© 2014 hdr architecture, inc., all rights reserved.© 2014 ......filippo brunelleschi leon battista...
TRANSCRIPT
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© 2014 HDR Architecture, Inc., all rights reserved.© 2014 HDR Architecture, Inc., all rights reserved.© 2014 HDR Architecture, Inc., all rights reserved.© 2014 HDR, Inc., all rights reserved.© 2014 HDR, Inc., all rights reserved.© 2014 HDR, Inc., all rights reserved.© 2014 HDR, Inc., all rights reserved.
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Integrated Project Delivery
It’s A New World, And How It
Can Benefit Municipal Owners
Rich Atoulikian, PMP, PE
Cal Rozario, PMP
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Brief History of Project Delivery
Drivers for Alternative Delivery
Alternate Delivery Models for W/WW Infrastructure
Additional Resources
Agenda
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Brief History of Project Delivery
Drivers for Alternative Delivery
Alternate Delivery Models for W/WW Infrastructure
Additional Resources
Agenda
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Project Delivery
A Brief History
?
Industrial Revolution
Added project complexity
Specialization of services
1750 1850
Miller
Act
1935 1981
Master Builder Concept
1400 1450
Segregated Services Model
Early 1700’s
E&C collaboration & communication
Filippo
Brunelleschi
Leon
Battista Alberti
7
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The Day Trust EndedBetween Design Professionals and Contractors
July 17, 1981
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July 17, 1981
The Kansas City Hyatt Regency
Walkway Collapse
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The day after, open E/A/C communications ended
Traditional delivery became contentious
Owner becomes a mediator
One positive result…..Alternative Delivery Methods emerge
Everything Changed!
Miller Act
1935 1981
AD Methods
Emerge
1993
KC Hyatt DBIA
Formed
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Brief History of Project Delivery
Drivers for Alternative Delivery (AD)
Alternate Delivery (AD) Models for W/WW Infrastructure
Additional Resources
Agenda
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Speed of deliveryo Accommodates compressed
schedules
• Consent decree
• Development pressure
Transparencyo Risk shifting and sharing
o Open book approach
o Best value, not least cost approach
Drivers For AD
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One Point of Responsibilityo Control changes and avoid claims
Foster Collaboration Between Designer/Buildero Constructability Input During Design
Other driverso QBS Selection of Design-Builder or CMAR
o Desire to gain AD experience
o Can keep capital dollars local
o Incorporate Owner/O&M input
(Progressive DB)
o Cost Savings???
More Drivers For AD
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Brief History of Project Delivery
Drivers for Alternative Delivery
Alternate Delivery Models for W/WW Infrastructure
Additional Resources
Agenda
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Design-Bid-Build
Design/CM-at-Risk
Design-Buildo Traditional Design-Build (Lump Sum)
o Progressive Design-Build
AD Models for W/WW Infrastructure
DBOOTD-B-B D/CMAR D-B DBO DBFO
Increasing Owner Transfer of Risk and Control
P-DB LS-DB
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Design - Bid - Build(Traditional Project Delivery)
Equipment
SuppliersTrade
Subcontractors
Owner
General
Contractor
Design
Professional
Contract
Communication
What entity has all the risk and
control in this delivery model?Spearin Doctrine applies...
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Design - Bid - BuildBest Applications
Owner is pleased with results of past D-B-B projects
Owner desires high degree of involvement in design
Schedule is not a priority
Project is complex or scope
is uncertain
Enabling laws do not allow alternative project delivery
Owner
GCDesigner
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Multiple contracts for owner to manage
Owner warrants design documents
Owner bears majority of risk
Reduced opportunity for collaboration between designer & constructor
Minimal ability to consider non-cost factors
Design - Bid - BuildDisadvantages
Owner
ContractorDesigner
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Design-Bid-Build
Design/CM-at-Risk
Design-Buildo Traditional Design-Build (Lump Sum)
o Progressive Design-Build
AD Models for W/WW Infrastructure
DBOOTD-B-B D/CMAR D-B DBO DBFO
Increasing Owner Transfer of Risk and Control
P-DB LS-DB
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Construction Management At-Risk(CMAR)
Equipment
SuppliersTrade Subcontractors
Owner
CMARDesign
Professional
Contract
Communication
Control and
Risk
General Contractor Role
• Construction Manager At-
Risk
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Preconstruction
Collaboration
Engineering Firm Role
• Designer to Owner
• Owner’s Rep (Criterion Engr.)
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Owner desires high degree of
involvement & control
Owner desires more
construction input into design
Owner desires less
construction risk
Schedule is a priority
Project is complex or scope is
uncertain
Ensures maximum local
subcontractor participation
Design/CM-At-RiskBest Applications
Equipment
SuppliersTrade
Subcontractors
Owner
CMARDesigner
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Design/CM-At-Risk DeliveryThe “Plus” During Preconstruction
Preconstruction Phase Services
Budget Conformance Scope Conformance Schedule Conformance
Design Reviews Design Workshops MOPO Development
Value Engineering Constructability Reviews Phasing Plans
Bid Gap Analysis Subcontractor Qualification Early out Packaging
Design Professional and CMAR create best value
while minimizing claims and litigation
Design Phase
Construction Phase
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Design/CM-At-Risk Disadvantages
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Split Design & Build
responsibilities
o (Spearin Doctrine applies)
May cost more if not
structured efficiently
Multiple contracts for owner to
manage
Equipment
Suppliers
Trade
Subcontractors
Owner
CMARDesigner
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Design-Bid-Build
Design/CM-at-Risk
Design-Buildo Traditional Design-Build (Lump Sum)
o Progressive Design-Build
AD Models for W/WW Infrastructure
DBOOTD-B-B D/CMAR D-B DBO DBFO
Increasing Owner Transfer of Risk and Control
P-DB LS-DB
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Traditional D-BContract and Communications Lines
Owner
(Integrated)
Design-Builder
RiskControl
Engineering Firm Role
• Designer to a Contractor (Design
Assist)
• Owner’s Rep (Criterion Engr.)
General Contractor Roles
• Contractor to Designer
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Contract
Communication Trade
Subcontractors
Equipment
Suppliers
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Traditional Design-BuildBest Applications
Existing conditions, scope and desired
outcomes well understood and defined
Owner does not want direct involvement
in detailed design and construction
Operational and aesthetic issues well
defined
Conventional, well-understood
technology
Owner has experience with AD
Owner
Design-Builder
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Traditional Design-BuildDisadvantages
Lump Sum price may not reflect final cost
Owner involvement limited once price
established
Design less detailed during bidding
Increased potential for change orders or
claims if Owner wants changes after pricing
Lengthy and costly process to develop
prescriptive D-B procurement
Owner
Design-Builder
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Progressive Design-BuildContract and Communication Lines
Owner
(Integrated)
Design-Builder
RiskControl
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Engineering Firm Role
• Designer to a Contractor
(Design Assist)
• Owner’s Rep (Criterion Engr.)
General Contractor Role
• Contractor to Designer
Contract
Communication Trade
Subcontractors
Equipment
Suppliers
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Time is critical
Owner has specific technology,
aesthetic, and equipment preferences
Owner desires high degree of
involvement during design,
preconstruction & construction
Owner desires a single point of
responsibility
Project more complex and scope is
uncertain
Progressive Design-BuildBest Applications
Owner
Design-Builder
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More up-front design effort to get
to a firm price than with
Traditional D-B
Firm price is set later than with
Lump Sum D-B
Owner may need more time to
understand final construction
cost development (i.e. GMP)
Progressive Design-BuildDisadvantages
Owner
Design-Builder
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How Does An Owner Choose?
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Design-Build
Design-Bid- Build CMAR
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Comparison of Project Delivery
Methods
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D-B-B LS D-B P D-B CMAR
Selection Criteria Price based Price based Qualifications based with price
considerations
Qualifications based with
price considerations
Owner Involvement &
Flexibility
Good through detailed
design. Minimal after
construction contract is
awarded
Good through preliminary
design. Minimal after D-B
contract is awarded
Good throughout entire design
and construction phases
Good throughout entire
design and construction
phases
Relative Schedule Slowest Faster Faster Faster
Number of Owner
Contracts to Coordinate &
Manage
At least 2 Usually 1 Usually 1 At least 2
Potential to Deliver “Least
Cost”
Very Good (in favorable
market conditions with good
design)
Good Very Good to Great Good to Very Good
Cost Control Reduced control once
construction contract is
awarded
Early cost identification.
Least control after preliminary
design is completed
Later cost identification.
Most control throughout entire
project
Later cost identification.
More control throughout
entire project
Potential for Change
Orders & Claims
Higher Higher Lowest Lower
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Powerful, flexible delivery
methods that must be well-
managed
Methodology has gained favor
with many Owners across the
industry
Trend will continue in
foreseeable future
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Alternative Project DeliverySummary
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0 1 2 3 4 5
Owner Involvement in Design
Quality of Completed Project
Communication
Overall Experience
Transition to Operation
Risk Distribution
Level of Satisfaction
Source: Water-Design Build Council, 2012
Survey on Owner Satisfaction
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0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
180.0
200.0
220.0
240.0
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
CMAR Revenues
DB Revenues
Future Projection
Alternative Delivery Market Trends
Val
ue,
$Bill
ion
s
Source: ENR, June 201336
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Design-Bid-Build
Design/CM-at-Risk
Design-Buildo Traditional Design-Build (Lump Sum)
o Progressive Design-Build
What’s Next ??
DBOOTD-B-B D/CMAR D-B DBO DBFO
Increasing Owner Transfer of Risk and Control
P-DB LS-DB
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Brief History of Project Delivery
Drivers for Alternative Delivery
Alternate Delivery Models for W/WW Infrastructure
Additional Resources
Agenda
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Water Design Build Councilo The Municipal Water and Wastewater Design-
Build Handbook, 2nd Edition
o (http://info.waterdesignbuild.com/water-
design-build-handbook)
Design Build Institute of Americao General info on Alternative Delivery
o Standard Form AD Contract Documents
For More Information on
Municipal W/WW D-B Delivery
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When Does an AD Method Make Sense?
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To have a greater control in contractor selection
Foster early collaboration between Designer and Builder
Desire for a greater role in project execution
Accommodation of schedule drivers
Why Are Owners Increasingly Turning to
Alternative Project Delivery?
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Design-Bid-Build
Design/CM-at-Risk
Design-Buildo Traditional Design-Build (Lump Sum)
o Progressive Design-Build
Prevalent AD Models for W/WW
Infrastructure
DBOOTD-B-B D/CMAR D-B DBO DBFO
Increasing Owner Transfer of Risk and Control
P-DB LS-DB
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