When the supply chain faces pressure and creates a volatile market for utility-scale construction projects, challenges arise for project teams seeking solutions to long-term wastewater treatment facility expansions.
HDR and Garney recently conducted an interview with the UG project team to gain insight into some of the tangible benefits it has realized through its recent CMAR procurements.
How do you keep complex projects on track and successfully moving forward? Collaborative project delivery (CPD) combined with the use of an owner advisor (OA) or program manager.
As construction projects at wastewater treatment plants near completion, everyone involved usually has a bit of fatigue.
Collaboration, innovation, and inclusion are key to the success of big design-build projects. Implementing such measures in the early phases of a project helps ensure overall project success and should be a guiding principle on all large design-build projects.
Sustainability has become a word mentioned across our lives and the industry but isn’t as clearly defined as other terms like efficiency, safety factor, or effluent quality.
The design-build project delivery approach continues to deliver value to municipal water utilities. From a single point of responsibility and integration to cost certainty and timely delivery, design-build can help create a more streamlined and seamless project experience.
Projects delivered under construction management at-risk (CMAR) and progressive design-build (PDB) contracts are becoming more common in the US water sector. Each method offers opportunities for an owner to accelerate schedule, collaborate more effectively with a project team, facilitate early consideration of construction issues, and receive insight into project cost. There are many similarities between these two delivery methods, but PDB offers one major differentiator: an opportunity for the owner to transfer additional risk.
As the number and size of infrastructure projects continue to increase, while the qualified available workforce continues to decrease, contractors who traditionally identify as “self-performing” contractors find themselves having to make decisions on what scopes of work they ultimately need to self-perform for project success. This is especially true on the “mega-sized” projects.
There is a long and rich history of the development and use of standardized contract documents in the US construction industry. There are several off-the-shelf contract options that have been strategically developed specifically for our industry.