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Construction Manager at Risk Project Overview and Performance

Construction Manager at Risk Project Overview and Performance. Jenica Keller, PE Assistant Chief of Project Management NDOT. What is CMAR?. Procurement Strategy. Solicitation: RFP and Interview Evaluation & Selection process: Qualification based Best Value (qualification + Fee). ICE 2.

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Construction Manager at Risk Project Overview and Performance

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  1. Construction Manager at RiskProject Overview and Performance Jenica Keller, PE Assistant Chief of Project Management NDOT

  2. What is CMAR?

  3. Procurement Strategy • Solicitation: RFP and Interview • Evaluation & Selection process: • Qualification based • Best Value (qualification + Fee)

  4. ICE 2 CMAR Process • ICE 3 • OPCC 2 • OPCC 3 • ICE 1 GMP Partnering • OPCC 1

  5. NDOT Experience • 4 projects • Diverging Diamond Interchange, pavement, structural and tunnel rehabilitation, ITS and bike path • $1.5M to $31M • Others under consideration

  6. Moana Lane • Location and Scope • I-580 at Moana in Reno • Construct DDI • $7M Improved Efficiency & Safety … Same Footprint

  7. Moana Lane • Why CMAR? • Adjacent local agency project • High traffic volumes • Subgrade issues

  8. Stateline to Stateline Bikeway • Location and Scope • US-50 near South Lake Tahoe • Construct multi-use path • $1.5M

  9. Stateline to Stateline Bikeway • Why CMAR? • Environmentally sensitive area • Intense multi-agency coordination • Very short construction season during peak tourist activity

  10. Carlin Tunnels • Location and Scope • I-80 at Carlin • Rehabilitate pavement, structures, tunnels and lighting • $31M

  11. Carlin Tunnels • Why CMAR? • State of the art LED Tunnel Lighting • Environmentally sensitive area • Unknown bridge deck conditions • Tight working conditions • Availability of labor/housing

  12. Kingsbury Grade • Location and Scope • SR-207 near South Lake Tahoe • Rehab pavement and drainage • $15-18M .

  13. Kingsbury Grade • Why CMAR? • Environmentally sensitive • Very short construction season during peak tourist activity • MOT and schedule • Utilities • Groundwater • Stakeholders

  14. How are we doing? • Innovation • Budget • Schedule • Risk

  15. Program Performance - Innovation • Multiple GMPs: • Early procurement of materials • More scope for same budget • Aggressive construction schedule/sequence • More efficient methods

  16. Program Performance - Budget • Average preconstruction cost relative to bid • 1.8% CMAR • 1.5% ICE • Average difference in bid • -2.8% CMAR/ICE • 1.6% CMAR/Engineer • Average savings from innovation • 11.7%

  17. Program Performance – Schedule • Contractor’s input improved the schedule by identifying multiple shifts, increased production rates, etc. This resulted in reducing overall construction duration.

  18. Program Performance – Risk • Risks identified and mitigated during design • CMAR owns quantity risk • Average risk reserve budget relative to bid • 2.5% CMAR • 3-5% for DBB • Trend shows risk reserves are adequate with budget remaining (NDOT retains) at closeout • Budget related change orders = 0

  19. What lessons have we learned? • Program • Procurement • Construction

  20. 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!

  21. 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

  22. 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

  23. Conclusion • CMAR has been successful • NDOT will continue to use CMAR

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