Picking the firm and procedure to guarantee fruitful open works ventures

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Deciding: Choosing the firm and procedure to guarantee fruitful open works ventures ACEC Kansas Contractors Association APWA Kansas

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Presentation Developed By: Chip Corcoran, Olsson Associates, ACEC Patricia Gentrup, Olsson Associates, ACEC Clarence Munsch, George Butler Associates, ACEC Mac Andrew, Director of Infrastructure and Transportation, Johnson County, KS, APWA John Walters, Walters Morgan, KCA Bill Brungardt, Brungardt Honomichl, ACEC KS Alan Farrington, Sherwood Construction, KCA Scott Erickson, Smoky Hill Construction, KCA Scott Heidner, Executive Director, ACEC

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Project Delivery Systems University of Kansas ACEC/KCA Class for MPA Program March 6, 2006

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Definition A venture conveyance framework is a thorough procedure by which a venture is composed and built, it incorporates: Definition of extension and necessities Contractual prerequisites, commitments, and duties of the gatherings Interrelationships among the members Mechanisms for overseeing time, cost, security and quality Forms of assention and documentation of movement Actual execution of outline and development Closeout of the venture and start-up of the new office

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Types of Project Delivery Systems Traditional (Design/Bid/Build) Fixed Price (Unit Price or Lump Sum) Cost Plus Design/Build (D/B) Multiple varieties, including working, keeping up, owning and turn-over Construction Manager at Risk Variations incorporate differing degrees of administration obligations

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Traditional Design/Bid/Build Contract reports are completely created preceding development Competitive offering – no decision, the low offer wins Potential for ill-disposed connections No "Ensured Maximum Price"

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Design/Build Performs both plan and development under one contract between a proprietor and outline assemble group Owner can hand pick the plan manufacture group Single guide responsibility Conducive toward "quick track" development Reduces pre-development administrations (i.e. fetched control, esteem designing, sub temporary worker control, constructability audit)

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Design/Build Guaranteed Cost Reduces proprietor contribution past program definition Shifts extend chance from proprietor to D/B group

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Traditional Owner bears danger of constructability and plan Designers not responsible for development cost Owner is in charge of interfaces Owner is in charge of QA/QC Design/Build D/B bears danger of constructability and outline Designers are responsible for cost D/B is in charge of interfaces D/B is in charge of QA/QC Project Risks

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Construction Manager at Risk Where the Construction Manager is likewise the constructor Allows the Owner, Construction Manager and Architect/Engineer to fill in as a brought together group. Based upon an Owner's concurrence with a qualified development firm to give Leadership Administration Management all through a venture, inside a characterized extent of administrations.

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Construction Manager at Risk Services may include: Advising on all parts of arranging Managing the outline and development stages Establishing quality, cost and time parameters Providing building recommendations & costs Preparing calculated and point by point gauges Preparing offer bundles Preparing general venture calendar and overhauls Guaranteeing the development cost Serving as the General Contractor Qualification based determination handle Guaranteed greatest value alternative Conducive to quick track Reduces Pre-development administrations

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Project Delivery System Box Usual approach - originator and contractual worker Value included conveyance framework Financing Material and hardware providers Community relations specialists Others

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Poor Good Best If… Scope, quality, and O&M criteria can't be finished right on time simultaneously: DB CMR DBB

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Poor Good Best If the Owner is… Concerned that administrative and different issues may change as the venture advances DB DBB - CMR

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Poor Good Best If the Owner must… Have audit and endorsement power over each progression of the procedure DB DBB - CMR

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Poor Good Best If the Owner must… Have survey and endorsement power over each progression of the procedure DB CMR DBB

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Poor Good Best If the Owner will… Manage the components of the venture with free divisions. DB CMR DBB

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Poor Good Best If the Owner's objective is… To accomplish the most reduced aggregate cost extend. CMR - DBB DB

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Poor Good Best If the Owner's objective is… To set up the aggregate cost before noteworthy assets being used DBB CMR DB

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Poor Good Best If the Owner's objective is… That a solitary element ought to be in charge of the whole venture DBB CMR DB

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Poor Good Best If the Owner is… Not appropriate to acknowledge the venture hazard DBB CMR DB

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Poor Good Best If the Owner's objective is… To expand the potential for creative arrangements DBB CMR DB

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Poor Good Best If the Owner does not… Have the assets to arrange and deal with the venture DBB CMR DB

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Poor Good Best If the Owner's objective is… To include the operations staff all through the arranging, plan, and development of the venture DBB CMR DB

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Summary Illustrated diverse sorts of Project Delivery Systems The qualities and shortcomings of every Methods to choose a Project Delivery System that fits your venture needs

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Outline for Merits of QBS in Choosing Design Professionals

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Procurement Process Qualifications construct choice Selection situated in light of low offer Selection in view of capabilities and low offer

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History and Status of QBS In use since the Civil War Public law 95-582 (Brooks Bill) required in government acquisition Public law 100-464 reaffirms the Brooks Bill Kansas statute 75-5801 required in state acquirement Missouri law RSMo Section 8.285 – 8.291 requires QBS

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History and Status of QBS (proceeded with) Both the American Bar Association and the American Public Works Association have strategies empowering the utilization of QBS The dominant part of U.S. state require QBS in state acquisition of outline experts Cities and Counties are allowed to utilize choice procedure of their decision, unless state or government dollars are being utilized

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What Steps are Involved in QBS? Proprietor has venture and drafts essential extent of administrations required Owner conveys Request for Proposals (RFP) or Request for Qualifications (RFQ) to plan experts Responses are investigated and the main three firms are talked with Firms are positioned after meetings Negotiations start with top-positioned firm A full extent of administrations is created by the proprietor and outline firm A sensible charge is arranged, fitting for the entire extent of administrations If transactions come up short in either limit, the Owner may end arrangements with the top-positioned firm and start arrangements with the second most astounding positioned firm

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Why Use QBS? It's about the degree RFPs and RFQs never contain enough detail Cannot offer a precise offer Unforeseen challenges RFQ/RFP's never spell out issues, for example, right-of-way, open inclusion, chronicled conservation, historic point, and natural issues Ingenuity and ability of outline experts are the best resources for address extend complexities Including all life-cycle expenses of a venture, plan work is about a low rate of an undertakings spending plan A misstep amid the plan stage could bring about tremendous extra expenses

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Factors in Selecting a Firm Expertise and preparing of outline experts Experience with particular sorts of tasks Owner's involvement with firms on past activities Current workload of firms Comfort in correspondence with firms

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Other Procurement Processes Pros and Cons… Asking for cost and taking the low offer The speediest determination strategy Often the least expensive introductory cost Yields the poorest quality work Many outline firms will decline to take an interest Often brings about more change requests as outline advances Asking for and weighting both cost and capabilities Allows proprietor adaptability Weight of various gathering (value, capabilities, and so on.) can be custom fitted Once cost is a segment, it has a tendency to wind up the segment, particularly in broad daylight division ventures

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Problems utilizing QBS Elected Officials Term as a part of office is shorter than city staff Savings today is more essential than long haul esteem Public Difficult to clarify why low offers ought not be asked for and utilized as chief Little involvement with outline matters

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Project Management Presented by: Joe Johnson, P.E. - Leawood Public Works Director, APWA KC Chapter President Chip Corcoran - Olsson Associates

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Project Management Managing a venture resemble cruising a ship You should know where you are, how far you have left to go, and what bearing you are gone to not know this, will bring about inability to make your port Project administrators should effectively control their ship to port

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Why Project Management? To meet the proprietor's objectives and destinations of the venture To meet the venture timetable To meet the venture spending plan To accommodate quality confirmation/control To expand usage of rare assets To amplify the benefit capability of a venture (private part) To get future work based upon venture administration execution (private division)

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Who are Project Managers? Any individual accused of championing a venture and conveying duty regarding accomplishing a few or the majority of a venture's objectives and targets. Venture Manager's may incorporate at least one of the accompanying: Owner (Public or Private) Owner's Representative (in-house or contracted) Professional Consultant Sub Consultants Contractors Sub Contractors Material Suppliers Utility Companies Attorneys Note: Large undertakings may incorporate agent or sub-errand projec