j e c t s . tio n a l The b o a rd r e p r e s e n t a t i v e s in v o l v e d 1n th e t r a d i ­ c o n s t r u c t i o n p r o j e c t s a ls o p e r c e iv e d th e m s e lve s as b e in g much more q u a l i f i e d t o make th e d e c is i o n th a n d id th o s e b o ard r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s 100.0 50.0 o.o F ig u re 2E. S e le c t in g t h e s i t e . (see F ig u re 2 E ). 227 Board members I n v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s viewed t h e i r r e p r e s e n t a t iv e s as h a v in g s l i g h t l y h ig h e r l e v e l s o f in v o lv e m e n t in making th e d e c is i o n tha n d id b o a rd members in v o lv e d 1n th e c o n s t r u c ­ t i o n management p r o j e c t s . They a ls o p e r c e iv e d t h a t t h e i r r e p r e s e n ­ t a t i v e s were s l i g h t l y h i g h e r q u a l i f i e d t o make th e d e c is i o n th a n d id board members in v o l v e d 1n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 2 F ) . F ig u re 2F. S e l e c t in g th e s i t e . The p r o j e c t a r c h i t e c t s in v o l v e d i n t r a d i t i o n a l c o n s tru c tio n p ro je c ts p e rc e iv e d th e bo ard r e p r e s e n t a t iv e s as h a v in g a much h ig h e r le v e l o f in v o lv e m e n t 1n making th e d e c is i o n th a n d i d p r o j e c t a r c h i t e c t s 1n th e c o n s t r u c t i o n management p r o j e c t s . in v o lv e d However, b o th p o p u la t io n s agreed t h a t t h e i r b o a rd r e p r e s e n t a t iv e s were h i g h l y q u a l i f i e d t o make the d e c is io n (see F ig u r e 2G ). 228 100. 50.0 0 .0 Jd O — jl — I* — gS£ — JC W ! c • C j < mu _ U — * 5 Id O X > )M o a n ui | * 5| F ig u re 2G. S e l e c t in g th e s i t e . An a n a l y s is o f t h i s p a r t o f th e q u e s t io n in d i c a t e s c l e a r l y th e board r e p r e s e n t a t iv e s in v o l v e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re p e rc e iv e d t o have a h ig h e r le v e l o f in v o lv e m e n t 1n making th e d e c is io n and t h e board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s were p e r c e iv e d as b e in g somewhat more q u a l i f i e d t o make th e d e c is i o n . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t in making th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s tru c tio n p r o je c ts Board r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r b o ard members as h a v in g a lo w e r le v e l o f in v o lv e m e n t 1n making th e d e c is io n tha n d id board r e p r e s e n t a t iv e s tr a d itio n a l c o n s tru c tio n p r o je c ts . I n v o lv e d in th e However, bo ard r e p r e s e n t a t iv e s in v o lv e d i n t h e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s viewed t h e i r b o ard members as h a v in g a lo w e r l e v e l o f competence in t h i s d e c is io n area than d id th e bo ard r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u re 2 H ). 229 V F ig u re 2H. S e le c t in g th e s i t e . Board members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e rc e iv e d th e m se lve s as h a v in g a s l i g h t l y h ig h e r le v e l o f in v o lv e m e n t 1n th e d e c is io n th a n d i d board members I n v o lv e d 1n th e c o n s t r u c t i o n management p r o j e c t s . Both p o p u l a t i o n s , how ever, p e r c e iv e d the m selve s as h i g h l y q u a l i f i e d t o make t h i s d e c is io n (see F ig u r e 2 1 ) . v C F ig u re 21. 5 t - z i1 - a 01 At C * c d) u jd « IJ *5W - VI - *,2 2 S e le c t in g t h e s i t e . P ro je c t a r c h ite c ts I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s , on th e o t h e r hand, view ed t h e i r board members as h a v in g a h ig h e r le v e l o f In v o lv e m e n t th a n d id p r o j e c t a r c h i t e c t s tra d itio n a l c o n s tru c tio n p r o je c ts . I n v o lv e d 1n th e Both p o p u la t io n s agreed t h a t th e 230 board members were h i g h l y q u a l i f i e d t o make th e d e c is i o n (see F ig u re 2 J ) . ci s F ig u re 2 J. j > .» 5 S e l e c t i n g th e s i t e . An a n a l y s i s o f t h i s p a r t o f th e q u e s t io n i s somewhat m ixed w i t h th e bo ard members I n v o lv e d I n t r a d i t i o n a l b e in g p e r c e iv e d as h a v in g a s l i g h t l y c o n s tru c tio n p ro je c ts h ig h e r l e v e l o f in v o lv e m e n t in m aking th e d e c is i o n and w i t h th e bo ard members in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s b e in g p e r c e iv e d as h a v in g a s l i g h t l y h ig h e r le v e l o f competence i n th e d e c is i o n a re a . 231 D e c is io n # 3 - D e te rm in in g M a jo r E n tra n ce s --C o m p a ra tiv e p e r c e p t io n s o f board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t 1n making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d it io n a l c o n s tru c tio n p ro je c ts Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e rc e iv e d the m selve s as b e in g s l i g h t l y more in v o lv e d i n making th e d e c is io n th a n d i d th e board r e p r e s e n t a t iv e s t i o n management p f o j e c t s . in v o lv e d in th e c o n s t r u c ­ They a ls o p e r c e iv e d th e m se lv e s as b e in g more q u a l i f i e d t o make th e d e c is io n than d id b o ard r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 3E ). 100.1 SO.Q 0.0 >10 C e in F ig u re 3E. D e te rm in in g m a jo r e n tr a n c e s . Board members in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e bo ard r e p r e s e n t a t iv e s as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t in making th e d e c is io n tha n d i d board members in v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts . They a ls o p e r c e iv e d t h e i r board r e p r e s e n t a t i v e s 232 as b e in g more q u a l i f i e d t o make th e d e c is io n s th a n d id board members in v o lv e d In t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u r e 3 F ). 100.0 ■SSiSS 2222 ■s-sax; «o u _ F ig u re 3F. vjSiSt; D e te rm in in g m a jo r e n tr a n c e s . P ro je c t a r c h ite c ts in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s as h a v in g a h ig h e r le v e l o f in v o lv e m e n t 1n th e d e c is io n th a n d i d p r o j e c t a r c h i t e c t s tra d itio n a l c o n s tru c tio n p r o je c ts . in v o lv e d in th e The p r o j e c t a r c h i t e c t s in v o lv e d in the c o n s t r u c t io n management p r o j e c t s p e rc e iv e d t h e i r board re p re s e n ­ t a t i v e s as b e in g more q u a l i f i e d t o make th e d e c is io n than d id p r o j e c t a r c h ite c ts in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . An a n a l y s is o f t h i s p a r t o f th e q u e s t io n would i n d i c a t e t h a t th e board r e p r e s e n t a t iv e s 1n t r a d i t i o n a l p r o j e c t s p e r c e iv e d the m selve s as b e in g s l i g h t l y more in v o lv e d i n making th e d e c is io n th a n d i d board r e p r e s e n t a t iv e s i n th e c o n s t r u c t i o n management p r o j e c t . Board members and p r o j e c t a r c h i t e c t s p e r c e iv e d th e bo ard r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s as b e in g more in v o lv e d i n making th e d e c i s i o n . They a ls o in d i c a t e d t h a t t h e i r board r e p r e ­ s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n tha n board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s w h ich i s 233 a g a in in d is a g re e m e n t w i t h t h e p e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s the m selve s (se e F ig u r e 3G). 100.0 F ig u re 3G. D e te r m in in g m a jo r e n t r a n c e s . T h e re fo re , i t w o u ld a p p e a r t h a t t h e b o a rd r e p r e s e n t a t l v e s in v o l v e d 1n th e c o n s t r u c t i o n management p r o j e c t s o v e ra ll in v o lv e m e n t i n a re p e r c e iv e d t o have a g r e a t e r t h e d e c is i o n and t o be more q u a l i f i e d t o make th e d e c is io n th a n b o a rd r e p r e s e n t a t i v e s i n v o l v e d i n t r a d i t i o n a l c o n s tr u c tio n p r o je c t s . — C o m p a ra tive p e r c e p t io n s o f t h e b o a rd members' l e v e l o f r e s p o n s i b i l i t y i n m aking th e d e c is i o n i n a c o n s t r u c t i o n management p r o j e c t v e rs u s a t r a d i t i o n a l c o n s tru c tio n p r o je c t Board r e p r e s e n t a t i v e s o f c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e bo ard members as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t 1n th e d e c is io n th a n d i d b o a rd r e p r e s e n t a t i v e s o f t r a d i t i o n a l p ro je c ts . H owever, th e b o a rd r e p r e s e n t a t i v e s c o n s tru c tio n in v o l v e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e r c e iv e d t h e i r b o ard members as b e in g more q u a l i f i e d t o make th e d e c is i o n th a n d i d b o a rd r e p r e s e n t a t i v e s i n t h e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 3H ). in v o l v e d 234 100.0 -£ *3 M S F ig u re 3H. g t 1; 3 ,2 D e te rm in in g m a jo r e n t r a n c e s . There was v e ry l i t t l e d i f f e r e n c e i n th e l e v e l a t w hich th e board members p e r c e iv e d th e m se lve s as b e in g i n v o l v e d , w i t h b o th i n d i c a t i n g a m o d e ra te ly h ig h l e v e l o f In v o lv e m e n t. S i m i l a r l y , t h e r e was l i t t l e d i f f e r e n c e in t h e i r p e r c e iv e d l e v e l o f competence in th e d e c is io n a r e a . Boards I n v o lv e d In th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e r c e iv e d them selves as b e in g o n ly s l i g h t l y more q u a l i f i e d t o make t h e d e c is io n than d i d board members in v o lv e d 1n t h e c o n s t r u c t i o n management p r o j e c t s (see F ig u re 3 1 ) . 100.0 * it F ig u re 31. S.,2jj ; a 35 D e te rm in in g m a jo r e n t r a n c e s . P ro je c t a r c h ite c ts I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r b o a rd r e p r e s e n t a t iv e s as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t in th e d e c is io n th a n d id p r o j e c t a r c h i t e c t s in v o lv e d i n 235 th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . They a l s o v ie w e d t h e i r b o ard r e p r e s e n t a t iv e s as b e in g more q u a l i f i e d t o make t h e d e c is i o n th a n d id p r o j e c t a r c h i t e c t s i n v o l v e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts (see F1gure 3J ) . 100.0 - so.o 0.0 F ig u r e 3 J . D e te r m in in g m a jo r e n t r a n c e s . An a n a l y s i s o f t h i s p a r t o f t h e q u e s t io n i n d i c a t e s t h a t th e bo ard members i n v o l v e d i n c o n s t r u c t i o n management p r o j e c t s were p e r c e iv e d t o have a h i g h e r l e v e l o f p a r tic ip a tio n were p e r c e iv e d t o be s l i g h t l y i n th e d e c i s i o n ; ho w e ve r, th e y le s s q u a l i f i e d t h i s a re a th a n were b o a rd members in v o l v e d t o make th e d e c is i o n i n th e t r a d i t i o n a l 1n c o n s tru c tio n p r o je c ts . D e c is io n # 4 - E s t a b l i s h i n g D r iv e s and E n tra n c e s O f f M a jo r S t r e e t s — C o m p a ra tiv e p e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s 1 l e v e l o f in v o lv e m e n t i n m aking t h e d e c i s i o n 1n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The b o a rd r e p r e s e n t a t i v e s I n v o lv e d i n t r a d i t i o n a l c o n s tr u c tio n p r o j e c t s p e r c e iv e d th e m s e lv e s as h a v in g a much h i g h e r l e v e l o f i n v o l v e ­ ment 1n th e d e c is i o n th a n d i d b o ard r e p r e s e n t a t i v e in v o l v e d 1n c o n s t r u c t i o n management p r o j e c t s . They a ls o p e r c e iv e d th e m s e lv e s as b e in g much more q u a l i f i e d t o make t h e d e c i s i o n th a n d i d b o a rd r e p r e s e n t a ­ tiv e s in v o l v e d 1n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 4 E ). 236 22 S 22* F ig u re 4E. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s and board members in v o l v e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s saw v e ry little d i f f e r e n c e in e i t h e r th e l e v e l o f In v o lv e m e n t t h e i r board r e p r e s e n t a t iv e s had in th e d e c is io n o r th e competence o f t h e i r board r e p r e s e n t a t iv e s t o make th e d e l c s i o n . tra d itio n a l The members I n v o lv e d in th e c o n s t r u c t i o n approach p e r c e iv e d t h e i r board r e p r e s e n ­ t a t i v e s as h a v in g o n ly a s l i g h t l y h i g h e r le v e l o f in v o lv e m e n t 1n making th e d e c is io n and a s l i g h t l y making th e d e c is io n h ig h e r l e v e l o f competence in (see F ig u r e 4 F ) . 100.0 VI 222S 222 m o u F ig u re 4F. E s t a b l i s h i n g d r i v e s and e n tr a n c e s o f f m a jo r s t r e e t s . 237 P ro je c t a r c h ite c ts I n v o lv e d 1n b o th t h e c o n s t r u c t i o n management p r o j e c t s and th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s c o n c u rre d on a l l p o i n t s , p e r c e i v in g a m o d e ra te ly h ig h le v e l o f in v o lv e m e n t 1n th e d e c is io n on th e p a r t o f t h e i r bo ard r e p r e s e n t a t iv e s and a r e l a t i v e l y h ig h le v e l o f competence 1n making th e d e c is io n 1 0 0 .0 (see F ig u re 4G). - c F ig u re 4G. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . Even though th e board members and th e p r o j e c t a r c h i t e c t s p e r c e iv e d little c o m p a ra tiv e d i f f e r e n c e in th e in v o lv e m e n t o f t h e i r r e s p e c t iv e board r e p r e s e n t a t iv e s because o f t h e s t r o n g f e e l i n g s o f th e b o ard r e p r e s e n t a t iv e s in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , th e a n a ly s is o f t h i s p a r t o f th e q u e s tio n w ould i n d i c a t e a h ig h e r le v e l o f in v o lv e m e n t on t h e i r p a r t as w e ll as a h ig h e r le v e l o f p e r c e iv e d competence in th e d e c is io n a re a . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' le v e l o f in v o lv e m e n t and competence 1n making th e d e c is i o n i n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o j e c t s p e r c e iv e d t h e i r bo ard members as h a v in g a h ig h e r le v e l o f in v o lv e m e n t i n th e d e c is io n tha n d id bo ard r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s . They a ls o p e r c e iv e d t h a t 238 th e board members were more q u a l i f i e d t o make th e d e c is io n tha n d i d th e board r e p r e s e n t a t iv e s p ro je c ts in v o lv e d 1n t h e c o n s t r u c t i o n management (see F ig u re 4 H ). I s s s 22* $ O (J a-*- jf F ig u re 4H. E s t a b l i s h i n g d r i v e s and e n tr a n c e s o f f m a jo r s t r e e t s . Both th e board members I n v o lv e d 1n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s and th e b o a rd members I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d the m selve s I n a s i m i l a r way on a l l p o in t s w i t h th e p a t t e r n i n d i c a t i n g o n ly a s l i g h t l y h ig h e r le v e l o f in v o lv e m e n t on th e p a r t o f bo ard members I n v o lv e d in th e t r a d i t i o n a l p r o j e c t s and a s l i g h t l y h ig h e r le v e l c o n s t r u c t io n o f competence a ls o p e r c e iv e d {see F ig u re 4 1 ) . 100.0 m— vi ^-wZ m . I*2! F ig u re 41. «i C M — 9 u 9 at * *p* »£ V* ft*^ ^ E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . 239 P ro je c t a r c h ite c ts in v o l v e d in th e c o n s t r u c t i o n management p r o j e c t s on th e o t h e r hand, viewed t h e i r board members as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t i n making th e d e c i s i o n . p ro je c t a r c h ite c ts However, th e y agreed w i t h th e in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s on th e l e v e l o f competence th e bo ard members were p e r c e iv e d t o have r e la tiv e to t h is d e c is io n area (see F ig u re 4 J ) . loo. o *1 1 e F ig u re 4 J . E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . A n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t board members in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s were p e rc e iv e d t o have b o th a h ig h e r le v e l o f in v o lv e m e n t i n making th e d e c is io n and a h ig h e r le v e l o f competence t o do so. D e c is io n # 5 - D e te rm in in g C o n s id e ra tio n s o f F u tu re Expansion — Com parative p e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t and competence in making th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d th e m se lve s as h a v in g a h ig h e r le v e l o f in v o lv e m e n t In th e d e c is io n tha n d id board r e p r e s e n t a t iv e s in v o l v e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . in t r a d i t i o n a l However, th e board r e p r e s e n t a t iv e s I n v o lv e d c o n s t r u c t i o n p r o j e c t s p e r c e iv e d th e m se lve s as b e in g more 240 q u a l i f i e d t o make t h e d e c is i o n th a n d i d th e b o a rd r e p r e s e n t a t i v e s In v o lv e d In c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 5 E ). - a F ig u r e 5E. D e te r m in in g c o n s i d e r a t i o n s o f f u t u r e e x p a n s io n • Board members I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r r e p r e s e n t a t i v e s as h a v in g s l i g h t l y more in v o lv e m e n t 1n th e d e c is i o n th a n d id board members i n v o l v e d i n th e t r a d i t i o n a l tio n p r o je c ts . c o n s tru c ­ They a l s o p e r c e iv e d t h e i r b o a rd r e p r e s e n t a t i v e s as b e in g more q u a l i f i e d t o make t h e d e c i s i o n th a n d i d t h e b o ard members i n v o l v e d i n th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts (see F ig u r e 5 F ). 100.0 C F ig u r e 5F. D e te r m in in g c o n s i d e r a t i o n s o f f u t u r e e x p a n s io n . P ro je c t a r c h ite c ts I n v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e r c e iv e d t h e i r r e p r e s e n t a t i v e s as b e in g more I n v o lv e d th a n p r o j e c t 241 a rc h ite c ts I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s . p e r c e iv e d them t o be much more q u a l i f i e d th e p r o je c t a r c h it e c t s They a ls o t o make t h e d e c i s i o n th a n d i d in v o l v e d 1n c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 5 G ). 1 0 0.0 5 0 .0 =3 o.o F ig u r e 5G. •3 3 « «l J mu * -* S XL.2 D e te r m in in g c o n s i d e r a t i o n s o f f u t u r e e x p a n s io n . A n a ly s i s o f t h i s ta tiv e s V p a r t o f t h e q u e s t io n I n d i c a t e s t h a t t h e r e p r e s e n ­ in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o be in v o lv e d a t a s l i g h t l y h i g h e r l e v e l in v o lv e d i n tra d itio n a l be le s s q u a l i f i e d th a n th e b o ard r e p r e s e n t a t i v e s c o n s t r u c t i o n p r o j e c t s w h i l e t h e y a r e p e r c e iv e d t o t o make th e d e c i s i o n th a n a re th e board r e p r e s e n t a t i v e s in v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts . — C o m pa rative p e r c e p t io n s o f th e b o ard members' l e v e l o f In v o lv e m e n t and competence 1n m aking t h e d e c i s i o n i n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t i v e s I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r b o ard members as b e in g more i n v o l v e d i n th e d e c is i o n th a n d id board r e p r e s e n t a t i v e s in v o l v e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts . However, b o th a g re e d on th e p e r c e iv e d l e v e l o f competence o f t h e i r b o a rd members (see F ig u r e 5H ). 242 100.0 — -V F ig u re 5H. D e te rm in in g c o n s id e r a t io n s o f f u t u r e e x p a n s io n . Board members in v o lv e d i n c o n s t r u c t i o n managment p r o j e c t s p e r c e iv e d them selves as b e in g more I n v o lv e d i n th e d e c is io n th a n d id board members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . They a ls o p e r c e iv e d them selves as b e in g more q u a l i f i e d t o make t h e d e c is io n th a n d id th e board members in v o lv e d 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts (see F ig u re 5 1 ) . 100.0 X C M 1 *1 F ig u re 51. SM S M a t; "M g IT * * D e te rm in in g c o n s id e r a t io n s o f f u t u r e e x p a n s io n . P r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board menfcers as b e in g more in v o lv e d In th e d e c is io n tha n d id p r o j e c t a r c h i t e c t s in v o lv e d in th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . 243 However, th e y p e r c e iv e d t h e i r b o ard members as b e in g le s s q u a l i f i e d t o make th e d e c is io n th a n d i d p r o j e c t a r c h i t e c t s c o n s tru c tio n p r o je c ts I n v o lv e d In t r a d i t i o n a l (see F ig u r e 5 J ) . ✓ \ Y ' ' 2.2S ■8 « a v F ig u re 5 J . I D e te rm in in g c o n s i d e r a t l o n s o f f u t u r e e x p a n s io n . The a n a l y s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d as h a vin g a h i g h e r l e v e l o f i n p u t th a n board members in v o lv e d 1n th e t r a d it io n a l c o n s tr u c tio n p r o je c ts . The c o m p a ra tiv e p e r c e p t io n s r e l a t i v e to th e l e v e l o f competence a re e x tr e m e ly c lo s e w i t h th e b o ard members in v o lv e d i n c o n s t r u c t i o n management p ro je c ts b e in g p e r c e iv e d as s l i g h t l y le s s com petent t o make the d e c is io n tha n bo ard members in v o lv e d in t r a d it io n a l c o n s tru c tio n p r o je c ts . D e c is io n # 6 - D e te rm in in g t h e I n t e g r a t i o n o f A r c h i t e c t u r a l and M echanical Systems’ — C om parative p e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t 1n making th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p ro je c ts p e rc e iv e d th e m se lve s b e in g I n v o lv e d a t a h i g h e r l e v e l th a n d i d board r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s . th e board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l N e ith e r c o n s tru c tio n p ro je c ts 244 n o r th e b o a rd r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e m se lve s as q u a l i f i e d t o make t h i s d e c is io n (see F ig u r e 6 E J . F ig u re 6E. D e te r m in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical system s. Board members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r r e p r e s e n t a t iv e s as b e in g more I n v o lv e d i n t h e d e c is io n th a n d id board members I n v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . They a ls o p e rc e iv e d t h e i r bo ard r e p r e s e n t a t iv e s as b e in g more q u a l i f i e d t o make th e d e c is io n th a n d i d board members in v o lv e d in t r a d i t i o n a l p ro je c ts c o n s tru c tio n (see F ig u r e 6 F ) . 100.0 e ll F ig u re 6F. 's 2 .fi g D e te rm in in g th e I n t e g r a t i o n o f a r c h i t e c t u r a l and m e ch an ica l syste m s. 245 Both th e p r o j e c t a r c h i t e c t s I n v o lv e d in t r a d i t i o n a l p r o j e c t s and the p r o j e c t a r c h i t e c t s p r o je c t s agreed on a l l c o n s tr u c tio n I n v o lv e d I n c o n s t r u c t i o n management p o in t s w i t h board r e p r e s e n t a t iv e s b e in g m o d e ra te ly in v o lv e d b u t n o t q u a l i f i e d t o make th e d e c is io n (see F ig u r e 6 G ). c jf S 2*2 F ig u re 6G. ^$*2 3*sS D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical s yste m s. The a n a l y s is o f t h i s p a r t o f th e q u e s tio n w ould I n d i c a t e t h a t board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re p e rc e iv e d t o be s l i g h t l y more in v o lv e d i n th e d e c is io n tha n a re board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t io n management p r o j e c t s . However, board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o je c t s a re p e r c e iv e d t o be more q u a l i f i e d t o make th e d e c is io n than are board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts . — C om parative p e r c e p t io n s o f th e board members' le v e l o f in v o lv e m e n t and competence in m aking th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e rc e iv e d t h e i r board members as b e in g more in v o lv e d in th e d e c is io n than d id b o ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p ro je c ts . Both in d i c a t e d t h a t t h e i r board members were n o t q u a l i f i e d to make th e d e c is io n (see F ig u r e 6H ). 246 V 22 S e £ ©y UJ F ig u re 6H. D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical sys te m s . Board members in v o l v e d in c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d them selves as b e in g more in v o lv e d i n th e d e c is io n th a n d i d board members in v o lv e d i n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . They a ls o p e r c e iv e d t h a t th e y were le s s q u a l i f i e d t o make th e d e c is io n th a n d i d board members in v o lv e d i n t r a d i t i o n a l 100.0 c o n s tr u c tio n p r o je c ts (see F ig u r e 6 1 ) . - X 22 S •8 « C F ig u re 61. D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical s yste m s. P ro je c t a r c h ite c ts in v o lv e d in both ty p e s o f p r o j e c t s in d i c a t e d t h a t th e bo ard members were n o t in v o l v e d in th e d e c is io n and were n o t q u a l i f i e d t o make th e d e c is io n (see F ig u r e 6 J ) . 247 100.0 50.0 0.0 C j g **3 F ig u re 6 J. <*» s - "UlI - 2 D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical syste m s. The a n a l y s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t th e board members in v o lv e d 1n th e c o n s t r u c t i o n maangement p r o j e c t s a re s l i g h t l y more in v o l v e d 1n th e d e c is io n and s l i g h t l y le s s q u a l i f i e d t o make th e d e c is i o n . D e c is io n # 7 - D e te rm in in g t h e I n t e r f a c e Between th e E l e c t r i c a l and th e M e ch an ica l Systems — Com parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence in making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts viewed the m selve s as more in v o lv e d in th e d e c is io n than d id board r e p r e s e n t a t iv e s I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . N e it h e r th e board r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s n o r th e board r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t i o n p r o je c t s in d i c a t e d t h a t t h e y were q u a l i f i e d t o make th e d e c is io n (see F ig u re 7E ). 248 F ig u re 7E. D e te rm in in g th e i n t e r f a c e between th e e l e c t r i c a l and th e m e ch an ica l syste m s. Board members in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r board r e p r e s e n t a t iv e s as b e in g s l i g h t l y more in v o lv e d i n th e d e c is io n th a n d id bo ard members I n v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p ro je c ts . They a l s o I n d i c a t e d t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n th a n d id board members in v o lv e d 1n tra d itio n a l 1 0 0 . 0 c o n s tr u c tio n p r o je c ts (see F ig u r e 7 F ). - 4* 41 C Ik. I- o m oV F ig u re 7F. 74* u C e O m w_ D e te rm in in g th e i n t e r f a c e between th e e l e c t r i c a l th e m echanical s yste m s . Both th e p r o j e c t a r c h i t e c t s in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s and th e p r o j e c t a r c h i t e c t s p r o j e c t s agree on a l l p o in ts , and in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n i n d i c a t i n g t h a t board r e p r e s e n t a t iv e s 249 were I n v o lv e d I n a m oderate l e v e l b u t la c k e d th e e x p e r ie n c e n e ce ssa ry t o make th e d e c is io n (see F ig u r e 7G). e F ig u re 7G, o «f oe e am w -P- *o — l 5i I c5 Si D e te rm in in g th e i n t e r f a c e between th e e l e c t r i c a l and t h e m echanical s yste m s . The a n a l y s is o f t h i s q u e s t io n w ould i n d i c a t e t h a t th e board r e p r e s e n t a t iv e s in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o be s l i g h t l y more in v o lv e d b u t q u a l i f i e d a t th e same l e v e l as board r e p r e s e n t a t iv e s in v o l v e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . N ote: M o d ify s ta te m e n t " U n q u a l i f i e d t o Make D e c is io n " r e l a t i v e t o bo ard members' p e r c e p t io n s , — C om parative p e r c e p t io n s o f t h e b o a rd members' le v e l o f in v o lv e m e n t and competence in making t h e d e c is io n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both th e bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s and th e board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l con­ s t r u c t i o n p r o j e c t s p e r c e iv e d t h e i r b o ard members as h a v in g no i n v o l v e ­ ment in th e d e c is i o n . th e t r a d i t i o n a l However, th e bo ard r e p r e s e n t a t iv e s I n v o lv e d i n c o n s tr u c tio n p r o je c ts in d i c a t e d t h a t t h e i r board members were more q u a l i f i e d t o make th e d e c is io n th a n d id th e bo ard r e p r e s e n t a t iv e s in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s (see F ig u re 7H). 250 Z *-£ F ig u re 7H. IS! a s S»"2«« " M l I5 5 I g »•- 2 2 “ * D e te r m in in g t h e i n t e r f a c e between th e e l e c t r i c a l and th e m echanical syste m s. Board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d th e m s e lve s as h a v in g a s l i g h t l y h ig h e r l e v e l o f in v o lv e m e n t 1n t h i s d e c is io n and b e in g s l i g h t l y more q u a l i f i e d t o make th e d e c is io n than d i d th e b o a rd members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o je c t s (see F ig u r e 7 1 ) . 100.0 C V u is F ig u re 71. 41 e « OW “SS-SS * k •— ** e 2X22 §| £ * 2 * D e te r m in in g th e i n t e r f a c e between th e e l e c t r i c a l t h e m echanical system s. and 251 Both th e p r o j e c t a r c h i t e c t s I n v o lv e d i n c o n s t r u c t i o n management p r o je c t s and t h e p r o j e c t a r c h i t e c t s in v o lv e d 1n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s I n d ic a t e d t h a t t h e bo ard members were n o t I n v o lv e d i n t h i s d e c is i o n and were n o t q u a l i f i e d t o make t h i s d e c is io n (see F ig u r e 7 J ) . 100.0 50.0 0.0 1 0* 1 1m s li ec \\ y f / t z it s \v \ \ \ \ 2 Ui s 1^1 F ig u re 7J. A n a ly s is o f t h i s p a r t o f t h e q u e s tio n i n d i c a t e s t h a t board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d the m selve s as b e in g s l i g h t l y more in v o lv e d in th e d e c is io n tha n d id bo ard members in v o lv e d in t h e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , w h i l e bo ard members in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s were p e rc e iv e d as b e in g s l i g h t l y more q u a l i f i e d t o make t h e d e c is io n th a n were board members in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s . 252 D e c is io n # 8 - D e te rm in e th e S t r u c t u r a l System — C om parative p e r c e p t io n s o f t h e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t and competence 1n m aking th e d e c is i o n i n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The bo ard r e p r e s e n t a t i v e s in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e m s e lv e s as p a r t i c i p a t i n g a t a h ig h e r l e v e l in th e d e c is io n th a n d i d bo ard r e p r e s e n t a t i v e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts . Both t h e b o ard r e p r e s e n t a t iv e s in v o lv e d In th e c o n s t r u c t i o n management p r o j e c t s and th e board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l were n o t q u a l i f i e d c o n s tr u c tio n p r o je c ts in d ic a te d t h a t te h y t o make t h i s d e c is io n (see F ig u r e 8E ). 100.0 50.0 0.0 F ig u r e 8E. D e te rm in e th e s t r u c t u r a l s y ste m . Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r bo ard r e p r e s e n t a t iv e s as h a v in g a h ig h e r l e v e l o f In v o lv e m e n t in th e d e c i s i o n ; ho w e ver, t h e y i n d i c a t e d t h a t t h e i r board r e p r e s e n t a t iv e s were s l i g h t l y le s s q u a l i f i e d t o make th e d e c is i o n than d id th e bo ard members in v o lv e d i n t h e t r a d i t i o n a l (see F ig u r e 8 F ) . c o n s tru c tio n p ro je c ts 253 100.0 50.0 0.0 F ig u re 8F. D e te rm in e t h e s t r u c t u r a l P ro je c t a r c h ite c ts system . in v o lv e d in c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t t h e board r e p r e s e n t a t iv e s had a h i a h e r l e v e l o f i n p u t in the d e c is io n tha n d id th e p r o j e c t a r c h i t e c t s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s * w h ile th e y b o th agreed t h a t th e board r e p r e ­ s e n t a t iv e s were n o t q u a l i f i e d t o make th e d e c is io n (see F ig u r e 8G ). 100.0 50.0 o.o 3 2 F ig u re 8G. D e te rm in e th e s t r u c t u r a l system . A n a ly s is o f t h i s p a r t o f th e q u e s t io n would i n d i c a t e t h a t board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s had a h ig h e r in v o lv e m e n t in t h e d e c i s i o n , w h i l e th e y were p e r c e iv e d as b e in g le s s q u a l i f i e d t o make th e d e c is io n th a n were board r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . 254 --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and competence 1n making th e d e c is io n In c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r b o a rd members as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t 1n the d e c is io n th a n d id board r e p r e s e n t a t iv e s c o n s t r u c t io n p r o j e c t s . in v o lv e d 1n t r a d i t i o n a l They a l s o in d i c a t e d t h a t t h e i r board members were more q u a l i f i e d t o make th e d e c is io n tha n d i d th e board r e p r e s e n ­ t a t i v e s in v o lv e d 1n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u r e 8H ). 100.0 s 1« *a2u F ig u re 8H. D eterm ine th e s t r u c t u r a l system . The bo ard members in v o l v e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d the m selve s as h a v in g a h ig h e r le v e l o f In v o lv e m e n t in t h i s d e c is io n tha n d id th e bo ard members in v o lv e d in th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . They a l s o in d i c a t e d t h a t t h e y f e l t more q u a l i f i e d t o make th e d e c is io n th a n d i d th e b o a rd members in v o lv e d I n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s (see F ig u re 8 1 ) . 255 100.0 50.0 0.0 F ig u re 81. D e te rm in e th e s t r u c t u r a l W h ile p r o j e c t a r c h i t e c t s s yste m . I n v o lv e d 1n c o n s t r u c t i o n management p r o je c t s p e r c e iv e d t h e i r board members as b e in g more in v o l v e d than d id th e p r o j e c t a r c h i t e c t s in v o l v e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts , th e y bo th I n d i c a t e d t h a t t h e i r bo ard members were n o t q u a l i f i e d t o make th e d e c is io n (see F ig u r e 8 J ) . 100.0 50 .0 0.0 F ig u re 8 J . D eterm ine th e s t r u c t u r a l The a n a l y s is o f t h i s syste m . p a r t o f th e q u e s t io n I n d i c a t e s t h a t t h e board members in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o have a g r e a t e r le v e l o f In v o lv e m e n t and t o be more q u a l i f i e d t o make the d e c is io n tha n a re th e board members i n v o l v e d 1n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . 256 D e c is io n # 9 - E s t a b l i s h i n g Access t o B u i l d i n g frubl1c S t a f f , S tu d e n ts and --C o m p a ra tiv e p e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence in making th e d e c is i o n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e rc e iv e d th e m se lve s as h a v in g a h i g h e r l e v e l o f In v o lv e m e n t in th e d e c is io n and b e in g more q u a l i f i e d t o make th e d e c is io n th a n d i d th e b o ard r e p r e s e n t a t iv e s I n v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts (see F ig u r e 9 E ). e e £ S - & F ig u re 9E. E s t a b l i s h i n g access t o b u i l d i n g p u b lic ) . ( s t a f f , s tu d e n ts and Board members in v o lv e d In c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s as h a v in g a s l i g h t l y h ig h e r le v e l o f In v o lv e m e n t 1n t h i s d e c is io n and b e in g more q u a l i f i e d to make th e d e c is io n th a n d id b o ard members I n v o lv e d i n t r a d i t i o n a l p ro je c ts (see F ig u re 9 F ) . c o n s tru c tio n 257 100.0 ■ ** 8u iJ ! F ig u re 9F. E s t a b l i s h i n g access t o b u i l d i n g p u b lic ) . P ro je c t a r c h ite c ts (s ta ff, s tu d e n ts and I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r bo ard r e p r e s e n t a t iv e s as b e in g more in v o lv e d i n th e d e c is io n b u t le s s q u a l i f i e d t o make th e d e c is i o n tha n d i d th e p r o j e c t a r c h i t e c t s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts (see F ig u re 9 G ). 100.0 - V) c F ig u re 9G. E s t a b l i s h i n g access t o b u i l d i n g p u b lic ). A n a ly s is o f t h i s (s ta ff, s tu d e n ts and p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t th e bo ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s had a h ig h e r le v e l o f in v o lv e m e n t i n th e d e c is i o n b u t were p e r c e iv e d t o be 258 le s s q u a l i f i e d t o make th e d e c is i o n than were board r e p r e s e n t a t i v e s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and competence in m aking th e d e c is i o n in c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both t h e board r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t i o n manage­ ment p r o j e c t s and th e board r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s agreed on th e p e r c e iv e d l e v e l o f i n p u t o f t h e i r board members r e l a t i v e t o t h i s d e c i s i o n . ta tiv e s in v o lv e d 1n th e t r a d i t i o n a l However, t h e board r e p r e s e n ­ c o n s tru c tio n p ro je c ts t h e i r board members a re more q u a l i f i e d in d i c a t e d t h a t t o make th e d e c is i o n (see F ig u re 9H). F ig u re 9H. E s t a b l i s h i n g access t o b u i l d i n g p u b l1 c ). Board members in v o lv e d in t r a d i t i o n a l ( s t a f f , s tu d e n ts and c o n s tru c tio n p r o je c ts in d ic a t e d a s l i g h t l y h ig h e r le v e l o f in v o lv e m e n t i n t h i s d e c is i o n than d id board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . a ls o p e r c e iv e d th e m se lve s as b e in g more q u a l i f i e d They t o make th e d e c is i o n than d id board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s (see F ig u re 9 1 ) . 259 100.0 V M S c F ig u re 91. j.*2 ! E s t a b l i s h i n g access t o b u i l d i n g p u b lic ). P ro je c t a r c h ite c ts SSSS ts -s a t; 2 1^5 u (s ta ff, s s i- s t u d e n ts and in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s in d ic a t e d t h a t t h e i r board members were much more in v o lv e d i n th e d e c is io n th a n were th e board members o f th e t r a d i t i o n a l p ro je c ts . q u a lifie d They a ls o i n d i c a t e d t h a t th e s e board members were more to make t h e d e c is i o n tha n d i d th e p r o j e c t a r c h i t e c t s in th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts _ - 1 5 jj E s t a b l i s h i n g access t o b u i l d i n g publ i c ) . A n a ly s is o f t h i s in v o lv e d (see F ig u r e 9J ) . J _ ^ F ig u re 9J. c o n s tr u c tio n l i i i (A t » - J 5 jj (s ta ff, &C tfl S h i/% |*.S s tu d e n ts and p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t th e board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s a re more 260 in v o lv e d 1n t h i s d e c is io n th a n a r e th e board members in v o lv e d in th e t r a d it io n a l c o n s tru c tio n p r o je c ts . s l i g h t l y le s s q u a l i f i e d However, th e y a re p e r c e iv e d t o be t o make th e d e c i s i o n . D e c is io n # 10 - D e te r m in in g I n s t r u c t i o n a l L a y o u ts , Both Moveabl e and F ix e d --C o m p a ra tiv e p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence in making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c t s p e r c e iv e d th e m se lve s as b e in g more I n v o lv e d in th e d e c is io n than d i d th e bo ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o je c ts . They a ls o i n d i c a t e d t h a t th e y f e l t more q u a l i f i e d t o make th e d e c is io n than d id th e board r e p r e s e n t a t iv e s management p r o j e c t s 100.0 in v o lv e d in c o n s t r u c t i o n (see F ig u r e 10E). - • / \ >u p <3 F ig u re 10E. D e te rm in in g i n s t r u c t i o n a l l a y o u t s , b o th moveable and f i x e d . Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t in th e d e c is io n tha n d id th e board members in v o lv e d in th e t r a d it io n a l c o n s tru c tio n p r o je c ts . They a ls o I n d ic a t e d t h a t th e y p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s as b e in g more q u a l i f i e d t o make th e d e c is io n tha n d i d th e board members in v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts (see F ig u r e 1OF) . 261 100.0 50.0 0.0 F ig u re 10F. D e te rm in in g i n s t r u c t i o n a l Both th e p r o j e c t a r c h i t e c t s la y o u t s , both moveable and f i x e d . I n v o lv e d in t r a d i t i o n a l p r o je c t s and th e p r o j e c t a r c h i t e c t s c o n s tru c tio n in v o lv e d in c o n s t r u c t i o n management p r o je c t s p e r c e iv e d th e same le v e l o f in v o lv e m e n t on th e p a r t o f th e board r e p r e s e n t a t i v e s . tra d itio n a l However, th e p r o j e c t a r c h i t e c t s c o n s tru c tio n p ro je c ts t a t i v e s were much more q u a l i f i e d d id th e p r o j e c t a r c h i t e c t s p r o je c t s ioo. o in v o lv e d in in d i c a t e d t h a t th e bo ard re p r e s e n ­ to p a r t ic ip a t e in th e d e c is io n than in v o lv e d in th e c o n s t r u c t i o n management (see F ig u re 1 0 6 ). - A •m «i m vl U-pX F ig u re 10G. D e te rm in in g I n s t r u c t i o n a l l a y o u t s , b o th moveable and f i x e d . A n a ly s is o f t h i s p a r t o f th e q u e s t io n would i n d i c a t e t h a t board 262 r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l were s l i g h t l y more in v o lv e d in t h i s c o n s tr u c tio n p ro je c ts d e c is io n and a re much more q u a l i f i e d to make th e d e c is i o n than a re board r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t io n management p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and and competence in making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t lv e s in v o lv e d in c o n s t r u c t i o n management p r o je c t s p e r c e iv e d t h e i r board members as h a v in g a h ig h e r le v e l o f p a rtic ip a tio n in th e d e c is i o n than d id th e board r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . Both t h e board r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s and th e board r e p r e ­ s e n t a t iv e s I n v o lv e d 1n th e c o n s t r u c t i o n management p r o j e c t s t h a t t h e i r bo ard members were n o t q u a l i f i e d in d ic a te d t o make th e d e c is io n (see F ig u re 10H). 100.0 50.0 0.0 F ig u re 10H. D e te rm in in g i n s t r u c t i o n a l l a y o u t s , b o th moveable and f i x e d . The board members in v o lv e d in th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts in d ic a t e d a s l i g h t l y h ig h e r l e v e l o f in v o lv e m e n t 1n th e d e c is io n and a ls o p e rc e iv e d them selves as b e in g more q u a l i f i e d to make th e d e c is io n than d id th e board members in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s (see F ig u re 1 0 1 ). 263 100.0 t x a s c F ig u re 101. I C D e te r m in in g i n s t r u c t i o n a l The p r o j e c t a r c h i t e c t s 2x2 l a y o u t s , b o th m voeable and f i x e d . in v o l v e d 1n t h e c o n s t r u c t i o n management p r o j e d t s i n d i c a t e d t h a t th e board members had a h i g h e r l e v e l ment in th e d e c is i o n th a n d id t h e p r o j e c t a r c h i t e c t s tra d itio n a l c o n s tru c tio n p r o je c ts . members were le s s q u a l i f i e d a r c h ite c ts 3 o f in v o lv e ­ in v o l v e d In th e However, t h e y i n d i c a t e d t h a t t h e bo ard t o make t h e d e c i s i o n th a n d i d th e p r o j e c t in v o l v e d i n t h e t r a d i t i o n a l c o n s tru c tio n p ro je c ts (see Fi gure 1 0 J ) . •I 9 F ig u r e 10J. VI D e te r m in in g i n s t r u c t i o n a l A n a ly s is o f t h i s l a y o u t s , b o th moveable and f i x e d . p a r t o f t h e q u e s t io n w ould i n d i c a t e t h a t w h i l e th e bo ard members i n v o l v e d i n c o n s t r u c t i o n management p r o j e c t s a r e 264 p e rc e iv e d t o have a h ig h e r le v e l o f in v o lv e m e n t i n t h e d e c i s i o n , the y a re a ls o p e r c e iv e d as b e in g le s s q u a l i f i e d t o make th e d e c i s i o n . D e c is io n # 11 - E s t a b l i s h i n g th e P r o j e c t Development Schedule — Com parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence in making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o je c t s p e rc e iv e d the m selve s as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t 1n th e d e c is io n tha n d id th e bo ard r e p r e s e n t a t iv e s c o n s t r u c t io n management p r o j e c t s . in v o lv e d in th e They a ls o p e r c e iv e d the m selve s t o be more q u a l i f i e d t o make th e d e c is io n tha n d id board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 11E). V i. m 4) O U I-a F ig u re H E . E s t a b l i s h i n g th e p r o j e c t developm ent s c h e d u le . The bo ard members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r r e p r e s e n t a t iv e s as h a v in g a h ig h e r l e v e l o f In v o lv e m e n t 1n th e d e c is io n tha n d i d board members in v o lv e d in t r a d i t i o n a l s tr u c tio n p r o je c ts . con­ They a ls o I n d ic a t e d t h a t th e y f e l t t h a t t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n than d id board members in v o lv e d in th e t r a d i t i o n a l (see F ig u r e 11F ) . c o n s tru c tio n p ro je c ts 265 100.0 A 50.0 0.0 F ig u re 11F. E s t a b l i s h i n g th e p r o j e c t developm ent s c h e d u le . P ro je c t a r c h ite c ts in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s I n d ic a t e d t h a t t h e i r bo ard r e p r e s e n t a t iv e s were s l i g h t l y more In v o lv e d in making th e d e c is io n than d id t h e p r o j e c t a r c h i t e c t s in v o lv e d i n th e t r a d i t i o n a l p ro je c t a r c h ite c ts c o n s tr u c tio n p r o je c ts . in v o lv e d in th e t r a d i t i o n a l However, th e c o n s tru c tio n p ro je c ts in d ic a t e d t h a t th e board r e p r e s e n t a t iv e s were much more q u a l i f i e d make th e d e c is io n tha n d id t h e p r o j e c t a r c h i t e c t s c o n s t r u c t io n management p r o j e c t s to in v o lv e d in th e (see F ig u r e 11G). 100.0 50.0 o.o F ig u re 11G. E s t a b l i s h i n g t h e p r o j e c t developm ent s c h e d u le . A n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t th e board r e p r e s e n t a t iv e s in v o lv e d in t h e c o n s t r u c t i o n management p r o j e c t s 266 are p e r c e iv e d t o have a s l i g h t l y h i g h e r l e v e l o f in v o lv e m e n t i n th e d e c is io n than d i d t h e b o a rd r e p r e s e n t a t i v e s c o n s tru c tio n p r o je c t s . in th e t r a d i t i o n a l q u a lifie d in v o l v e d i n t h e t r a d i t i o n a l However, th e bo ard r e p r e s e n t a t i v e s in v o lv e d c o n s t r u c t i o n p r o j e c t s were p e r c e iv e d t o be more t o make t h e d e c i s i o n th a n were th e b o ard r e p r e s e n t a t i v e s in v o lv e d 1n th e c o n s t r u c t i o n management p r o j e c t s . — C o m pa rative p e r c e p t io n s o f t h e b o a rd member's l e v e l o f in v o lv e m e n t and competence 1n m aking t h e d e c i s i o n 1n c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t i v e s i n v o l v e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e rc e iv e d t h e i r b o ard members as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t i n th e d e c is io n th a n d i d t h e b o ard r e p r e s e n t a t i v e s i n v o l v e d i n t h e c o n ­ s t r u c t i o n management p r o j e c t s . They a l s o i n d i c a t e d t h a t th e y f e l t t h e i r b o ard members were more q u a l i f i e d th e b o ard r e p r e s e n t a t i v e s p ro je c ts t o make t h e d e c i s i o n th a n d id in v o l v e d 1n t h e c o n s t r u c t i o n management (see F ig u r e 11H). F ig u re 11H. E s t a b l i s h i n g th e p r o j e c t d e v e lo p m e n t s c h e d u le . Board members I n v o lv e d 1n t h e c o n s t r u c t i o n management p r o j e c t s in d i c a t e d a s l i g h t l y h ig h e r le v e l o f In v o lv e m e n t 1n t h e d e c i s i o n th a n d id board members in v o l v e d i n t h e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . 267 Thay a ls o in d i c a t e d t h a t th e y f e l t more q u a l i f i e d t o make th e d e c is io n than d id bo ard members in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o je c t s (see F ig u r e 1 1 1 ). 100.0 41 41 c F ig u re 111. E s t a b l i s h i n g th e p r o j e c t developm ent s c h e d u le . P ro je c t a r c h ite c ts In v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts In d ic a t e d t h a t t h e i r bo ard members were more in v o lv e d in th e d e c is io n than d id p r o j e c t a r c h i t e c t s p ro je c ts . in v o lv e d in th e c o n s t r u c t i o n management They a ls o i n d i c a t e d t h a t th e board members were more q u a l i f i e d to make th e d e c is io n than d i d th e p r o j e c t a r c h i t e c t s s t r u c t i o n management p r o j e c t s in v o lv e d i n con­ (see F ig u r e 11J ) . 8.2 § .2 a-s F ig u re 11J . E s t a b l i s h i n g th e p r o j e c t developm ent s c h e d u le . 268 The a n a l y s i s o f t h i s p a r t o f t h e q u e s t io n w o u ld i n d i c a t e t h a t board members i n v o l v e d i n t r a d i t i o n a l c e iv e d t o have more in v o lv e m e n t i n c o n s tr u c tio n p r o je c ts are p e r­ th e d e c i s i o n and t o be more q u a l i ­ f i e d t o make th e d e c i s i o n th a n a re board members in v o l v e d i n th e c o n s t r u c t i o n management p r o j e c t s . Decison # 12 - D e te r m in in g th e M e ch a n ic a l T rade s B udget — C om parative p e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s 1 l e v e l o f in v o lv e m e n t and competence i n m aking t h e d e c i s i o n 1n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t i v e s p ro je c ts i n d i c a t e d a h i g h e r l e v e l o f in v o lv e m e n t i n t h i s d e c i s i o n th a n d id board r e p r e s e n t a t i v e s p ro je c ts in v o l v e d i n t h e c o n s t r u c t i o n management I n v o lv e d 1n th e t r a d i t i o n a l c o n s tru c tio n (see F ig u r e 1 2 E ). V - J F ig u r e 12E. D e te r m in in g t h e m e c h a n ica l t r a d e s b u d g e t. Board members i n v o l v e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r r e p r e s e n t a t i v e s as h a v in g a much h ig h e r l e v e l o f i n v o l v e ­ ment i n th e d e c is i o n th a n d i d b o a rd members i n v o l v e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts . They a ls o i n d i c a t e d t h a t t h e y p e r c e iv e d t h e i r board r e p r e s e n t a t iv e s as b e in g more q u a l i f i e d t o make th e d e c i s i o n th a n d i d th e b o a rd members I n v o lv e d 1n th e t r a d i t i o n a l p ro je c ts (see F ig u r e 1 2 F ). c o n s tru c tio n 100.0 '3 2 S F ig u re 12F. D e te rm in in g th e m echanical t r a d e s b u d g e t. P ro je c t a r c h ite c ts in v o lv e d in c o n s t r u c t i o n maangement p r o j e c t s in d i c a t e d t h a t th e board r e p r e s e n t a t iv e s had a h ig h e r le v e l o f i n v o l v e ­ ment 1n t h i s tr a d itio n a l d e c is io n th a n d id th e p r o j e c t a r c h i t e c t s c o n s tru c tio n p r o je c ts . in v o lv e d in Both th e p r o j e c t a r c h i t e c t s in c o n s t r u c t io n management p r o j e c t s and th e p r o j e c t a r c h i t e c t s 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts s e n t a t iv e s were n o t q u a l i f i e d F ig u re 12G. in v o lv e d in v o lv e d i n d i c a t e d t h a t th e board r e p r e ­ t o make t h i s d e c is io n (see F ig u r e 12G). D e te rm in in g th e m echanical tra d e s b u d g e t. An a n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t th e board r e p r e s e n t a t iv e s in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s were c o n s id e r a b ly more in v o lv e d i n making th e d e c is io n than were b o ard 270 r e p r e s e n t a t iv e s I n v o lv e d in t h e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . However, t h e y were p e r c e iv e d to la c k t h e e x p e r ie n c e n e c e s s a ry t o make th e d e c i s i o n . --C o m p a ra tiv e p e r c e p t io n s o f th e b o a rd members' l e v e l o f in v o lv e m e n t and competence i n m aking t h e d e c i s i o n i n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t i v e s in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r b o a rd members as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t in th e d e c is i o n th a n d i d b o ard r e p r e s e n t a t i v e s i n v o l v e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts . Both t h e b o a rd members in v o l v e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s and t h e b o a rd members i n v o l v e d i n c o n s t r u c t i o n management p r o j e c t s i n d i c a t e d t h a t t h e i r b o a rd members la c k e d th e e x p e rie n c e n e c e s s a ry t o make t h e d e c i s i o n (see F ig u r e 12H ). 100.0 50.0 0.0 c c u o > F ig u r e 12H. D e te r m in in g t h e m e ch a n ica l t r a d e s b u d g e t. Board members I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d the m selve s as h a v in g a h ig h e r l e v e l o f In v o lv e m e n t i n t h e d e c i s i o n th a n d id board members i n v o l v e d i n t h e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . They a ls o I n d i c a t e d t h a t t h e y were more q u a l i f i e d than d i d b o ard members I n v o lv e d 1n t r a d i t i o n a l (see F ig u r e 1 2 1 ) . t o make t h e d e c is i o n c o n s tru c tio n p r o je c ts 27T 100.0 .£ .2 S nunc = *5 F ig u re 121. -sill a », i* § *iii D e te rm in in g th e m echanical t r a d e s b u d g e t. The p r o j e c t a r c h i t e c t s I n v o lv e d in th e c o n s t r u c t i o n management p r o je c t s and th e p r o j e c t a r c h i t e c t s in v o lv e d in th e t r a d i t i o n a l con­ s t r u c t i o n p r o j e c t s in d i c a t e d t h a t th e y p e r c e iv e d th e board members to have no in v o lv e m e n t i n th e d e c is i o n and t o la c k th e e x p e rie n c e necessary t o make th e d e c is io n (see F ig u r e 1 2 J ) . 4) O Q >t vt O ax w *■=3 3 1*3 3*SI F ig u re 12J. D e te rm in in g th e m echanical t r a d e s b u d g e t. A n a ly s is o f t h i s p a r t o f t h e q u e s tio n would I n d i c a t e t h a t w h i l e the board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s were p e rc e iv e d as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t tha n were board members In v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , th e y were p e rc e iv e d as b e in g o n ly s l i g h t l y q u a l i f i e d t o make th e d e c is io n I n t h i s a re a . 272 D e c is io n # 1 3 - D e te rm in in g th e A c tu a l B u i l d i n g L o c a tio n --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t and competence in making th e d e c is i o n 1n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p ro je c ts p e rc e iv e d them selves as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t in th e d e c is io n than d i d bo ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . They a ls o i n d i c a t e d t h a t th e y f e l t more q u a l i f i e d to make th e d e c is io n th a n d id board r e p r e s e n t a t iv e s in v o lv e d 1n c o n s t r u c t io n management p r o j e c t s - * / 50.0 y / \ / / 1 5 ■S'S * 1 F ig u re 13E. e Input Declslc 0.0 V No nvolvenent n Decision ioo.o (see F ig u r e 13E ). D e te rm in in g t h e a c t u a l \ / \ V 1 7 « e C iS * Ov i T031 cj u « Ou C C di w .s a - s oi d u s-1- O S *I/I *O0 H .f «(A S*s& b u ild in g lo c a tio n . Board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s in d ic a te d t h a t t h e i r board r e p r e s e n t a t iv e s were s l i g h t l y more in v o lv e d i n th e d e c is io n than d id board members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p ro je c ts . They a ls o in d i c a t e d t h a t t h e i r bo ard r e p r e s e n t a t iv e s were more q u a l i f i e d to make th e d e c is io n tha n were board members in v o lv e d in t r a d it io n a l c o n s tr u c tio n p ro je c ts (see F ig u re 1 3 F ). 273 100.0 ^ O «ou J .-3 P - F ig u re 13F. V* -o 1 F ig u re 13G. D e te rm in in g th e a c t u a l The a n a l y s is o f t h i s = a « - gsg b u ild in g lo c a tio n . p a r t o f t h e q u e s t io n I n d ic a t e s board r e p r e s e n t a t iv e s i n c o n s t r u c t i o n management p r o j e c t s have a s l i g h t l y 274 h ig h e r le v e l o f In v o lv e m e n t in th e d e c is io n tha n bo ard r e p r e s e n t a t iv e s In v o lv e d in t r a d i t i o n a l p r o je c ts . They were a ls o p e r c e iv e d t o be more q u a li f l e d . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is io n i n c o n s t r u c t i o n management p r o je c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board members as h a v in g a h ig h e r l e v e l o f In v o lv e m e n t in the d e c is io n tha n d i d b o ard r e p r e s e n t a t iv e s in v o lv e d 1n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . in t r a d i t i o n a l However, b o th board r e p r e s e n t a t iv e s in v o lv e d c o n s t r u c t i o n p r o j e c t s and board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s i n d i c a t e d an equal le v e l o f competence on th e p a r t o f t h e i r board members in th e d e c is io n area (see F ig u re 13H). 100.0 F ig u re 13H. D e te rm in in g th e a c t u a l b u i l d i n g l o c a t i o n . Board members p a r t i c i p a t i n g in th e c o n s t r u c t i o n management p r o j e c t s in d i c a t e d a h ig h e r l e v e l o f in v o lv e m e n t in th e d e c is io n and a h ig h e r l e v e l o f competence t o make th e d e c is io n th a n d id bo ard members In v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u r e 1 3 1 ). 275 100.0 ■SS.SS Z 2 2TZ CE F ig u re 131. 2X22 D e te rm in in g th e a c t u a l b u i l d i n g l o c a t i o n . P ro je c t a r c h ite c ts in v o lv e d in c o n s t r u c t i o n maangement p r o j e c t s in d ic a t e d t h a t board members were more in v o lv e d in th e d e c is io n tha n d id th e p r o j e c t a r c h i t e c t s Both th e p r o j e c t a r c h i t e c t s and th e p r o j e c t a r c h i t e c t s p e rc e iv e d t h e same l e v e l in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . in v o lv e d in c o n s t r u c t i o n management p r o j e c t s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts o f competence on th e p a r t o f th e board members (see F ig u re 1 3 J ) . 100.0 uT * F ig u re 130. 2X2$ +* D e te rm in in g th e a c t u a l b u i l d i n g l o c a t i o n . The a n a l y s is o f t h i s p a r t o f th e q u e s t io n w ould I n d i c a t e t h a t board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s a re s l i g h t l y 276 more q u a l i f i e d t o make th e d e c is io n tha n a re board members in v o lv e d In the t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . They were a ls o p e rc e iv e d as having a h ig h e r le v e l o f in v o lv e m e n t in th e d e c i s i o n . D e c is io n # 14 - D e te rm in in g th e C o n to u r in g f o r Purposes o f La n d sca p in g and Storm u r a in a g F — Com parative p e r c e p t io n s o f t h e bo ard r e p r e s e n t a t i v e s ' l e v e l o f In v o lv e m e n t and competence in making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s In v o lv e d in t r a d i t i o n a l p r o je c t s i n d i c a t e d a h ig h e r le v e l board r e p r e s e n t a t iv e s c o n s tru c tio n o f I n p u t in th e d e c is io n tha n d id th e in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s . (see Fi gure 1 4 E ). 9 e F ig u re 14E. D e te rm in in g t h e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . Board members I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r r e p r e s e n t a t iv e s as h a v in g a h ig h e r le v e l o f in v o lv e m e n t 1n th e d e c is io n th a n d i d board members in v o lv e d 1n t r a d i t i o n a l c o n ­ s tr u c tio n p r o je c ts . They a ls o I n d ic a t e d t h a t t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n than d id board members In v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u r e 1 4 F ). 277 100.0 50.0 0.0 O >* ut vi F ig u re 14F. D e te r m in in g t h e c o n t o u r in g f o r pu rp o se s o f la n d s c a p in g and s to rm d r a in a g e . P ro je c t a r c h ite c ts p r o je c t a r c h ite c ts in v o l v e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s and in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e b o a rd r e p r e s e n t a t i v e s t o be i n v o l v e d a t t h e same l e v e l i n t h i s d e c i s i o n , w h i l e b o th i n d i c a t e d t h a t t h e r e s p e c t i v e b o a rd r e p r e s e n t a t iv e s were n o t q u a l i f i e d t o make th e d e c is i o n (see F ig u r e 14G). 100.0 50.0 0 .0 F ig u r e 14G. D e te r m in in g th e c o n t o u r i n g f o r pu rp o se s o f la n d s c a p in g and s to rm d r a in a g e . The a n a l y s i s o f t h i s board r e p r e s e n t a t i v e s p a r t o f t h e q u e s t io n w o u ld i n d i c a t e t h a t in v o l v e d 1n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o have a s l i g h t l y h i g h e r l e v e l o f in v o lv e m e n t i n th e d e c is i o n 278 b u t t o be le s s com p ete nt t o make th e d e c is io n tha n board r e p r e ­ s e n t a t iv e s I n v o lv e d 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f In v o lv e m e n t and competence 1n making th e d e c is i o n 1n c o n s t r u c t i o n management p r o je c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p ro je c ts I n d ic a t e d t h a t t h e i r board members had a h ig h e r l e v e l o f In v o lv e m e n t in the d e c is io n than d id board r e p r e s e n t a t iv e s I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s . They a l s o i n d i c a t e d t h a t t h e i r board members were more q u a l i f i e d t o make th e d e c is i o n than d id t h e board re p r e s e n ­ t a t i v e s in v o l v e d i n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 14H). 100.0 so.o 0.0 F ig u re 14H. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . Board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d themselves as h a v in g a h ig h e r le v e l o f in v o lv e m e n t 1n th e d e c is io n than d id th e b o ard members in v o lv e d 1n t h e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . They a ls o p e r c e iv e d the m selve s t o be more q u a l i f i e d t o make th e d e c is io n than d id board members in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u re 1 4 1 ). 279 100.0 V 50.0 0.0 o F ig u re 141. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . P ro je c t a r c h ite c ts p ro je c t a r c h it e c t s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s and in v o lv e d i n th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts p e rc e iv e d th e l e v e l o f in v o lv e m e n t o f t h e bo ard members t o be th e same, w h ile th e p r o j e c t a r c h i t e c t s in v o lv e d i n th e t r a d i t i o n a l c o n s tr u c tio n p r o je c t s i n d i c a t e d t h a t t h e bo ard members were more q u a l i f i e d t o make th e d e c is io n tha n d id t h e p r o j e c t a r c h i t e c t s management p r o j e c t s in v o lv e d i n th e c o n s t r u c t i o n (see F ig u r e 1 4 J ) . 100.0 50.0 ^ ------ 0.0 c iS F ig u re 14J. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d r a in a g e . The a n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould I n d i c a t e t h a t th e board members In v o lv e d 1n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re s l i g h t l y more in v o lv e d i n th e d e c is io n tha n board members in v o lv e d 1n the c o n s t r u c t i o n management p r o j e c t s . They a re a ls o p e r c e iv e d t o be more q u a l i f i e d t o make th e d e c is io n tha n a re th e board members in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s . D e c is io n # 15 - D e te rm in in g t h e F in a l Bu i l d i n g C ost Es t im a t e s Based on Value E n g in e e rin g --C o m p a ra tiv e p e r c e p t io n s o f th e b o ard r e p r e s e n t a t iv e s * l e v e l o f in v o lv e m e n t and competence i n making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s p r o je c t s in v o lv e d in c o n s t r u c t i o n management in d i c a t e d a much h ig h e r le v e l o f in v o lv e m e n t in th e d e c is i o n than d id th e b o a rd r e p r e s e n t a t iv e s s tru c tio n p r o je c ts . in v o lv e d i n th e t r a d i t i o n a l co n ­ They a ls o i n d i c a t e d t h a t th e y were more q u a l i f i e d to make t h e d e c is io n th a n d id bo ard members in v o lv e d in t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s (see F ig u r e 15E). In S F ig u re 15E. D e te rm in in g th e f i n a l v a lu e e n g in e e r in g . b u i l d i n g c o s t e s tim a te s based on The board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s as b e in g in v o lv e d a t a s l i g h t l y 281 h ig h e r le v e l tr a d itio n a l in t h is d e c is i o n th a n d i d th e b o a rd members I n v o lv e d 1n th e c o n s tru c tio n p r o je c ts . They a ls o i n d i c a t e d t h a t t h e i r board r e p r e s e n t a t i v e s were s l i g h t l y more q u a l i f i e d than d i d b o a rd members in v o l v e d in tr a d itio n a l t o make th e d e c is i o n c o n s tru c tio n p r o je c ts (see F ig u r e 15 F ) . 100.0 e 6u e F ig u re 15F. D e te r m in in g t h e f i n a l v a lu e e n g i n e e r in g . P ro je c t a r c h ite c ts and p r o j e c t a r c h i t e c t s * ou 3 - & b u i l d i n g c o s t e s t im a t e s based on in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e r c e iv e d t h e same l e v e l s o f in v o lv e m e n t o f th e b o ard r e p r e s e n t a t i v e s . However, th e p r o j e c t a r c h i t e c t s p ro je c ts in v o lv e d in t r a d i t i o n a l c o n s tru c tio n i n d i c a t e d t h a t th e bo ard r e p r e s e n t a t i v e s were more q u a l i f i e d t o make t h e d e c i s i o n th a n d i d t h e p r o j e c t a r c h i t e c t s c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 15G). in v o l v e d i n th e 282 100.0 50.0 0.0 m^ ^ I f v» 1,2 g F ig u re 15G. D e te rm in in g th e f i n a l v a lu e e n g in e e r in g . .m n g w mu - | b u i l d i n g c o s t e s tim a te s based on The a n a l y s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in c o n s t r u c t i o n management p r o j e c t s a re p e rc e iv e d t o have a h ig h e r le v e l o f in v o lv e m e n t in th e d e c is io n tha n a re board r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n t r a d i t i o n a l c o n s t r u c t i o n p ro je c ts . I t w ould a ls o i n d i c a t e t h a t board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t io n management p r o j e c t s a r e s l i g h t l y more q u a l i f i e d t o make the d e c is io n tha n a re board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard members' le v e l o f in v o lv e m e n t and competence i n making th e d e c is io n in c o n s t r u c t i o n management p r o je c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p ro je c ts in d i c a t e d t h a t t h e i r board members had a h ig h e r l e v e l o f In v o lv e m e n t in th e d e c is io n th a n d i d bo ard r e p r e s e n t a t iv e s I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s . They a ls o p e r c e iv e d t h a t t h e i r board members were more q u a l i f i e d t o make th e d e c is io n tha n d id bo ard r e p r e s e n t a t iv e s I n v o l ­ ved i n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 15H). 283 100.0 / — y Js S C F ig u re 15H. D e te r m in in g th e f i n a l v a lu e e n g i n e e r in g . Board members p a r t i c i p a t i n g b u i l d i n g c o s t e s t im a t e s based on i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d th e m s e lv e s t o be s l i g h t l y more i n v o l v e d i n t h e d e c i s i o n th a n d id b o ard members p a r t i c i p a t i n g i n tr a d itio n a l c o n s tru c tio n p r o je c ts . They a l s o i n d i c a t e d t h a t t h e y w ere more q u a l i f i e d tha n d id b o a rd members p a r t i c i p a t i n g p ro je c ts t o make t h e d e c is i o n in t r a d it io n a l c o n s tru c tio n (see F ig u r e 1 5 1 ) . 100.0 A —« — o h- ^ w « o£ «i I*2! "jjSg F ig u re 151. D e te r m in in g t h e f i n a l v a lu e e n g i n e e r in g . P ro je c t a r c h it e c t s o t w* o * I *21 b u i l d i n g c o s t e s t im a t e s based on I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e b o a rd members as h a v in g a much h i g h e r l e v e l o f In v o lv e m e n t than d i d th e p r o j e c t a r c h i t e c t s in v o l v e d i n th e t r a d i t i o n a l c o n s tru c tio n 284 p ro je c ts . However, t h e y ag ree d t h a t b o a rd members in b o th ty p e s o f p r o je c t s were o n l y m o d e r a te ly q u a l i f i e d t o make t h e d e c is i o n (see F ig u re 15J ) , 100.0 C 41 w iw F ig u re 150. D e te r m in in g t h e f i n a l v a lu e e n g i n e e r in g . A n a ly s is o f t h i s members p a r t i c i p a t i n g b u i l d i n g c o s t e s t im a t e s based on p a r t o f t h e q u e s t io n w o u ld i n d i c a t e t h a t bo ard i n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d to have a h i g h e r l e v e l o f in v o lv e m e n t i n t h e d e c is i o n th a n a r e th o s e p a rtic ip a tin g little in t r a d it io n a l d iffe re n c e c o n s tru c tio n p r o je c ts . i n t h e i r p e r c e iv e d l e v e l board members in v o l v e d in t r a d i t i o n a l p e rc e iv e d t o be s l i g h t l y T here was v e ry o f com p ete nce; ho w e ver, c o n s t r u c t i o n p r o j e c t s a re more q u a l i f i e d th a n b o a rd members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . D e c is io n # 16 - D e te r m in in g th e C h a r a c t e r i s t i c s o f t h e E x t e r i o r E n velope - - C o m p a ra tiv e p e r c e p t io n s o f t h e b a o rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence i n m aking th e d e c i s i o n i n a c o n s t r u c t i o n management p r o j e c t v e rs u s th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t Board r e p r e s e n t a t i v e s in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d th e m s e lv e s as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t tha n d i d b o ard r e p r e s e n t a t i v e s in v o l v e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts . 285 However, bo th I n d ic a t e d t h a t th e y were q u a l i f i e d a t th e same le v e l make make th e d e c is io n to (see F ig u r e 16E). 100.0 50.0 0 .0 F ig u re 16E. D e te r m in in g th e c h a r a c t e r i s t i c s o f t h e e x t e r i o r e n v e lo p e . Board members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t t h e i r board r e p r e s e n t a t iv e s had a s l i g h t l y h ig h e r l e v e l o f In v o lve m e n t in th e d e c is i o n th a n d id th e board members in v o lv e d i n th e tra d itio n a l c o n s tru c tio n p r o je c ts . Both s e t s o f bo ard members p e r c e iv e d t h e i r r e p r e s e n t a t iv e s t o be com petent a t th e same l e v e l (see F ig u r e 1 6 F ). 100.0 50.0 0.0 F ig u re 16F. D e te r m in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . P ro je c t a r c h ite c ts In v o lv e d 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s t o be in v o lv e d a t a h ig h e r l e v e l than d id p r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . 286 They a ls o in d i c a t e d t h a t th e board r e p r e s e n t a t iv e s were more q u a l i f i e d than d id th e p r o j e c t a r c h i t e c t s p r o je c t s I n v o lv e d in c o n s t r u c t i o n management (see F ig u r e 16G). 100.0 50.0 o.o F ig u re 16G. D e te rm in in g th e c h a r a c t e r i s t i c s o f t h e e x t e r i o r e n v e lo p e . A n a ly s is o f t h i s p a r t o f t h e q u e s tio n w ould i n d i c a t e t h a t bo ard r e p r e s e n t a t iv e s I n v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s were s l i g h t l y more in v o lv e d in th e d e c is io n and somewhat more com petent in making th e d e c is i o n th a n were board r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t io n management p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard members' le v e l o f in v o lv e m e n t and competence i n making th e d e c is io n in c o n s t r u c t i o n management p r o je c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r bo ard members as h a v in g a h ig h e r le v e l o f In v o lv e m e n t in th e d e c is io n th a n d i d board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . Both s e ts o f board r e p r e s e n t a t iv e s in d i c a t e d t h a t t h e i r b o ard members were com petent a t th e same l e v e l F igu re 16H). (see 287 100.0 41 «J o£ e ^« u 4 6_ ^ e^ o U 4) J - * Z Vt HPM O W « < p f W k 1 -a F ig u re 16H. 1^42 J (A |,2 | D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d them selves as h a v in g a h i g h e r le v e l o f in v o lv e m e n t i n th e d e c is io n tha n d id board members in v o lv e d i n t h e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s and a ls o I n d ic a t e d t h a t th e y were more q u a l i f i e d t o make t h e d e c is io n than d id board members in v o lv e d in th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts (see F ig u re 1 6 1 ). 100.0 ** ^ v m~ 1 * 1 Ui F ig u re 161. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . P ro je c t a r c h ite c ts and p r o j e c t a r c h i t e c t s agreed on a l l I n v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p o i n t s I n d i c a t i n g a m oderate le v e l o f I n p u t by th e board members w i t h no q u a l i f i c a t i o n t o make th e d e c is io n (see F ig u r e 1 6 J ). 288 F ig u re 16J. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . A n a ly s is o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s t h a t board members I n v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d to p la y a g r e a t e r r o l e i n making th e d e c is io n tha n a re board members In v o lv e d in th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . p e rc e iv e d t o be s l i g h t l y more q u a l i f i e d They a re a ls o to make th e d e c i s i o n . 289 D e c is io n # 17 - D e te r m in in g th e E x t e r i o r T re a tm e n t and F e n e s t r a t io n o f th e B u i l d i n g — C o m p a ra tive p e r c e p t io n s o f t h e b o a rd r e p r e s e n t a t l v e s ' l e v e l o f i n v o l ­ vement and competence I n m aking th e d e c i s i o n In c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The b o ard r e p r e s e n t a t i v e s p a r t i c i p a t i n g p ro je c ts i n d i c a t e d a h i g h e r le v e l r e p r e s e n t a t iv e s p a r t i c i p a t i n g 1n t r a d i t i o n a l o f In v o lv e m e n t th a n d i d th e board i n c o n s t r u c t i o n management p r o j e c t s . Both s e ts o f b o a rd r e p r e s e n t a t i v e s ag ree d on t h e i r l e v e l t o make t h e d e c i s i o n c o n s tru c tio n o f competence {se e F ig u r e 17 E ). 100.0 F ig u re 17E. D e te r m in in g t h e e x t e r i o r t r e a t m e n t and f e n e s t r a t i o n o f th e b u ild in g . Board members p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t t h e i r b o a rd r e p r e s e n t a t i v e s had a h i g h e r l e v e l in v o lv e m e n t th a n d i d t h e b o a rd members p a r t i c i p a t i n g c o n s tru c tio n p r o je c ts (see F ig u r e 1 7 F ). of In t r a d i t i o n a l 290 100.0 4 /1 F ig u re 17F. D e te rm in in g th e e x t e r i o r t r e a tm e n t and f e n e s t r a t i o n o f th e b u ild in g . P ro je c t a r c h it e c t s p a r t ic ip a t in g in t r a d i t i o n a l c o n s tru c tio n p r o je c t s I n d ic a t e d t h a t th e bo ard r e p r e s e n t a t iv e s were I n v o lv e d a t a h ig h e r l e v e l tha n d id th e p r o j e c t a r c h i t e c t s p a r t i c i p a t i n g t i o n management p r o j e c t s . in c o n s tru c ­ They a ls o i n d i c a t e d t h a t th e board r e p r e ­ s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n tha n were th e board r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s (see F ig u re 17G). 100.0 C F ig u re 17G. D e te rm in in g th e e x t e r i o r t r e a tm e n t and f e n e s t r a t i o n o f th e b u i l d i n g . The a n a l y s is o f t h i s q u e s t io n w o uld i n d i c a t e t h a t b o ard r e p r e s e n ­ t a t i v e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re p e r c e iv e d t o have a h ig h e r l e v e l o f in v o lv e m e n t i n th e d e c is i o n tha n b o ard r e p r e ­ s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . They were a ls o p e r c e iv e d as b e in g more q u a l i f i e d tha n board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard members' le v e l o f In v o lv e m e n t and competence i n making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f board r e p r e s e n t a t iv e s p e r c e iv e d t h e i r r e s p e c t iv e board members t o be in v o lv e d a t th e same l e v e l in making th e d e c is i o n . However, th e board r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r bo ard members t o be more q u a l i f i e d to make th e d e c is io n tha n d id board r e p r e s e n t a t iv e s p a r t i c i p a t i n g t r a d it io n a l c o n s tru c tio n p r o je c ts in (see F ig u r e 17H). 100.0 so.o 0.0 F ig u re 17H. D e te rm in in g th e e x t e r i o r t r e a t m e n t and f e n e s t r a t i o n o f th e b u i l d i n g Board members I n v o lv e d I n c o n s t r u c t i o n management p r o j e c t s in d i c a t e d a h ig h e r le v e l o f in v o lv e m e n t 1n th e d e c is io n th a n d id board members p a r t ic ip a t in g in t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . They a ls o f e l t more q u a l i f i e d in making th e d e c is io n th a n d id th e board members p a r t i c i p a t i n g i n th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts (see F ig u r e 1 7 1 ). 292 100.0 §2 5 * ! s B F ig u re 171. Ui D e te rm in in g th e e x t e r i o r t r e a tm e n t and f e n e s t r a t i o n o f th e b u i l d i n g P ro je c t a r c h ite c ts in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s I n d ic a t e d a h ig h e r le v e l o f p a r t i c i p a t i o n members tha n d id th e p r o j e c t a r c h i t e c t s c o n s t r u c t io n p r o j e c t s . tra d itio n a l 1 *2 i n th e d e c is io n by th e board in v o lv e d in th e t r a d i t i o n a l However* th e p r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t i o n p r o j e c t s f e l t t h a t th e board members were more q u a l i f i e d t o make th e d e c is io n than d id th e p r o j e c t a r c h i t e c t s (see F ig u re 1 7 J ) . 100.0 50.0 o.o C2 5 F ig u re 17 J . D e te r m in in g th e e x t e r i o r t r e a t m e n t and f e n e s t r a t i o n o f th e b u ild in g . 4 293 The a n a l y s t s o f t h i s p a r t o f th e q u e s t io n w o u ld i n d i c a t e t h a t board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s a re p e rc e iv e d t o have a h ig h e r l e v e l o f p a r t i c i p a t i o n and th e y a re a ls o p e rc e iv e d t o be more q u a l i f i e d t o make th e d e c is i o n than a re board members in v o lv e d 1n th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . D e c is io n # 18 - D e te r m in in g a S i t e M a s te r Plan f o r th e Purpose o f F u tu re Growth --C o m p a ra tiv e p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence i n making th e d e c is i o n in c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f bo ard r e p r e s e n t a t iv e s agreed upon th e le v e l o f in v o l v e ment in th e d e c i s i o n , w h i l e t h e board r e p r e s e n t a t iv e s tra d itio n a l c o n s tru c tio n p ro je c ts than d id th e board r e p r e s e n t a t iv e s p r o je c t s in v o lv e d i n th e in d i c a t e d a h ig h e r l e v e l o f competence in v o lv e d in c o n s t r u c t i o n management (see F ig u r e 18E). 100.0 50.0 0.0 § iZ & F ig u re 18E. £S 2. 1>5u Is s _ 3*3 2o 5 4 **s - - -s ScC VIvi J |,2 2j £ — vi a.*— ui D e te r m in in g a s i t e m a s te r p la n f o r th e purpose o f fu tu re g ro w th . Board members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t t h e i r bo ard r e p r e s e n t a t iv e s were o n ly s l i g h t l y more in v o lv e d 1n the d e c is io n tha n d i d th e bo ard members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . They d i d , how ever, i n d i c a t e t h a t t h e i r board 294 r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is i o n i n t h i s area than d id th e bo ard members in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c ts (see F ig u re 1 8 F ) . 100.0 50.0 0.0 41 41 F ig u re 18F. D e te rm in in g a s i t e m a ste r p la n f o r th e purpose o f f u t u r e g ro w th . P r o j e c t a r c h i t e c t s I n v o lv e d in th e t r a d i t i o n a l c o n s tru c tio n p ro je c ts p e rc e iv e d t h a t th e board r e p r e s e n t a t iv e s were in v o lv e d a t a h ig h e r le v e l than d id th e p r o j e c t a r c h i t e c t s management p r o j e c t s . in v o lv e d i n th e c o n s t r u c t i o n They a ls o i n d i c a t e d t h a t t h e i r board r e p r e s e n t a ­ t i v e s were more q u a l i f i e d t o make th e d e c is io n tha n d id p r o j e c t a r c h ite c ts 1 0 0 .0 in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 18G). - 50.0 / / o.o F ig u re 18G. D e te rm in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e g ro w th . 295 An a n a l y s is o f t h i s p a r t o f th e q u e s tio n w ould I n d i c a t e t h a t board r e p r e s e n t a t iv e s I n v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re p e rc e iv e d as h a v in g a h i g h e r le v e l o f in v o lv e m e n t in th e d e c is io n and as b e in g more q u a l i f i e d t o make t h e d e c is io n than a re board r e p r e ­ s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard members' l e v e l o f in v o lv e m e n t and competence 1n making th e d e c is io n 1n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f board r e p r e s e n t a t iv e s agreed on a l l p o in t s r e l a t i v e to th e In v o lv e m e n t and t h e competence o f th e bo ard members i n d i c a t i n g a r e l a t i v e l y h ig h le v e l o f i n p u t and a ls o a h ig h le v e l o f competence 1n making th e d e c is io n (see F ig u re 18H). 100.0 50.0 0.0 F ig u re 18H. D e te rm in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e g ro w th . Board members in v o lv e d In t r a d i t i o n a l c o n s tru c tio n p ro je c ts p e rc e iv e d them selves as b e in g s l i g h t l y more I n v o lv e d 1n th e d e c is io n than board members in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s . However, th e bo ard members In v o lv e d 1n t h e c o n s t r u c t i o n management p r o je c t s f e l t more q u a l i f i e d t o make th e d e c is i o n tha n d id board members In v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u r e 1 8 1 ). 296 100.0 X 2 ja 2 S J* u 41a c «* u F ig u re 181. 2 *9-^ 2 2 v» S^- +v** D e te rm in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e g ro w th . Both s e ts o f p r o j e c t a r c h i t e c t s agreed on th e p e r c e iv e d le v e l o f in v o lv e m e n t o f th e board members, w h ile th o s e p r o j e c t a r c h i t e c t s ved in t r a d i t i o n a l c o n s tr u c tio n p r o je c ts members were more q u a l i f i e d In v o l­ in d i c a t e d t h a t th e board t o make th e d e c is i o n th a n d id th e p r o j e c t a r c h i t e c t s in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s (see F ig u re 1 8 J ) . 100.0 50.0 0.0 - i F ig u re 18J. c nIf ^s ¥* 1*0X ^ 1 92 am § I*1 3 Uti s i 5 0.2 2 a 22, D e te rm in in g a s i t e m aste r p la n f o r th e purpose o f f u t u r e g ro w th . A n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould I n d i c a t e t h a t board members a re p e r c e iv e d t o be s l i g h t l y more In v o lv e d 1n th e d e c is io n and more q u a l i f i e d t o make th e d e c i s i o n . 297 D e c is io n # 19 - E s t a b l i s h i n g th e "U ” F a c t o r f o r th e E x t e r i o r W alls --C o m p a ra tiv e p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence i n making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f board r e p r e s e n t a t iv e s ag ree d t h a t th e y were n o t in v o lv e d in th e d e c is io n w h i l e th e b o ard r e p r e s e n t a t iv e s in v o lv e d i n the c o n s t r u c t i o n management p r o j e c t s in d i c a t e d a g r e a t e r la c k o f e x p e rie n c e t o make t h e d e c is io n th a n d id bo ard r e p r e s e n t a t iv e s in th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s in v o lv e d (see F ig u re 19E). 100.0 50.0 J 0. 0 F ig u re 19E. E s t a b l i s h i n g th e "U" f a c t o r f o r t h e e x t e r i o r w a l l s . Board members in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c ts I n d ic a t e d t h a t t h e i r bo ard r e p r e s e n t a t iv e s were in v o lv e d a t a s l i g h t l y h ig h e r le v e l tha n d id th e bo ard members in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s . They a ls o i n d i c a t e d t h a t t h e i r b o a rd r e p r e s e n t a ­ t i v e s were more q u a l i f i e d tha n d i d th e board members in v o lv e d c o n s t r u c t io n management p r o j e c t s (see F ig u r e 1 9 F ). 1n th e 298 100.0 50.0 0.0 F ig u re 19F. E s t a b l i s h i n g th e "U" f a c t o r f o r th e e x t e r i o r w a l l s . P ro je c t a r c h ite c ts in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p e rc e iv e d th e bo ard r e p r e s e n t a t iv e s t o be I n v o lv e d a t a h ig h e r l e v e l than d id p r o j e c t a r c h i t e c t s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . They a ls o in d i c a t e d t h a t th e board r e p r e s e n t a t iv e s were more q u a l i f i e d to make th e d e c is io n tha n d i d t h e p r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t io n management p r o j e c t s (see F ig u re 19G). 100.0 50.0 0.0 F ig u re 19G. E s t a b l i s h i n g th e "U" f a c t o r f o r th e e x t e r i o r w a l l s . The a n a l y s is o f t h i s board r e p r e s e n t a t lv e s p a r t o f t h e q u e s t io n w ould i n d i c a t e t h a t in v o lv e d 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts are p e r c e iv e d t o be more q u a l i f i e d t o make t h e d e c is io n and more In v o lv e d 1n making th e d e c is io n th a n a re b o ard r e p r e s e n t a t iv e s p a r t i c i p a t i n g 1n c o n s t r u c t i o n management p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f t h e bo ard members’ l e v e l o f in v o lv e m e n t and competence i n making t h e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s I n v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c t s p e r c e iv e d t h e i r bo ard members as h a v in g a h i g h e r l e v e l o f In v o lv e m e n t i n th e d e c is io n tha n d i d bo ard r e p r e s e n t a t iv e s c o n s t r u c t io n management p r o j e c t s . I n v o lv e d i n They a ls o i n d i c a t e d t h a t t h e i r board members were more q u a l i f i e d t o make th e d e c is i o n than d id board r e p r e s e n t a t iv e s I n v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u re 19H). 100.1 50.0 0. 0 F ig u re 19H. E s t a b l i s h i n g th e "U" f a c t o r f o r t h e e x t e r i o r w a l l s . Board members I n v o lv e d In t r a d i t i o n a l c o n s tru c tio n p r o je c ts in d ic a t e d t h a t th e y had a h ig h e r le v e l o f in v o lv e m e n t in th e d e c is io n than d id bo ard members in v o l v e d 1n th e c o n s t r u c t i o n management p r o j e c t s . They a ls o f e l t t h a t th e y were more q u a l i f i e d t o make th e d e c is io n than d id board members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s (see 300 100.0 50.0 0.0 F ig u re 191. E s t a b l i s h i n g th e "U" f a c t o r f o r th e e x t e r i o r w a l l s . P ro je c t a r c h ite c ts in v o lv e d 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts p e rc e iv e d th e bo ard members as h a v in g a h i g h e r l e v e l o f in v o lv e m e n t in the d e c is io n tha n d id p r o j e c t a r c h i t e c t s management p r o j e c t s . in v o lv e d 1n th e c o n s t r u c t i o n They a ls o i n d i c a t e d t h a t b o ard members were more q u a l i f i e d t o make t h e d e c is io n th a n d i d th e p r o j e c t a r c h i t e c t s In c o n s t r u c t i o n management p r o j e c t s in v o lv e d (see F ig u re 1 9 J ) . 100.0 50.0 0.0 F ig u re 19J. E s t a b l i s h i n g t h e MU" f a c t o r f o r th e e x t e r i o r w a l l s . A n a ly s is o f t h i s p a r t o f t h e q u e s t io n i n d i c a t e s t h a t bo ard members In v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re n o t o n ly p e r c e iv e d t o have a h ig h e r le v e l o f in v o lv e m e n t i n t h e d e c i s i o n , b u t a re a ls o p e rc e iv e d t o be more q u a l i f i e d t o make th e d e c i s i o n . 301 D e c is io n # 20 - E s t a b l i s h i n g t h e P r e l i m i n a r y B u i l d i n g Costs Through V alue E n g in e e r in g — C om parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is i o n i n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s I n v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p ro je c ts in d ic a t e d a h ig h e r l e v e l o f in v o lv e m e n t in th e d e c is io n than d id board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s in d i c a t e d a g r e a t e r la c k o f e x p e rie n c e n e c e s s a ry t o make th e d e c is i o n tha n d id board r e p r e s e n t a t iv e s I n v o lv e d in t r a d i t i o n a l c o n s tru c tio n p ro je c ts The board (see F ig u re 2 0 E ). 100.0 V 41 41 F ig u re 20E. 22 § E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . Board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e r c e iv e d t h e i r board r e p r e s e n t a t iv e s as p a r t i c i p a t i n g a t a h ig h e r le v e l d e c is io n tha n d id board members I n v o lv e d 1n t r a d i t i o n a l p ro je c ts . i n th e c o n s tru c tio n They a ls o in d i c a t e d t h a t t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is i o n than d i d board members in v o lv e d in t r a d it io n a l c o n s tr u c tio n p r o je c ts (see F ig u r e 2 0 F ). 302 100.0 3 ass e F ig u re 20F. J .-2 " , S*|21 * E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . P ro je c t a r c h ite c ts in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e r ­ ce ive d th e board r e p r e s e n t a t iv e s as h a v in g a h ig h e r le v e l o f in v o lv e m e n t in th e d e c is i o n th a n d i d p r o j e c t a r c h i t e c t s s tru c tio n p r o je c ts . in v o lv e d in t r a d i t i o n a l c o n ­ However, th e p r o j e c t a r c h i t e c t s al c o n s tru c tio n p r o je c ts in v o lv e d i n t r a d i t i o n ­ in d i c a t e d t h a t th e y p e r c e iv e d th e bo ard re p r e s e n ­ t a t i v e s as b e in g more q u a l i f i e d t o make th e d e c is io n tha n d i d th e p r o j e c t a r c h ite c ts in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s CJ! S m •** F ig u re 20G. ' Sg.SS mw (see F ig u r e 20G). 2»«S I/I U1 E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . A n a ly s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t th e board r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s were p e r ­ c e iv e d as p a r t i c i p a t i n g a t a h ig h e r l e v e l board r e p r e s e n t a t iv e s 1n th e d e c is io n th a n were in v o lv e d 1n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , w h i l e 303 th e board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l were p e rc e iv e d as b e in g more q u a l i f i e d board c o n s tr u c tio n p r o je c ts t o make th e d e c is i o n tha n were r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s . — C om parative p e r c e p t io n s o f th e b o ard members' l e v e l o f in v o lv e m e n t and competence 1n m aking th e d e c is i o n i n c o n s t r u c t i o n management p r o je c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l c o n s tr u c tio n p ro ­ j e c t s i n d i c a t e d t h a t t h e i r board members were in v o lv e d a t a h ig h e r le v e l in th e d e c is io n tha n th e bo ard r e p r e s e n t a t iv e s management p r o j e c t s . in v o lv e d i n c o n s t r u c t i o n Both s e ts o f board r e p r e s e n t a t iv e s agreed t h a t t h e i r board members had th e same l e v e l o f competence in making th e d e c is io n (see F ig u re 2 0 H ). 100.0 F ig u re 20H. £. i ? * 2.2 § c E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t th e y p a r t i c i p a t e d a t a h ig h e r le v e l members in v o lv e d in t r a d i t i o n a l 1n t h e d e c is io n tha n d i d board c o n s tr u c tio n p r o je c ts . ted t h a t th e y were more q u a l i f i e d They a ls o i n d i c a ­ t o make th e d e c is i o n tha n d id board members in v o lv e d in th e t r a d i t i o n a l c o n s tr u c tio n p r o je c ts (see F ig u r e 2 0 1 ). 304 100.0 F ig u re 201. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . P ro je c t a r c h ite c ts in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r bo ard members as more h i g h l y in v o lv e d i n t h e d e c is io n than d id p r o j e c t a r c h i t e c t s in v o lv e d 1n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts . Both s e ts o f p r o j e c t a r c h i t e c t s agreed as t o th e l e v e l o f competence o f board members (see F ig u r e 2 0 0 ). 100.0 - e Ui F ig u re 20 J. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . An a n a l y s i s o f t h i s p a r t o f th e q u e s t io n i n d i c a t e s t h a t bo ard members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s a re p e rc e iv e d as p a r t i c i p a t i n g a t a h ig h e r le v e l 1n th e d e c is i o n and h a v in g a s l i g h t l y h ig h e r l e v e l o f competence t o make th e d e c i s i o n . 305 D e c is io n # 21 - E s t a b l i s h i n g th e O r i e n t a t i o n o f th e B u i l d i n g , T a k in g i n t o C o n s id e r a t io n Sun, Wind and N oise' — C o m pa rative p e r c e p t io n s o f th e b o a rd r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and com petence 1n m aking t h e d e c i s i o n i n c o n s t r u c t i o n management p r o j e c t s v e rs u s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t i v e s I n v o lv e d i n t r a d i t i o n a l I n d ic a t e d a h i g h e r l e v e l o f p a r t i c i p a t i o n c o n s tr u c tio n p r o je c ts th a n d id b o a rd r e p r e s e n t a t i v e s In v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s . Both s e t s o f b o ard r e p r e ­ s e n t a t iv e s a g re e d on t h e l e v e l o f competence (see F ig u r e 21E ) . 100.0 41 to O V Ii- & U - a F ig u re 21E. E s t a b l i s h i n g t h e o r i e n t a t i o n o f th e b u i l d i n g , t a k i n g i n t o c o n s i d e r a t i o n s u n , w in d and n o is e . Board members in v o l v e d i n th e c o n s t r u c t i o n management p r o j e c t s p e r ­ c e iv e d t h e i r b o a rd r e p r e s e n t a t i v e s as p a r t i c i p a t i n g a t a h ig h e r l e v e l th e d e c is io n th a n d i d b o ard members i n v o l v e d i n p ro je c ts . tr a d itio n a l in c o n s tru c tio n They a ls o i n d i c a t e d t h a t t h e i r b o a rd r e p r e s e n t a t i v e s were more q u a l i f i e d t o make th e d e c is i o n th a n d i d th e b o a rd members i n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts (see F ig u r e 2 1 F ). 100.0 50.0 0 .0 F ig u r e 21F E s t a b l i s h i n g t h e o r i e n t a t i o n o f th e b u i l d i n g , t a k i n g I n t o c o n s i d e r a t i o n s u n . w in d and n n ls o 306 P ro je c t a r c h ite c ts I n v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e rc e iv e d th e board r e p r e s e n t a t iv e s as h a v in g a h ig h e r le v e l o f in v o lv e m e n t i n th e d e c is io n th a n d id p r o j e c t a r c h i t e c t s th e c o n s t r u c t i o n management p r o j e c t s . They a ls o in d i c a t e d t h a t th e board r e p r e s e n t a t iv e s were more q u a l i f i e d d id th e p r o j e c t a r c h i t e c t s in v o lv e d in to make th e d e c is io n th a n in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s (see F ig u re 2 1 G ). 1 0 0 .0 F ig u re 21G. - E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g , t a k i n g i n t o c o n s id e r a t i o n s u n , w ind and n o is e . The a n a l y s is o f t h i s p a r t o f th e q u e s t io n w ould i n d i c a t e t h a t board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l a re p e rc e iv e d t o have a h ig h e r l e v e l are board r e p r e s e n t a t iv e s c o n s t r u c t i o n management p r o j e c t s o f in v o lv e m e n t i n th e d e c is i o n tha n in v o lv e d in c o n s t r u c t i o n management p r o j e c t s . They a re a ls o p e r c e iv e d t o be s l i g h t l y more q u a l i f i e d t o make th e d e c is io n than a re bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . — Com parative p e r c e p t io n s o f th e bo ard members' le v e l o f in v o lv e m e n t and competence i n m aking th e d e c is i o n in c o n s t r u c t i o n management p r o je c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f b o ard r e p r e s e n t a t iv e s p e r c e iv e d t h e i r bo ard members as h a v in g no in v o lv e m e n t 1n th e d e c i s i o n . They b o th a ls o in d i c a t e d t h ' i t th e y were n o t q u a l i f i e d t o make th e d e c is i o n (see F ig u r e 21H). 307 SJiS Vo u a 1- a F ig u re 21H. 222 jgSfS Jj o a *- E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g , t a k in g i n t o c o n s i d e r a t i o n s u n , w ind and n o is e . Board members in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r l e v e l o f p a r t i c i p a t i o n as h ig h e r th a n d id bo ard members I n v o lv e d in th e t r a d i t i o n a l c o n s tru c tio n p r o je c ts . th e y f e l t more q u a l i f i e d in v o lv e d In t r a d i t i o n a l They a ls o i n d i c a t e d t h a t t o make th e d e c is i o n th a n d id board members c o n s tru c tio n p ro je c ts (see F ig u re 2 1 1 ) . 100.0 F ig u re 211. E s t a b l i s h i n g th e o r i e n t a t i o n o f t h e b u i l d i n g , t a k i n g i n t o c o n s id e r a t i o n s u n , w ind and n o is e . Both s e ts o f p r o j e c t a r c h i t e c t s agreed t h a t th e bo ard members had a moderate l e v e l o f In v o lv e m e n t 1n th e d e c is io n and t h a t n e i t h e r s e t o f board members were q u a l i f i e d t o make th e d e c is io n (see F ig u r e 21J ) . 308 100.0 A / / / \ \ \ 50 .0 0 .0 4 1 F ig u re 21J. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g , t a k in g i n t o c o n s i d e r a t i o n s u n , w in d and n o is e . A n a ly s is o f t h i s p a r t o f th e q u e s tio n w ould i n d i c a t e t h a t board members p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d to be s l i g h t l y more in v o lv e d in making th e d e c is io n and s l i g h t l y more q u a l i f i e d t o make t h e d e c is io n th a n a re board members in v o lv e d in t r a d it io n a l c o n s tru c tio n p r o je c ts . D e c is io n # 22 - D e te rm in in g Bus and P e d e s tr ia n T r a f f i c t o th e S i t e — Com parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' le v e l o f in v o lv e m e n t and competence 1n making th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c t i o n p r o je c t s in d i c a t e d a h i g h e r l e v e l o f in v o lv e m e n t i n th e d e c is i o n tha n d id bo ard r e p r e s e n t a t iv e s p a r t i c i p a t i n g p ro je c ts . in c o n s t r u c t i o n management They a l s o i n d i c a t e d t h a t th e y f e l t more q u a l i f i e d t o make th e d e c is io n than d i d b o a rd r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 2 2 E ). 309 e F ig u re 22E. ^ § -M s I* 4i « yc ai co |VI « i/i F ig u re 23F. D e te rm in in g o t h e r s i t e uses: u s e s , program u se s , e t c . P ro je c t a r c h ite c ts games, s t o r a g e , community in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s In d ic a t e d t h a t t h e y p e r c e iv e d th e b o ard r e p r e s e n t a t iv e s as b e in g s l i g h t l y more in v o lv e d i n th e d e c is io n th a n d i d th e p r o j e c t a r c h i t e c t s 1n c o n s t r u c t i o n management p r o j e c t s . in v o lv e d They a ls o i n d i c a t e d t h a t th e board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is i o n than d id the p r o j e c t a r c h i t e c t s in v o lv e d in th e c o n s t r u c t i o n management p r o j e c t s (see F ig u re 23G ). 100.0 50.0 A / / \ \ \ Input t F ig u re 23G. s Oeclsl 0.0 / V7 *11 6 © 1 VI c c D e te rm in in g o t h e r s i t e use s: u se s, program u s e s , e t c . 1 £ C .2 ~ 2 *V » ^ u © e ©c^ o j >!«> S i games, s t o r a g e , community 315 In a n a ly z in g t h i s p a r t o f th e q u e s t io n i t w o uld ap pe ar t h a t b o ard r e p r e s e n t a t iv e s in v o l v e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re p e rc e iv e d as p a r t i c i p a t i n g a t a h i g h e r l e v e l th a n a re bo ard re p r e s e n ­ t a t i v e s in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s and th e y are p e rc e iv e d t o be more q u a l i f i e d t o make th e d e c is io n than a re th e b o ard r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s . — Com parative p e r c e p t io n s o f th e bo ard members' l e v e l o f in v o lv e m e n t and competence in m aking th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s versus t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p ro je c ts p e rc e iv e d t h e i r bo ard members as p a r t i c i p a t i n g a t a h i g h e r l e v e l d e c is io n th a n d i d th e b o ard r e p r e s e n t a t iv e s management p r o j e c t s . i n th e in v o lv e d i n c o n s t r u c t i o n They a ls o in d i c a t e d t h a t th e y were more q u a l i f i e d t o make th e d e c is i o n th a n d id t h e board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t io n management p r o j e c t s 100.0 (see F ig u re 23H ). - so.o n.o F ig u re 23H. *9 0> * 2 W4J D e te r m in in g o t h e r s i t e uses: u s e s , program u se s , e t c . Board members p a r t i c i p a t i n g >>i«i e games, s t o r a g e , c o m n u n ity i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d th e m se lve s as h a v in g a s l i g h t l y h ig h e r le v e l o f In v o lv e m e n t 1n th e d e c is io n th a n d i d bo ard members p a r t i c i p a t i n g 1n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . They a ls o i n d i c a t e d t h a t th e y were s l i g h t l y 316 more q u a l i f i e d t o make th e d e c is i o n th a n d i d th e b o a rd members p a r tic ip a tin g in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u re 2 3 1 ). 100.0 c F ig u re 231. D e te rm in in g o t h e r s i t e uses: u s e s , program u s e s , e t c . P ro je c t a r c h ite c ts £2 5 5 K .S S 1*3 * | £ & UJ games, s t o r a g e , community in v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e rc e iv e d bo ard r e p r e s e n t a t iv e s as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t in th e d e c is io n tha n d i d p r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . They a ls o i n d i c a t e d t h a t t h e board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n tha n d i d th e p r o j e c t a r c h i t e c t s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s (see F ig u re 2 3 J ) . 100.0 j* O — — *• ■»* F ig u re 2 3 J. D e te r m in in g o t h e r s i t e uses: u s e s , program u s e s , e t c . « Cji — S .M (J «l* * irt >,^ in 3 *o Q^ games, s t o r a g e , community 317 The a n a l y s is o f t h i s p a r t o f t h e q u e s t io n w ould i n d i c a t e t h a t board members in v o l v e d i n t r a d i t i o n a l p e rc e iv e d t o have a h i g h e r le v e l c o n s t r u c t i o n p r o j e c t s a re o f p a r tic ip a tio n i n th e d e c is io n and a ls o t o be more q u a l i f i e d t o make th e d e c is i o n th a n a re b o ard members In v o lv e d in c o n s t r u c t i o n management p r o j e c t s . D e c is io n # 24 - D e te r m in in g th e C i r c u l a t i o n P a tt e r n s W it h in t h e B u i l d i n g — Com parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' in v o lv e m e n t and competence i n m aking th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s p a r t i c i p a t i n g p r o je c t s in t r a d it io n a l c o n s tru c tio n i n d i c a t e d a h i g h e r l e v e l o f in v o lv e m e n t i n th e d e c is i o n than d id th e board r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n t h e c o n s t r u c t i o n management p ro je c ts . They a ls o p e r c e iv e d th e m se lve s as b e in g much more q u a l i f i e d t o make th e d e c is i o n tha n d i d th e board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in th e c o n s t r u c t i o n management p r o j e c t s (see F ig u r e 24E). 100.0 50.0 J 0.0 F ig u re 24E. D e te r m in in g t h e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g . Board members p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r board r e p r e s e n t a t iv e s t o have a h i g h e r l e v e l o f i n v o l v e ­ ment i n th e d e c is io n th a n d id b o ard members p a r t i c i p a t i n g i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . They a l s o i n d i c a t e d t h a t t h e i r board 318 r e p r e s e n t a t iv e s were more q u a l i f i e d t o make th e d e c is io n th a n d i d th e board members in v o lv e d 1n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s (see F ig u re 2 4 F ). 1 0 0 .0 - <1 Of F ig u re 24F. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g . P ro je c t a r c h ite c ts in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e r c e iv e d th e board r e p r e s e n t a t iv e s t o have a h ig h e r l e v e l o f p a rtic ip a tio n 1n t h e d e c is io n tha n d id th e p r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t io n management p r o j e c t s . r e p r e s e n t a t iv e s were more q u a l i f i e d p ro je c t a r c h ite c ts They a ls o in d i c a t e d t h a t th e board to make th e d e c is io n th a n d i d th e in v o lv e d in t h e c o n s t r u c t i o n management p r o j e c t s {see F ig u re 2 4 6 ) . e £ § F ig u re 24G. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g . 319 A n a ly s is o f t h i s p o r t i o n o f th e q u e s t io n w ould I n d i c a t e t h a t board r e p r e s e n t a t iv e s in v o l v e d i n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts are p e r c e iv e d t o have a h ig h e r le v e l o f p a r t i c i p a t i o n than a re board r e p r e s e n t a t iv e s in v o l v e d i n c o n s t r u c t i o n management p r o j e c t s . Board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s are p e rc e iv e d t o have a h ig h e r l e v e l o f competence t o make th e d e c is io n than a re board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p ro je c ts . --C o m p a ra tiv e p e r c e p t io n s o f th e board members' l e v e l o f in v o lv e m e n t and competence 1n m aking th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f board r e p r e s e n t a t iv e s p e r c e iv e d t h e i r board members as p a r t i c i p a t i n g a t th e same l e v e l in th e d e c i s i o n . They a ls o i n d i c a t e d t h a t t h e i r board members were q u a l i f i e d a t th e same le v e l t o make th e d e c is io n (see F ig u r e 24H). 100.0 F ig u re 24H. D e te rm in in g th e c i r c u l a t i o n Board members p a r t i c i p a t i n g p a t t e r n s w i t h i n th e b u i l d i n g . in t r a d i t i o n a l c o n s tru c tio n p r o je c ts p e rc e iv e d th e m se lve s as h a v in g a h ig h e r le v e l o f in v o lv e m e n t i n th e d e c is io n than d id bo ard members p a r t i c i p a t i n g p ro je c ts . in c o n s t r u c t i o n management They a ls o in d i c a t e d t h a t th e y were s l i g h t l y more q u a l i f i e d 320 to make th e d e c is io n than d id board members p a r t i c i p a t i n g t i o n management p r o j e c t s in c o n s tru e (see F ig u r e 2 4 1 ) . 100.0 50.0 0.0 F ig u re 241. D e te rm in in g th e c i r c u l a t i o n P ro je c t a r c h ite c ts p a tte rn s w it h in th e b u ild in g . in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s in d i c a t e d a h i g h e r l e v e l o f p e r c e iv e d p a r t i c i p a t i o n on th e p a r t o f t h e i r board members tha n d i d p r o j e c t a r c h i t e c t s c o n s t r u c t io n p r o j e c t s . tra d itio n a l in v o lv e d in t r a d i t i o n a l However, th e p r o j e c t a r c h i t e c t s in v o lv e d in c o n s t r u c t i o n p r o j e c t s i n d i c a t e d t h a t t h e y p e r c e iv e d th e board members as b e in g more q u a l i f i e d p ro je c t a r c h ite c ts t o make th e d e c is io n th a n d id in v o lv e d in c o n s t r u c t i o n management p r o j e c t s (see F ig u re 2 4 J ) . 100.0 50.0 0.0 F ig u re 2 4 J. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n t h e b u i l d i n g . 321 The a n a l y s is o f t h i s p o r t i o n o f t h e q u e s t io n w o u ld i n d i c a t e t h a t board members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s were p e rc e iv e d t o be s l i g h t l y more in v o lv e d i n th e d e c is i o n tha n were b o ard members I n v o lv e d i n t h e c o n s t r u c t i o n management p r o j e c t s . I t w ould a ls o i n d i c a t e t h a t th e y were p e r c e iv e d t o be s l i g h t l y more q u a l i f i e d to make th e d e c is io n than were b o ard members in v o lv e d i n t h e c o n s t r u c t i o n management p r o j e c t s . D e c is io n # 25 - D e te rm in in g th e H e a t in g and C o o lin g R equirem ents f o r th e B u ild in g --C o m p a ra tiv e p e r c e p t io n s o f t h e b o ard r e p r e s e n t a t i v e s * l e v e l o f in v o lv e m e n t and competence i n making t h e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e ts o f bo ard r e p r e s e n t a t iv e s agreed on t h e i r l e v e l o f p a r tic ip a tio n i n th e d e c is io n w h ile th e board r e p r e s e n t a t iv e s in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s f e l t more q u a l i f i e d t o make the d e c is io n th a n d id th e board r e p r e s e n t a t iv e s t i o n management p r o j e c t s in v o lv e d i n c o n s t r u c ­ (see F ig u re 25 E ). 100.0 5 0.0 0.0 VI F ig u re 25E. There i s D e te rm in in g th e h e a t in g and c o o li n g r e q u ire m e n ts f o r th e b u ild in g . v e ry l i t t l e d iffe re n c e in th e p e r c e p t io n s o f b o th s e t s o f board members, w i t h t h e b o ard members in v o lv e d 1n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s i n d i c a t i n g t h e i r b o ard r e p r e s e n t a t iv e s p a r t i c i p a t e d 322 a t a s l i g h t l y h ig h e r le v e l th a n d i d th e board members in v o lv e d i n c o n s t r u c t io n management p r o j e c t s . They a ls o i n d i c a t e d t h a t t h e i r board r e p r e s e n t a t iv e s were s l i g h t l y more q u a l i f i e d t o make th e d e c is io n than d id th e b o ard members in v o l v e d i n a c o n s t r u c t i o n management p r o j e c t (see F ig u r e 2 5 F ) . 100.0 u F ig u re 25F. S S .2 S 2222 3 |.2 g I 2& D e te r m in in g th e h e a t in g and c o o l i n g re q u ire m e n ts f o r th e b u ild in g . Both s e ts o f p r o j e c t a r c h i t e c t s agreed on th e p e r c e iv e d l e v e l o f in v o lv e m e n t o f t h e bo ard r e p r e s e n t a t iv e s and in d i c a t e d t h a t th e y were q u a l i f i e d a t th e same l e v e l t o make th e d e c is i o n (see F ig u re 25G). 100.0 CSS 222S 5*,~S — SE w* 3 I* .| Ul F ig u re 25G. U y £ vi +* D e te r m in in g th e h e a t in g and c o o l i n g re q u ire m e n ts f o r th e b u iId in g . 323 The a n a l y s is o f t h i s p o r t i o n o f t h e q u e s t io n i s e x t r e m e ly d i f f i c u l t w i t h no c l e a r i n d i c a t i o n as t o w h e th e r th e bo ard r e p r e s e n ­ ta tiv e s in v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s o r t h e bo ard r e p r e s e n t a t iv e s in v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s had a h ig h e r le v e l o f in v o lv e m e n t . However, t h e r e i s an i n d i c a t i o n t h a t th e board r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p ro je c ts are s l i g h t l y more q u a l i f i e d t o make th e d e c is i o n th a n a re th e bo ard r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t s . — C om parative p e r c e p t io n s o f th e b o a rd members' l e v e l o f in v o lv e m e n t and competence in m aking t h e d e c is io n in c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Board r e p r e s e n t a t i v e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s I n d ic a t e d t h a t t h e i r b o ard members p a r t i c i p a t e d a t a h ig h e r l e v e l d id th e board r e p r e s e n t a t iv e s p r o je c ts . in v o lv e d in t r a d i t i o n a l th a n c o n s tr u c tio n Both s e ts o f bo ard r e p r e s e n t a t iv e s i n d i c a t e d t h a t t h e i r board members were n o t q u a l i f i e d t o make th e d e c is i o n (see F ig u re 25H). 100.0 F ig u re 25H. D e te r m in in g th e h e a t in g and c o o l i n g re q u ire m e n ts f o r th e b u iId in g 324 Board members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s I n d ic a t e d t h a t t h e y were s l i g h t l y more in v o lv e d i n th e d e c is io n th a n d id bo ard members p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . However, t h e board members p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s f e l t s l i g h t l y more q u a l i f i e d t o make t h e d e c is io n th a n d id th e board members p a r t i c i p a t i n g in c o n s t r u c t i o n management p r o j e c t s (see F ig u re 2 5 1 ) . ©js j* v> f f P F ig u re 251. D e te r m in in g th e h e a t in g and c o o li n g r e q u ire m e n ts f o r th e b u i l d i n g . P ro je c t a r c h ite c ts p a r t ic ip a t in g p r o je c t s in t r a d i t i o n a l c o n s t r u c t io n in d i c a t e d t h a t th e board members were p e r c e iv e d as h a v in g a h ig h e r le v e l o f in v o lv e m e n t in th e d e c is io n tha n d id th e p r o j e c t a rc h ite c ts in v o lv e d i n th e c o n s t r u c t i o n management p r o j e c t . s e ts o f p r o j e c t a r c h i t e c t s q u a l i f i e d a t th e same l e v e l Both i n d i c a t e d t h a t th e board members were t o make th e d e c is io n (see F ig u r e 2 5 J ) . 325 F ig u re 2 5 J . D e te rm in in g th e h e a t in g and c o o li n g re q u ire m e n ts f o r th e b u ild in g . The a n a l y s is o f t h i s p o r t i o n o f th e q u e s tio n w ould i n d i c a t e t h a t board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s a re p e rc e iv e d t o have a h ig h e r l e v e l o f p a r t i c i p a t i o n board members in v o lv e d in t r a d i t i o n a l in th e d e c is i o n th a n c o n s tru c tio n p r o je c ts . However* th e board members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s a re p e rc e iv e d t o have a s l i g h t l y h ig h e r le v e l o f competence in making th e d e c is io n tha n a re th e board members in v o lv e d in c o n s t r u c t i o n management p ro je c ts . 326 D e c is io n # 26 - D e te rm in in g t h e Type o f He a t i n g , C o o lin g and V e n t i l a t i n g Systems t o be Used --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is i o n i n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d them selves as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t in th e d e c is io n th a n d i d th e bo ard r e p r e s e n t a t iv e s c o n s t r u c t io n p r o j e c t s . Both s e ts o f bo ard r e p r e s e n t a t iv e s i n d i c a t e d t h a t th e y were n o t q u a l i f i e d t o e make th e d e c is io n (see F ig u r e 26E ). 2% S e > g P* c F ig u re 26E. in v o lv e d i n t r a d i t i o n a l * Ou 1 -2 D e te rm in in g th e ty p e o f h e a t in g , c o o l i n g and v e n t i l a t i n g systems t o be used. The b o ard members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s I n d ic a t e d t h a t th e y p e r c e iv e d t h e i r board r e p r e s e n t a t iv e s as h a v in g a h ig h e r l e v e l o f In v o lv e m e n t i n th e d e c is io n tha n d i d th e board members in v o lv e d In t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . They a ls o i n d i c a t e d t h a t t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d t o make t h e d e c is io n than d id bo ard members in v o lv e d in t r a d i t i o n a l (see F ig u re 2 6 F ) . c o n s tru c tio n p ro je c ts 327 100.0 50.0 0.0 4* e u« o 3 c S u *2 *3 o ^ C F ig u re 26F. +* e *o >» w*^o £ 1 « *fl ^ ^a O -» yi g»lc e e i d 4)am Oi o u a-’- s F ig u re 27E. For a l l D e te r m in in g t h e d e s ig n p r o d u c t io n s c h e d u le . p ra c tic a l purposes bo th s e ts o f board members p e r c e iv e d t h e i r bo ard r e p r e s e n t a t iv e s as p a r t i c i p a t i n g a t t h e same l e v e l o f in v o lv e m e n t w h ile t h e bo ard members in v o lv e d i n c o n s t r u c t i o n management p r o je c t s in d i c a t e d t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d to make th e d e c is io n th a n d i d t h e bo ard members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s (see F ig u r e 2 7 F ). 331 100.0 50.0 0.0 F ig u re 27F. D e te rm in in g th e d e s ig n p r o d u c t io n s c h e d u le . P ro je c t a r c h ite c ts in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c ts i n d i c a t e t h a t th e b o a rd r e p r e s e n t a t iv e s a re in v o lv e d a t a h ig h e r le v e l 1n th e d e c is io n tha n do p r o j e c t a r c h i t e c t s management p r o j e c t s . in v o lv e d in c o n s t r u c t i o n Both s e ts o f p r o j e c t a r c h i t e c t s board r e p r e s e n t a t iv e s a re n o t q u a l i f i e d t o make t h i s in d ic a te th a t d e c is io n (see F ig u re 2 7 G ). 100.0 50.0 0.0 F ig u re 27G. D e te r m in in g th e d e s ig n p r o d u c t io n s c h e d u le . The a n a l y s is o f t h i s board r e p r e s e n t a t iv e s p o r t i o n o f th e q u e s t io n w ould i n d i c a t e t h a t I n v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts a re p e rc e iv e d t o be more in v o lv e d i n th e d e c is i o n than a re bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . However, 332 the board r e p r e s e n t a t iv e s in v o lv e d in th e c o n s t r u c t i o n management p r o je c t s a re p e r c e iv e d to be s l i g h t l y more q u a l i f i e d d e c is io n than a re bo ard r e p r e s e n t a t iv e s t o make th e in v o lv e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . —C om parative p e r c e p t io n s o f th e bo ard members' le v e l o f in v o lv e m e n t and competence i n making th e d e c is io n in c o n s t r u c t i o n management p r o j e c t s v ersu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The b o a rd r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p r o je c t s p e r c e iv e d t h e i r bo ard members as h a v in g a h ig h e r l e v e l o f p a rtic ip a tio n in th e d e c is i o n tha n d i d th e board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . t h a t t h e i r b o ard members were more q u a l i f i e d They a ls o in d i c a t e d t o make t h i s d e c is io n than d id th e bo ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o je c t s (see F ig u r e 27H). 100.0 so.o o.o 3 VI “ a o 8-S Jss z•g O u V 41 U a> U s m U 4# — -J s» 41 a- LU F ig u re 27H. D e te rm in in g th e d e sig n p r o d u c t io n s c h e d u le . The bo ard members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t t h e y p a r t i c i p a t e d a t a h ig h e r le v e l o f in v o lv e m e n t in the d e c is io n th a n d i d b o a rd members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o je c ts . They a l s o i n d i c a t e d t h a t t h e y were more q u a l i f i e d t o make th e d e c is io n than d i d b o ard members in v o lv e d in t r a d i t i o n a l p r o je c t s (see F ig u r e 2 7 1 ). c o n s tr u c tio n 333 100.0 « (I e = 3 -1 ;=f f ~ « •sass -s-sa-s *• I*2a " I® ! I F ig u re 271. C ali£ s D e te r m in in g th e d e s ig n p r o d u c t io n s c h e d u le . Both s e ts o f p r o j e c t a r c h i t e c t s agreed on a l l p o in t s in d ic a tin g t h a t th e y p e r c e iv e d th e b o a rd members t o have a m oderate l e v e l o f in v o lv e m e n t i n t h i s t o make th e d e c is i o n d e c is i o n b u t th e y la c k e d t h e e x p e r ie n c e ne cessa ry (see F ig u r e 2 7 J ) . tf* &u F ig u re 27 J. o —■^am t v» 1,2jj « ai m o U f - x ift D e te r m in in g th e d e s ig n p r o d u c t io n s c h e d u le . The a n a l y s is o f t h i s p o r t i o n o f th e q u e s t io n w ould I n d i c a t e t h a t the board members in v o l v e d in c o n s t r u c t i o n maangement p r o j e c t s a re p e rc e iv e d t o have a s l i g h t l y h ig h e r le v e l o f p a r t i c i p a t i o n d e c is io n than a re th e bo ard members in v o lv e d i n t r a d i t i o n a l p ro je c ts . in th e c o n s tr u c tio n However, th e b o a rd members in v o lv e d i n t r a d i t i o n a l 334 c o n s t r u c t io n p r o j e c t s a re p e rc e iv e d t o be more q u a l i f i e d t o make th e d e c is io n tha n a re th e board members in v o lv e d in c o n s t r u c t i o n management p ro je c ts . D e c is io n # 28 - D e te rm in in g Both t h e Arrangem ent and S p a c ia l R equirem ents f o r th e M echanical Equipment — Com parative p e r c e p t io n s o f th e board r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence i n m aking t h e d e c is i o n i n c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s Both s e t s o f bo ard r e p r e s e n t a t iv e s p e rc e iv e d th e m se lve s t o be in v o lv e d i n t h i s d e c is io n a t th e same l e v e l ; how ever, b o th s e ts a ls o I n d ic a t e t h a t th e y a re n o t q u a l i f i e d t o make t h a t d e c is io n (see F ig u re 2 8 E ) . 100.0 50.0 0.0 F ig u re 28E. D e te rm in in g b o th t h e a rra ng em e nt and s p a c ia l re q u ire m e n ts f o r th e m echanical e q u ip m e n t. Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r r e p r e s e n t a t iv e s as p a r t i c i p a t i n g a t a h ig h e r l e v e l than d id b o ard members in v o lv e d i n t r a d i t i o n a l i n th e d e c is io n c o n s tr u c tio n p r o je c ts . They a ls o in d i c a t e d t h a t t h e i r board r e p r e s e n t a t iv e s were more q u a l i f i e d to make th e d e c is io n th a n d id th e b o a rd members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s (see F ig u r e 2 8 F ). 335 100.0 41 o i e -*■* o **m i•p *Z vi P« F ig u re 28F. o u V 'O u u c « C .a* O 4 » * * ^ U^ Z^ •*-J g..2g *o u D e te r m in in g b o th th e a rra n g e m e n t and s p a c ia l r e q u ire m e n ts f o r th e m echanical e q u ip m e n t. The p r o j e c t a r c h i t e c t s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s in d ic a t e d t h a t th e y p e r c e iv e d th e board r e p r e s e n t a t iv e s p a r t i c i p a t i n g a t a h ig h e r le v e l in th e d e c is i o n tha n d i d th e p r o j e c t a r c h i t e c t s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . However, b o th s e ts o f p r o j e c t a r c h i t e c t s agreed t h a t th e board r e p r e s e n t a t iv e s were n o t q u a l i f i e d t o make th e d e c is io n (see F ig u r e 28G). \— ____J , u. o s-sa-s - ‘ feou g.K-a - m s rU 'o c F ig u re 28 J. -m k o — at vi (see F ig u re 2 8 J ) . ^ u « e «*4>* ** o -> 1.2jj D e te rm in in g b o th th e arrangem ent and s p a c ia l re q u ire m e n ts f o r th e m echanical e q u ip m e n t. The a n a l y s is o f t h i s q u e s t io n w ould i n d i c a t e t h a t board members In v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o have a h ig h e r le v e l o f p a r t i c i p a t i o n In v o lv e d in t r a d i t i o n a l d e c is io n tha n board members c o n s tr u c tio n p r o je c ts . p e rc e iv e d d i f f e r e n c e i n t h e i r d e c is io n . in t h is However, th e r e i s no l e v e l o f competence in making th e 338 D e c is io n # 29 - D e te rm in in g th e O u t lin e d S p e c i f i c a t i o n f o r th e A r c h i t e c t u r a l P o r t io n o f th e B u i l d i n g Design --C o m p a ra tiv e p e r c e p t io n s o f th e bo ard r e p r e s e n t a t i v e s ' l e v e l o f in v o lv e m e n t and competence i n making th e d e c is io n i n c o n s t r u c t i o n management p r o j e c t s ve rsu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s in d ic a t e d a h i g h e r l e v e l o f in v o lv e m e n t in th e d e c is io n th a n d id th e board r e p r e s e n t a t iv e s I n v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s . Both s e ts o f board r e p r e s e n t a t iv e s agreed on t h e i r l e v e l o f competence 1n the d e c is io n a re a (see F ig u r e 29 E ). 100.0 50.0 0.0 - V t « ^ « £ F ig u re 29E. s «WHa «■» ~£ g jj e c Is s - 2 *3 Q U ^41 1 U1 4 4 U? 41 C CM O it* ad h W ^ 2 m Ol O U £ ^-12 -2 Q.-C 4-> «i a n - tn $ a ° O' ^ t— UJ D e te rm in in g th e o u t l i n e d s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n . Board members in v o l v e d in c o n s t r u c t i o n management p r o j e c t s p e rc e iv e d t h e i r b o a rd r e p r e s e n t a t iv e s as p a r t i c i p a t i n g a t a h ig h e r le v e l in th e d e c is io n tha n d id board r e p r e s e n t a t iv e s in v o l v e d i n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . They a ls o i n d i c a t e d t h a t t h e i r bo ard re p r e s e n ­ t a t i v e s were more q u a l i f i e d t o make th e d e c is i o n tha n d id th e board members in v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c ts (see F ig u r e 2 9 F ) . 339 100.0 41 41 i/i F ig u re 29F. D e te rm in in g th e o u t l i n e d s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n . The p r o j e c t a r c h i t e c t s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s in d i c a t e d t h a t t h e bo ard r e p r e s e n t a t iv e s p a r t i c i p a t e d a t a h ig h e r le v e l 1n th e d e c is io n tha n d id th e p r o j e c t a r c h i t e c t s c o n s t r u c t io n p r o j e c t s . in v o lv e d in t r a d i t i o n a l However, th e p r o j e c t a r c h i t e c t s t r a d it io n a l c o n s tr u c tio n p r o je c ts in v o lv e d i n in d i c a t e d t h a t t h e i r board r e p re s e n ­ t a t i v e s were more q u a l i f i e d t o make th e d e c is io n tha n d id th e p r o j e c t a r c h ite c ts F ig u re 29G. in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s (see F ig u re 29G ). D e te rm in in g th e o u t l i n e d s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n . 340 The a n a l y s is o f t h i s p o r t i o n o f th e q u e s t io n w ould i n d i c a t e t h a t the board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s are p e rc e iv e d t o have a h ig h e r le v e l o f p a r t i c i p a t i o n than a re th e bo ard r e p r e s e n t a t iv e s p ro je c ts . i n th e d e c is io n in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n However, th e board r e p r e s e n t a t iv e s in v o lv e d 1n t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s a re p e r c e iv e d t o be s l i g h t l y more q u a l i f i e d i n the d e c is io n a re a tha n a re th e board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t io n management p r o j e c t s . --C o m p a ra tiv e p e r c e p t io n s o f th e b o ard members' le v e l o f in v o lv e m e n t and competence in making th e d e c is io n 1n c o n s t r u c t i o n management p r o j e c t s versu s t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l c o n s tr u c tio n p r o je c t s p e r c e iv e d t h e i r board members as p a r t i c i p a t i n g a t a h ig h e r le v e l in th e d e c is io n than d id th e board r e p r e s e n t a t iv e s in v o lv e d i n th e c o n s t r u c t io n management p r o j e c t s . They a ls o in d i c a t e d t h a t t h e i r bo ard members were more q u a l i f i e d t o make th e d e c is io n (see F ig u re 2 9 H ). / --------- > F ig u re 29H. D e te rm in in g th e o u t l i n e d s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n . Board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s i n d i c a t e d t h a t th e y were in v o lv e d a t a h ig h e r l e v e l d id board members in v o lv e d in t r a d i t i o n a l in th e d e c is i o n than c o n s tru c tio n p r o je c ts . 341 However, th e b o a rd members I n v o lv e d i n t r a d i t i o n a l c o n s tr u c tio n p r o je c ts in d i c a t e d t h a t th e y were more q u a l i f i e d t o make th e d e c is io n tha n d i d th e board members I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s (see F ig u re 2 9 1 ) . 100.o * « F ig u re 291. 2. S § 22* 2222 D e te rm in in g th e o u t l i n e d s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n . The p r o j e c t a r c h i t e c t s in v o lv e d i n t r a d i t i o n a l c o n s tru c tio n p r o je c t s p e r c e iv e d th e bo ard members as p a r t i c i p a t i n g a t a h ig h e r le v e l i n th e d e c is io n th a n d i d th e p r o j e c t a r c h i t e c t s c o n s t r u c t io n management p r o j e c t s . members were more q u a l i f i e d a rc h ite c ts p a r t ic ip a t in g (see F ig u re 2 9 J ) . in v o lv e d i n th e They a ls o i n d i c a t e d t h a t th e board t o make th e d e c is io n tha n d id th e p r o j e c t i n th e c o n s t r u c t i o n management p r o j e c t s 342 1 |J * r ac v* F ig u re 29 J. S i s *^ D e te rm in in g th e o u t l i n e d s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f t h e b u i l d i n g d e s ig n . The a n a l y s is o f t h i s p o r t i o n o f th e q u e s t io n w ould i n d i c a t e t h a t th e board members in v o lv e d in t r a d i t i o n a l c o n s tr u c tio n p ro je c ts are p e r c e iv e d t o have a h ig h e r le v e l o f p a r t i c i p a t i o n and t o be more q u a l i f i e d t o make th e d e c i s i o n . in th e d e c is i o n CHAPTER 5 SUMMARY, CONCLUSIONS, RECOMMENDATIONS AND IMPLICATIONS T h is c h a p t e r i s d e s ig n e d t o r e v ie w t h e p u rp o s e o f th e s t u d y , summarize th e i n f o r m a t i o n t h a t was c o l l e c t e d as a r e s u l t o f t h e s t u d y , p r e s e n t th e m a jo r c o n c lu s io n s o f t h e s t u d y , make recom m endations f o r f u r t h e r a c t i o n and p r e s e n t I m p l i c a t i o n s o f th e s t u d y . Summary As I n d i c a t e d i n C h a p te r 1, t h e need f o r t h i s s t u d y was g e n e ra te d as a r e s u l t o f th e in c r e a s i n g a p p l i c a t i o n o f th e c o n s t r u c t i o n management approach to th e d e s ig n and c o n s t r u c t i o n o f in t e r m e d i a t e sch o o l d i s t r i c t owned s e co n d a ry area v o c a t io n a l s u p p o rte d by a p o s i t i o n c e n te rs . T h is need was f u r t h e r p a pe r w h ic h was ap pro ved by th e M ic h ig a n S t a t e Board o f E d u c a tio n on June 3 , 1975, i n w h ic h t h e recom m endation was made to e s t a b l i s h 50 i n t e r m e d i a t e s c h o o l d i s t r i c t based a re a v o c a t io n a l c e n t e r s d u r in g th e s i x y e a r s between 1974-75 and 1 9 7 9 -8 0 . An e f f o r t o f t h i s m a g n itu d e w ould b e n e f i t g r e a t l y fro m th e im p rove d c o s t - q u a l i t y r a t i o and t h e t im e s a v in g s w h ic h can be a c c ru e d t h r o u g h t h e use o f th e c o n s t r u c t i o n management t e c h n iq u e . The im p le m e n ta tio n o f t h i s t e c h n iq u e r e q u i r e s a b a s ic s h i f t i n t h e r o l e w h ic h th e owner p la y s d u r in g d e s ig n and c o n s t r u c t i o n o f t h e p r o j e c t . T h is s h i f t can have a d i r e c t and p o t e n t i a l l y t r a u m a t i c Im p a c t on a d m i n i s t r a t o r s and b o ard members o f i n t e r m e d ia t e sc h o o l d i s t r i c t s . As a r e s u l t o f t h e p r o j e c t e d a c t i v i t y 343 344 1n th e S t a t e o f M ic h ig a n , th e need f o r b o th i n s e r v i c e and p r e s e r v i c e programs d e s ig n e d t o p re p a re th e owner and th e o w n e r's r e p r e s e n t a t i v e to assume t h e i r r o l e on th e d e s ig n team was a p o t e n t i a l . The p ro b le m w h ich e x i s t e d the n was t o examine i n d e p th th e r o l e o f th e board members and th e board r e p r e s e n t a t iv e s d u r in g th e d e s ig n phase o f th e c o n s t r u c t i o n management p r o j e c t t o d e te rm in e i f t h e r e was, in f a c t , a change i n th e r e s p o n s i b i 11t y w h ich th e y assumed when compared to s im ila r ro le s in a t r a d i t i o n a l c o n s tru c tio n p r o je c t. A r e v ie w o f l i t e r a t u r e was c o n d u cte d t o d e te rm in e i f d a ta were a v a i l a b l e fro m a r i g o r o u s l y c o n t r o l l e d s tu d y w h ic h compares th e le v e l o f in v o lv e m e n t o f t h e board members and th e board r e p r e s e n t a t iv e s in making th e d e c is io n d u r in g th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t t o th e l e v e l o f in v o lv e m e n t o f th e board members and board r e p r e s e n t a t iv e s in m aking th e d e c is io n d u r in g th e d e s ig n phase o f a t r a d it io n a l c o n s tru c tio n p r o je c t. W h ile t h e r e s u l t o f t h i s r e v ie w in d i c a t e d t h a t no such s t u d ie s had been c o n d u c te d , th e l i t e r a t u r e i n th e f i e l d o f c o n s t r u c t i o n management s u p p o rte d th e f a c t t h a t th e approach has many b e n e f i t s w hich are p e rc e iv e d as d e s ir a b le by th e ow ner. Research was th e n co n d u cte d w hich was d e s ig n e d to address th e problem t h a t had been i d e n t i f i e d . P e rc e p tio n s o f both th e l e v e l o f In v o lv e m e n t and th e competence w hich bo ard mentoers and board r e p r e ­ s e n t a t iv e s d e m o n s tra te d in making d e c is io n s were o b ta in e d fro m th e board members, th e board r e p r e s e n t a t iv e s and t h e p r o j e c t a r c h i t e c t s who were in v o lv e d in c o n s t r u c t i o n management p r o j e c t s and t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . When a l l o f th e d a ta had been c o l l e c t e d , a q u e s tio n by q u e s t io n a n a l y s is was co n d u cte d t o d e te rm in e th o s e are as i n w h ich bo ard members and board r e p r e s e n t a t iv e s were i n need o f 345 in s e r v i c e t r a i n i n g and t o d e te rm in e i f , 1n f a c t , t h e r e was an In c re a s e 1n th e le v e l o f in v o lv e m e n t on th e p a r t o f th o s e board members and board r e p r e s e n t a t iv e s who were in v o lv e d i n c o n s t r u c t i o n management p ro je c ts . Com parative Level o f In v o lv e m e n t The o v e r a l l a n a l y s is o f th e c o m p a ra tiv e l e v e l s o f in v o lv e m e n t in d i c a t e d t h a t th e b o a rd r e p r e s e n t a t iv e s p a r t i c i p a t i n g 1n th e t r a d i ­ t i o n a l c o n s t r u c t i o n p r o j e c t s were p e r c e iv e d t o have a h ig h e r l e v e l o f in v o lv e m e n t i n th e d e s ig n phase tha n were board r e p r e s e n t a t iv e s p a r t i c i p a t i n g 1n c o n s t r u c t i o n management p r o j e c t s . T h is i s s u p p o rte d by responses w hich I n d ic a t e d t h a t board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s had a h ig h e r l e v e l o f in v o lv e m e n t tha n board r e p r e s e n t a t iv e s p a r t i c i p a t i n g management p r o j e c t s s e n t a t iv e s in c o n s tru c tio n in 5 3 .6 p e r c e n t o f t h e d e s ig n d e c is i o n s . p a r tic ip a tin g Board r e p r e ­ i n th e c o n s t r u c t i o n management p r o j e c t s had a h ig h e r le v e l o f in v o lv e m e n t tha n board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s The o v e r a l l in 4 6 .4 p e r c e n t o f th e d e s ig n d e c is i o n s . a n a l y s is o f bo ard members p a r t i c i p a t i n g in c o n s tr u c tio n management p r o j e c t s showed a marked in c r e a s e in th e l e v e l o f i n v o l v e ­ ment when compared t o th e l e v e l o f in v o lv e m e n t o f board members p a r tic ip a tin g in t r a d i t i o n a l c o n s tru c tio n p r o je c ts . S u p p o r tin g t h i s are responses i n d i c a t i n g t h a t board members p a r t i c i p a t i n g 1n c o n s t r u c ­ t i o n management p r o j e c t s were in v o lv e d a t a h ig h e r l e v e l members p a r t i c i p a t i n g 1n t r a d i t i o n a l o f th e d e s ig n d e c i s i o n s . tr a d itio n a l tha n board c o n s t r u c t i o n p r o j e c t s i n 6 5 .5 p e r c e n t C o n v e r s e ly , b o a rd members in v o lv e d i n c o n s t r u c t i o n p r o j e c t s p a r t i c i p a t e d a t a h ig h e r l e v e l than 346 board members I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s i n o n ly 34.5 p e r c e n t o f t h e d e s ig n d e c is i o n s . An I n t e r e s t i n g s h i f t o c c u rs when th e d e s ig n d e c is io n s a re p la c e d i n rank o r d e r , most im p o r t a n t t o l e a s t im p o r t a n t and th e to p f i f t e e n d e c is io n s a re exam ined. The p e rc e n ta g e o f tho se d e s ig n d e c is io n s i n which board r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s had a h i g h e r l e v e l o f i n p u t tha n bo ard r e p r e s e n t a t iv e s in v o lv e d in tra d itio n a l 60 p e r c e n t . c o n s tr u c tio n p r o je c ts in c re a s e s fro m 4 6 .4 p e r c e n t t o The p e rc e n ta g e o f d e s ig n d e c is io n s i n w hich t h e board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s had a h ig h e r l e v e l o f in v o lv e m e n t decreased from 5 3 .6 p e r c e n t t o 40 p e r c e n t . There was o n ly a s l i g h t change in th e l e v e l o f In v o lv e m e n t o f board members p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o j e c t s and t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s . management p r o j e c t s The bo ard members in v o lv e d in c o n s t r u c t i o n in d i c a t e d an in c r e a s e from 6 5 .5 p e r c e n t to 66 .7 p e r c e n t i n th e p e rc e n ta g e o f d e sig n d e c is io n s h ig h e r le v e l tio n a l o f p a r tic ip a tio n . c o n s tr u c tio n p r o je c ts i n w h ic h th e y had a The board members in v o lv e d in t r a d i ­ in d i c a t e d a decrease fro m 34 .5 p e r c e n t t o 3 3 .3 p e r c e n t o f t h e d e s ig n d e c is io n s in w hich th e y had a h ig h e r le v e l o f p a rtic ip a tio n . O v e r a ll Competence Board r e p r e s e n t a t iv e s and board members in v o lv e d in th e t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s were p e r c e iv e d t o have a much h ig h e r le v e l o f competence th a n b o ard r e p r e s e n t a t iv e s and board members I n v o lv e d in c o n s t r u c t io n management p r o j e c t s . in v o lv e d i n t r a d i t i o n a l The board r e p r e s e n t a t iv e s (71 A X ) c o n s t r u c t i o n p r o j e c t s were p e r c e iv e d t o be 347 competent 1n m aking th e d e s ig n d e c is io n s th a n were board r e p r e s e n t a ­ t i v e s I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . S im ila r ly , 75 p e r c e n t o f t h e board members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o je c t s were p e r c e iv e d t o be more com petent in making th e d e s ig n d e c is io n s tha n were bo ard members p a r t i c i p a t i n g management p r o j e c t s . in c o n s tr u c tio n T h is t r e n d c o n tin u e d when th e to p f i f t e e n de sig n d e c is io n s were e v a lu a t e d w i t h bo ard r e p r e s e n t a t iv e s I n v o lv e d i n th e t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s b e in g p e r c e iv e d as more com petent than bo ard r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n c o n s t r u c t i o n management p r o je c t s in 60 p e r c e n t o f th e d e s ig n d e c i s i o n s . in v o lv e d i n t h e t r a d i t i o n a l The board members c o n s t r u c t i o n p r o j e c t s were p e r c e iv e d as b e in g more com petent th a n bo ard members p a r t i c i p a t i n g in c o n s t r u c t i o n management p r o j e c t s i n 6 6 .7 p e r c e n t o f th e d e s ig n d e c is i o n s . The board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s were p e rc e iv e d as b e in g more com petent 1n 40 p e r c e n t o f th e d e s ig n d e c is io n s and board members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s were p e rc e iv e d as b e in g more com petent in 3 3 .3 p e r c e n t o f th e d e s ig n d e c is io n s . A n o th e r i n t e r e s t i n g p a t t e r n emerges when th e le v e l o f in v o lv e m e n t in th e d e s ig n d e c is io n s were based on t h e c a t e g o r ie s a r c h i t e c t u r a l and m e c h a n i c a l / e l e c t r i c a l . Under t h i s s t r u c t u r e th e board r e p re s e n ­ t a t i v e s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s I n d ic a t e d a h ig h e r l e v e l o f in v o lv e m e n t th a n bo ard r e p r e s e n t a t iv e s p a r t i c i p a t i n g in c o n s t r u c t io n management p r o j e c t s d e c is io n s w hich f a l l in 60 p e r c e n t o f th e d e sig n 1n th e a r c h i t e c t u r a l c a te g o ry . The bo ard re p re s e n t a t l v e s I n v o lv e d i n c o n s t r u c t i o n management p r o j e c t s were p e r c e iv e d to have a h i g h e r l e v e l o f in v o lv e m e n t th a n bo ard r e p r e s e n t a t iv e s 348 p a r tic ip a tin g in t r a d i t i o n a l c o n s tru c tio n p ro je c ts i n 40 p e r c e n t o f th e de sig n d e c is io n s 1n t h i s c a t e g o r y . Board members in v o lv e d i n c o n s t r u c t i o n management were p e r c e iv e d t o have a h i g h e r l e v e l o f in v o lv e m e n t th a n board members p a r t i c i p a t i n g in t r a d it io n a l c o n s tr u c tio n p r o je c ts d e c is io n s in t h i s c a t e g o r y . i n 6 0 .9 p e r c e n t o f t h e d e s ig n Board members in v o lv e d i n a t r a d i t i o n a l c o n s t r u c t io n p r o j e c t were p e r c e iv e d t o have a h ig h e r l e v e l o f p a rtic ip a tio n i n 39.1 p e r c e n t o f th e d e s ig n d e c is io n s i n th e a r c h i t e c ­ tu r a l c a te g o ry . Both th e bo ard r e p r e s e n t a t iv e s and th e board members in v o lv e d in c o n s t r u c t io n management p r o j e c t s a re p e r c e iv e d t o have a h i g h e r le v e l o f in v o lv e m e n t in th e c a te g o r y m e c h a n i c a l / e l e c t r i c a l r e p r e s e n t a t iv e s and bo ard members p a r t i c i p a t i n g c o n s t r u c t io n p r o j e c t s . T h is i s tha n were board in t r a d it io n a l s u p p o rte d w i t h responses i n d i c a t i n g t h a t th e bo ard r e p r e s e n t a t iv e s in v o lv e d 1n c o n s t r u c t i o n management p r o je c t s were p e r c e iv e d t o have a h ig h e r le v e l o f in v o lv e m e n t in 80 p e rc e n t o f th e d e s ig n d e c is io n s in t h i s are a th a n were board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d it io n a l c o n s tr u c tio n p r o je c ts . Board members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s a re p e r ­ ce iv e d t o have a h i g h e r l e v e l o f in v o lv e m e n t i n 8 3 .3 p e r c e n t o f th e design d e c is io n s i n t h i s a re a th a n were board members p a r t i c i p a t i n g i n t r a d it io n a l c o n s tru c tio n p r o je c ts . Board r e p r e s e n t a t iv e s in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s have a h ig h e r l e v e l o f in v o lv e m e n t in o n ly 20 p e r c e n t o f th e d e s ig n d e c is io n s w h ile bo ard members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s p a r t i c i p a t e a t a h ig h e r le v e l in o n ly 1 6 .7 p e r c e n t o f th e d e c is io n s i n th e m e c h a n i c a l / e l e c t r i c a l c a te g o r y . 349 In th e o v e r a l l a n a l y s is o f th e response t o th e q u e s t io n n a i r e s , board r e p r e s e n t a t iv e s I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s and board r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s were p e r c e iv e d as h a v in g th e same le v e l o f in v o lv e m e n t i n 3 .4 p e r c e n t o f th e d e s ig n d e c is io n s and t h e y have th e same l e v e l o f competence in 3 .4 p e r c e n t o f th e d e s ig n d e c is i o n s . Board members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s and c o n s t r u c t i o n management p r o j e c t s were p e r c e iv e d t o have th e same l e v e l o f competence in 3 .4 p e r c e n t o f th e d e s ig n d e c i s i o n s . I t s h o u ld be n o te d h e r e , however, t h a t t h e r e were no r e l a t i o n s h i p s between th o s e d e c is io n s 1n w hich t h e l e v e l o f competence was th e same as th o s e d e c is io n s in w hich th e le v e l o f in v o lv e m e n t was t h e same. Need f o r I n s e r v ic e Program A p o r t i o n o f th e p ro blem as s t a t e d was t o i d e n t i f y th o s e areas in w hich th e b o a rd r e p r e s e n t a t iv e s and th e board members in v o lv e d in c o n s t r u c t io n management p r o j e c t s needed p r e s e r v ic e and i n s e r v i c e programs t o in c r e a s e t h e i r a b i l i t y design team. t o p a r t i c i p a t e as a member o f th e The a n a l y s is w hich was co n d u cte d on th e data o b ta in e d in d i c a t e d t h a t w h i l e th e need f o r p r e s e r v ic e and i n s e r v i c e o f board members and bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o je c t s was g r e a t e r th a n t h e need i d e n t i f i e d f o r bo ard members and board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c t io n p r o j e c t s , t h e r e were c o n s id e r a b le needs f o r both p o p u la t io n s . 350 C o n c lu s io n s The d a ta w h ic h has been c o l l e c t e d and a n a ly z e d as a re s u lt o f t h is s t u d y e s t a b l i s h e s a base fro m w h ich t h e f o l l o w i n g c o n c lu s io n s a re dra w n : 1. Based on t h e o v e r a l l were i d e n t i f i e d re sp o n se t o t h e 29 d e s ig n d e c is io n s w h ic h f o r th e p u rp o se o f t h i s s t u d y , th e l e v e l o f In v o lv e m e n t o f b o a rd r e p r e s e n t a t i v e s p a r t i c i p a t i n g c o n s t r u c t i o n management p r o j e c t s re fle c ts in a d e c re a s e when compared t o th e l e v e l o f in v o lv e m e n t o f b o a rd r e p r e s e n t a t i v e s p a r tic ip a tin g 2. in t r a d i t i o n a l Based on th e o v e r a l l were I d e n t i f i e d c o n s tru c tio n p r o je c ts . re sp o n se t o th e 29 d e s ig n d e c is i o n s w h ic h f o r t h e p u rp o s e o f t h i s s tu d y , th e le v e l o f In v o lv e m e n t o f b o ard members p a r t i c i p a t i n g management p r o j e c t s 1n c o n s t r u c t i o n r e f l e c t s an in c r e a s e when compared t o t h e l e v e l o f in v o lv e m e n t o f b o a rd members p a r t i c i p a t i n g tra d itio n a l 3. c o n s tru c tio n T he re i s a p o s i t i v e p ro je c ts . r e l a t i o n s h i p between th e im p o rta n c e o f t h e d e c is i o n s and th e l e v e l o f in v o lv e m e n t o f b o a rd re p r e s e n ta tiv e s t h e c o n s t r u c t i o n management p r o je c ts . in in v o l v e d i n T h is r e l a t i o n s h i p is such t h a t i t causes an In c r e a s e fro m 4 6 .4 p e r c e n t t o 60 p e r c e n t w i t h r e s p e c t t o t h e number o f d e s ig n d e c is i o n s 1n w h ic h th e s e r e p r e s e n t a t i v e s were p e r c e iv e d t o have th e h i g h e r l e v e l 4. o f I n v o lv e m e n t . T he re 1s no r e l a t i o n s h i p between t h e im p o rta n c e o f th e d e s ig n d e c is i o n and th e l e v e l o f in v o lv e m e n t o f b o ard members p a r tic ip a tin g i n c o n s t r u c t i o n management p r o j e c t s . T h is 1s s u p p o r te d by t h e f a c t t h a t t h e o v e r a l l p e r c e p t io n s o f b o ard 351 members p a r t i c i p a t i n g 1n c o n s t r u c t i o n management p r o j e c t s were t h a t th e s e bo ard members had a h ig h e r le v e l o f i n v o l v e ­ ment th a n board members I n v o lv e d in t r a d i t i o n a l p ro je c ts c o n s t r u c t io n In 6 5 .5 p e r c e n t o f th e d e s ig n d e c is i o n s . same p e r c e p t io n s were compared f o r th e to p f i f t e e n When th e d e sig n d e c i s i o n s , th e b o ard members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s were viewed as h a v in g a h ig h e r l e v e l o f in v o lv e m e n t th a n b o ard members in v o lv e d in t r a d i t i o n a l c o n s tru c tio n p ro je c ts 1n 6 6 .7 p e r c e n t o f th e d e s ig n d e c is io n s th u s I n d i c a t i n g an in c r e a s e in o n ly 1.2 p e r c e n t . 5. Board r e p r e s e n t a t iv e s I n v o lv e d 1n c o n s t r u c t i o n management p r o j e c t s had a h i g h e r le v e l o f In v o lv e m e n t th a n board r e p r e s e n t a t iv e s p a r t i c i p a t i n g i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s i n 80 p e r c e n t o f th e d e s ig n d e c is io n s w h ich Im pacted th e m e c h a n i c a l / e l e c t r i c a l 6. d e s ig n . Board members p a r t i c i p a t i n g in c o n s t r u c t i o n management p r o j e c t s had a h i g h e r p e r c e iv e d le v e l o f in v o lv e m e n t th a n board members p a r t ic ip a t in g in t r a d it io n a l c o n s t r u c t i o n p r o j e c t s in 8 3 .3 p e r c e n t o f th e d e s ig n d e c is io n s w hich im p acted th e m e c h a n ic a l/e le c tric a l 7. d e s ig n . The s tu d y ten ds t o s u p p o r t th e i m p l i c a t i o n s w hich e x i s t in c u rre n t lite r a tu r e r e la tiv e t o th e In c re a s e d l e v e l o f i n v o l v e ­ ment o f th e owner p a r t i c i p a t i n g i n th e d e s ig n phase o f a c o n s t r u c t i o n management p r o j e c t . 8. Board r e p r e s e n t a t iv e s p a r t i c i p a t i n g in t r a d i t i o n a l c o n s t r u c ­ t i o n p r o j e c t s were p e r c e iv e d as h a v in g a h ig h e r l e v e l o f competence 1n d e c is io n making th a n were bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s . 352 9. Board members I n v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts were p e r c e iv e d t o have a h ig h e r le v e l o f competence in d e c is io n making th a n were b o ard members I n v o lv e d in c o n s t r u c t i o n management p r o j e c t s . 10. Because the bo ard r e p r e s e n t a t i v e s ' in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s le v e l o f p a r t i c i p a t i o n le v e l in c r e a s e s as th e o f im p o rta n c e o f th e d e c is io n in c r e a s e s , and because th e b o ard r e p r e s e n t a t iv e s in v o lv e d in c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o have a lo w e r l e v e l o f competence th a n th e board members in v o lv e d i n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , th e need t o p r o v id e b o th p r e s e r v i c e and I n s e r v ic e programs t o in c r e a s e t h e i r s k i l l s 11. is e v id e n t. Because bo ard members in v o lv e d in c o n s t r u c t i o n management p r o j e c t s a re p e r c e iv e d t o p a r t i c i p a t e a t a h i g h e r l e v e l 1n more d e s ig n d e c is io n s and because th e s e bo ard members a re a ls o p e rc e iv e d t o be le s s com petent th a n bo ard members in v o lv e d in t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , th e need f o r b o th p r e s e r v i c e and i n s e r v i c e programs to in c r e a s e t h e i r s k ills 12. 1s i n d i c a t e d . Even though th e b o ard r e p r e s e n t a t iv e s in v o lv e d in t r a d i t i o n a l c o n s t r c u t l o n p r o j e c t s a re p e rc e iv e d as b e in g more com petent tha n bo ard r e p r e s e n t a t iv e s in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s , t h e r e i s need f o r b o th p r e s e r v ic e and i n s e r v i c e programs f o r th e s e I n d i v i d u a l s . 13. Even though th e bo ard members in v o lv e d in t r a d it io n a l c o n s t r u c t i o n p r o j e c t s a re p e r c e iv e d t o be more com petent tha n th e bo ard members in v o lv e d i n c o n s t r u c t i o n management p r o j e c t s , 353 t h e r e rem ains i d e n t i f i a b l e need f o r b o th p r e s e r v i c e and i n s e r v i c e programs f o r th e s e i n d i v i d u a l s . Recommendati ons Based on th e c o n c lu s io n s w hich were drawn fro m th e d a ta c o l l e c t e d and a n a ly z e d in t h i s s t u d y , th e f o l l o w i n g recommendations a re made. 1. T h a t s t a t e w id e p r e s e r v i c e and I n s e r v i c e e d u c a tio n programs be de ve lo p e d f o r th o s e bo ard r e p r e s e n t a t iv e s who a n t i c i p a t e becoming in v o l v e d i n p r o j e c t s 1n w hich th e c o n s t r u c t i o n management te c h n iq u e w i l l be used. These programs s h o u ld be de sig n e d t o prom ote com petencies and a re p re s e n te d i n ra n k o rd e r. a. D e te rm in in g th e a c t u a l b u i l d i n g l o c a t i o n b. D e te rm in in g a s i t e m a s te r p la n f o r th e purpose o f f u t u r e gro w th c. D e te rm in in g th e f i n a l b u i l d i n g c o s t e s tim a te s based on v a lu e e n g in e e r in g d. D e te rm in in g th e e x t e r i o r t r e a tm e n t and f e n e s t r a t i o n o f th e b u i l d i n g e. f. D e te rm in in g th e s t r u c t u r a l system E s t a b l i s h i n g access t o th e b u i l d i n g (s ta ff, s tu d e n ts and p u b l i c ) g. E s t a b l i s h i n g th e p r o j e c t developm ent s ch e d u le h. D e te rm in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n 1. D e te rm in in g th e m a jo r e n tra n c e s j. E s t a b l i s h i n g th e h e a t in g and c o o li n g re q u ire m e n ts th e b u i l d i n g th e b u i l d i n g fo r k. E s t a b l i s h i n g th e p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g 1. D e v e lo p in g m echanical t r a d e bu dget m. D e te r m in in g th e ty p e o f h e a t i n g , c o o li n g and v e n t i l a t i o n systems t o be used n. D e te rm in in g th e i n s t r u c t i o n a l equipm ent la y o u t s f o r b o th movable and f i x e d eq uipm ent o. D e te r m in in g th e c o n t o u r in g f o r purposes o f la n d s c a p in g and s to rm d ra in a g e p. D e te rm in in g th e space r e l a t i o n s h i p s i n f lo w diagram s q. D e te r m in in g b o th th e arra n g e m e n t and s p a c ia l re q u ire m e n ts f o r m ech an ica l equipm ent r. D e te rm in in g t h e o u t l i n e s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n s. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s t. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r en ve lo p e u. D e te rm in in g c o n s id e r a t i o n s f o r f u t u r e exp a n sio n v. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g I n t o c o n s id e r a t i o n th e sun, w ind and n o is e w. D e te rm in in g bus and p e d e s t r ia n t r a f f i c t o th e s i t e x. D e te rm in in g th e I n t e r f a c e between th e e l e c t r i c a l and m e ch a n ica l s y ste m s . T h a t s t a t e w id e i n s e r v i c e e d u c a tio n programs be d e velop ed f o r th o s e b o ard members who a n t i c i p a t e becoming in v o lv e d i n p r o j e c t s i n w h ic h th e c o n s t r u c t i o n management te c h n iq u e w i l l be used. These programs s h o u ld be d e s ig n e d t o prom ote com petencies i n th e f o l l o w i n g ra n k o rd e re d a re a s : 355 a. S e le c tin g a s it e b. D e te r m in in g t h e a c t u a l c. D e te r m in in g a s i t e m a s te r p la n f o r pu rp o se s o f f u t u r e b u ild in g lo c a tio n g ro w th d. D e te r m in in g a f i n a l b u i l d i n g c o s t e s t im a t e based on v a lu e e n g i n e e r in g e. D e te r m in in g t h e s t r u c t u r a l system f. E s t a b l i s h i n g access t o t h e b u i l d i n g (s ta ff, s tu d e n ts , p u b l i c , e t c .) g. E s t a b l i s h i n g th e p r o j e c t d e v e lo p m e n t s c h e d u le h. D e te r m in in g t h e c i r c u l a t i o n 1. D e te r m in in g t h e m a jo r e n tr a n c e s j. E s t a b l i s h i n g p r e l i m i n a r y b u i l d i n g c o s t s th ro u g h v a lu e p a tte rn s w ith in th e b u ild in g e n g in e e r in g k. D e te rm lm in g t h e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be used 1. D e te r m in in g th e d e s ig n p r o d u c t io n s c h e d u le m. D e te r m in in g i n s t r u c t i o n a l la y o u t s f o r b o th movable and f i x e d e q u ip m e n t n. D e te r m in in g space r e l a t i o n s h i p i n f l o w diagram s o. D e te r m in in g t h e o u t l i n e s p e c i f i c a t i o n s f o r th e a r c h it e c t u r a l p o r t i o n o f t h e b u i l d i n g d e s ig n p. E s t a b l i s h i n g d r i v e s and e n tr a n c e s o f f t h e m a jo r s t r e e t s q. D e te r m in in g th e c h a r a c t e r l s t i e s o f t h e e x t e r i o r e n v e lo p e r. D e te r m in in g c o n s i d e r a t i o n s s. f o r f u t u r e e x p a n s io n E s t a b l i s h i n g t h e "U" f a c t o r f o r e x t e r i o r w a l l s t. D e te rm in in g o t h e r s i t e uses: games, s t o r a g e , convnunity u s e s , program u s e s , e t c . u. D e te rm in in g bus and p e d e s t r ia n t r a f f i c W h ile 1 t was n o t th e o r i g i n a l to th e s i t e . i n t e n t o f th e s tu d y t o i d e n t i f y p r e s e r v ic e o r 1nserv1ce needs f o r th o s e board r e p r e s e n t a t iv e s in v o lv e d I n t r a d i t i o n a l c o n s t r u c t i o n p r o j e c t s , th e r e s u l t s w h ich were a cc ru e d th ro u g h th e e f f o r t I n d i c a t e s t h a t t h e r e Is a need 1n t h i s a r e a . T h e r e f o r e , e s t a b lis h m e n t o f p r e s e r v ic e and I n s e r v i c e e d u c a tio n programs t o addre ss th e f o l l o w i n g rank o rd e re d a re as a re recommended f o r b o ard r e p r e s e n t a t iv e s in v o lv e d 1n t r a d i t i o n a l c o n s tru c tio n p r o je c ts : a. D e te rm in in g th e a c t u a l b u i l d i n g l o c a t i o n b. D e te r m in in g th e e x t e r i o r t r e a t m e n t and f e n e s t r a t i o n o f th e b u i l d i n g c. E s t a b l i s h i n g th e p r o j e c t developm ent sc h e d u le d. D e te rm in in g th e h e a t in g and c o o l i n g r e q u ire m e n ts f o r th e b u i l d i n g e. E s t a b l i s h i n g a p r e l i m i n a r y b u i l d i n g c o s t th ro u g h v a lu e e n g in e e r in g f. D e te rm in in g th e ty p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n systems t o be used g. D e te rm in in g th e d e s ig n p r o d u c t io n s c h e d u le h. D e te rm in in g th e c o n t o u r in g f o r purposes o f la nd scap e and s to rm d ra in a g e i. D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical systems j. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g I n t o c o n s id e r a t i o n w in d , sun and n o is e k. D e te rm in in g th e I n t e r f a c e between th e e l e c t r i c a l / m echanical s yste m s. W h ile th e o r i g i n a l scope o f th e s tu d y d id n o t In c lu d e I d e n t i f y i n g 1nserv1ce e d u c a tio n needs f o r b o a rd members in v o lv e d 1n t r a d i t i o n a l im p lic a tio n s c o n s t r u c t i o n p r o je c t s . b e c a u s e o f th e I n h e r e n t 1n th e outcom e, I n s e r v i c e e d u c a tio n programs a re recommended f o r board members i n th e f o l l o w i n g a re a s: a. D e te rm in in g th e a c tu a l b u ild in g lo c a tio n b. D e te rm in in g t h e fin a l b u i l d i n g c o s t e s t im a t e based on v a lu e e n g in e e r in g c. D e te rm in in g th e e x t e r i o r and f e n e s t r a t i o n o f th e b u i l d i n g d. D e te rm in in g th e c ir c u la tio n p a tte rn s w ith in th e b u i l d i n g f. D e te rm in in g m a jo r e n tra n c e s g. E s t a b l i s h i n g p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g h. D e te rm in in g th e ty p e o f c o o l i n g , h e a t in g and v e n t i l a t i n g systems t o be used 1. D e te rm in in g th e i n s t r u c t i o n a l la y o u t s f o r b o th movable and f i x e d equipm ent j. D e te rm in in g space r e l a t i o n s h i p s 1n f l o w diagrams k. D e te rm in in g th e o u t l i n e s p e c i f i c a t i o n f o r th e a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e sig n 1. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s m. D e te rm in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r en ve lo p e n. D e te rm in in g c o n s id e r a t io n s f o r f u t u r e e xp a n sio n o. E s t a b l i s h i n g th e "U " f a c t o r f o r e x t e r i o r w a l l s . 358 Recommendations f o r F u r t h e r Study I t i s f u r t h e r recommended t h a t : 1. A s tu d y w h ich i s s i m i l a r in d e s ig n t o th e one w hich has been con du cted be u n d e rta k e n t o d e te rm in e th e l e v e l o f in v o lv e m e n t and competence o f b o th th e bo ard r e p r e s e n t a t iv e s and th e board members in v o lv e d i n th e c o n s t r u c t i o n phase o f a c o n s t r u c t i o n management p r o j e c t when compared t o th e board r e p r e s e n t a t iv e s and board members in v o lv e d i n s i m i l a r a c tiv itie s 2. 1n a t r a d i t i o n a l c o n s tru c tio n p r o je c t. When a s u f f i c i e n t number o f p r o j e c t s have been com p le te d u s in g th e c o n s t r u c t i o n management a p p ro a c h , a s t a t i s t i c a l s tu d y be co n d u cte d w hich t e s t s th e l e v e l o f s i g n i f i c a n c e o f th e I m p l i c a t i o n s w h ich were g e n e ra te d as a r e s u l t o f t h i s s tu d y . 3. That a s im ila r s t a t i s t i c a l s tu d y be con du cted w h ich t e s t s th e l e v e l o f s i g n i f i c a n c e o f a s i m i l a r s tu d y w hich has been reconvnended f o r th e p o r t i o n o f th e c o n s t r u c t i o n management p r o j e c t w h ich d e a ls p r i m a r i l y w i t h th e in v o lv e m e n t and competence o f th e bo ard members and board r e p r e s e n t a t iv e s in t h e c o n s t r u c t i o n phase o f a c o n s t r u c t i o n management p r o j e c t . I m p ! ic a t i o n s As a r e s u l t o f th e s t u d y , i n a d d i t i o n t o t h e need t o im prove th e a b i l i t y o f th e board members and bo ard r e p r e s e n t a t iv e s t o p a r t i c i p a t e as members o f th e d e s ig n team, o t h e r i m p l i c a t i o n s s u r f a c e d . W h ile th e rese arch p ro ce d u re s were n o t de sig n e d t o address th e s e i m p l i c a t i o n s , i t i s a p p r o p r i a t e t o p r e s e n t them a t t h i s t im e . 359 C o n s t r u c t io n management Is a complex p ro c e s s . The dec1s1on-mak1ng d e f i c i e n c i e s w h ich appear t o e x i s t i n th e d e s ig n team s h o u ld n o t be co n s id e re d as th e s o le d e te rm in a n t when s e l e c t i n g an approach t o a c o n s t r u c t io n p r o j e c t . In th e i n t e r i m , b e fo r e any e d u c a tio n programs can be e s t a b li s h e d t o address t h e p r e s e r v ic e and i n s e r v i c e needs o f boards and b o ard r e p r e s e n t a t i v e s , c o n s t r u c t i o n management may s t i l l a b e t t e r method f o r d e l i v e r i n g an e d u c a t io n a l a c tio n s t h a t an owner can u d n e rta k e w h ich w i l l th e c o n s t r u c t io n management e f f o r t . f o ll o w in g p r o j e c t c o n t r o l It fa c ility . o ffe r T here a re c o n tr ib u te p o s it iv e ly to is in t h is l i g h t t h a t th e te c h n iq u e s a re s u g g e s te d . P r o je c t C o n tro l T echniques The p r o j e c t c o n t r o l te c h n iq u e s w hich a re su g g e ste d r e s u l t fro m th e c o m b in a tio n o f approaches t h a t were im p lie d i n th e re v ie w e d l i t e r a t u r e and th e e x p e rie n c e s o f t h e r e s e a r c h e r in d e a lin g w i t h c o n s t r u c t i o n management p r o j e c t s . They s h o u ld be a c te d upon p r i o r t o i n t e r v i e w i n g and h i r i n g an a r c h i t e c t o r e n g in e e r . The f o l l o w i n g i m p l i c a t i o n s r e s u lt e d : 1. E d u c a tio n a l s p e c i f i c a t i o n developm ent - E d u c a tio n a l s p e c i f i c a ­ t i o n s w h ic h i d e n t i f y th e number o f s t u d e n t s , th e ty p e s o f a c t i c i t l e s , th e c i r c u l a t i o n needs and th e equipm ent t o be housed s h o u ld be de ve lo p e d c o n s i s t e n t w i t h th e a d m i n i s t r a t i v e and o p e r a t io n a l as l i t t l e p h ilo s o p h y . a rc h ite c tu ra l T h is s h o u ld be a c co m p lish e d w i t h in v o lv e m e n t as p o s s i b l e , th e o b j e c t i v e b e in g t o e l i m i n a t e a r c h i t e c t u r a l b ia s fro m th e e d u c a tio n a l program . E s t a b lis h g ro ss squ are fo o ta g e p a ra m e te r - Based on th e educa­ tio n a l s p e c i f i c a t i o n s w hich i d e n t i f y th e c u r r i c u l a r approach to be employed i n th e v a r io u s ty p e s o f e d u c a t io n a l programs housed in th e f a c i l i t y , the n e t i n s t r u c t i o n a l b u i l d i n g can be d e te rm in e d . space f o r th e To t h i s am ount, add space f o r a n c i l l a r y s e r v ic e s and c i r c u l a t i o n . The sum t o t a l o f t h i s e f f o r t w i l l e s t a b l i s h t h e g ro s s square fo o ta g e p a ra m e te r. N o te : The n e t i n s t r u c t i o n space s h o u ld c o n s t i t u t e a p p r o x im a te ly 75 p e r c e n t o f t h e b u i l d i n g . E s t a b lis h th e c o s t p a ra m e te rs - Use in f o r m a t i o n a v a i l a b l e fro m v a r io u s s t a t e a g e n c ie s in c o n ju n c t io n w i t h th e gross square fo o ta g e p a ra m e te rs w h ich have been d e te rm in e d t o e s t a b l i s h b a s ic b u i l d i n g c o s t s . To t h i s am ount, add a llo w a n c e s f o r s i t e a c q u i s i t i o n and developm ent p lu s eq uipm e nt and fu r n is h in g s . By e s t a b l i s h i n g th e c o s t p a ra m e te r e a r l y i n th e e f f o r t , th e p r o p e r to n e i s s e t f o r t h e e n t i r e p r o j e c t . Employment o f th e c o n s t r u c t i o n manager - Once th e o v e r a l l program , e d u c a t io n a l s p e c i f i c a t i o n , th e g ro s s square fo o ta g e p a ra m e te r and th e c o s t p a ra m e te r have been e s t a b l i s h e d , s e v e r a l ( a t l e a s t t h r e e ) c o n s t r u c t i o n management f ir m s s h o u ld be in t e r v i e w e d . The f i r m w hich d e m o n stra te s th e g r e a t e s t p o t e n t i a l s h o u ld be h i r e d on a f i x e d fe e b a s i s . T h is encourages p e rfo rm a n ce s in c e th e c o n s t r u c t i o n m anager's g r e a t e s t e x p e n d it u r e i s i n c u r r e d d u r in g th e c o n s t r u c t i o n phase. I f he does n o t co m p le te th e p r o j e c t on s c h e d u le , th e o v e r ­ burden i s h i s . 361 5. O b ta in s i t e d a ta - P a r t o f t h e c o n s t r u c t i o n m anager's c o n t r a c t s h o u ld I n c lu d e a s s i s t i n g t h e owner 1n o b t a i n i n g a p p r o p r i a t e s it e d a ta , s o il 6. b o r in g s , s a n i t a r y s e w e r, w a t e r , e t c . D e te rm in e p r o j e c t s c h e d u le - The c o n s t r u c t i o n manager w o rk in g w i t h t h e owner s h o u ld d e te rm in e th e d e s i r a b l e occupancy d a te based on th e program need and cash f l o w . Once t h i s has been e s t a b l i s h e d , th e amount o f tim e w hich can be a l l o t t e d t o d e s ig n can be d e te rm in e d and a d e s ig n CPM d e v e lo p e d . 7. Employment o f d e s ig n p r o f e s s io n a ls p r o je c t a r c h it e c t s , e le c t r ic a l - A ll d e s ig n p r o f e s s i o n a l s , e n g in e e r s , m echanical e n g in e e rs and s p e c i a l i t y c o n s u l t a n t s s h o u ld be h i r e d under s e p a ra te c o n tra c t. T h is f a c i l i t a t e s d e s ig n a c c o u n t a b i l i t y and In c re a s e s owner c o n t r o l o f t h e p r o j e c t . 8. H i r i n g o f p r o f e s s i o n a l s - A l l p r o f e s s i o n a l s s h o u ld be h i r e d on a f i x e d fe e b a s is t o e l i m i n a t e t h e c o n f l i c t i n i n t e r e s t w hich can a r i s e 1 f th e p r o j e c t has th e p o t e n t i a l o f coming in un de r th e b u d g e t. u n j u s t l y rewarded i f In a d d i t i o n , th e p r o f e s s io n a l is no t th e p r o j e c t s h o u ld come in o v e r th e b u d g e t. 9. Subm ission o f p ro p o s a ls - A l l a r c h i t e c t s and e n g in e e rs s u b m i t t i n g p r o p o s a ls s h o u ld be r e q u ir e d t o o b t a in a s e t o f e d u c a t io n a l s p e c i f i c a t i o n s and t o f a m i l i a r i z e the m selve s w i t h th e c o n t e n t s . A d e p o s it s h o u ld be made by each f i r m c h e c k in g o u t a s e t o f s p e c i f i c a t i o n s . 362 The a fo re m e n tio n e d s u g g e s t io n s , i f u t i l i z e d , appear t o c l a r i f y th e b u i l d i n g program f o r I n t e r e s t e d a r c h i t e c t s and e n g in e e rs p r i o r to th e tim e th e y e n t e r i n t o a c o n t r a c t u r a l a rra ng em e nt w i t h th e ow ner. T his s h o u ld e s t a b l i s h an e n v iro n m e n t i n w hich th e p r o j e c t can move fo rw a rd s m o o th ly and q u i c k l y s a v in g th e owner money and e l i m i n a t i n g many f r u s t r a t i o n s . BIBLIOGRAPHY BIBLIOGRAPHY P e r io d ic a ls B r l c k e r t , John T. " F a s t T r a c k in g Saves UNF Time M oney." E n gin ee r 38 (May 1 9 2 2 ):1 0 6 -1 1 1 . C o n s u lt in g C le la n d , W a lla c e , B. "Systems C o n s t r u c t io n " Ideas t o Improve I t . " American School and U n i v e r s i t y 48 (O c to b e r 1 9 7 5 ) :8 1 - 8 2 . 8 4 , 86. Clem ent, Steven A. and S m ith , Jack W. " F a s t T ra c k : How i t S li c e s C ost and Speeds Up C o n s t r u c t i o n . " American School Board J o u rn a l 159 (A ugust 1 9 7 1 ) :1 5 . Cohen, S t a n le y , ed. " F a s t T ra c k C o n s t r u c t io n : The N a tio n s Schools 1n an Age o f S p a c e ." C o n s u lt in g E n g in e e r 37 (November 1971 ) : 9 3 —99. C o l l i n s , George J . " C o n s t r u c t io n Management: Legal CEFP J o u rn a l 10 (S e p te m b e r-O c to b e r 1 9 7 2 ) :8 -1 1 . Im p lic a tio n ." D a v is , Edward W. and W h ite , L in d s e y . "How t o A v o id C o n s t r u c t io n Heada h c e s ." H arvard B u sine ss Review 51 (March 1 9 7 3 )187—93F eathers to n e , R ic h a rd L. " A n a ly z in g D e t r o i t ' s I n i t i a l CEFP J o u rn a l 10 (November-December 1 9 7 2 ) :8 - 1 1 . Systems P r o j e c t . " F i n l e y , R, Y. "The V a lue A n a ly s i s : T o t a l P r o j e c t C ost P e r s p e c t iv e . " A r c h i t e c t u r a l Record 157 (March 1 9 7 5 ):6 9 -7 0 . F o x h a l l , W illi a m B. "B udget C o n tro l o f th e Phased C o n s t r u c t io n P r o j e c t and E x c e rp ts fro m P r o f e s s io n a l C o n s t r u c t io n Management and P r o j e c t A d m i n i s t r a t i o n . " A r c h i t e c t u r a l Record 150 (O c to b e r 1 9 7 1 ):6 7 -7 8 . F r e d r ic k s o n , John H. "The New P la n n in g and B u i l d i n g T e rm s." Management 18 (J a n u a ry 1 9 7 4 ) :5 2 - 5 4 . School Gammle, David R. " C o n s t r u c t io n Management Approach - A Cost C u t t e r f o r S c h o o ls ." American School and U n i v e r s i t y 48 (F e b ru a ry 1 9 7 6 ):2 4 . G ard ne r, John C. " T ip s on W orking w i t h C o n t r a c t o r s . " and U n i v e r s i t y 48 (November 1 9 7 5 ) : 3 , 16. 363 American School H eery, George T . " L e t ' s D e fin e C o n s t r u c t io n Management: E x c e rp ts fro m T im e , C o s t and A r c h i t e c t u r e . " A r c h i t e c t u r a l Record 156 (March 1 9 7 4 ) :6 9 . J u s t in , J. C a r l. "An A r c h i t e c t s Notes on C o n s t r u c t io n Management: C o n s t r u c t io n Managers R o le 1n B id d in g and C o n t r a c t P r e p a r a t i o n . " A r c h i t e c t u r a l Record 155 (J a n u a r y 1 9 7 4 ) :7 5 . K in g , J o n a th a n . "New Ways t o B u i l d - O r, How t o Get Your School B u i l t B e fo re You R e t i r e . " N a t io n a l E le m e n ta ry School P r i n c i p a l (Septem ber 1 9 7 2 ) :2 2 . K in g , Jon a th a n and C a r t e r , Don. " S t r o n g Case f o r New F a c i l i t y . " Am erican School and U n i v e r s i t y 48 ( A p r i l 1 9 7 4 ) : 5 3 - 5 4 , 5 6 , 58. K lim e n t, Stephen A. and S m ith , Ja ck W. Costs and Speeds Up C o n s t r u c t i o n . " 159 (A u g u s t 1 9 7 1 ) : 1 4 - 1 9 . "F a s t T rack: How I t S l i c e s Am erican School Board J o u rn a l K lim e n t, Stephen A. and L o r d , Jane. " B u i l d i f You M ust b u t C o n s id e r . . . M o d e rn iz a tio n ." P la n n in g f o r H ig h e r E d u c a tio n 3 (Jun e 1974) 1 3—18 • L a r o c h e l l e , D onald R. " P r o j e c t Management: The C o n s t r u c t io n P h a s e ." C o n s u lt in g E n g in e e r 45 ( O c to b e r 1 9 7 5 ) :5 2 - 5 5 . Lee, Todd. "The Systems B u i l t School house and B e y o n d ." School and U n i v e r s i t y 45 (J a n u a ry 1 9 7 3 ) :2 2 - 2 4 . M eath, P h i l i p J . AIA J o u rn a l " I t ' s a Wide Open F i e l d : 59 (March 1 9 7 3 ) :4 1 - 4 4 . Am erican C o n s t r u c t io n Managem ent." M eath, P h i l i p J . and Coleman, H a rry A. "B u d g e t C o n t r o l o f Phased C o n s t r u c t io n P r o j e c t . " A r c h i t e c t u r a l Record 59 (O c to b e r 1 9 7 5 ) :7 6 . M o r i a r t y , R. J . " P e r t P la n n in g f o r P h y s ic a l E d u c a tio n F a c i l i t i e s . " CAHPER J o u r n a l 37 (M ay-June 1 9 7 3 ) :2 4 - 2 9 . M o r r i s , P e te r W. C. "An O r g a n iz a t io n a l A n a ly s is o f P r o j e c t Management in th e B u ild in g I n d u s t r y . " B u i l d i n g I n t e r n a t i o n a l 6 (NovemberDecember 1 9 7 3 ):5 9 5 - 6 1 6 . P e r k in s , B r a d f o r d . "Some Common E r r o r s i n C o st C o n tr o l A r c h i t e c t u r a l Record 147 (J a n u a ry 1 9 7 0 ) :6 1 - 6 2 . P ro g ra m s ." Q u ir k , P e te r R. " P r o j e c t Management M ethod: T o ta l R e s p o n s ib ilit y Freedom o f C h o ic e . " C o n s u lt in g E n g in e e r 45 (O c to b e r 1 9 7 5 ) :4 3 . R ooser, Paul C. " P r o j e c t Management: The P la n n in g P h a s e ." C o n s u lt in g E n g in e e r 45 (O c to b e r 1 9 7 5 ) :4 9 - 5 1 . S lb s o n , B a r r y . "CM: The O n ly Way t o Go F a s t T ra c k - P a r t 2 . " A r c h i t e c t u r a l Record 155 (J a n u a ry 1 9 7 5 ) :6 9 . 365 Simmons, H. L e s l i e . " M e t r i c a t i o n 1n A r c h i t e c t u r a l P r a c t i c e . " B u i l d i n g Research 10 (J a n u a ry -M a rc h 1 9 7 4 ) : 2 4 - 2 6 . S ta n le y , R ic h a r d H. " P r o j e c t and C o n s t r u c t io n Management: An Approach t o M e e tin g O wners1 N e e d s ." C o n s u lt in g E n g in e e r 41 (A u g u s t 1 9 7 3 ): 1 0 3 -1 0 6 , 1 0 8 , 110. S t e i n , Jose ph . " M e t r i c a t i o n - - - A C o n s t r u c t io n P o i n t o f V ie w . " B u i l d i n g Research 10 (J a n u a ry -M a rc h 1 9 7 4 ) : 3 - 5 . S t e y e r t , R. D. " A r c h i t e c t u r a l Economics: The Concept o f T o t a l C o s t . " A r c h i t e c t u r a l Record 148 (O c to b e r 1 9 7 0 ) :8 1 - 8 2 . Thompsen, C. B. "O v e rv ie w o f C o st M anagem ent." 154 (Septem ber 1 9 7 3 ) :6 9 - 7 0 . A r c h i t e c t u r a l Record Thompson, G a r e t. "A P r o j e c t S c h e d u lin g System T h a t R e a l ly W o rk s ." A r c h i t e c t u r a l Record 152 ( A p r i l 1 9 7 5 ) :5 7 . Tishman, John L . "The G uaranteed Maximum P r i c e : A S am pling o f V ie w s . " A r c h i t e c t u r a l Record 155 ( A p r i l 1 9 7 4 ) : 6 5 - 6 6 . Wagner, W a lte r F . , J r . " I s n ' t t h e B e st Way t o Cut C ost t o Cut Tim e?" A r c h i t e c t u r a l Record 147 (Jun e 1 9 7 0 ) : 9 . W hitcomb, F r a n c is G. " P r o j e c t A c c o u n tin g : S t a b ili z e r f o r B u ild in g C ost C o n t r o l . " A r c h i t e c t u r a l Record 157 (May 1 9 7 5 ) :6 9 . Whitcomb, F r a n c is G. and K li m e n t , Stephen A. "On T ra c k w i t h F a s t T ra c k P r a c t i c e A id s 1 4 . " AIA J o u rn a l 59 ( F e b r u a r y 1 9 7 3 ) :4 5 - 4 8 . W r ig h t , H a rry W. " P r o j e c t Management: The P la n n in g P h a s e ." C o n s u lt in g E n g in e e r 45 (O c to b e r 1 9 7 5 ) :4 4 - 4 8 . Yearwood, R a n d a ll N. "Two I m p o r t a n t C o n c e p ts : C o n s t r u c t io n Management and V a lu e E n g i n e e r i n g . " Am erican School and U n i v e r s i t y 47 (May 1 9 7 5 ) : 2 3 - 2 4 , 26. P e r i o d ic a ls - No A u th o r "A/C-CM R e l a t i o n s : A p p ro a c h in g a Modus V i v e n d i . " 154 (O c to b e r 1 9 7 3 ) :6 7 - 6 8 . "A New B u i l d i n g Program Can Run S m o o t h ly . " (Septem ber 1 9 7 1 ) : 3 5 - 3 7 . A rc h ite c tu ra l Record School Management 15 " A r c h i t e c t u r e i n th e 7 0 's G e a rin g P e rfo rm a nce t o N e e d s ." A r c h i t e c t u r a l Record 148 (O c to b e r 1 9 7 0 ) : ! 1 7 . " B e ll and H ow ell S c h o o ls : O r c h e s tr a te d I n n o v a t i o n . " H ig h e r E d u c a tio n 1 (O c to b e r 1 9 7 2 ) : 5 - 8 . P la n n in g f o r "B ro ke Ground i n May . . . School B u i l t by S e p te m b e r." School and U n i v e r s i t y 46 ( A p r i l 1 9 7 4 ) : 4 3 - 4 4 . Am erican "CM Methods Speed P u e rto R ican S c h o o ls . " B u i l d i n g D esign and C o n s t r u c t io n 16 (December 1 9 7 5 ) : 3 0 - 3 6 . "CM: The O nly Way t o Go F a s t T r a c k . " (J a n u a ry 1 9 7 5 ) :6 9 . "C om pu terize d C ost E s t im a t in g S y s te m ." (November 1 9 7 2 ) :7 8 - 7 9 . A rc h ite c tu ra l Record 157 A rc h ite c tu ra l " C o n s t r u c tio n Management: Prom ises D e l i v e r e d . " C o n s t r u c t io n 15 (F e b r u a r y 1 9 7 4 ) : 3 4 - 3 6 . Record 152 B u i l d i n g D esign and "C ost Knowledge: Tool f o r B u d g e t, Program and D e s ig n . " A r c h i t e c t u r a l Record 147 (June 1 9 7 0 ) : 8 3 - 8 4 . "D esign - C o n s t r u c t Method Saves Time and Money i n New School B u ild in g ." Modern S ch o o ls (December 1 9 7 2 ) : 3 - 5 . "Easy Way t o Expand F a c i l i t i e s . " 46 (December 1 9 7 3 ) : 2 6 - 2 7 . " E v a lu a t in g Hidden C ost F a c t o r s . " ( J u ly 1 9 7 0 ):6 0 -6 1 . A m erican School and U n i v e r s i t y A rc h ite c tu ra l Record 148 "F e d e ra l Handbook I n c lu d e s G uide f o r C o n s t r u c t io n Management A p p l i c a n t s . A r c h i t e c t u r a l Record 153 (March 1 9 7 3 ) : 5 7 - 5 8 . "G uaranteed Maximum P r i c e : A S a m p ling o f V ie w s: A r c h i t e c t u r a l Record 155 ( A p r i l 1 9 7 4 ) :6 5 . " G u id e lin e s f o r E a r l y P la n n in g E s t i m a t e s . " 147 ( A p r i l 1 9 7 0 ) : 9 . Sym posium ." A r c h i t e c t u r a l Record "High C ost o f C o n s t r u c t i o n : What Hope in t h e 1 9 7 0 , s ? " A r c h i t e c t u r a l Record 147 (O c to b e r 1 9 7 0 ) : 9 - 1 0 . "How F a s t T ra c k S la she s C o s t s . " B u sin e ss Week (O c to b e r 1 9 7 5 ) :1 3 2 . " L a t e s t C o n s t r u c t io n T e c h n iq u e s B eget B u i l d i n g i n 14 M on ths: 1974 Award W in n in g A r c h l t e c t u r e . " A m erican School and U n i v e r s i t y 46 (March 1 9 7 4 ):3 4 . "Management U n i f i e s Design and D e l i v e r y P ro c e s s : G r e a te r C i n c i n n a t i A ir p o r t." A r c h i t e c t u r a l Record 153 (June 1 9 7 3 ) :6 9 . "New GSA System f o r C o n s t r u c t io n M anagem ent." 157 (June 1 9 7 5 ) :6 9 - 7 0 . "New Hope f o r C o lle g e H o u s in g ." 45 (J a n u a ry 1 9 7 3 ) :3 8 - 4 2 . A rc h ite c tu ra l Record Am erican School and U n i v e r s i t y "New Method t o C u t C o s t: C o n s t r u c t io n Manager A p p ro a c h ." U.S. News and W orld R e p o rt 71 (A u g u s t 1 9 7 1 ) : 7 4 - 7 5 . 367 "Now a T o t a l Approach t o C o n s t r u c t i o n . " 48 (November 1 9 7 5 ) :2 4 . American School and U n i v e r s i t y " P e r t P la n n in g f o r P h y s ic a l E d u c a tio n F a c i l i t i e s . " 39 ( J u ly - A u g u s t 1 9 7 3 ) :3 3 - 3 7 . "Produce Communication as a Management T o o l . " 154 (A u g u s t 1 9 7 3 ) :6 9 . " P r o je c t S c h e d u lin g System t h a t R e a l ly W o rk s ." 157 ( A p r i l 1 9 7 5 ) :4 7 - 4 9 . CAHPER J o u rn a l A r c h i t e c t u r a l Record A r c h i t e c t u r a l Record "T e c h n o lo g y , M u l t i p l e C o n t r a c t i n g , F a s tr a c k S c h e d u lin g and Q u1ck-Step D r a w in g s ." A r c h i t e c t u r a l Forum 134 (June 1 9 7 1 ) :5 6 -5 9 . Reports and P o s i t i o n Papers The American I n s t i t u t e o f A r c h i t e c t s . G lo s s a ry o f C o n s t r u c t io n I n d u s t r y T erm s. W a sh in g to n , D. C .: The American I n s t i t u t e o f A r c h i t e c t s , 1970. C le la n d , W a lla c e B. ed . New T a c t ic s f o r B u i l d i n g : E x p e rie n c e A n a ly s is Recommendations fro m th e D e t r o i t P u b lic S chools C o n s t r u c t io n Systems Frogram . D e t r o i t P u b lic S c h o o ls , January 1 9 7 5 . --------------- ------L e g i s l a t i v e S e r v ic e B ureau. S ta te o f M ic h ig a n General School Laws. L a n s in g : L e g i s l a t i v e S e r v ic e B u re au , 1975. M ich ig an D epartm ent o f E d u c a tio n . " D e s ig n a tio n Procedures f o r E s t a b l i s h i n g Area V o c a tio n a l E d u c a tio n Programs i n M ic h ig a n . " L a n s in g , F e b ru a ry 1969. M ich ig an Departm ent o f E d u c a tio n . "A P o s i t i o n Paper on C a p it a l O u tla y f o r Area V o c a tio n a l E d u c a tio n C e n te r D e v e lo p m e n t." L a n s in g , June 1975. Peckham, E a rl G. "The Systems Approach to School C o n s t r u c t io n - The P o t e n t i a l B e n e f i t s and N ecessary C o n d itio n s and th e I m p li c a t io n s f o r M ic h ig a n S c h o o ls . " Ph.D. d i s s e r t a t i o n , M ic h ig a n S ta te U n i v e r s i t y , 1971. Books B a r t le y , Howard S. P r i n c i p l e s o f P e r c e p t io n . B r o t h e r s , 1958. New Y o rk : H arpe r and APPENDICES APPENDIX A ST A T I O f M IC H IG A N DEPARTMENT OF EDUCATION L a n s in g , M ic h ig a n 4SS02 JOHN «. POSTZX (TATI MAM O* tMKATION KAULTTf HAM OUT m ooaton Tin tnmoiom CDMUXS^M.VAMUOrTS lv ( n lllM ( f lM o f NMM IM O M IH an n stta K aun •A U A lA OUMOUCKStU DC TA V t A O M ir •AAAAAA J. M SIATS NOOMAM OTTO (TOCAMVYKJL « . aov. william o. vcaxrxcN SMMflrt* O ear During the past two years, six out of sovon of the area vocational centers which havo boon con*truetod hovo employed cho sorvicoo of a construction n i M g t u n c firm. Tho process roquiros tho sstablishaont of a designed toom composed of cho architect. cho owner end tho construction msnsgor. Because of both tho nownoss and uniqusnsss of this approach, cho Vocational-Technical Education Service is Intaros cod in examining tho rolo which cho ownor plays as s member of this coast during tho designed process. In order to initiate this study, it is first essential chat cho decisions which are typically made during tho design process bo identified. In a recent telephone conversation you indicaced a willingness to serve on a panel of judges composed of five architects registered in Che State of Michgian for' the purpose of identifying the above mentioned. This panel will not meet formally but will be asked to react individually to the fomac which is attached. I am anticipating completing chi* phase of the project by March 31st. Tour assistance in this matter is deeply appreciated. Hopefully, your contribution will provide a basis for improving che role which the owner plays during tho design phase of a construction project. Sincerely, Robert J. Paullln Occupational Specialist Planning Unit RJP/pan Enclosure M i c h i g a n The Groat lan* Slot* 369 DESIGN DECISION FORMAT NO. 1 The f o l l o w i n g i s a fo r m a t de sig ne d t o c o l l e c t I n f o r m a t i o n a b o u t th e d e c is io n s w h ic h a r e n o r m a lly made d u r in g th e d e s ig n phase o f an e d u c a tio n a l f a c i l i t y p r o j e c t . I t 1s I m p o r t a n t t h a t y o u r d e c is io n s be c a t e g o r iz e d as I n d i c a t e d on th e a tta c h e d s h e e ts . I f a p a r tic u la r d e c is io n s h o u ld Im pa ct one o r more c a t e g o r ie s d i r e c t l y , 1 1 s t th e d e c is io n In each c a t e g o r y . Please be s p e c i f i c ; do n o t lump y o u r d e c is io n s I n t o g e n e r a liz e d g ro u p s . I f you have any q u e s tio n s ab ou t t h i s f o r m a t , p le a s e c a l 1 R o b e rt P a u l l l n a t (5 1 7 ) 373-0402. SITE 1. 2. 34. 5. 6. 7. 8. 9, 10n* 1213. 14. 15. 16. 17. 370 ARCHITECTURAL 1. 2 . 3. 4. 5. 6. 7. 8. 9. 10 . 11. 12 . 13. 14. 15. 16. 17. 18. 19. . 21. 20 22. 23. 24. 25. 371 ELECTRICAL 1. 2 . 3. 4. 5. 6. 7. 8. 9. 10. 11. 12 . 13. 14. 15. 16. 17. 18. 19. 20 . 21. 22. 23. 24. 25. 372 MECHANICAL 1. 2. 3. 4. 5. 6. 7. 8. 9. 10 . 11. 12. 13. 14. 15. 16. 17. 18. 19. 20 . 21 . 22. 23. 24. 25. 373 OTHER 1. 2. 3. 4. 5. 6. 7. 8. 9. 10 . 11. 12. 13. 14. 1516. 17. 18. 19. 20. 21. 22. 23. 24. 25. APPENDIX B S T A T I 0 ^ M IC H IG A N DEPARTMENT OF EDUCATION I «*« NW 0» NMUmN M A R ILTFI I t A S K R U .T v*ceHwiat>T*chnie*< I d u n U M Senrtea JO H N W. P O R TE R M * 30009 hpHMMrimW oa. (SorrowvirrHMiur* n*Naiw MldllgM 40909 ■ O M U ix o r vardcttr P *M k I n d w u N ANNRTTA MtU.1 V SARS a RA d u m o v c m s u o OR. PA U L A W I R T S A R S A R A I R O S S R TI N O R M A L O TTO S T O C K M irC R . !R . GOV. W 1 U J A M O M IL L IK SN tM-OtJkm Drat During eh* pasc ewo years, »tx out of seven of eh* are* vocacionaL c*ne*rs which h*v* been constructed have employed eh* services of a conatrueCion management firm. Th« process requires Ch* estab­ lishment of a design team composed of eh* architect, ch* owntr, and ch* conacruccion manager. Because of boch Ch* n«wn*sa and uniqueness of this approach, ch* Vocational-Technical Education Service la iac«r*acad in examining Ch* rol* which cha ownar plays as a m*mb*r of chis c*am during ch* design process. In order to lniciac* chis study, a caaa of five architects was id*ncifi*d and charged with ch* responsibility of idencifying eh* decisions chac are typically mad* during eh* design phase of eh* project. In order to determine ch* relative importance of each on* of these decisions, architects across the State of Michigan who ar* familiar with school work ar* being contacted and asked Co rat* Ch* decisions which hav* b**n identified by th* abovementioned panel. Secausa of eh* knowledge and experience you hav* in eh* area of school design, I feel it is most desirable that you hav* an opportunity to input this scudv. If your schedule will allow you approximately twenty minutes co assist us in this matter, pleas* respond in th* affirmative and I will forward to you a questionnaire upon which you can act. Thank you very much for your consideration. Sincerely, Robert J. Paullln Occupational Specialist Planning Unit RJT/pam jaw"** ( ® ) MICHIGAN Th* Great Lane guie & 375 S T A T I OP M IC H IG A N DEPARTMENT OF EDUCATION tu n w ill w (MieATMM M A R ILY N ISAM K IL L Y V ocatlo naJ*T*cb flte*l td u o atto n S«r*tca JOHN W. PORTER le x 30001 kpffUKtndtMgf O A GORTON K K T H M IL L M W»A»*K,w CDMunoF. vANorrn Iw ilA g , M ichigan 4 I M PMHic la M N C tiM A N N IT T A M I L L H fg— w iA R S A R A OUMOU C H I L L I ext p a u l a h i n r y ■ARRARA J. K O U R T S NORMAN OTTO S T O C K M IY IR . SR GOV W IL L IA M C. M IL L iX E N INSTRUCTIONS: frOjflcM The purpose of this questlonnal re Is to obtain your perception of the Importance of the design decisions which have been identified. Since all of these decisions Impact the design process in varying degrees, 1t 1s necessary to determine the relative Importance of each decision. The more building sub-systems a particular decision Impacts, the more critical that decision becomes. Please examine each of the items shown herein and classify It according to its relative Importance to the design process. A mark (x) should be placed 1n the column that most nearly Indicates your opinion. The categories are weighted as follows: Cr1tlcal Extremely Important Very Important Important Somewhat Important Note: Please 5 4 3 2 pts pts pts pts 1 p t Since the weight you assign each design decision will be used in combination with the responses generated by the other participants to establish a rank order of the importance of each design decisions, it 1s essential that you consider each item carefully. write directly on these sheets. After you have completed the rating of this questionnaire, place it In the enclosed self-addressed stamped envelope and mail it to the sender. Thank you. R.J. Paul 1 in Oate Name Of Person Reporting ______________________________ Check Here If You Would Like A Copy Of The Results MICHIGAN Th* Qr*ai '_«*• S U M 376 DESIGN DECISION FORMAT I I 1. D e te rm in in g th e e l e c t r i c a l t i o n sy s te m . d is trib u ­ 2. E s t a b l i s h i n g th e te m p e r a tu r e r e q u i r e ­ ments . 3. D e te r m in in g space r e l a t i o n s h i p s f l o w d ia g ra m s . 4. D e te r m in in g c o l o r s and t e x t u r e s f o r a e s t h e t i c re a s o n s . 5. S e le c tin g a s i t e . 6. S e le c t in g b u i l d i n g m a t e r i a l s : s o f t , wet o r d ry. 7. D e te r m in in g m a jo r e n t r a n c e s . 8. E s t a b l i s h i n g re q u ir e m e n ts f o r temp­ e ra tu re c o n tr o l. 9. D e te r m in in g th e co m m u n ica tio n syste m : te le p h o n e , p u b l i c ad dre ss s y s te m , CATV, c o m p u te r, e t c . in h a rd , 10. D e te r m in in g th e ty p e s o f p l a n t i n g s : sh ru b s, tr e e s , flo w e r s , e tc . 11. D e te rm in in g i n t e r i o r f i n i s h e s , r a l o r a p p lie d . 12. E s t a b l i s h i n g d r i v e s and e n tr a n c e s o f f m a jo r s t r e e t s . 13. D e te r m in in g th e la y o u t s f o r I n t e r i o r 1i g h t i n g . 14. D e te r m in in g c o n s id e r a t i o n s f o r f u t u r e „_ e x o a n s 1 o n . in te g ­ Very Important 5 4 3 Important Extremely Important DESIGN DECISIONS RATE THE IMPORTANCE OF THE FOLLOWING DESIGN DECISIONS Critical . 2 4-» a £ * 4-» e « i_ Jf 1 377 DESIGN DECISION FORMAT I I DESIGN DECISIONS RATE THE IMPORTANCE OF THE FOLLOWING DESIGN DECISIONS 15. D e te r m in in g th e I n t e g r a t i o n o f a r c h ­ i t e c t u r a l and m e c h a n ic a l s y ste m s . 16. D e te r m in in g th e I n t e r f a c e between e l e c t r i c a l and a r c h i t e c t u r a l s yste m s. 17. I d e n t i f y i n g e q u ip m e n t m a n u fa c tu r e r s w i t h c o m p e t i t i v e m e c h a n ic a l e q u ip m e n t. 18. D e te r m in in g th e l o c a t i o n o f m e c h a n ic a l e q u ip m e n t l o c a t i o n s ( r o o f , g ra d e o r below g ra d e ) 19. D e te r m in in g th e i n t e g r a t i o n o f l i g h t i n g f i x t u r e s and th e e l e c t r i c a l d e v ic e s . 20. D e te r m in in g th e s t r u c t u r a l 21. D e te r m in in g th e d e s ig n o f th e i n t e r i o r e le v a tio n s . 22. E s t a b l i s h i n g access t o t h e b u i l d i n g ( s t a f f , s tu d e n ts , p u b lic ) . 23. D e te r m in in g I n s t r u c t i o n a l m ovable and f i x e d . 24. D e te r m in in g th e c h a r a c t e r i s t i c s o f th e ro o f: shaped, p i t c h e d , dead l e v e l , e tc . 25. D e te r m in in g r o o f to p e q u ip m e n t c o n c e a l­ ment t e c h n iq u e s . 26. S e le c tin g f u r n is h in g s . 27. D e te r m in in g th e emergency l i g h t i n g system t y p e . - syste m . la y o u t s b o th O 4-* r 5 •M C 4-» »»*-» e S 4-* 1» 4 WE 3 -M C 8. B 2 *•» ■*-> c JC +» 1.1 1 378 DESIGN DECISION FORMAT I I »»*-» e <-1 o -4 •o u 4J "E <_> «— e Of « E -M 9 k. k A n 1 LU •— I >. k. n J» j l 5 4 3 ** c to 4-> u o ** ■m c fO ** « je Jt k & o §■ 1 1 2 1 380 DESIGN DECISION FORMAT I I 4-* 40 u DESIGN DECISIONS RATE THE IMPORTANCE OF THE FOLLOWING DESIGN DECISION 54. E s t a b l i s h i n g p r e l i m i n a r y b u i l d i n g c o s ts th ro u g h v a lu e e n g in e e r in g . 55. D e te rm in in g th e ty p e s o f e l e c t r i c a l c o n d u c to rs t o be used 1n th e b u i l d i n g . 56. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g i n t o c o n s id e r a t i o n sun, w ind and n o is e . 57. D e te rm in in g h ig h a b r a s io n areas f o r th e purposes o f s e l e c t i n g m a t e r i a l s f o r th e f l o o r s , c o r r i d o r s , w a l l s , t o il e t s , e tc . 58. E s t a b l i s h i n g th e th e rm a l q u a l i t i e s th e b u i l d i n g . 59. D e te rm in in g b u s , p e d e s t r ia n t r a f f i c t o th e s i t e . 60. E s t a b l i s h i n g th e ty p e o f m echanical p r o t e c t i o n f o r th e e l e c t r i c a l system . 61. D e te rm in in g th e u t i l i t y lo c a t i o n s 1n r e l a t i o n s h i p t o th e b u i l d i n g and p a r k in g . 62. D e v e lo p in g c o s t e s tim a te s f o r s i t e work th ro u g h v a lu e e n g in e e r in g . 63. D e te rm in in g th e HVAC f o r s p e c ia l r e q u ir e m e n ts : k it c h e n e q u ip m e n t, a u to s p r a y b o o th , com puter room, e t c . 64. D e te rm in in g th e a p p r o p r i a t e i n t e r f a c e between t h e e l e c t r i c a l and m echanical system . ■ of ITS i t kp 1 1 5 4 *>> o t §■ 3 40 k. o 1 2 40 <0 % k. C o i t i 381 DESIGN DECISIONS RATE THE IMPORTANCE OF THE FOLLOWING DESIGN DECISIONS D e te rm in in g o t h e r s i t e uses: s to ra g e , games, community u s e s , program u s e s , e tc . D e te rm in in g th e ty p e o f e l e c t r i c a l fee d t o th e b u i l d i n g : underground o r o v e rh e a d . D e te rm in in g t h e e x t e r i o r e l e v a t i o n s . D e te rm in in g m echanical d e t a i l s s c h e d u le s . D e te rm in in g th e c i r c u l a t i o n w i t h i n th e b u i l d i n g . p a tte rn s D e te rm in in g th e h e a t in g and c o o li n g re q u ire m e n ts f o r th e b u i l d i n g . P r o j e c t i n g f u t u r e p a r k in g needs. E s t a b l i s h i n g th e m echanical re q u ire m e n ts f o r s i t e u t i l i t i e s . D e te rm in in g ground c o v e r t y p e s : ha rd , p a v in g s , s o f t , g r a s s e s , g r a v e l , e t c . D e te rm in in g t h e ty p e o f h e a t in g , c o o l ­ in g and v e n t i l a t i o n systems t o be used D e te rm in in g t h e d e s ig n p r o d u c t io n s c h e d u le . D e te rm in in g th e e l e c t r i c a l re q u ire m e n ts f o r v a u l t s , t r a n s f o r m e r s , s u b - s t a t io n s and m e t e r in g . D e te rm in in g th e p i p i n g re q u ire m e n ts and l o c a t i o n s f o r t h e HVAC s y s te m s , h o t w a te r sy s te m , r a d i a t i o n , £ 5 4 3 Important DESIGN DECISION FORMAT I I 382 DESIGN DECISION FORMAT I I DESIGN DECISIONS RATE THE IMPORTANCE OF THE FOLLOWING DESIGN DECISIONS te m p e ra tu re c o n t r o l s , r e f r i g e r a t i o n , f u e l d o m e s tic h o t w a te r and c o ld w a t e r , s to rm s a n i t a r y systems and th e f i r e p r o t e c t i o n system . 78. D e te rm in in g th e l i g h t s w i t c h in g systems and l o c a t i o n s . 79. D e te rm in in g th e e l e c t r i c a l re q u ire m e n ts such as cha ses, r i s e r diagram s and c le a r a n c e s . 80. D e te rm in in g th e c ro s s and l o n g i t u d i n a l b u i l d i n g s e c t io n s . 81. D e te rm in in g th e s p e c i f i c a t i o n o u t l i n e s f o r th e m echanical system . 82. E s t a b lis h in g th e c o s t pa ram e te rs f o r th e e l e c t r i c a l system s. 83. D e te rm in in g b o th th e arra n g e m e n t and s p a c la l re q u ire m e n ts f o r th e mechan­ i c a l e q u ip m e n t. 84. D e te rm in in g th e type s o f e l e c t r i c a l I n s u l a t o r s t o be used in th e p ro je c t. 85. D e te rm in in g t h e o u t l i n e s p e c i f i c a t i o n s f o r a r c h i t e c t u r a l p o r t i o n o f th e b u i l d i n g d e s ig n . 86. E s t a b lis h in g th e l i g h t i n g f o r th e b u i l d i n g . 87. D e te rm in in g th e z o n in g o f a mass area r e q u ir e d f o r th e HVAC system . re q u ire m e n ts fc- 5 2 iL. S 4 * k A i ro »> O 4-J *1 &n s. E 3 2 4-* « « 2 k 5i n P l 383 DESIGN DECISION FORMAT I I •M DESIGN DECISIONS RATE THE IMPORTANCE OF THE FOLLOWING DESIGN DECISIONS $ 5 5 S 88. D e te r m in in g th e method o f f i r e p r o te c tio n . 89. D e te r m in in g ty p e o f l i g h t i n g re q u lre d . 90. D e te r m in in g th e l a y o u t f o r th e c o m m u n ica tio n system . 91. D e te r m in in g v e n t i l a t i o n r e q u ir e m e n t s : e x h a u s t, a i r make-up and h u m i d i t y . 92. D e te r m in in g th e e l e c t r i c a l c h a r a c t e r ­ i s t i c s o f th e m e c h a n ic a l e q u ip m e n t. 93. D e v e lo p in g r i s e r d ia g ra m s . fix tu r e s II 4 3 APPENDIX C a. b. W hat was y o u r l e v e l o f in v o lv e m e n t I n t h e f o l l o w i n g d e c is io n s ? How q u a l i f i e d w e re you t o make t h e d e c is io n s ? 1. D e te r m in in g space r e l a t i o n s h i p s f l o w d ia g ra m s . 2. S e le c tin g a s i t e . 3. D e te rm in in g m a jo r e n t r a n c e s . 4. E s t a b l i s h i n g d r i v e s and e n tra n c e s o f f m a jo r s t r e e t s . 5. D e te rm in in g c o n s id e r a t i o n s f o r f u t u r e e x p a n s io n . 6. D e te rm in in g th e i n t e g r a t i o n o f a r c h i t e c t u r a l and m echanical s y s te m s . 7. D e te rm in in g th e i n t e r f a c e between e l e c t r i c a l and m ech an ica l system s. 8. D e te rm in in g th e s t r u c t u r a l 9. E s t a b l i s h i n g access t o th e b u ild in g { s t a f f , s tu d e n ts , p u b lic ) . LACKED EXPER­ IENCE NECESSARY TO MAKE DECIStOti DOES NOT APPLY TO THIS QUESTION DESIGN DECISION QUALIFIED TO MAKE DECISION NO INVOLVEMENT IN DECISION INPUT DECISION MADE DECISION 384 in ! system . 10. D e te r m in in g i n s t r u c t i o n a l b o th movable and f i x e d . 11 . E s t a b l i s h i n g th e p r o j e c t d e v e lo p ­ m ent s c h e d u le . 12. D e v e lo p in g th e m echanical tra d e s b u d g e t. 13. D e te rm in in g th e a c t u a l b u i l d i n g lo c a tio n . 14. D e te rm in in g th e c o n t o u r in g f o r purposes o f la n d s c a p e , s to rm d r a in a g e . la y o u t s J 385 z o i— i n HU o w a ui o HU CO HU a a H 3 flu H DESIGN DECISION 25 2 M O X HU W CO > HU hJ u o w > a a. b. SE W hat was y o u r l e v e l o f In v o lv e m e n t I n t h e f o l l o w i n g d e c is io n s ? How q u a l i f i e d w e r e y o u t o make t h e d e c is io n s ? 15. D e te rm in in g th e f i n a l b u i l d i n g c o s t s , e s t im a t e s based on v a lu e e n g in e e r in g . 16. D e te r m in in g th e c h a r a c t e r i s t i c s o f th e e x t e r i o r e n v e lo p e . 17. D e te rm in in g th e e x t e r i o r tr e a tm e n t and f e n e s t r a t i o n o f t h e b u i l d i n g . 18. D e te r m in in g a s i t e m a s te r p la n f o r th e purposes o f f u t u r e g r o w th . 19. E s t a b l i s h i n g th e "U" f a c t o r f o r th e e x t e r i o r w a l l s . 20. E s ta b lis h in g p r e lim in a ry b u ild in g c o s ts th ro u g h v a lu e e n g in e e r in g . 21. E s t a b l i s h i n g th e o r i e n t a t i o n o f th e b u i l d i n g t a k i n g i n t o c o n s id e r ­ a t i o n s u n , w in d and n o is e . 22. D e te rm in in g bus and p e d e s t r ia n t r a f f i c t o th e s i t e . 23. D e te rm in in g o t h e r s i t e uses: games, s t o r a g e , community u se s, program u s e s , e t c . 24. D e te r m in in g th e c i r c u l a t i o n p a t t e r n s w i t h i n th e b u i l d i n g . 25. D e te rm in in g th e h e a t in g and c o o l i n g re q u ire m e n ts f o r th e b u ild in g . g s CO a w w cj t-l H th HU a nJ w s i faj CO HU WM 386 © fl CO fi CJ U) o w 2 * o fl CO If CJ u o f-i BS £ W > *-l nJ cj t- > Q ac Z3 *• 3E fl o i- i o DESIGN DECISION a. fad ac i-t b. W hat w as y o u r l e v e l o f in v o lv e m e n t i n t h e f o l l o w i n g d e c is io n s ? How q u a l i f i e d w e r e y o u t o m ake t h e d e c is io n s ? SB 26. D e te r m in in g t h e t y p e o f h e a t i n g , c o o l i n g and v e n t i l a t i o n system s t o be used. 27. D e te r m in in g t h e d e s ig n p r o d u c t io n s c h e d u le . 28. D e te r m in in g b o th t h e a rra n g e m e n t and s p e c ia l r e q u ir e m e n ts f o r th e m e c h a n ic a l e q u ip m e n t. 29. D e te r m in in g t h e o u t l i n e s p e c i f i ­ c a t i o n s f o r th e a r c h i t e c t u r a l p o r t i o n o f t h e b u i l d i n g d e s ig n . Tl ' ( 6SH ►S 3 CO S O f t (Cl u< o M < M 3 2 It W < U W M 0* pu f t tfl U (A 52 w w a S g CO w s APPENDIX D 387 STATS OF MICHIGAN DEPARTMENT OF EDUCATION Vocatlonal-Technlcsl education Son tea JOHN W. FORTZX to n 30001 Stipinattiidnt o€ Lansing, Michigan 4M 09 FuWk Initnicuod ( f A t f M U t O * IM K A n O M MASILrh ItAfl K IL L Y DflL GORTON RtffTHMlLLta ■om uno f v A N o rm ANNTTTA M ILLB R BARBARA DUMOUCHELLR o i l P a u l a k ip - a r BA M A R A I. BOBCBTS NORMAN OT T O S TO C K M fY E R . 5R GOV. W IL L IA M 0 . M IL L tK O Xi'Ojlpni IHSXRUCTIONS The Vocacionel-Technlcal Education Service is Interested in examining the roles che owner plays as a member of the design ceam during ch* establishment of an area vocational center. A questionnaire has bean developed with che assistance of a group of architects to obtain perceptions of ehe members of che board relative co che roles which they played in chis process. As a member of che board of Branch Intermediate School District, please examine each item shown on che yellow questionnaire. A mark ('X') should be placed in one of che columns on che left hand side of’ eh* questionnaire which most clearly indicaces your adminiserator's involvement. A mark ('X') should be placed in one of the columns on the rlghc hand side of Che page in whose category mosc nearly indicaces his abilicy Co make che decision. Please vrlce directly on che questionnaire. Afcer you have completed your responses, place che questionnaire in the envelope provided and seal it. All responses will be kept confidential. Thank you very much for your assistance in chis macter. Sincerely, Robert J. Paullin Occupational Specialist Planning Unic RJP/pam >) M IC H IG A N T h * O fSSI L J K * S l« l* 388 STATE OP M IC H IG A N DEPARTMENT OF EDUCATION S T A N M A M O f SRUCATMN S IA R IL Y N IIA N K IL L Y Vocational-Technical Education Service DR. GORTON R IV T M M U U R iO HN W. F O R T H ■os 30009 StftramAM of Lansing, Michigan 4S909 HmFohOm IDMUNO F VA^orm tamo h W c [n w ru c tto o ANN I T T A M1LLVR lA R lA R A d u m o u c h i l l r o r . Pa u l a h e n r y s a r s a r a j Ro b e r t s NORMAN O IT O STO CKM IY ER. SR. GOV W IL U A M C M tL L tK IN (f^lN Dear In August, you kindly agreed to r r r Irc che Vocational-Technical Education Sarvlca with its study to determine the role of the owner and the owner's representative In the design phase of a construction project. To date, we have completed responses from che architect and administrator Involved in your project, however, we have recaived no responses from your board. If chis slcuation remains unchanged, it will present a significant problem for us in attempting to complete our study. Therefore, we must impose upon your board one more time in Che hope of getting chis data collected. To assist you in this cask, I am enclosing three (3) copies of che data collection instrument in the evenc chat some members of your board have either misplaced or inadvertently discarded che sec which was initially Issued. Please indicate to those board members who have not responded that ic is very important thac they respond to both the blue questionnaire and the yellow questionnaire and that the columns on both che right hand and left hand side of che pages of each questionnaire should be filled in. If it is possible to administer che questionnaires either immediately before or immediately after your next board meeting so that you could collect them and forward them to this office, the response level will be considerably higher. ''N.iR'* M IC H IG A N O r * i t L A X * S ta te 389 We arc hoping to hava chis study coaplacad by the first of eha yaar in ordar to plan insarvtca sasslona basad on Its outcome in lata Spring. Tharafora, anything you could do to expedite tha completion of this data collection would be deeply appreciated. Thank you for your time and consideration. Sincerely, Robert J. Paullin Occupational Specialist Planning Unit RJP/pam Enclosures