| dc.description.abstract | After implementing a policy force refinement and reduction, great needs are conceived to facilities construction in the military. In recent years, the swift increase of construction procurement and the shortage of managerial workforce have complicated military construction considerable. Professional Construction Management (PCM) is gradually introduced to military construction as an alternative to meet the needs. PCM has received great attention as it has high potential to overcome the inefficiencies in traditional fragmented procurement methods, the shortfall of skilled human resource in the military and the lack of engineering discipline of the military as a client. Although there are cases of PCM implementation, whether PCM is generally feasible still remain to be proved by more practical results.
This work believes the answer also hinges upon how PCM is implemented under the framework of contract management in field practice. The idea of this work is that if detailed requirements of PCM can be delineated in a service contract, it is more likely than not that the PCM consultant will function as expected. Experience, although limited, has shown the opposite that the deficiency of such requirements would result in a vague content of service, subject to voluntary interpretation.
This work, which is scoped solely for the military construction, is to explore how many dilemmas in military construction, including the problems of human resources, administration and purchasing system, can be resolved through the design a PCM service contract. Five aspects of project management are studies, including value engineering, material procurement strategy, changes of design, construction audits and completion and commissioning. For each of these aspects, managerial mechanisms to accelerate, decelerate, control, cease or disengage the PCM function are envisioned and presented.
The outcome of this work is a detailed listing of the rights and obligations of two parties in a PCM contract, which form the content of the agreement. Obviously, the agreement will convey for two parties precisely, making the goal of introducing PCM more attainable. With the concrete and complete agreement, it is expected that a win-win situation can be reached between the client and the PCM consultant. | en_US |