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Moderator: Praful Kulkarni, AIAPresident/CEO of gkkworksNational Chairman of DBIA
Presenters: Geoffrey Neumayr, SEChief Development OfficerSan Francisco International Airport
Chris Strugar-Fritsch, DBIADirector of Capital ProjectsSan Mateo County Community College District
PROGRESSIVE DESIGNBUILDWHAT IS IT? AN UPDATEFROM LAST YEAR
PRAFUL KULKARNI,AIAgkkworks PresidentandCEONationalChairmanofDBIA
M. Architecture, Illinois Institute of Technology, Chicago, IL B. Architecture, Indian Institute of Technology, Kharagpur, India MBA, Pepperdine University, Malibu, CA Honorary Doctorate, Anaheim University, Anaheim, CA Registered Architect, California
EducationandCertifications:EducationandCertifications:
35+ years of expertise in project management, planning and design coordination of complex facilities. Praful founded gkkworks in 1991. Since the beginning, gkkworks vision has been to design and build buildings with a uniquely integrated services/customized solutions approach.
YearsofExperience:
35+
YearsofExperience:
35+
DBIA - National Board Chairman and National Executive Board Member President Emeritus, DBIA Western Pacific Region Fellow, Rockefeller Foundation
Affiliations:Affiliations:
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ADVANTAGES/DISADVANTAGESDESIGN BID BUILD (HARD BID)The traditional project delivery method, which customarily involves three sequential project phases:Design, Procurement, and Construction
Advantages Disadvantages
Competitive bidding,based on Low Resp.price
Quality/Qualifications
More Owner Control Change Orders/Delays
Familiar & Established Adversarial
A/E of Record Services as Owner Liaison
Lump-Sum/Closed Book, No Early Involvement
OWNER
A/E
GC
SUBS
CM MULTI-PRIMEAn important variation of Design-Bid-Build is multiple prime contracting, in which the Owner holds separate contracts with contractors of various construction work disciplines, such as general construction, earthwork, structural, mechanical, and electrical. In this system, the Owner, or its CM, manages the overall schedule and budget.
Advantages Disadvantages
Competitive Prime Trades, Early involvement from CM for cost and schedule controls
Administrative difficulty; Direct trade and A / E conflicts
Eliminates GC premiumsLack of single risk bonded price, higher risk with subs.
CM is on owners side
Lump Sum / Closed book, potential overlap or gaps in scope of work.
OWNER
A/E
P
CM
P P
ADVANTAGES/DISADVANTAGES
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CM AT RISK (CMAR)A project delivery method in which the Construction Manager acts as a consultant to the Owner in the development and design phases, but assumes the risk for construction performance as the equivalent of a constructor.
Advantages Disadvantages
Qualifications BasedLack of Subcontractor Transparency since Based on Lump Sum
Risk is on CM, Subs Assigned to CM
Legal Authorization for Delivery Method
Pre-Construction Work, Early Involvement with Procurement, Schedule, Budget, etc.
No Common Standards for Methodology
OWNER
SUBS
CMAR/GC
A/E
ADVANTAGES/DISADVANTAGES
DESIGN BUILDA project delivery method that combines architectural and engineering design services with construction performance under one contract.
Advantages Disadvantages
Qualifications Based Newer Form of Delivery
Risk with Design/Builder
Team/Integrated Approach/ Creative Solutions
Potential Lack of Design Control
Minimal Change Orders, Early Budget and Design Estimates, Scope Controls
Higher Learning Curve for Delivery Method
Best Value Award
OWNER
A/E D/B SUBS
D/B ENTITY
PROJECT DELIVERY SUPPORT
ADVANTAGES/DISADVANTAGES
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GEOFFREY NEUMAYR,SE,CCMSanFranciscoInternationalAirportChiefDevelopmentOfficer
BS Architectural Engineering, California Polytechnic State University, San Luis Obispo
Registered Civil Engineer Registered Structural Engineer
EducationandCertifications:EducationandCertifications:
Over 33 years of experience as a Provider in AEC as a Project Manager and Vice President of Operations. He is currently Chief Development Officer at San Francisco International Airport since 2011.
YearsofExperience:
33+
YearsofExperience:
33+
Incoming Board Member, DBIA National Member, American Association of Airport Executives (AAAE) Advisory Board of California Polytechnic State University, San Luis Obispo
Architectural Engineering Department
Affiliations:Affiliations:
CONFLICT GAME ON
THE CONFLICT IN THE LAW
Spearin DoctrineUnited States v. Spearin (248 U.S. 132), also referred to as the Spearindoctrine is a 1918 United States Supreme Court decision. It remains one of the landmark construction law cases. The owner impliedly warrants the information, plans and specifications which an owner provides to a general contractor. The contractor will not be liable to the owner for loss or damage which results solely from insufficiencies or defects in such information, plans and specifications.
Standard of CareThe common law standard of care for performance of design professional services is generally defined as the ordinary and reasonable care usually exercised by one in that profession, on the same type of project, at the same time and in the same place, under similar circumstances and conditions. Perfect performance is not required by the common law.
Builder can assume contract is error freewith no omissions.
Designer is accountable to a reasonable standard of care,therefore Errors and Omission are acceptable within a limit.
The Airport
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LOSS OF PRODUCTIVITY
Dictated Requirements
Lowest Bid Wins Qualifications are not
Considered
Critical Path or Push Scheduling Fixed Cost Based on Low Bid
Organization Structure is Hierarchical
Blame is Assigned to Party Based on Contract Requirements
Project Alliance is Built on Common Purpose
Partnered Approach to Issue Identification and Resolution
Terms of Cost, Scope and Schedule is Co-Created Prior to Finalizing
Qualifications are Considered
Co-Created Requirements
Pull Planning to Promote Improvement Target Value Budgeting
Commercial Terms: You will get the behavior you contract for what is the contractual relationship?
Organization Behavior: The project individual team members behavior will depend on the leadership style - How is the participant control structure organized?
Operating Management: Behavior will reflect the way the project is managed how is the project management plan created?
DOMAINS OF PROJECT DELIVERY
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PERCEIVED PROJECT RISK
thinks the builder will:
thinks the designer will: only be concerned with the
own ego be over budget not be what is wanted or
needed miss program elements
never do what we want pursue change orders and
additional cost never finish on time cut corners to save money
thinks the Airport will
deviate from the design look for errors and ask to
many RFIs always say it is not
constructible and drawings are deficient
never make a decision keep changing the design blame the design for change
orders always want additional
design services for free
thinks the designer will:
never be satisfied with the quality of the work
not pay for changes never acknowledge schedule
delays
provide incomplete unconstructable drawings
claim the drawings are perfectly understandable
always fault the contractors for missing things in their bid
thinks the builder will: thinks the Airport will:
Vision Risk Budget expectations Funding expectations Schedule expectations Scope expectations Project outcome expectations Sharing vision with team
Interpret vision Communicate design Develop Project Program Develop project contract
drawings Develop project specifications
Build project in accordance with contract documents
Build project within approved budget
Build project within approved schedule
Design Risk Construction RiskVision Risk Budget expectations Funding expectations Schedule expectations Scope expectations Project outcome expectations Sharing vision with team
Interpret vision Communicate design Develop Project Program Develop project contract
drawings Develop project specifications
Design Risk Build project in accordance with
contract documents Build project within approved
budget Build project within approved
schedule
Construction RiskRisk Will Always Stay With the Responsible Organization
Focus On Aligning ExpectationsNot Assigning Risk
PROJECT RISK REALITY
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The Project Team The Project
ALIGNED PROJECT DELIVERYContractual RelationshipLines of Communication
Collaborate
CHRISSTRUGARFRITSCH,DBIASanMateoCountyCommunityCollegeInternationalAirportDirectorofCapitalProjects
Master of Science, Administration, Central Michigan University Bachelor, Business Administration, Summa Cum Laude, Northwood University Associate Degree, Lansing Community College Journeyman Carpenter, U.S. Department of Labor, Bureau of Apprenticeship and Training
EducationandCertifications:EducationandCertifications:
Director of Capital Projects for San Mateo County Community College District rresponsible for development and management of all capital pro