introduction to cm/gccommittees.jsce.or.jp/cmc/system/files/cmgcセミナー...owner asks cm/gc to...
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![Page 1: Introduction to CM/GCcommittees.jsce.or.jp/cmc/system/files/CMGCセミナー...Owner asks CM/GC to submit final Construction Cost: Two estimates: 1. Designer-furnished Engineers Estimate](https://reader034.vdocument.in/reader034/viewer/2022042712/5f928b2c1d346540391bb7cb/html5/thumbnails/1.jpg)
Module 1Introduction to CM/GC
Construction Manager/General Contractor (CM/GC)
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Introduction
Construction Manager/ General Contractor
2
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1.3: Delivery Method Overview
Every Day Counts | 3
CM/GC Collaboration
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State of the Practice
Construction Manager/ General Contractor
4
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1.2: State of the Practice
Every Day Counts | 5
States with Legislative Authority to use CM/GC
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1.2: State of the Practice
Every Day Counts | 6
States with CM/GC Experience
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1.2: State of the Practice
• Inherent project risk • Opportunities for innovation• Need for specialized qualifications• Benefits from early procurement• Limited or fixed budget
Every Day Counts | 7
Why DOT’s use CM/GC?
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1.2: State of the Practice
• Opportunities for innovation
• Risk reduction & allocation
• Improved cost control
• Improved design quality
• Schedule optimization
• Collaboration
Every Day Counts | 8
Owner Benefits
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Delivery Method Overview
Construction Manager/ General Contractor
9
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1.3: Delivery Method Overview
Every Day Counts | 10
What is CM/GC?
Two-Phase Contract with Contractor:
• Phase I: Construction Management
• Phase II: General Contracting
Contract with Designer
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What is CM/GC? – Two-Phase Contracting
Every Day Counts | 11
PRE-CONSTRUCTION CONSTRUCTION
Preconstruction Services Construction Services
Price Agreement: TMP or GMP
ConstructionManager
GeneralContractor
• Develop cost model• Constructability Review• Early Schedule Development• Early Material Procurement• Construction Planning• ROW Acquisition• Solve Third Party Issues
1.3: Delivery Method Overview
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What is CM/GC? – Two-Phase Contracting
Every Day Counts | 12
PRE-CONSTRUCTION CONSTRUCTIONConstruction
ManagerGeneral
ContractorPrice Agreement: TMP or GMP
Engineering Services
Early Work Contract 1
Construction Contract 2
1.3: Delivery Method Overview
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1.3: Delivery Method Overview
• Program Manager & Designer: Qualifications Based Selection
• Construction Manager: 1. Qualifications Based Selection2. Best Value Selection
Technical score Price
Every Day Counts | 13
Project Team Selection
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Independent Cost Estimator (ICE)Qualification of ICE
• Contractor experienced in developing cost based estimates
• No conflict of interest• Qualifications based selection
Role of ICE• Participate during the design • Provide project costs • Assist the DOT in negotiations• Validate fair price
Every Day Counts | 14
1.3: Delivery Method Overview
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1.3: Delivery Method Overview
Every Day Counts | 15
Provide constructabilityFeedback
Identity and mitigate risks
Develop a cost model
*Periodically submit Opinions of Probable Construction Cost (OPCC)
Bid on project
Phase 1: Design Once we have selected CM/GC and Designer:
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1.3: Delivery Method Overview
Owner asks CM/GC to submit final Construction Cost:
Two estimates: 1. Designer-furnished Engineers Estimate2. Independent Cost Estimate (ICE)
Two Possible Outcomes:1. Owner gets fair price – Proceed with build2. Owner doesn’t get fair price
Every Day Counts | 16
CM/GC “Bid” Process
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Delivery Method Comparison
Construction Manager/ General Contractor
17
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1.4: Delivery Method Comparisons
Every Day Counts | 18
Project Traits Design-Bid Build CM/GC Design Build
Risk Management
Innovation
Constructability
Owner Control
Competitive Pricing
Price Certainty
Schedule Optimization
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Every Day Counts | 19
DBB DB CM/GC
Contractor Risk
Owner Risk
Risk
1.4: Delivery Method ComparisonsRisk Assessment
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Conclusion
Construction Manager/ General Contractor
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Keys to Success:1. Have a solid business case for implementing a CM/GC
program.
2. Contractor selection process must be transparent to local industry.
3. Public owner and contractor industry must have a mature partnering environment.
4. Dedicated staff and a champion dedicated to CM/GC deployment.
5. Pilot CM/GC deployment on smaller less complexprojects.
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Every Day Counts | 22
Thank You!
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Cost & Benefits Associated with CM/GC
John Haynes, FHWA Research and Innovation Program Manager
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• Describe the State-of-Practice• Provide an Empirical Analysis of
Performance• Give an Agency Perspective on the Results
2
Objectives
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3
Federal Highway Research Study
Two-Year Investigation into ACM Performance
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Research Study
Document Benefits, Costs and Risks Associated with Alternative Contracting Methods
Disseminate Lessons Learned• Conferences• FHWA TechBriefs• Webinars
4
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Data Collection Approach
5
1987FDOT
Introduces D-B Program
1990FHWA Allows
D-B under SEP-14
2002FHWA Issues Final DB Rule
2011FHWA Every Day Counts
CM/GC
2012MAP 21
Authorizes CM/GC
Brief history of DB and CM/GC in Federal highways
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Data Collection Approach
6
Goals• Collect the largest highway project delivery database• Collect diverse sample of completed projects
• Geographic• Project type• Project size• Project complexity
Seek statistically significant results
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Data Collection Approach
7
Two-step data collection approach1. Contract cost and time from
contracting databases2. Additional project characteristics
from project managers
Follow-up calls for data validation
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Data Collection Overview - DBB
8
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Data Collection Overview – D-B
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Data Collection Overview – CM/GC
10
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Data Collection Overview
11
291 projects• 134 D-B-B projects• 34 CM/GC projects• 39 D-B/LB projects• 84 D-B/BV projects
28 agencies• Completed 2004-2015
Research Data Collection
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Data Population Characteristics
• Project Delivery Methods• Procurement Methods• Payment Methods• Average Project Cost and Duration
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Project Delivery Methods
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Project Procurement Procedures
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Procurement Procedure
D-B-B (n=134)
CM/GC(n=34)
D-B/LB(n=39)
D-B/BV(n=84)
Low Bid 80% 0% 100% 0%Best Value 14% 47% 0% 100%Qualification-Based 1% 41% 0% 0%
*Total of each column may not sum to 100% because of unclassified procurement procedures by respondents.
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Payment Method
D-B-B(n = 134)
CM/GC(n = 34)
D-B/LB(n = 39)
D-B/BV(n = 77)
Lump sum 2% 3% 85% 91%Unit price 93% 38% 5% 0%GMP 0% 56% 0% 4%
Contract Payment Methods
*Total of each column may not sum to 100% because of unclassified payment procedures by respondents.
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Contracting Method
Mean Cost($k)
Median Cost ($k)
Max Cost($k)
D-B-B (n=134) 20,287 12,438 252,052
CM/GC (n=34)36,328 19,167 235,936
D-B/LB (n=39)10,646 4,384 68,826
D-B/BV (n=77)43,364 22,128 357,760
All Projects (n=284)
26,908 13,920 357,760
Average Project Award Cost
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Average Project Duration
Contracting Method
Mean Award Cost($k)
D-B-B (n=134) 20,287
CM/GC (n=34)36,328
D-B/LB (n=39)10,646
D-B/BV (n=77)43,364
D-B-B(n = 84)
CM/GC(n = 28)
D-B/LB(n = 33)
D-B/BV(n = 59)
1,627 days
983 days
659 days
1,027 days
Average Award Cost (repeated)
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Summary of Major Results
Alternative Contracting Methods• Apply to a variety of project sizes and
complexities• Greatly expedite timing of award• Significantly increase project intensity• Have no significant impact on cost
growth
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Contracting Method
Mean Cost($k)
Median Cost ($k)
Max Cost($k)
D-B-B (n=134) 20,287 12,438 252,052
CM/GC (n=34)36,328 19,167 235,936
D-B/LB (n=39)10,646 4,384 68,826
D-B/BV (n=77)43,364 22,128 357,760
All Projects (n=284) 26,908 13,920 357,760
Average Project Award Cost
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Applications for Small Projects
Project Delivery Type
Mean Cost($k)
< $20M < $10M
D-B-B (n=134) 20,287 63% 39%CM/GC (n=34) 36,328 47% 29%D-B/LB (n=39) 10,646 82% 70%D-B/BV (n=77) 43,364 38% 27%Total 26,908 59% 38%
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Applications for Small Projects
Project Delivery Type Mean Cost($k) < $20M < $10M
D-B-B (n=134) 20,287 63% 39%CM/GC (n=34) 36,328 47% 29%D-B/LB (n=39) 10,646 82% 70%D-B/BV (n=77) 43,364 38% 27%Total 26,908 59% 38%
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Non-Complex = 42 (15%)
Moderately Complex = 107 (37%)
Most Complex (major) = 140
(48%)
Project Complexity
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D-B-B = 134
(46%)
Non Complex
46%
Moderately Complex
39%
Most Complex
15%
D-B-B Project Complexity
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CM/GC = 34
12%
Non Complex
3%
Moderately Complex
32%
Most Complex
65%
CM/GC Project Complexity
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D-B Project Complexity
D-B/BV = 84
(29%)
D-B/LB = 39
(13%)
Most Complex
23%
Moderately Complex
39%
Non Complex
38%
D-B/LB
Most Complex
58%Moderately Complex
35%
Non Complex
7%
D-B/BV
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ConstructionScopingSTIP AdAward
FinalDesign
PreliminaryDesign
CostCertainty
D-B-B Timing of Award
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CM/GC Timing of Award
ConstructionPackage 1
PreliminaryDesign
ScopingSTIP
PreconstructionContract
Final DesignPackage 1
Award 1
ConstructionPackage 2
Final DesignPackage 2
Award 2
CostCertainty
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Design-Build/Best Value (D-B/BV)
Final Design
Construction
Scoping
STIP
RFP
Ad
CostCertainty
PreliminaryDesign
RFQ
Ad
Award
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D-B/LB Timing of Award
Final Design
ConstructionAd
Award
PreliminaryDesign
RFP
CostCertainty
ScopingSTIP
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Timing of Award
D-B-B
CM/GC
D-B/BV
D-B/LB
CostCertainty
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Project Intensity ($/Day)
D-B-B
CM/GC
D-B/BV
D-B/LB
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Project Intensity ($/Day)
Contract Method Mean($/day)
Median($/day)
Max.($/day)
D-B-B (n=82) 13,857 7,244 64,971
CM/GC (n=28) 36,826 23,152 159,030
D-B/LB (n=26) 10,382 5,731 39,943
D-B/BV (n=61) 29,283 27,611 76,811
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Cost Metrics
33
Award Growth• Engineer’s Estimate to Contract Amount
Construction Cost Growth• Award to Final
Change Orders by Type
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Cost Metrics
Contract Method Mean Min. Max.D-B-B (n=129) -9% -51% 42%CM/GC (n=31) 3% -13% 15%D-B/LB (n=37) -5% -58% 104%D-B/BV (n=78) -7% -51% 77%
Award Growth (Engineer’s Estimate to Award)
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Cost Metrics
Construction Cost Growth (Award to Final)
Contract Method Mean Min. Max.D-B-B (n=131) 4.1% ‐21.8% 33.1%CM/GC (n=31) 0.9% ‐12.0% 14.5%D-B/LB (n=39) 3.7% ‐5.6% 24.9%D-B/BV (n=81) 3.8% ‐4.5% 19.6%
* Note D-B methods include design and construction cost.
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Cost Metrics
Average Impact of Change order Categories (% of Award)
Change Orders D-B-B(n = 65)
CM/GC(n = 19)
D-B/LB(n = 21)
D-B/BV(n = 57)
All Projects(n = 162)
Agency Directed 1.2% 0.7% 1.6% 1.9% 1.5%Plan Errors and Omissions 0.9% 0.6% 0.1% 0.5% 0.6%Plan Quantity Changes 1.1% 0.3% 0.6% 0.2% 0.6%Unforeseen Conditions 2.4% 1.5% 1.8% 1.8% 2.0%Other 0.2% 0.2% 0.9% 0.3% 0.3%Total Cost Growth 5.8% 3.4% 5.0% 4.7% 5.0%
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Cost Metrics
Average Impact of Change order Categories (% of Award)
Change Orders D-B-B(n = 65)
CM/GC(n = 19)
D-B/LB(n = 21)
D-B/BV(n = 57)
All Projects(n = 162)
Agency Directed 1.2% 0.7% 1.6% 1.9% 1.5%Plan Errors and Omissions 0.9% 0.6% 0.1% 0.5% 0.6%Plan Quantity Changes 1.1% 0.3% 0.6% 0.2% 0.6%Unforeseen Conditions 2.4% 1.5% 1.8% 1.8% 2.0%Other 0.2% 0.2% 0.9% 0.3% 0.3%Total Cost Growth 5.8% 3.4% 5.0% 4.7% 5.0%
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Cost Metrics
Average Impact of Change order Categories (% of Award)
Change Orders D-B-B(n = 65)
CM/GC(n = 19)
D-B/LB(n = 21)
D-B/BV(n = 57)
All Projects(n = 162)
Agency Directed 1.2% 0.7% 1.6% 1.9% 1.5%Plan Errors and Omissions 0.9% 0.6% 0.1% 0.5% 0.6%Plan Quantity Changes 1.1% 0.3% 0.6% 0.2% 0.6%Unforeseen Conditions 2.4% 1.5% 1.8% 1.8% 2.0%Other 0.2% 0.2% 0.9% 0.3% 0.3%Total Cost Growth 5.8% 3.4% 5.0% 4.7% 5.0%
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Cost Metrics
Average Impact of Change order Categories (% of Award)
Change Orders D-B-B(n = 65)
CM/GC(n = 19)
D-B/LB(n = 21)
D-B/BV(n = 57)
All Projects(n = 162)
Agency Directed 1.2% 0.7% 1.6% 1.9% 1.5%Plan Errors and Omissions 0.9% 0.6% 0.1% 0.5% 0.6%Plan Quantity Changes 1.1% 0.3% 0.6% 0.2% 0.6%Unforeseen Conditions 2.4% 1.5% 1.8% 1.8% 2.0%Other 0.2% 0.2% 0.9% 0.3% 0.3%Total Cost Growth 5.8% 3.4% 5.0% 4.7% 5.0%
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Cost Metrics
Average Impact of Change order Categories (% of Award)
Change Orders D-B-B(n = 65)
CM/GC(n = 19)
D-B/LB(n = 21)
D-B/BV(n = 57)
All Projects(n = 162)
Agency Directed 1.2% 0.7% 1.6% 1.9% 1.5%Plan Errors and Omissions 0.9% 0.6% 0.1% 0.5% 0.6%Plan Quantity Changes 1.1% 0.3% 0.6% 0.2% 0.6%Unforeseen Conditions 2.4% 1.5% 1.8% 1.8% 2.0%Other 0.2% 0.2% 0.9% 0.3% 0.3%Total Cost Growth 5.8% 3.4% 5.0% 4.7% 5.0%
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Summary of Major Results
Alternative Contracting Methods• Apply to a variety of project sizes and
complexities• Greatly expedite timing of award• Significantly increase project intensity• Have no statically significant impact on
cost growth
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Questions?
42
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Tokyo Workshop- CM/GC Project Delivery
Mike Baker, PE - David Evans and Associates, Inc.September 20, 2016
1
Value of a CM/GC Program Manager
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Tokyo Workshop- CM/GC Project Delivery
Agenda• Why a Program Manager (PM)
• Aligning project needs and the PM role• Value added through the PM role• Early lessons learned• Scalability of Program Manager
2
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Tokyo Workshop- CM/GC Project Delivery
Reasons Owners Hire a Program Manager
• Fast/flexible access to skilled experts• Increased staffing capacity for timely delivery• Strong owner/project partnership and advocacy• Efficient service and procurement• Easy transition after project • ‘A shield in a storm’
3
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Tokyo Workshop- CM/GC Project Delivery
Example‐ Owner’s Successful History Delivering Bridge Projects
Owner staffed to deliver small to mid‐size projects• Hawthorne Bridge ‐ $21 million• Broadway Bridge‐ $26 million• Sauvie Island Bridge‐ $54 million
4
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Tokyo Workshop- CM/GC Project Delivery
Why a Program Manager
Sellwood Bridge has more…• Political Oversight• Public engagement• Complexity• Risk• Intergovernmental
coordination• Funding need• Scope/cost• Schedule Risk
5
Sellwood Bridge(6X larger project)
$325m
Sauvie Is. Bridge$54 m
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Advancing the Project on Many Fronts
Sellwood Bridge
Interchange
Detour Bridge
Design
Early Work Packages
LandslideStabilization
Condos
Sellwood Bridge
Construct
Interchange
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2011 2012 2013 2014 2015
VE
VE
ConstructDesign
ConstructDesign
Design Construct
CM/GC Studies
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Tokyo Workshop- CM/GC Project Delivery
Program Manager Role‐ the First 30 days
• Get up to speed on relevant project issues/materials
• Designer and CM/GC selection
• Assignments and meeting leadership
• Meet Political leaders and other public owner staff
• Integrate program manager team with County staff
• Oh, and we need to build a trusting relationship
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Tokyo Workshop- CM/GC Project Delivery
Establish Credibility and Build Trust Fast
• Listen, understand and translate needs into actions• Anticipate owner needs• Augment the owner’s strengths and desired role• Spend time getting to know each other • Invite and share feedback• Support each other while at the woodshed
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Tokyo Workshop- CM/GC Project Delivery
Supporting Owner During Pre‐Construction
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Activity Public Owner Program Mgr.
Project Leadership & Strategy Lead Co‐LeadKey Meeting Leadership Support LeadLead Design reviews Support LeadProject Controls and cost estimating Support LeadContract development (A&E, CM/GC) Support LeadRight of Way Lead SupportEnvironmental Permits Support LeadPublic Involvement Lead Support
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Tokyo Workshop- CM/GC Project Delivery
Supporting Owner During Construction
10
Activity Public Owner Program Mgr.
Project Leadership & Strategy Lead Co‐LeadKey Meeting Leadership Support LeadProject Controls and cost estimating Support LeadEnvironmental Permits Support LeadPublic Involvement Lead SupportRFIs, CO’s, submittals Support LeadQuality assurance and survey Support SupportField inspection Lead SupportOn‐going cost validation/negotiation Support Lead
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Tokyo Workshop- CM/GC Project Delivery
Early Value Through PM Role
• Accelerated designer and CM/GC selection
• Helped Manage Inter‐Agency Relationships
• Quickly established co‐located project office
• Pricing, contract and negotiation support
• Risk assessment and value engineering
• Develop strategy and decision‐making process
11
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Tokyo Workshop- CM/GC Project Delivery
Examples of Early Value Through PM Role
• Timely response to inspection services required
• Flexible staffing transition
• Hired the ICE quickly as owner requested
12
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Tokyo Workshop- CM/GC Project Delivery
Early Owner and PM Success Drivers
• Create a project‐first mindset‐ helped significantly by team co‐location
• Amidst the flurry of day‐to‐day work, take time to look forward 12 months and plan
• Know the key players and their interests‐all of them
• Develop and implement a clear communication strategy and know who’s best to deliver key messages
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Tokyo Workshop- CM/GC Project Delivery
Scalability of a Program Manager
• Bring on as early as possible to inform decision making• Adaptable to small and mid‐sized projects• Based on client’s needs and staff availability and ability • Consider a program manager where owner needs to:
• Enhance perceived credibility for project delivery• Expand in‐house management capability or capacity• Mentor an in‐house program/project manager• Utilize special expertise/experience• Have access to a full‐service team to respond to needs• Provide political buffer
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Tokyo Workshop- CM/GC Project Delivery
CM/GC• Promote collaboration, but
the owner decides
• Program manager may recommend
• CM/GC doesn’t direct designer
• Designer doesn’t direct CM/GC
• Program manager works to keep team working well together
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Tokyo Workshop- CM/GC Project Delivery
Questions
16
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CM/GC Case Studies – ‘Perspectives from the Field’ ‐ John Haynes, FHWA
Construction Manager/General Contractor (CM/GC)
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Utah Department of Transportation
Construction Manager/ General Contractor
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Alternative Contracting in Utah
Began with the UDOT’s first design‐build project in preparation for 2002 Winter Olympics in Salt lake City.
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Alternative Contracting in Utah• Interstate 15 Reconstruction project awarded in April 1997 and completed in July 2001
• Cost ‐ $1.63 billion
• Performance specifications encouraged innovation in design and construction.
• Resulted in huge success and ‘political capitol’ gains with public taxpayers and Utah State Legislators.
Interstate 15 Reconstruction Project
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5
What is Political Capital ?
“Obtaining trust, goodwill, and influence with political decision makers and the public taxpayers.”
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Diverging Diamond Interchanges
Innovations Resulting from UDOT’s Alternative Contracting Program
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Continuous Flow intersections
Innovations Resulting from UDOT’s Alternative Contracting Program
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Self Propelled Transport devices (SPMTs)& Accelerated Bridge Construction
Innovations Resulting from UDOT’s Alternative Contracting Program
I‐215; 4500 South Bridge Replacement Project
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*Allowed for CM/GC on all Utah state transportation projects.
Section 1302 ‐ Alternative Methods of Construction Contracting Management.
First CM/GC highway construction project awarded on May 2005.
Utah State Statute: Title 63G
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Sample UDOT Projects
Construction Manager/ General Contractor
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• Replacement of 12 bridge structures along I-80 in Salt Lake City, Utah
• Moved into location using Self Propelled Modular Transporters (SPMTs)
• Bridges replaced in days, not months. 11
CM/GC – Interstate 80 InnovateSalt Lake City, Utah
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• Complete bridge deck replacement in 40-days.• Deck removed and replaced in sections.• 600-ton crane with 335-ft reach stationed on
each end of the bridge.
12
CM/GC – Interstate -70 Bridge over Eagle Canyon, Utah
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• Gateway City to Zion National Park.
• Additional lanes added in each direction.
• Third Party Issues related to utilities, driveway access, businesses, and public concerns.
CM/GC – Utah State Route 9Hurricane, Utah
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14
• Contractor assisted with a 3-D utility map and relocation plan.
• Contractor developed utility phasing plan and construction schedule during design phase.
CM/GC – Utah State Route 9Hurricane, Utah
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15
CM/GC & Intelligent Design & Construction (IDC)
• 3‐D Models will be provided as legal construction plan at advertising.
• Paper Plan Sets will eventually be phased out.
• Construction crews will work from 3‐D Models during construction.
• At project completion contractors will deliver a 3‐D as‐built model.
Implementation will have a positive impact on the entire project lifecycle.
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16
CM/GC & Intelligent Design & Construction (IDC)
• Feedback from the contractor during pre‐construction helped refine UDOT’s model to interface with the contractor’s model.
• The CM/GC contracting method will continue to be the method to develop design‐bid build templates for increasingly complex projects. A Bentley Navigator for iPad screen
shot — Construction crews are field testing hardware and software for viewing 3‐D construction plans.
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California Department of Transportation (Caltrans)
Construction Manager/ General Contractor
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• Caltrans sought to modernize its contracting in 2005.
• State Assembly Bill 2498 signed on September 2012
• Authorized up to 6 CM/GC projects• First project awarded February 2014
Caltrans CM/GC Authority
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Sample CalTrans Project
Construction Manager/ General Contractor
19
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2020
CM/GC – San Francisco-Oakland Bay Bridge Foundation Removal
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2121
• 275-foot tall piers• 3-foot thick walls• One-month
demolition window
• First time Caltrans had used implosion method
CM/GC – San Francisco-Oakland Bay Bridge Foundation Removal
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2222
CM/GC – San Francisco-Oakland Bay Bridge Foundation Removal
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2323
CM/GC – San Francisco-Oakland Bay Bridge Foundation Removal
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CM/GC – San Francisco-Oakland Bay Bridge Foundation Removal
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Benefits of CMGC• $15 million innovation savings.• Contractor assisted in obtaining permits.• Project completed on time and within budget
CM/GC – San Francisco-Oakland Bay Bridge Foundation Removal
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Summary:1. CM/GC program is a good contracting method to
deploy new innovations.
2. When successfully applied CM/GC can build political capital. This in turn will open opportunities for future innovation savings and further successes.
3. CM/GC allows for early contractor involvement and resolution of third party issues.
4. CM/GC can be applied to smaller projects with inherent complexities.
5. The preconstruction planning efforts that occur with CM/GC can result in reduced construction costs, schedules, and user impacts.
26
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Tokyo Workshop- CM/GC Project Delivery
Mike Baker, PE - David Evans and Associates, Inc. September 20, 2016
1
CM/GC Case Study (Sellwood Bridge)- ‘Perspectives from the Field’
http://www.sellwoodbridge.org/
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Tokyo Workshop- CM/GC Project Delivery
Project Vicinity
2
Sellwood Bridge looking north- 3 miles south of downtown Portland
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Tokyo Workshop- CM/GC Project Delivery
Landslide
Steep cliffs
3
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Tokyo Workshop- CM/GC Project Delivery
Issues • West end slope instability
• Buses/trucks restricted
• General deterioration
• Bridge not designed for earthquakes
• Narrow lanes, no shoulders
• Narrow sidewalk
• No bike facilities/poor access
• Tight turns at west end
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Tokyo Workshop- CM/GC Project Delivery
Project Summary • Planning process – 2006-2010 • Right of Way – 2011-2012 • Design – 2011-2012 • Construction – December 2011 to late 2016
– Early work packages for • Detour bridge • Landslide mitigation • Condominium deconstruction and alteration
• Project Cost at $325-million
5
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Tokyo Workshop- CM/GC Project Delivery
When we’re done- 2016
Main spans looking East 6
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Tokyo Workshop- CM/GC Project Delivery 7
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Tokyo Workshop- CM/GC Project Delivery 8
When we’re done- 2016
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Tokyo Workshop- CM/GC Project Delivery
Project Challenges • In-water work
window limitations
• Technical complexity
• Stakeholder influenced design
• Substantial right-of-way acquisition
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Tokyo Workshop- CM/GC Project Delivery
The Case for CM/GC • County research suggested CM/GC most benefits the
owner for projects that:
Are high risk Are technically complex Have unusual site conditions Have schedule constraints Require complex phasing Have budget limitations Expected cost savings from innovation
10
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Tokyo Workshop- CM/GC Project Delivery
Early Value from CM/GC Input • Constructability reviews at design milestones
identified plan and specification refinements: –Enhanced main span construction due to detour bridge –Retaining wall refinements –Traffic control staging –Bridge Arch erection –Innovative perched cofferdam approach
11
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Tokyo Workshop- CM/GC Project Delivery
06/18/14 Courtesy of ODOT
Innovative approach to foundations
Move old bridge, use as detour, allow faster
construction of new bridge
Innovative removal of old
bridge piers
1
2
3
Innovations
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Tokyo Workshop- CM/GC Project Delivery
Detour Structure FEATURES
• Reuse existing structure as a detour bridge by moving it to the north
• Construct new bridge in one phase
BENEFITS •Reduced construction duration up to 9 months, minimizing time of impact to the environment and the community
•Reduced costs and environmental impacts associated with bringing new materials on-site for additional temporary structures
•Fewer temporary work bridges, reduced in-water riparian impacts
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Tokyo Workshop- CM/GC Project Delivery
Detour Bridge (Shoo-fly)- Install temporary foundations and work bridges
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Tokyo Workshop- CM/GC Project Delivery
Detour Bridge (Shoo-fly)- Construct temporary approaches
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Tokyo Workshop- CM/GC Project Delivery
Detour Bridge (Shoo-fly)- Translate existing bridge approx. 50-feet north
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Tokyo Workshop- CM/GC Project Delivery
Detour Bridge (Shoo-fly)- Shift traffic to Shoo-fly and build new bridge in one stage vs. two halves
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Tokyo Workshop- CM/GC Project Delivery
Detour Bridge (Shoo-fly)- Remove Shoo-fly, complete east end
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Tokyo Workshop- CM/GC Project Delivery
Construction Comparison- Sellwood Bridge
Slide old bridge for detour use, new bridge built in one phase - 2 Arch Ribs
Staged Construction built in two halves- 4 Arch Ribs
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Tokyo Workshop- CM/GC Project Delivery
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Tokyo Workshop- CM/GC Project Delivery
Moving a Bridge
Before Move
During Move
After Move
7 Million Pounds 1,100 feet long Moved 66’ on west Moved 33’ on east
Video 21
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Tokyo Workshop- CM/GC Project Delivery
Detour Bridge Benefits • Time: Reduce construction duration up to 9 months
• Money: Reduce cost (up to $10 million) in materials, labor, and equipment
• Safety: Separation improves safety for workers and travelling public.
• Design: – Eliminates redundant features – Improves appearance (two arch ribs instead of four)
• Environmental Impacts: – Fewer temporary work bridges – Less construction time – Reduces in-water and riparian impacts
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Tokyo Workshop- CM/GC Project Delivery
Perched Box Caissons FEATURES
• Constructed above river and lowered- no in-water work window limitations
• Concurrent vs. sequential construction
BENEFITS •Cost, Schedule, Innovation (saved ~ $8M) •Reduced aquatic habitat impacts from 0.25 acres to 0.03 acres •Avoided need to drive cofferdam sheet piles into riverbed •Avoided deep excavation into riverbed to form and pour concrete cofferdam seals and footings
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Tokyo Workshop- CM/GC Project Delivery Built above the river
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Tokyo Workshop- CM/GC Project Delivery Ready to Lower
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Tokyo Workshop- CM/GC Project Delivery Lowered- ready to de-water
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Tokyo Workshop- CM/GC Project Delivery De-watered, ready to cut shaft casings
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Tokyo Workshop- CM/GC Project Delivery
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Tokyo Workshop- CM/GC Project Delivery
FEATURES Original plan to demolish all 5 river piers in large cofferdams Actual Method: •Isolated 2 piers on the bank from the river using sandbags •Removed 3 piers in the river using a diamond wire saw
BENEFITS • No large cofferdam construction
and impact to river bottom • Avoided impacts to fish • Removed concrete in large
sections
Pier Removal
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Tokyo Workshop- CM/GC Project Delivery
Cost Benefits from CM/GC • Examples of innovation collaboration (saved $25M) Slide and use old bridge for detour- saved up to $10M Perched box caissons for foundations- saved up to $8M Validated steel vs. concrete deck arch- saved up to $4M Retaining wall optimization- sav3d up to $500K
• Collaborative cost avoidance- CM/GC proposed alternative traffic staging idea to avoid $5M in cost
• Project overhead costs approximately $1M/month so every day counts
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Tokyo Workshop- CM/GC Project Delivery
Other Realized CM/GC Benefits • CM/GC regard for neighborhood context built goodwill
• Advanced schedule-critical early work packages- gained an additional winter in-water work window
• Early procurement of key materials locked in schedule and reduced pricing escalation
• CM/GC process has allowed us to accelerate permits vs. waiting for 100% design
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Tokyo Workshop- CM/GC Project Delivery
CM/GC Lessons Learned • Co-location , partnering and teambuilding are key • Requires a strong owner and collaborative team • Requires the ‘right’ contractor, designer and owner staff • Balance of self-perform and sub work matters • Risk Management is crucial • Contractor involvement in solving problems is key • Challenge to get early/meaningful design review input
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Tokyo Workshop- CM/GC Project Delivery
Questions
33