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From page 143... ... 143 144 Case Study -- Project: Mountain View Corridor Utah Department of Transportation (CM/GC) 158 Case Study -- Program: Oregon Department of Transportation (CMR) Read the entire page →
From page 144... ... 144 Background Project Description The Mountain View Corridor (MVC) is a 15-mile "planned" freeway in western Salt Lake County and northwestern Utah County servicing 13 municipalities. Read the entire page →
From page 145... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) 145 Figure 42. Read the entire page →
From page 146... ... 146 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Figure 45. Greenfield portion of the project before construction (Credit: UDOT) Read the entire page →
From page 147... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) Read the entire page →
From page 148... ... 148 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Figure 47. MVC map with CMGC portion highlighted (Credit: UDOT) Read the entire page →
From page 149... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) 149 methods of pricing showed the kind of collaborative spirit for which UDOT was looking in a CM. Read the entire page →
From page 150... ... 150 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Having the contractor present to talk about specific equipment it would use, the weight of the equipment, what its process was for the construction, and how it would protect the utility in place allowed the team to actually leave some of the gas lines in place where plans previously had been to relocate them. It made a huge difference to have the people who were actually going to do the work sitting at the table as the solutions were being developed. Read the entire page →
From page 151... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) 151 to minimize risk, utility companies and permitting agencies were made an important part of the design process. Read the entire page →
From page 152... ... 152 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Education/Training Educating the DP early in the process of a CMGC project to ensure collaborative effort is really important. On this project, a larger number of players were brought together in a very short time. Read the entire page →
From page 153... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) 153 The process for this project had four milestones for pricing -- the first milestone with an approximately 30% set of plans, the second with an approximately 50% set of plans, the third at 75%, and then at 90%. Read the entire page →
From page 154... ... 154 Guide for Design management on Design-Build and Construction manager/General Contractor Projects The next time the project was priced, the team had been able to retire several risks, and the contractor had led the team to numerous innovations. As the team got rid of those risks, the price began to fall, allowing the team to concentrate on the biggest risks and how to get them off the list or at least mitigate them or assign them to the contractor or owner, depending on who could best manage them. Read the entire page →
From page 155... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) 155 were deemed a shared risk. Read the entire page →
From page 156... ... 156 Guide for Design management on Design-Build and Construction manager/General Contractor Projects The contractor was retained for the CM (preconstruction services) portion of the job when the design plans were roughly 30% complete. Read the entire page →
From page 157... ... Case Study -- Project: mountain View Corridor utah Department of Transportation (Cm/GC) 157 the actual pay items were chosen based on which party ended up with the risk. Read the entire page →
From page 158... ... 158 Case Study -- Program: Oregon Department of Transportation (CMR) Introduction The Oregon Department of Transportation (ODOT) Read the entire page →
From page 159... ... Case Study -- Program: Oregon Department of Transportation (Cmr) 159 During the design and construction phases, certain communication channels were employed. Read the entire page →
From page 160... ... 160 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Approach for Managing Post-Award Design Activities When asked about the utility coordination process on a CMGC project, seven interviewees described the process as different from that of a typical DBB contract; however, one individual said that it was the same. Coincidentally, seven individuals commented on early involvement by the CM (relating to how things are placed and/or constructed) Read the entire page →
From page 161... ... Case Study -- Program: Oregon Department of Transportation (Cmr) 161 Interviewees were asked to compare the challenges typically encountered during the design phase to the challenges faced during the construction phase. Read the entire page →
From page 162... ... 162 Guide for Design management on Design-Build and Construction manager/General Contractor Projects When asked what the designer's role was in the CMGC process, the interviewees referenced involved responsibilities with both the design and cost estimate of the project. Established relationships with the CMs and owners also were highlighted, especially with regard to making scope-involved decisions. Read the entire page →
From page 163... ... Case Study -- Program: Oregon Department of Transportation (Cmr) 163 Interviewees were then asked if their method of paying the principals and their record of payment documentation satisfy FHWA auditors. Read the entire page →
From page 164... ... 164 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Issues Affecting or Affected by Design Management The engineer's estimate, when using CMGC versus a typical DBB project, functions as a comparison tool for most of the respondents. Seven respondents mentioned how the engineer's estimate was used as a baseline, ensuring that the costs from the CM are fair and reasonable and forcing the CM to adhere to the estimate prices. Read the entire page →
From page 165... ... Case Study -- Program: Oregon Department of Transportation (Cmr) 165 Changes in culture and philosophy needed by the contractors and designers (versus traditional DBB) Read the entire page →
From page 166... ... 166 Case Study -- Program: Osceola County, Florida (CMR and CM/GC) Introduction In 2007, a newly appointed team assembled in Osceola County, Florida, was faced with a unique and daunting challenge. Read the entire page →
From page 167... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 167 Director resigned immediately thereafter, thus ending a program that had brought national recognition to the county and the three leaders of the administration. Read the entire page →
From page 168... ... 168 Guide for Design management on Design-Build and Construction manager/General Contractor Projects which enabled the DP strictly to design instead of being concerned with plan matrices, quantity take-offs, etc. This practice also reduces the DP's scope and cost of design and converts the design plans to construction plans rather than bid plans. Read the entire page →
From page 169... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 169 Each of the DP, contractor, and owner is the best at what it does; as such, each is a specialist on the team that cannot be replaced. Read the entire page →
From page 170... ... 170 Guide for Design management on Design-Build and Construction manager/General Contractor Projects such as real-time costs, materials, permits available, ROW available for construction, and specifications called out. A complete set of standard operating procedures (SOP) Read the entire page →
From page 171... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 171 traditional 30-60-90 allowed for innovation, increased plans production speed, reduction in the level of detail required for the designs, real-time adjustment in the plans, and elimination of time consuming reviews. Read the entire page →
From page 172... ... 172 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Early work packages can be broken into such items as retention ponds, partial clearing and grubbing, and constructing on friendly parcel (ROW) takes, which requires more design effort than traditional "station-to-station" designs. Read the entire page →
From page 173... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) Read the entire page →
From page 174... ... 174 Guide for Design management on Design-Build and Construction manager/General Contractor Projects It is critical that the designers be educated about CMGC early in the process to ensure a collaborative effort. The entire team needs to be educated early in the process for this system to be the most efficient and to end up with a successful project. Read the entire page →
From page 175... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 175 design PMs, CM PMs, and owner PMs. Read the entire page →
From page 176... ... 176 Guide for Design management on Design-Build and Construction manager/General Contractor Projects firm needing to manage the contractors as well as be an agent of the owner. The overhead also can be reduced significantly by sharing field trailers, etc., during construction. Read the entire page →
From page 177... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 177 Once the program was up and running, the team began fine-tuning the individual team tasks, which before had significantly overlapped in many cases. Read the entire page →
From page 178... ... 178 Guide for Design management on Design-Build and Construction manager/General Contractor Projects estimates. The overall project team looked at all project costs in an effort to ensure that the overall project came in 30 percent under the approved budgets. Read the entire page →
From page 179... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 179 This procedure is the reverse of some DBB processes. Read the entire page →
From page 180... ... 180 Guide for Design management on Design-Build and Construction manager/General Contractor Projects viable and can be built within the allowable budgets and schedules. Failure to do this early can jeopardize the efficiency of these meetings. Read the entire page →
From page 181... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 181 Changes in culture and philosophy are required for all three major parties to the contract (owner, DP, CM) Read the entire page →
From page 182... ... 182 Guide for Design management on Design-Build and Construction manager/General Contractor Projects owner as well as the project team. Plans and specifications were much more fluid, and the entire team needed to buy in to all changes, modifications, material substitutions, etc., as one change had the potential to affect the entire project (permits, ROW, etc.) Read the entire page →
From page 183... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) Read the entire page →
From page 184... ... 184 Guide for Design management on Design-Build and Construction manager/General Contractor Projects and schedules specifically broken into design, construction, survey, permitting, and ROW. Identify clearly all targets. Read the entire page →
From page 185... ... Case Study -- Program: Osceola County, Florida (Cmr and Cm/GC) 185 detailed CPM schedule and budget with all required critical path items must be completed prior to releasing the first RFP. Read the entire page →
From page 186... ... 186 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Summary In 2007, the Osceola County, Florida, Department of Public Works was faced with a unique and daunting challenge. The three previous County Administrations had been removed by the Board of County Commissioners for failing to deliver an aggressive impact fee-funded roadway program totaling approximately $1 billion. Read the entire page →
From page 187... ... 187 Case Study -- Program: City of Phoenix, Arizona (CMR) Introduction The City of Phoenix has built more than 200 projects using what they call a ConstructionManager-at-Risk (CMR) Read the entire page →
From page 188... ... 188 Guide for Design management on Design-Build and Construction manager/General Contractor Projects complexity. Specialty team members such as surveyors and geotechnical engineers work with both the DP and the CM at different times and work phases. Read the entire page →
From page 189... ... Case Study -- Program: City of Phoenix, arizona (Cmr) 189 process started at the same time, regardless of the delivery system. Read the entire page →
From page 190... ... 190 Guide for Design management on Design-Build and Construction manager/General Contractor Projects • Bidability (3 said this) • Value Engineering • Review of plans • They coordinate the relationship between the designer and the owner • CMs are better schedulers than owners or DPs Money Matters -- Cost, Budget, Payments, Benefits The six interviewees disagreed on what type of basic construction contract best describes a CMR project the way the City of Phoenix administers the contract. Read the entire page →
From page 191... ... Case Study -- Program: City of Phoenix, arizona (Cmr) 191 When asked to identify the DP's role in monitoring and controlling cost, the interviewees had a hard time thinking of any but offered the following responses: • Providing a third party estimate. Read the entire page →
From page 192... ... 192 Guide for Design management on Design-Build and Construction manager/General Contractor Projects When asked how ROW acquisitions and permitting are handled in a City of Phoenix CMR project, all answered that the owner handled those issues in-house. However, one said that they are handled prior to bid and the other said that they are handled during the design and construction phases. Read the entire page →
From page 193... ... Case Study -- Program: City of Phoenix, arizona (Cmr) 193 • They are full partners -- fully integrated. Read the entire page →
From page 194... ... 194 Guide for Design management on Design-Build and Construction manager/General Contractor Projects address the service responsibility. This also is true on a large project where the project manager has only that one project. Read the entire page →
From page 195... ... Case Study -- Program: City of Phoenix, arizona (Cmr) 195 characterized by adversarial attitudes and behavior on a DBB project are not often found on short lists for CMR projects. Read the entire page →
From page 196... ... 196 Guide for Design management on Design-Build and Construction manager/General Contractor Projects plans stage. All interviewed agreed that it is important to educate the DP, local politicians, local subcontractors, specialty contractors, and suppliers early in the process on how CMR works to ensure a collaborative effort, but there seems to be no consensus on the main challenges facing the DP in the design phase or the construction phase. Read the entire page →
From page 197... ... 197 Case Study -- Program: Utah Department of Transportation (CMR) Introduction The Utah Department of Transportation (UDOT) Read the entire page →
From page 198... ... 198 Guide for Design management on Design-Build and Construction manager/General Contractor Projects UDOT designs projects that call for multiple "mini" GMPs. Although these GMPs vary per project, there typically are three to five GMPs based on early procurement items as well as early work items. Read the entire page →
From page 199... ... Case Study -- Program: utah Department of Transportation (Cmr) 199 panel. Read the entire page →
From page 200... ... 200 Guide for Design management on Design-Build and Construction manager/General Contractor Projects the same time. Twenty respondents said the traditional duties of the design team (e.g., permitting, project management, utility coordination, overall project schedules, owner's representative duties) Read the entire page →
From page 201... ... Case Study -- Program: utah Department of Transportation (Cmr) 201 • Construction: Problems occur involving utilities and ROW. Read the entire page →
From page 202... ... 202 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Other comments include: • As part of RFP, owner asking for the cost of a handful of bid items • UDOT expecting a cost-loaded schedule, which is reviewed monthly • Innovation tracking • Owner doing "blind bids," which are like practice bids on key items • Limiting change orders • Cost/resource schedule by bid items • Baseline CPM with regular updates • Early cost model from the CM • All work done in unit price • Innovative material selection • Owner remaining open with what the budget is and expecting the CM to be equally open When asked to identify the steps taken during the design phase to manage the construction cost, the interviewees offered the responses found in Table 47. Others comments include: • As the design progresses, we (contractor) Read the entire page →
From page 203... ... Case Study -- Program: utah Department of Transportation (Cmr) 203 Other comments include: • The CM controls this cost with the contract -- lump sum. Read the entire page →
From page 204... ... 204 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Other comments include: • VE is not applicable in CMGC. There was no VE clause. Read the entire page →
From page 205... ... Case Study -- Program: utah Department of Transportation (Cmr) 205 interviewees said that ICE was used in a CMGC project and eight mentioned the use of the CM's estimate. Read the entire page →
From page 206... ... 206 Guide for Design management on Design-Build and Construction manager/General Contractor Projects Other comments include: • Owner • Contractor When asked about the educational effort/training required for the owner's staff, design consultants, contractors, and CM firms to transition from the traditional DBB world to CMGC, the interviewees said that experience/on-the-job is better than any formal training, that experience is key, but partnering training helps (can lead to a shift of attitude) Read the entire page →
From page 207... ... Case Study -- Program: utah Department of Transportation (Cmr) 207 • They coordinated with the DP to plan the moving of the utilities. Read the entire page →
From page 208... ... 208 Guide for Design management on Design-Build and Construction manager/General Contractor Projects designer's role during construction is minimal due to the intensive up-front effort invested during the design phase. The design standards and specifications for CMGC projects are the same as for typical DBB projects, unless their contract documents do not cover a situation. Read the entire page →
From page 209... ... Case Study -- Program: utah Department of Transportation (Cmr) 209 • In comparing challenges faced in the design phase to those faced in the construction phase, during design the team is trying to avoid problems and during construction they are trying to solve problems. Read the entire page →
From page 210... ... 210 Introduction The Utah Transit Authority (UTA) has worked on five major projects with the constructionmanager-as-general-contractor (CMGC) Read the entire page →
From page 211... ... Case Study -- Program: utah Transit authority (Cmr) 211 The contractor needs to buy in to the joint relationship and fix problems as soon as they are found. Read the entire page →
From page 212... ... 212 Guide for Design management on Design-Build and Construction manager/General Contractor Projects CMGC should be consistent at all levels of the project, as it could pose a problem for agencies that cannot give up on traditional methods. The interviewees were asked what role the CMGC plays in the overall design process. Read the entire page →
From page 213... ... Case Study -- Program: utah Transit authority (Cmr) 213 When asked if the agency's program has the flexibility required to change designs, construction phasing, and materials selected if the design team (the CM, agency personnel, and design firm) Read the entire page →
From page 214... ... 214 Guide for Design management on Design-Build and Construction manager/General Contractor Projects When asked how they ensure value-added guarantees in their CMGC contracts, trust seemed to be a common theme. Among the responses are the following statements: • CMGC works well when you have a contractor that works well with the process. Read the entire page →
From page 215... ... Case Study -- Program: utah Transit authority (Cmr) 215 be stuck in old ideas were not allowed on the project. Read the entire page →
From page 216... ... Abbreviations and acronyms used without definitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012) NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005) Read the entire page →

From page 143...

... 143 144 Case Study -- Project: Mountain View Corridor Utah Department of Transportation (CM/GC) 158 Case Study -- Program: Oregon Department of Transportation (CMR)