The role of a CM on progressive design-build delivery projects is not widely understood, particularly when the owner and the industry the owner belongs to are relatively new to the project delivery method. This case study of a utility infrastructure project provides rich insights into how the choices made by the owner early in the project development phase shaped the role and responsibilities of the CM and their impact on the management of the D-B team.
The project owner, DC Water, procured an owner’s agent to start phase I of a mission-critical large-diameter sewer line rehabilitation project. This agent helped DC Water with project planning and procuring a design-builder. The CM was brought on toward the end of Phase I, purportedly to manage Phase II, where the SOW was to finalize the design and simultaneously begin construction and purchasing of long-lead materials. The owner’s agent continued in phase II, making the undertaking unique with two consultants advising the owner. The case study offers the session attendees unique and surprising insights into the owner's issues and the outcomes from the team dynamics that led to critical decisions.
Speakers:
•Ìý ÌýÌýDavid Haller Levy, PE - Construction Manager | AECOM
• Ìý ÌýMichael Jelen, PE - Principal | CES Consultants
• Ìý ÌýSuhas Mengale, PE - Project Manager | AECOM
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Continuing Education:
CMCI Recertification Points: 1
Professional Development Hours (PDH): 1