~ module 6 ~ cmgc contracting at udot program, projects & lessons learned michelle a. page, p.e....

~ Module 6 ~CMGC Contracting at UDOT

Program, Projects & Lessons Learned

Michelle A. Page, P.E. & Teri Newell, P.E.

UDOT CMGC Program• FHWA - SEP 14 & Stewardship Agreement• Centralized Roles – Procurement– FHWA Reporting

• De-Centralized Roles– Procurement– Design– Construction– Project Closeout

UDOT Committed Funds by Delivery Methodby Year of Advertisement Date ($ in Millions)

2006 2007 2008 2009 2010 2011$0

$100

$200

$300

$400

$500

$600

$700

$800

DBBDBCMGC

71

106

12

128

6

6334

$1.85B

223

136

100

5

3

9

11

8

9

UDOT Development of CMGC

CMAR Concept

Owner

Contract Manager

At-Risk Subs DesignerContractor

CMGC Concept

Owner

Designer Contractor

Specialty Sub Specialty Sub

CMGC Team Approach

• Partnering• Build Trust• All Project Challenges

Identified• Contractor Bids

Actual Line Items

CMGCTeam

UD

OT

Des

igne

r

Cont

ract

or

Fair Price Strategy

• Engineer’s Estimate• Typically based on State Averages

• Contractor’s Estimate• Prepared for specific project bid items• Typically based on production rates and unit price

• Independent Cost Estimate (ICE)• Cost Validation• Reflects Current Market Conditions

• Build & Develop Trust– Team Building,

Partnering Requirements, & Dispute Resolution

• Co-Location• Partnering– Project Level– Executive Level

• Communication– Project Manager• Project Team• Senior Leaders

• Site Visits• Project Staffing Plan

UDOT Lessons Learned - General

• Project Goals• RFP “Boiler Plate”• Well Defined Selection Criteria & Scoring Method– Focus on the differentiators– What are the minimum qualifications?– Project Specific

UDOT Lessons Learned – Procurement

• Blinding of the Oversight Committee– Technical Evaluation Team presents as Proposer A, B, C,

etc. – Oversight Committee provides an unbiased perspective

• Always leave an option for interviews• Include a Consultant & Contractor as a member of the

evaluation team• Documented Selection Process

UDOT Lessons Learned – Procurement

UDOT Lessons Learned - Design• Decision Making• Contractor Input • Risk Identification & Management• Important to watch Scope, Schedule, & Budget– Set goals to keep the team focused– Know your schedule limitations– Have candid budget discussions

• Value Engineering– Procurement vs. Design

UDOT Lessons Learned - Design

• Price Strategies –GMP, TMP, Lump Sums, Unit Pricing,

Provisional Sums• Blind Bid Opening• Documentation – Decisions, Risk, Pricing, Comment Resolution, Etc.

UDOT Lessons Learned - Construction

• Quantities• Payment• Early NTP• Risk Management Strategies– Change Order

• Severable Packages– Order Girders– Order State Furnished

Equipment– Build Haul Road– Clear & Grub– Early Utility Work– Stockpile Material

~ Module 6 ~Mountain View Corridor

Teri Newell, P.E.

MVC Project Overview

• Salt Lake County (2010 to 2013)– CMGC– 15 mile segment– Two lanes in each direction

• Utah County (2010 to 2011)– Low bid– 3 mile segment– Two lanes in each direction

14

Preconstruction Phase

15

Results – Reduced Construction Cost

$200 $225 $250 $275 $300 $325 $350 $375 $400 $425 $4500%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

OPCC1

OPCC2A

OPCC3

OPCC4

Program Budget & Contingency Overview

17

CMGC Innovation• $25M savings through alternative design analysis and

construction innovation – DART Process

• $12M cost reduction in utility relocation – protect in place, means and methods analysis with utility owners

• $6M savings due to schedule compression

• $9.5M savings due to elimination of a rail bridge

Why was CMGC Right for MVC?• Stagger the contractor selection for I-15 CORE and MVC, while

maintaining similar construction schedules• Flexibility to develop and implement mutually beneficial solutions

for communities, utility companies, land owners, and UDOT• Innovative solutions that saved time and money• Flexibility to add or delete scope to project with a firm

understanding of pricing due to open book process• Informed decisions about future needs vs. initial construction

(phasing) based on contractor’s constructability review and estimate

• Risk had time to be mitigated due to early identification by the team of owner, designer and contractor

• Construction schedule coordination throughout the design process allowed for prioritization of key right of way purchases

Benefits of CMGC

• Deliver the Best Transportation Project at the Best Value

• Owner Makes Informed Decisions• Optimize Innovations • Risks Managed Throughout Project Delivery

Reference Materials & Questions

• UDOT Annual CMGC Reports, and other related documents available online at www.udot.utah.gov • Questions?