Do you have a one-time mega-project that you don’t have the capacity or capabilities to deliver? Is your capital improvement program growing quickly and you need to equip your staff with the right skills and relevant knowledge to keep up with the rising demand? Do you need to decrease your average project delivery time due to rate-payer or political pressure? All of the above?
One of my typical roles as an owner advisor is to review proposed construction management at-risk (CMAR) and design-build contracts from a commercial perspective—i.e., what’s the likely marketplace reaction to the contract and is the contract consistent with the philosophy behind collaborative delivery? I am continually amazed by what I see.
When we emerge from the extreme days of the COVID environment, there will be some lingering effects that become a permanent part of our way of doing business. Management of the supply chain is probably one of the most significant.
The beginning stages of the design-build process may seem premature to begin discussions on commissioning, but early planning improves the chance of project success. Collaborating on commissioning with the design-build team allows an owner to articulate their goals and expectations for the project, develop a commissioning plan that is built upon throughout the design process, and successfully execute the plan.
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.
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.
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.
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?
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.
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.