April 2014

Capital Project Delivery - Conflict versus Collaboration Seminar

Status: This seminar has been cancelled due to low registration.
Date: Tuesday, April 8, 2014
Time: 8:30 AM-9:00 AM: Registration and Continental Breakfast
9:00 AM-5:00 PM: Capital Project Delivery - Conflict Vs Collaboration
Location: Vancouver, BC
Presenter: Bryan McConachy, P.Eng., PMP – Bramcon Project Consultants Ltd.
Credit: 7 Formal Professional Development Hours (PDH)
Cost: Early Bird Price Engineers and Geoscientists BC Member: $395.00 + GST = $414.75 until Mar 25, 2014

Engineers and Geoscientists BC Member and EIT/GIT Regular Price: $495.00 + GST = $519.75

Non-Member Price: $495.00 + GST = $519.75

Student Member Price: $247.50 + GST = $259.88
Please Note: *A minimum number of registrations are needed by March 25, 2014 to proceed with this seminar. Please register early to avoid cancellation.
**All prices are subject to applicable taxes.
Contact: Shirley Chow | Professional Development Coordinator
Direct: 604.412.4865
Toll Free: 1.888.430.8035 ext.4865
Fax: 604.639.8180
Email: [email protected]
Capital Project Delivery - Conflict versus Collaboration Seminar. The seminar will initially review the traditional methods of delivery and describe the benefits and conflicts that arise in their application.

One current business mantra is that management wants everything faster, better and cheaper. Owners want their capital projects done better but more than faster and cheaper; they want predictability of cost and schedule. These private and public owners are so frustrated with the Architect/Engineer/Contractor industry’s inability to deliver a defined scope at the predicted time and cost that they willing to try new methods of capital project delivery.
As a direct result of this seminar, several B.C. owners have implemented projects with one of these collaborative delivery methods called Early Contractor Involvement or ECI. Early Contractor Involvement is the selection of a design/build (DB) team primarily by qualification and paying the design/build team to collaborate with the owner to develop the scope, schedule and cost. Construction does not commence until parties agree on risk sharing and an acceptable fixed price design/build contract. To date, the application of the Early Contractor Involvement process has produced two completed projects, one nearing completion and another in the early stage. 
The seminar will initially review the traditional methods of delivery and describe the benefits and conflicts that arise in their application.
One way of “selling” Early Contractor Involvement has been to downplay the innovative aspects and talk about Early Contractor Involvement just being an incremental change from a well-known design/build process. To emphasize that point, Integrated Project Delivery (IDP) is presented as a process that is radically different from current practices as it uses a tri-party contract (owner, designer and contractor) which calls for sharing all risks. Examples from other jurisdictions are described.

Familiarity with construction contracting would be an asset.
Seminar Objectives
1. Outline the conflicts inherent in the traditional bidding process
2. Describe the benefits of such collaborative delivery processes as Early Contractor Involvement and Integrated Project Delivery
3. Provide examples of both traditional and collaborative delivery and current trends
Unique Features
A blend of lecture, group exercises and group discussions 
Target Audience
Engineers involved in delivery of public and private sector capital projects


Bryan McConachy, P.Eng., PMP – Bramcon Project Consultants Ltd.
Bryan McConachy is a professional engineer / project management professional
with more than 30 years' experience in the management of a diverse range of projects and consulting in such areas as project oversight / owner’s representative, project delivery analysis and risk management. He has been the principal consultant with Bramcon Project Consultants Ltd. since 1981. Mr. McConachy is active in such organizations as the Association for Advancement of Cost Engineering and the Project Management Institute (PMI).  He has obtained the Project Management Professional (P.M.P.) certification from PMI and in 1996, he was awarded the Honour of PMI Fellow. He has developed a number of one-day seminars as part of the APEGBC Continuing Professional Development program.

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