Construction Manager at RiskProject Overview and Performance

Jenica Keller, PEAssistant Chief of Project Management

NDOT

What is CMAR?

Procurement Strategy

• Solicitation: RFP and Interview• Evaluation & Selection process:– Qualification based – Best Value (qualification + Fee)

•Design Workshop

Risk Assessment

•Risk Mitigation

Estimate•Design Workshop

Risk Assessment

•Risk Mitigation

Estimate•Design Workshop

Risk Assessment

•Risk Mitigation

Estimate

GMP

Part

nerin

g

ICE 3

ICE 1

OPCC 2

OPCC 3

ICE 2

OPCC 1

CMAR Process

NDOT Experience

• 4 projects – Diverging Diamond Interchange, pavement,

structural and tunnel rehabilitation, ITS and bike path

• $1.5M to $31M• Others under consideration

Moana Lane

Improved Efficiency & Safety … Same Footprint

Location and Scope• I-580 at Moana in Reno• Construct DDI• $7M

Moana LaneWhy CMAR?• Adjacent local

agency project• High traffic

volumes• Subgrade

issues

Stateline to Stateline BikewayLocation and Scope• US-50 near South

Lake Tahoe• Construct multi-

use path• $1.5M

Stateline to Stateline BikewayWhy CMAR?• Environmentally sensitive area• Intense multi-agency coordination• Very short construction season during peak

tourist activity

Carlin TunnelsLocation and Scope• I-80 at Carlin• Rehabilitate pavement, structures, tunnels

and lighting• $31M

Carlin TunnelsWhy CMAR?• State of the art LED Tunnel

Lighting• Environmentally sensitive

area• Unknown bridge deck

conditions• Tight working conditions• Availability of

labor/housing

.

Kingsbury GradeLocation and Scope• SR-207 near South Lake Tahoe• Rehab pavement and drainage• $15-18M

Kingsbury GradeWhy CMAR?• Environmentally sensitive• Very short construction season during peak tourist

activity• MOT and schedule• Utilities• Groundwater• Stakeholders

How are we doing?

• Innovation• Budget• Schedule• Risk

Program Performance - Innovation

• Multiple GMPs:– Early procurement of materials

• More scope for same budget• Aggressive construction schedule/sequence• More efficient methods

Program Performance - Budget• Average preconstruction cost relative to bid

1.8% CMAR1.5% ICE

• Average difference in bid-2.8% CMAR/ICE1.6% CMAR/Engineer

• Average savings from innovation11.7%

Program Performance – Schedule• Contractor’s input improved the schedule by

identifying multiple shifts, increased production rates, etc. This resulted in reducing overall construction duration.

Program Performance – Risk• Risks identified and mitigated during design• CMAR owns quantity risk• Average risk reserve budget relative to bid

2.5% CMAR3-5% for DBB

• Trend shows risk reserves are adequate with budget remaining (NDOT retains) at closeout

• Budget related change orders = 0

What lessons have we learned?

• Program• Procurement• Construction

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!

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

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

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