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Construction Manager at RiskProject Overview and Performance
Jenica Keller, PEAssistant Chief of Project Management
NDOT
What is CMAR?
Procurement Strategy
• Solicitation: RFP and Interview• Evaluation & Selection process:– Qualification based – Best Value (qualification + Fee)
•Design Workshop
Risk Assessment
•Risk Mitigation
Estimate•Design Workshop
Risk Assessment
•Risk Mitigation
Estimate•Design Workshop
Risk Assessment
•Risk Mitigation
Estimate
GMP
Part
nerin
g
ICE 3
ICE 1
OPCC 2
OPCC 3
ICE 2
OPCC 1
CMAR Process
NDOT Experience
• 4 projects – Diverging Diamond Interchange, pavement,
structural and tunnel rehabilitation, ITS and bike path
• $1.5M to $31M• Others under consideration
Moana Lane
Improved Efficiency & Safety … Same Footprint
Location and Scope• I-580 at Moana in Reno• Construct DDI• $7M
Moana LaneWhy CMAR?• Adjacent local
agency project• High traffic
volumes• Subgrade
issues
Stateline to Stateline BikewayLocation and Scope• US-50 near South
Lake Tahoe• Construct multi-
use path• $1.5M
Stateline to Stateline BikewayWhy CMAR?• Environmentally sensitive area• Intense multi-agency coordination• Very short construction season during peak
tourist activity
Carlin TunnelsLocation and Scope• I-80 at Carlin• Rehabilitate pavement, structures, tunnels
and lighting• $31M
Carlin TunnelsWhy CMAR?• State of the art LED Tunnel
Lighting• Environmentally sensitive
area• Unknown bridge deck
conditions• Tight working conditions• Availability of
labor/housing
.
Kingsbury GradeLocation and Scope• SR-207 near South Lake Tahoe• Rehab pavement and drainage• $15-18M
Kingsbury GradeWhy CMAR?• Environmentally sensitive• Very short construction season during peak tourist
activity• MOT and schedule• Utilities• Groundwater• Stakeholders
How are we doing?
• Innovation• Budget• Schedule• Risk
Program Performance - Innovation
• Multiple GMPs:– Early procurement of materials
• More scope for same budget• Aggressive construction schedule/sequence• More efficient methods
Program Performance - Budget• Average preconstruction cost relative to bid
1.8% CMAR1.5% ICE
• Average difference in bid-2.8% CMAR/ICE1.6% CMAR/Engineer
• Average savings from innovation11.7%
Program Performance – Schedule• Contractor’s input improved the schedule by
identifying multiple shifts, increased production rates, etc. This resulted in reducing overall construction duration.
Program Performance – Risk• Risks identified and mitigated during design• CMAR owns quantity risk• Average risk reserve budget relative to bid
2.5% CMAR3-5% for DBB
• Trend shows risk reserves are adequate with budget remaining (NDOT retains) at closeout
• Budget related change orders = 0
What lessons have we learned?
• Program• Procurement• Construction
Lessons Learned - Program
• Designate an executive level champion• Learn from others• Ensure industry support• Form an internal program team• Evaluate each step along the way and adjust• Known, fair and followed!
Lessons Learned - Procurement• Communicate project goals, evaluation criteria• Past CMAR experience wasn’t required• Consider a pre-proposal meeting• Evaluation and Selection: multi-disciplinary
team; E&S plan; orientation/training• Allow industry/FHWA to observe• Offer debrief meetings
Lessons Learned - Construction• Earlier communication and coordination leads
to higher quality• Overrun/Underrun Risk• Easy to implement: not a significant culture
change and minimal process changes required
Conclusion• CMAR has been successful• NDOT will continue to use CMAR