My wife and I tell our guests to make themselves at home, but this can quickly go awry. Several years ago, with only two months until our first child was due, we decided to buy a fixer-upper and start a complete “gut and rebuild.”
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.
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.
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.
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.
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.