- Ethics In Construction Article
- Building Ethics In Construction Partnerships Pdf Sample
- Code Of Ethics In Construction
Construction industry development agency (formed in 1984 originally as the Construction Industry and Development Board, which became the Building and Construction Authority in 1999) is a good example of such efforts. The Construction 21 (C21) exercise in Singapore was initiated at a higher level than the Building and Construction Authority. There is a perception that majority of quality-related issues are caused by human factors. The issue of professional ethics plays an important role in quality-related problems in a construction.
Practicing Design-Build Done Right® is the Key to Success
Choosing a Project Delivery Method
Project Delivery is comprehensive, and choosing a project delivery method is one of the fundamental decisions owners must make while developing their acquisition strategy. Choosing the best method for any project must start with a good understanding of the available choices. Owners must also have a firm grasp of the impact of each choice, because the delivery method establishes when parties become engaged; it influences the choices of contractual relationships; and it influences ownership and impact of changes and modification of project costs. It is important to choose a delivery method that best meets the unique needs of each owner and their project. This primer introduces you to commonly used project delivery methods along with their pros and cons.
Download PDFTransportation Sector Design-Build Best Practices
The transportation sector has many unique features that are central to the consideration of best practices in the procurement, contracting and execution of any design-build project. This document includes modifications to the universal implementing techniques and new techniques, all of which are intended to address the real-world attributes of the transportation sector.
Transportation Deeper Dive
Use of Alternative Technical Concepts (ATCs)
Right-of-Way Acquisition
Utilities Management
Maintenance of Traffic (MOT)
Environmental Analysis and Permitting
Water/Wastewater Sector Design-Build Best Practices
This document, which combines Universal Best Practices with water/wastewater best practices and implementing techniques, is the basis for Design-Build Done Right® in the water/wastewater sector. It also highlights unique characteristics of water/wastewater Owners, projects, procurement and the design-build team structure.
Federal Sector Design-Build Best Practices
It's vital to understand the Federal Acquisition Regulation (FAR), and what it allows and/or precludes, to deliver a successful design-build project in the federal sector. Most agencies further supplement the FAR with agency-specific policies and procedures tailored to their specific mission. This guide provides best practices, techniques and Design-Build Done Right® tools to help teams navigate federal project delivery.
Federal Deeper Dive
Ethics In Construction Article
Federal Agency Use of Design-Build with Guaranteed Maximum Price
The current Apache OpenOffice supports Apple OS X version 10.7 (Lion), 10.8 (Mountain Lion), 10.9 (Mavericks), 10.10 (Yosemite), 10.11 (El Capitan) and macOS 10.12 (Sierra), 10.13 (High Sierra), 10.14 (Mojave), 10.15 (Catalina). The last OpenOffice version supporting Mac OS X 10.4 (Tiger), 10.5 (Leopard), 10.6 (Snow Leopard) is OpenOffice 4.0.1. Apache OpenOffice for MacOS X Fully developed and supported since OpenOffice.org 3.3! Apple MacOS X requirements The current Apache OpenOffice supports Apple MacOS X version 10.7 (Lion) - 10.11 (El Capitan) and macOS 10.12 (Sierra) - 10.13 (High Sierra). Open office for mac os x.
Progressive Design-Build
One application of design-build delivery is via a stepped, or progressive process (commonly referred to as Progressive Design-Build or PDB). PDB uses a qualifications-based or best value selection, followed by a process whereby the owner then 'progresses' towards a design and contract price with the team, thus the term 'progressive.' This Progressive Design-Build Done Right® document outlines the best practices for PDB delivery.
Progressive Deeper Dive
Building Ethics In Construction Partnerships Pdf Sample
Design-Build and Progressive Design-Build Key Characteristics
Public-Private Partnerships (P3)
This primer provides a general overview of common P3 terminology and the benefits and challenges of undertaking a P3. It is meant to serve as a starting point for the user to further investigate and make inquiries regarding the delivery model.
P3 Deeper Dive
Unique Considerations for Social Infrastructure Public-Private Partnerships
Selecting and Using an Owner Advisor in Design-Build
Call them what you wish – owner advisor, owner's consultant, owner representative, owner's engineer, owner agent, criteria professional/consultant or A/E1 – they all serve the same purpose: to guide an owner through the process of advertising, selecting, hiring and working with the best design-build team for their project. Working from the assumption that the owner has already chosen to use design-build, this primer can help an owner select an owner advisor who will guide them through the process.
DBIA Position Statements
- Sustainability
- LPTA Procurement
- Design Excellence
- Best Value Selection
- Qualification Based Selection
- Design-Build Teams
- Use of Stipends
- Integrated Project Delivery
- Public-Private Partnerships (P3)
- Flexibility
Building resources are, and always have been, limited. Design-build's inherent collaboration and innovation help ensure sustainability and project resiliency are vital goals for design-build teams.
DBIA believes Lowest Price Technically Acceptable (LPTA) does not provide best value to the government or the taxpayer. Technical solutions, quality, schedule, past performance and innovation should be the key value components governments use to determine who will deliver services to communities.
Design excellence is integral to all successfully executed projects and is not the exclusive domain of any one contractual relationship or delivery system. In fact, design-build has delivered design excellence on some of the most high-profile projects in the nation.
DBIA believes that cost/price evaluations should not dominate the owner's best value process when selecting a design-builder. While cost/price can play a role in the selection process, prioritizing technical, design, management, past performance and other non-cost/price qualitative factors maximizes the likelihood of project success.
Owners who choose their design-builders based largely on qualifications reap substantial benefits — such as increased teamwork, proactive behavior and collaboration — that help achieve project success.
Successful design-build entities — however organized — structure the design-build team as early in the process as possible and encourage collaboration within the design-build team as well as full and open communication between the design-build team and the owner.
DBIA supports the use of stipends to help cover a portion of the design-build proposal costs and provide an effective financial incentive to increase competition.
Although both the design-build single-entity model and the Integrated Project Delivery multi-party model have features in common, including the goal to achieve effective integration, there can be substantial differences between these systems.
DBIA supports public-private partnerships as a potentially effective and efficient method to help address our nation's infrastructure financing and delivery challenges. To be executed properly, a key component of a successful P3 is the implementation of design-build best practices as defined by DBIA, collectively referred to as Design-Build Done Right®.
Research continually shows that in addition to outperforming design-bid-build and construction manager at-risk in cost and schedule performance, design-build project delivery enhances teamwork and innovation and leads to better project outcomes when performed in accordance with the principles of DBIA's Design-Build Done Right®. Design-Build Done Right® refers to both best-value and progressive design-build, and all applicable combinations of the procurement and contracting approaches performed in accordance with best practices.
Manual of Practice Table of Contents
Manual of Practice Summary
Overview
Design-Build Introduction
Design-Build Definitions
DBIA Code of Professional Conduct Free photo editor for mac.
Overcoming Legal Impediments to Design-Build in the Public Sector
Legislative Guide for Alternative Project Delivery Methods (APDMs)
Enactment and Application of the Model Design-Build Procurement Act
Model Regulation for Design-Build Procurement Act (Best Value Process)
Best Practices in Acquisition and Procurement
Competitive Acquisition of Design-Build Services
Utilizing Negotiated Selection
Federal Design-Build Source Selection
Developing Performance-Based Requirements for Design-Build Projects
Contract Incentives and Design-Build Acquisition
Best Practices Pre-Award*
The Proposal Process: Responding to RFQs and RFPs
Design-Build Teaming Agreement Guide
Selecting Specialty Contractors
Design-Build Insurance and Bonding Guide
Best Practices Post-Award
Executing the Design-Build Project
Design Management for the Design-Build Environment
BIM and Design-Build Project Delivery
BIM Checklist (available to all)
Value Engineering in Design-Build: A Value Management Approach
Sector-Specific Best Practices
Transportation Infrastructure Best Practices
Design-Build Process for Civil Infrastructure Projects
Process Industries Best Practices
*Please note that many of the post-award chapters contain information that is pertinent to the project team's work in the pre-award phase.
P3 Deeper Dive
Unique Considerations for Social Infrastructure Public-Private Partnerships
Selecting and Using an Owner Advisor in Design-Build
Call them what you wish – owner advisor, owner's consultant, owner representative, owner's engineer, owner agent, criteria professional/consultant or A/E1 – they all serve the same purpose: to guide an owner through the process of advertising, selecting, hiring and working with the best design-build team for their project. Working from the assumption that the owner has already chosen to use design-build, this primer can help an owner select an owner advisor who will guide them through the process.
DBIA Position Statements
- Sustainability
- LPTA Procurement
- Design Excellence
- Best Value Selection
- Qualification Based Selection
- Design-Build Teams
- Use of Stipends
- Integrated Project Delivery
- Public-Private Partnerships (P3)
- Flexibility
Building resources are, and always have been, limited. Design-build's inherent collaboration and innovation help ensure sustainability and project resiliency are vital goals for design-build teams.
DBIA believes Lowest Price Technically Acceptable (LPTA) does not provide best value to the government or the taxpayer. Technical solutions, quality, schedule, past performance and innovation should be the key value components governments use to determine who will deliver services to communities.
Design excellence is integral to all successfully executed projects and is not the exclusive domain of any one contractual relationship or delivery system. In fact, design-build has delivered design excellence on some of the most high-profile projects in the nation.
DBIA believes that cost/price evaluations should not dominate the owner's best value process when selecting a design-builder. While cost/price can play a role in the selection process, prioritizing technical, design, management, past performance and other non-cost/price qualitative factors maximizes the likelihood of project success.
Owners who choose their design-builders based largely on qualifications reap substantial benefits — such as increased teamwork, proactive behavior and collaboration — that help achieve project success.
Successful design-build entities — however organized — structure the design-build team as early in the process as possible and encourage collaboration within the design-build team as well as full and open communication between the design-build team and the owner.
DBIA supports the use of stipends to help cover a portion of the design-build proposal costs and provide an effective financial incentive to increase competition.
Although both the design-build single-entity model and the Integrated Project Delivery multi-party model have features in common, including the goal to achieve effective integration, there can be substantial differences between these systems.
DBIA supports public-private partnerships as a potentially effective and efficient method to help address our nation's infrastructure financing and delivery challenges. To be executed properly, a key component of a successful P3 is the implementation of design-build best practices as defined by DBIA, collectively referred to as Design-Build Done Right®.
Research continually shows that in addition to outperforming design-bid-build and construction manager at-risk in cost and schedule performance, design-build project delivery enhances teamwork and innovation and leads to better project outcomes when performed in accordance with the principles of DBIA's Design-Build Done Right®. Design-Build Done Right® refers to both best-value and progressive design-build, and all applicable combinations of the procurement and contracting approaches performed in accordance with best practices.
Manual of Practice Table of Contents
Manual of Practice Summary
Overview
Design-Build Introduction
Design-Build Definitions
DBIA Code of Professional Conduct Free photo editor for mac.
Overcoming Legal Impediments to Design-Build in the Public Sector
Legislative Guide for Alternative Project Delivery Methods (APDMs)
Enactment and Application of the Model Design-Build Procurement Act
Model Regulation for Design-Build Procurement Act (Best Value Process)
Best Practices in Acquisition and Procurement
Competitive Acquisition of Design-Build Services
Utilizing Negotiated Selection
Federal Design-Build Source Selection
Developing Performance-Based Requirements for Design-Build Projects
Contract Incentives and Design-Build Acquisition
Best Practices Pre-Award*
The Proposal Process: Responding to RFQs and RFPs
Design-Build Teaming Agreement Guide
Selecting Specialty Contractors
Design-Build Insurance and Bonding Guide
Best Practices Post-Award
Executing the Design-Build Project
Design Management for the Design-Build Environment
BIM and Design-Build Project Delivery
BIM Checklist (available to all)
Value Engineering in Design-Build: A Value Management Approach
Sector-Specific Best Practices
Transportation Infrastructure Best Practices
Design-Build Process for Civil Infrastructure Projects
Process Industries Best Practices
*Please note that many of the post-award chapters contain information that is pertinent to the project team's work in the pre-award phase.
MembershipHaving access to DBIA's Manual of Practice is just one of the many benefits to becoming a DBIA member.
Code Of Ethics In Construction
Join TodayDriven in part by regulatory pressure, ethics programs are gaining prominence within firms whose leadership have made it a priority, and further throughout the industry, supported by associations like the Construction Industry Ethics and Compliance Initiative (CIECI) and the Associated General Contractors of America (AGC).
At FMI, we regularly explore what motivates engineering and construction firms to invest in ethics programs, and how they facilitate awareness and enforcement of ethics policies. Here are seven best practices that we've identified through our research:
- Ethics starts at the top – the leader must champion ethics policies, practices and attitude.
Mitch Haddon, president and CEO of ColonialWebb, implemented a values system and leadership playbook after a period of company growth. The leadership playbook details the exact behaviors that managers should exhibit throughout the organization, a cue for the entire staff. 'Common sense doesn't appear ‘common' until you have it written that way,' he explains. 'The playbook for leadership behaviors creates the value system at all levels.' - Keep your ethics policy clear and tie it back to key values.
Factors like integrity, honesty, fairness and ethics are often a part of company culture in multi- generational firms, but as a company grows, it becomes more difficult to instill those values into the culture. As one executive of a large North American construction firm explains, 'In the dozens of decisions that each person is making each day, there are many that are made on the spur of the moment by people at all levels of the organization. When they are making those decisions, we want the whole notion of ethics – what is right and what is wrong – at the front of their minds.' Most firms use a combination of a code of conduct, ethics and compliance policy, and annual training to communicate the basics of their ethics program to employees. - Get buy-in from everyone in the company.
Mike Futch, former vice president and chief counsel at Granite Construction Inc., emphasizes the importance of driving corporate policy out into the field. 'You're always going to get resistance from people in operations, because they feel it is a soft mandate from management, but you have to convince them that it has everything to do with the project.'Self-report measures, on-site training and field audits are good ways to promote awareness of ethics on the job site. Many companies get employees to sign paperwork to signal that they have read and comprehend the ethics policy or code of conduct. - An ethical culture starts with hiring the right people.
Check references and explore a potential hire's values on a job application and during the interview. According to one construction CEO, 'As you grow and hire and expand, if you bring in people from Company X, maybe they have the same training, but maybe they don't. You're the one setting an example.' New hires also offer a company an opportunity to build certain values into a generation. Take the next step by implementing mentoring programs to foster a rich understanding of corporate accountability. - Ethics can be taught.
Many of the games played by various entities on a project can be circumvented if they are addressed upfront on the contract or through a partnering agreement. Setting down specific language around change order expectations can limit the latitude a project partner can take. Likewise, addressing ambiguous situations directly can help employees avoid making the wrong decision in the future. Practical ethical rationalization through scenarios, for example, equips employees with the tools to avoid unethical behavior. - Review, monitor and report ethics behavior.
Regulations give federal contractors responsibility for discovering and reporting unethical practices within their firms. However, for firms choosing to implement ethics programs at their own behest, accountability is still an important component. Build multiple feedback mechanisms into your program – an open door policy, hotline, self-report measures, risk assessments, 360-degree reviews, and internal audits are all good components to incorporate into your ethics policies. - Take action on ethical violations.
If a report comes in through the hotline or any other avenue, ensure that you have the resources to duly investigate and take action. Many firms start the process by interviewing involved parties or asking for written statements to determine the veracity of the claim. If a violation indeed occurred, internal or external legal counsel will typically handle the case to preserve attorney-client privilege. However, many incidents relate to human resources. Repercussions for violations of the ethics policy should be as clear as the policy itself: suspension, reprimand or termination each have their place.While ethics programs can be a stand-alone component of corporate training, it is FMI's experience that the greatest return on investment is realized where the program is embedded in the corporate strategy. An ethics program that calls attention to company goals, clarifies the company's direction, and issues clear directives for staff can be galvanizing, especially during times of thin backlog and low morale.'This isn't just an issue of compliance,' says FMI senior consultant Andrew Patron. 'The industry is being incentivized to enrich its culture, to maximize operational efficiency and to develop the current generation into the ethical, informed leaders of tomorrow.'
Now more than ever, with new people entering the industry, it is time to focus on a solid ethics program to protect your company long into the future.
