Benefits of a Proven Self-Performing Design-Builder

A critical element of success for progressive design-build projects is cost savings. It is the design-builder’s job to make every penny of the guaranteed maximum price (GMP) count. A self-performing design-builder provides cost and schedule certainty during the design-to-budget process. These advantages also extend to construction activities, where the design-builder provides the client with the ability to cost-effectively self-perform much of the construction work, controlling the critical path and managing project risk. Here are some specific benefits to self-performance in the design-build delivery method.

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Topics: Self-Performing, Ulliman Schutte, Value Engineering.

Strategies for Material Delivery and Price Escalation Risks on Collaborative Delivery Projects

The pandemic has impacted not only our day-to-day lives but it is forcing us to reexamine long-accepted approaches to how collaborative delivery firms specify and procure materials and equipment for our projects. A global scarcity of shipping containers, skyrocketing shipping rates, clogged ports, and shortages of manufacturing components are driving firms to evolve their procurement approach to avoid long lead times and escalation charges. Gone for now are the days when quality and price were the two primary drivers for equipment and material selection. Firms and owners are now putting greater emphasis on other factors such as manufacturing location, delivery methods, material availability, and fabrication lead times when selecting materials and equipment.

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Topics: AECOM, Collaborative Delivery.

Principles of O&M Engagement for Design-Build Projects

As design-build (DB) becomes more common for the development and construction of long-term infrastructure, the engagement of the owner’s operations and maintenance (O&M) team becomes significantly more important to project success. For some projects, the traditional design-bid-build process may not have taken advantage of the institutional knowledge available from the owner’s O&M teams as facilities and systems were designed, constructed, and commissioned. When projects are implemented without O&M team input, the O&M function can be “stuck” with facilities that do not work as well as they could have if there had been more O&M input into the entire project development process.

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Topics: Brown and Caldwell, O&M.

Is CMAR the Best Delivery Solution for your PFAS Problem?

Perfluroalkyl and polyfluoroalkyl substances (commonly referred to as PFAS) are impacting drinking water supplies nationwide. These emerging contaminants are challenging municipalities, water districts, and all water providers. Unlike system capacity increases and aging facilities incorporated into long-term planning, PFAS levels spike, forcing owners to take immediate actions to maintain water quality and the need for regulations surrounding them to change quickly. Do you need a PFAS solution?

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Topics: CMAR, PFAS, Rice Lake.

Developing the Right Team for Success on Your Next Design-Build Project

Pursuing, winning, and successfully executing design-build projects requires having the right team in place for the project. The “right” team has the experience and diversity to foster creativity and increase the quality of solutions for the owner while identifying and addressing the unique challenges associated with the project.

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Topics: Design-Build, PCL.

Why You Should Consider Progressive Design-Build for Your Next Water/Wastewater Project

Do you have an upcoming project where cost and schedule certainty are critical? Are project costs increasing on your design-bid-build projects? Do you have the funding to build projects, but not enough in-house project management staff? Do you want to take your projects to the next level with total collaboration? If you answered “yes” to any of these questions, progressive design-build might be the ideal collaborative-delivery method for your next water/wastewater project.

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Topics: Garney, Progressive Design-Build.

Addressing the Wish List

What happens when your project has a fixed budget and an open-ended project scope? Or what if there is a desire to deal with not only a specific need, but also address a “wish list” of additional improvements?

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Topics: Black & Veatch, Progressive Design-Build.

Clarify to Specify

Words are important — an obvious truism and pertinent to a collaborative project delivery effort. The action item is to ‘mobilize the language’ for maximum effect in our contract documents for water/wastewater projects. First, a quick anecdote: A lawyer friend (not mutually exclusive) shared a simple and keen observation when I first worked with him on a contract review. He asked, “Know the difference between an engineer and a lawyer?” After searching my library of lawyer jokes, I had to admit ignorance of the difference. He said, “Lawyers know they’re not engineers.”

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Topics: Collaborative Delivery, Contracts.

Evolution of Collaborative Delivery – The Progressive P3 Model

The City of Lake Oswego (OR) is currently implementing a progressive P3 project for its new wastewater treatment plant, replacing the City of Portland’s aging Tryon Creek facility.

As water utilities continue to harness the benefits of collaborative delivery methods to implement their capital projects, new variants are emerging that provide owners with a broader scope of services. Collaborative delivery methods have evolved significantly in recent years as municipalities struggle to meet the challenges of providing reliable, cost-effective water and wastewater service to their customers despite aging infrastructure, increasing regulations, and limited staffing and expertise.

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Topics: P3, Progressive Design-Build.

Mitigating Market Volatility During Construction Through Collaborative Delivery Methods

Across the board, supply chain issues and rising costs are impacting engineering and construction projects. The costs of construction materials have elevated over the past year due to growing demand and major disruptions to production fueled by the pandemic. These disruptions are responsible for construction material shortages much like the auto industry is facing with microchip shortages. And with more engineering and construction projects ramping up as the pandemic is winding down, the demand is increasing but the availability of materials can’t keep up. Materials that once took six weeks to have delivered on site can now take over a year. Some suppliers have even closed their books for the remainder of this year because of the strained availability of their materials. Suppliers are also hesitant to guarantee prices for extended periods because of the volatility in price and strained availability for the raw materials. Quotes previously honored for up to 90 days are now only good for as little as 24 hours.

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Topics: Collaborative Delivery, Garver.