Guide for Design Management on Design-Build and Construction Manager/General Contractor Projects (2014) / Chapter Skim
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Pages 13-46
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13 This section provides guidance for effectively shaping DM functions under D-B. Initial research included a survey to determine how many state agencies have used D-B and when they began to implement it.
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14 Guide for Design management on Design-Build and Construction manager/General Contractor Projects identification and brainstorming process. However, at the project level, the stakeholders would only include people on the project staff or in project support (e.g., DOT design division or district staff)
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Design management under Design-Build 15 should never underestimate the impact -- positive or negative -- of the informal culture on the implementation of new delivery methods. In one case involving the Utah Department of Transportation (UDOT)
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16 Guide for Design management on Design-Build and Construction manager/General Contractor Projects (ATCs) for the first time, staff must be trained on the confidentiality issues that attend this approach to DM during procurement.
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Design management under Design-Build 17 responsibilities should be defined clearly to prevent duplication of effort. Another important issue is the difficulty some agencies have in "letting go" of responsibilities traditionally handled "in-house." Inspection and testing are well-known examples of this issue, but the approach to structuring the design review process and performing design reviews are other examples.
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18 Guide for Design management on Design-Build and Construction manager/General Contractor Projects to project success. For the I-15 Core project, UDOT signed a master utility agreement with all utility owners affected by the project.
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Design management under Design-Build 19 easements, utility relocation, contamination remediation, or environmental permits)
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20 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Proposers tend to compensate for this by adding contingencies in their price proposal. The more data provided prior to bid, the better price the agency can expect (See the Project Information section)
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Design management under Design-Build 21 presents this framework for implementing D-B at both the program and project levels. Figure 2 illustrates how this approach acts as a strategic map for the general D-B implementation guidelines.
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22 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Table 1. Preparatory phase D-B implementation guidelines (adapted from Migliaccio 2007)
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Design management under Design-Build 23 Promote acceptance by other relevant parties. Suggested Weak consensus Description: Other relevant parties affected by change in delivery need to accept D-B.
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24 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Train agency staff on newly introduced approaches. Validated Moderate consensus Description: A thorough understanding of newly introduced approaches by agency staff will contribute to both a reduced resistance to change and a more efficient implementation.
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Design management under Design-Build 25 Communicate intent of using D-B to affected external parties. Validated Strong consensus Description: External parties affected by D-B are informed on the effort to implement it on a given project (e.g., industry providers, utilities, or local agencies)
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26 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Be sure that change to the agency's delivery and finance strategy is driven by a clear need to change. Validated Strong consensus Description: Needs/reasons for changing can be found at different levels: context (opportunities/constraints)
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Design management under Design-Build 27 Promote competitive participation in the procurement of qualified industry providers. Validated Strong consensus Description: A main problem may be the industry's inability to assess redistribution of risk.
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28 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Seek acceptance by project parties. Validated Strong consensus Description: There is a general acceptance of D-B by all project personnel (both owner and industry providers)
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Design management under Design-Build 29 Project Planning Phase Understand the Importance of the Project Planning and Procurement Phases. The agency must understand that D-B is a more sophisticated project delivery method than DBB.
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30 Guide for Design management on Design-Build and Construction manager/General Contractor Projects agency should evaluate the risks associated with performing and overseeing the design phase as carefully as it would evaluate construction risks, due to the significant impact they can have on the schedule. Educate the Agency and All Project Stakeholders About the D-B Process That Has Been Adopted by the Agency.
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Design management under Design-Build 31 Incorporate a Degree of Flexibility in the Programmatic Environmental Permitting Processes. When an agency submits permit requests for a number of projects within the same program, it can benefit greatly from having developed a programmatic environmental permitting process.
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32 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Provide Complete ROW Information. Agencies must clearly identify the properties that they are willing to acquire.
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Design management under Design-Build 33 in the supporting RFP documentation. Nevertheless, proposers may submit proposals with an amount of work significantly larger than the agency minimum.
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34 Guide for Design management on Design-Build and Construction manager/General Contractor Projects design submittals. To optimize their use, clear and effective design package submittal and review guidelines must be agreed upon and included in the contract.
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Design management under Design-Build 35 is submitted for review, everyone involved in the design package review should be promptly notified and given access to the submittal documents. Furthermore, the system should correctly track iterative versions of these documents and provide the latest version when required.
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From page 36... ...
36 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Every key stakeholder is invited and, initially, most attend. These include county personnel, the DP, SHA Environmental personnel, the contractor, the SHA project team, SHA design personnel, and the SHA Community Liaison.
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Design management under Design-Build 37 Value Engineering. The contract does not have a VE clause.
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38 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Collaborative Partnering. All projects adopt a partnering process.
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Design management under Design-Build 39 Right-of-Way. Two situations are possible: • If NCDOT acquires the properties before contract award, the D-B team is responsible for purchasing additional ROW due to design changes; or, • If NCDOT does not acquire any property before contract award, the D-B team is responsible for the ROW process (i.e., the D-B team hires a ROW firm that performs appraisal, negotiation, etc.)
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40 Guide for Design management on Design-Build and Construction manager/General Contractor Projects team should be consistent throughout the whole D-B process. Second, UDOT requires the project team to be led by a UDOT employee acting as Project Manager (PM)
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Design management under Design-Build 41 of the project; weekly design management meetings; and, task force meetings (i.e., meetings held when specific issues have to be solved)
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42 Guide for Design management on Design-Build and Construction manager/General Contractor Projects major risk areas, such as environmental permits, right-of-way (ROW) , utility relocation, and railroad interferences.
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Design management under Design-Build 43 develop a programmatic environmental permitting process. This process was based on a set of environmental performance standards.
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44 Guide for Design management on Design-Build and Construction manager/General Contractor Projects and release for construction. Although UDOT did not review all design packages, the contract required that the agency be invited to a minimum of two separate reviews for each package; the reviews had to occur prior to issuing construction documents; and, at least one review had to be performed prior to 70% design completion.
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Design management under Design-Build 45 October 2009. In December 2010 WSDOT awarded the contract to build the SR 99 Bored Tunnel Alternative for over $1.089 billion.
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46 Guide for Design management on Design-Build and Construction manager/General Contractor Projects including the City of Seattle. After the Design-Builder releases a design, WSDOT and its consultants review it.
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