CM MIDTERM.txt

• • Definitions of scope and requirements of a project
• • Procedures, actions and sequences of events
• • Contractual requirements, obligations and responsibilities of the parties.
• • interrelationships among the participants
• • Mechanisms for managing time, cost, safety and quality
• • Forms of agreement and documentation of activity.
• • Closeout of the project and startup of the new facility.

• • Time available for the entire project, including design and construction.
• • Overall scope and complexity of project.
• • Possibility of phased or (fast Track) Construction.
• • Strength of the owner’s staff in regard to administration of a project.
• • Availability of qualified contractor, subcontractor, suppliers and tradespersons.
• • Legal requirements, particularly in construction of Public buildings.
• • Financial strength of owner.
• • Budget and cash flow capabilities of owner.
• • Design expectations of owner.
• • Owner’s desire for integration of the design and construction processes, including preconstruction services by contractor.
• • Special needs of users.
• • Special employment preference program requirement by owner.
• • Desired risk distribution.

• Advantages (owners viewpoint)
• • Simplified contract
• • Overall cost determined prior to construction award.
• • Less owner involvement (not always good)
• • Competitive process
• • More risk passed on to contractor.
• Disadvantages (owners point)
• • Design completed without contractor input.
• • Design construction time does not overlap.
• • Adversarial position with contractor.
• • Change orders difficult to resolve.
• • Process assumes drawings depict most cost effective design.
• • Less control by owner over control of work.
• • Process encourages the use of marginal subcontractors (i.e cheap)
• • Costs not confirmed until after the design process is completed.

• CM GM
• Hired on basis of Fee/Credentials Hired by Lump Sum Bid Process
• Preconstruction Services Usually no Preconstruction services
• Conceptual Estimate Safety
• Value Engineering/Constructability Reviews Construction
• Bid Packaging Warranty
• Coordinate owners Team Risk for quality, Cost & Schedule
• Interface with Agencies
• Cash Flow Studies
• Overview GM
• Advise Owner on claims/Change Orders

• Advantages (owners)
• • Overlap of design and construction phases shortens overall project schedule.
• • Reduces adversarial relationship with contractor.
• • Contractor’s expertise brought in during the design phase.
• • Owner usually participates in savings.
• • Better prequalification of subs.
• • Greater control by owner during all phases of construction.
• Disadvantages (owner)
• • Unrepeatable contractors can abuse arrangements.
• • GMP if set too early can cause numerous changes as the design finalizes.
• • More owner skill (involvement) is required.
• • Contract more difficult to administer.

• Advantages (owners)
• • One Contract eliminates finger pointing between design and construction teams.
• • Minimal owner coordination.
• • Delivery time shortest of all methods.
• • Opportunity for construction involvement during design phase.
• • Change orders are simplified.
• • Early establishment of GMP.
• Disadvantages (owner)
• • Owner must identify clearly the intended scope and quality expectations.
• • Selection of team might be hard, based on qualifications cost or combination?
• • If selection by cost, design/build team has to invest effort to determine cost.

• • Pre-design
• ex: feasibility studies, finance, program, schedule, plan

• • Design
• ex: schematic design, design development, construction documents.

• • Construction
• ex: project control, cost reports, change order modification, safety.

• • Post-Construction:
• ex: Commissioning, Move in, Start up, Operation, Maintenance, Insurance

• • Identify Project activities.
• • Estimate activity durations
• • Develop the project plan
• • Schedule project activities
• • Review and analyze the schedule
• • Implement the schedule.

• -identify activities
• -estimate duration
• -activity sequence
• - constructs bar chart.

• Advantages: Simple, Good Communications Tool
• Disadvantages: No interrelationships, hard to determine impacts of delay.

CPM: resources can change critical path, activities are linked and logical.

Resources schedule: a schedule that is affected by resources availability.

• Factors affecting productivity:
• • Seasonal conditions
• • Skills
• • Quality of work
• • Material and equipment availability.

• Logistics: Planning and establishment of the strategy to deal with the
• 1. Procurement
• 2. Maintenance
• 3. Transportation
• 4. Handling of material
• 5. Facilities
• 6. Personal
• Logistics plan Process
• • Investigate
• • Establish the plan
• • Communicate the plan
• • Implement follow up and control.

• • Cost/time impact reflected in schedule and estimate.
• • Subcontractors know what is expected from them.
• • Eliminate surprises.
• • Identify concerns and risks.
• • Smooth running project.

• • Adjacent properties
• • Existing roads, streets, utilities, features
• • Environmental concerns.
• • Soil types and ground water level.
• • Safety concerns.
• • Proposed building size, height. Coding.
• • Climate concerns.
• • Historical investigation.

• • Uniqueness
• • Changing teams
• • Environment uncontrollable
• • Cost restrictions.

• • Establish Partnering:
• -Create team environment
• -Establish common goals.
• -Methodology to solve ponflict.
• -Avoid litigation.

• • Perform Constructability reviews:
• -Repetitive items
• -Tolerance
• -building phasing.

• Establish comparative building standards.

• Estimate must confirm established quality levels.

• • Purchasing
• • Submittals
• • Mock-ups
• • Inspection and testing
• • Field work

1. Delays: weather, documents, owner, force majeure, accidents.

2. Cost overruns: Changes, Drawing “scope creep”, unanticipated events, Hidden/unknown conditions, poor contractor estimates.

3. Performance: Owner, Architect “Errors and omissions”, contractor, subcontractor.

4. Varying Conditions: Site, Environmental, Code Issues, Phasing.