Challenge
Two distinct projects were delivered to address two separate client needs. The first, Bartram Water Main, was designed and constructed to resolve capacity and pressure issues in a fast-developing service area in Jacksonville, FL. The project included multiple trenchless crossings including directional drilling of FDOT and sensitive environmental areas as well as jack and bore installation for FDOT and railroad crossings. The nature and length of these installations dictated the critical path of the project. This was determined during preconstruction and expedited by the CMAR to facilitate efficient progress with the open cut work. The second, Cecil Field Water Main, was designed and constructed to replace an aging 24-inch line that had been susceptible to failure and outage. A significant challenge of the Cecil Field Water Main was managing and minimizing high-profile business customer outages through careful construction sequencing during preconstruction.
Approach
The owner chose the CMAR delivery method to facilitate an opportunity for contractor collaboration on constructability through the design process, to allow for design and construction phase flexibility, and to provide schedule and cost certainty. The contract was divided into two distinct projects of similar size and nature but on overlapping design tracks and construction schedules. Trenchless installations, existing utilities, and geotechnical conditions were evaluated thoroughly by the CMAR to combine installations for maximum cost savings and operational efficiencies.
Results
The CMAR was brought on board at the 10% design level, allowing for a maximum level of contribution on constructability for the project as well as early budgetary estimating and scheduling effort. Combining two like projects into a single CMAR contract allowed for efficiencies during preconstruction evaluations, estimating, as well as construction. The preconstruction team was consistent throughout both projects, implementing efficiencies that were developed during both phases of delivery into the delivery of the second project. They were able to develop cost forecasting tools critical for the owner’s yearly budgeting needs and refine them throughout the project delivery. When repeated failures on the existing line being replaced on the Cecil Water Main project occurred, the project team was able to fast-track material acquisition already ongoing with the Bartram project and expedite the construction start date for the second Cecil Water Main.
The CMAR delivery method also allowed the project team to quantify, assign, and mitigate risk most effectively through contingency and allowance allocations. Throughout design and construction, contingency and allowance items were discussed and modified to fully understand the maximum potential cost for the project, identify areas where the project could be de-risked during the preconstruction phase, and where to focus our attention during construction to ultimately minimize additional risk and provide final cost savings to the owner. This process resulted in savings on the original contract value of over $2.4 million back to the owner.
Other WCDA member involved: Ferguson Waterworks (supplier of all HDPE pipe, gate valves, fittings, and miscellaneous supply house materials)
