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Douglas D. Gransberg - One of the best experts on this subject based on the ideXlab platform.
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comparing construction manager general contractor and federal early contractor involvement Project Delivery methods
Transportation Research Record, 2016Co-Authors: Douglas D. GransbergAbstract:Past studies of the construction manager–general contractor (CMGC) Project Delivery method have focused on its use by state and municipal departments of transportation. The literature also includes the approach to the CMGC Delivery method based on Federal Acquisition Regulation (FAR) termed early contractor involvement (ECI), which the literature classifies as merely a different term for CMGC. The desire to use CMGC Project Delivery by the Federal Lands Highway Divisions stimulated a deeper study of the restrictions placed on federal agencies by the FAR and found that although CMGC and ECI Project Delivery are indeed similar, they are not identical. The findings of that study are reported. A comparative analysis of the two Project Delivery models is presented, and it is found that ECI Delivery is substantially different from CMGC Delivery because of FAR-based limitations on preconstruction services and pricing methodology. It is concluded that the use of an incentive–disincentive scheme and the bidding of...
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applying alternative technical concepts to construction manager general contractor Project Delivery
Transportation Research Record, 2014Co-Authors: Douglas D. GransbergAbstract:This paper discusses four public agency approaches to applying alternative technical concepts (ATCs) to construction manager-general contractor (CMGC) Project Delivery through an analysis of case study Projects. The CMGC Projects included a slope stabilization Project in Michigan, a bridge in Oregon, the urgent, in situ foundation stabilization of a dam in Kansas, and a commuter rail Project in Utah. The study results showed that ATCs provide a valuable mechanism to identify the best qualified contractor during the CMGC selection process. ATCs also permit an owner to consider innovative design solutions to constructability problems through the contractor's early involvement. The addition of ATCs to CMGC procurements permits an owner to accrue all of the savings offered by a contractor's ATCs because the contractor's preconstruction services' contract compensates the contractor for developing the ATCs.
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construction manager general contractor Project Delivery a better faster smarter way of building transportation infrastructure
TR News, 2013Co-Authors: Douglas D. GransbergAbstract:Construction manager-general contractor (CMGC) is an alternative method for delivering highway Projects that can reduce the growth of cost and of time during construction. Under this arrangement, the construction manager provides input during Project design and is at risk for meeting the Project’s budget and deadline. This article describes the CMGC Project Delivery method and provides brief case studies to illustrate how the arrangement works and the best contexts to gain its advantages.
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critical analysis of value added by independent cost estimate consultant to construction manger general contractor Project Delivery method
Transportation Research Board 92nd Annual MeetingTransportation Research Board, 2013Co-Authors: Jeanna Schierholz, Douglas D. GransbergAbstract:The Construction Manager/General Contractor (CMGC) Project Delivery method is an emerging Project Delivery method in the transportation industry. As part of its Every Day Counts (EDC) program, the Federal Highway Administration (FHWA) is promoting the use of CMGC through Peer Exchanges. One recurring theme of the Peer Exchange was the fact that value was added to a construction Project during the preconstruction phase by the early involvement of the contractor and the Independent Cost Estimate (ICE) consultant. A content analysis of the presentations given at the most recent Peer Exchange in Boston, Massachusetts, along with four case studies from ICE consultants were reviewed along with literature on the topic to determine the extent of the value added to the CMGC process by involving the ICE consultant.
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benefits and challenges of implementing construction manager general contractor Project Delivery the view from the field
Transportation Research Board 91st Annual MeetingTransportation Research Board, 2012Co-Authors: Jeanna Schierholz, Douglas D. Gransberg, James McminimeeAbstract:Construction Manager/General Contractor (CM/GC) Project Delivery method is an emerging method in the transportation industry. To promote a better understanding of the benefits and challenges of implementing this promising Project Delivery method the Federal Highway Administration sponsored a CM/GC Peer Exchange in June 2011 in Utah as part of the Every Day Counts program. This paper presents the output from that conference based on a content analysis of the presentations from the conference, a panel discussion, and an interview with the Utah Department of Transportation. These results were combined with the results of the National Cooperative Highway Research Program (NCHRP) Synthesis 402 to benchmark the state-of-the-practice in terms of recognized benefits and challenges of implementing CM/GC. The paper concludes that the state-of-the-practice in CM/GC is advancing and expanding since the NCHRP Synthesis 402 was completed in 2009. The top five benefits found in the synthesis remained in the top five but CM/GC’s ability to accelerate the schedule has become the most important benefit sought by departments of transportation (DOT). It also concludes that the major challenge to implementation is the need for training for DOT personnel as well as the consulting firms and construction companies that will be involved before attempting to implement CM/GC Project Delivery.
Keith R Molenaar - One of the best experts on this subject based on the ideXlab platform.
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impact of team integration and group cohesion on Project Delivery performance
Journal of Construction Engineering and Management-asce, 2017Co-Authors: Bryan Franz, Keith R Molenaar, Robert Leicht, John MessnerAbstract:AbstractThe architecture, engineering, and construction (AEC) industry is often criticized for its fragmented approach to Project Delivery. Traditional procurement and contracting intentionally serves to isolate designers from contractors to provide checks and balances, but limits opportunities for collaboration. This research presents a structural modeling approach to studying the role of integration in the performance of building construction Projects. A sample data set of 204 completed Projects was collected to compare cost, schedule, and quality performance under different Delivery methods. Integration of Project teams was proposed and tested in the form of two latent constructs—team integration and group cohesion—that mediate the link between Delivery methods and performance. More integrated teams interacted with more participants from all levels of the building construction process, from designers to specialty trade contractors. These interactions included design charrettes, joint goal setting, and ...
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exploring performance of the integrated Project Delivery process on complex building Projects
International Journal of Project Management, 2016Co-Authors: Keith R Molenaar, Harrison Mesa, Luis F AlarconAbstract:Abstract Many building Projects do not meet owners' performance expectations. Integrated Project Delivery (IPD) has emerged as a new Delivery system with the potential to provide better performance through more supply chain integration. However, there is a knowledge gap surrounding how Project Delivery systems, IPD in particular, affect supply chain relationships and potential Project performance. To fill this gap, we applied a simulation method, General Performance Model (GPM), to assess the interactions between numerous Project Delivery variables and compare potential performance between Delivery systems. This study presents a GPM analysis of a complex hospital Project and based upon cross-impact assessments by owners, architects, constructors, and specialty contractors from the building industry. The results found the most influential drivers of Project Delivery performance to be communication, alignment of interest and objectives, team working, trust, and gain/pain sharing. The performance of the supply chain was found to drive the Project Delivery performance.
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Risk-Based Project Delivery Selection Model for Highway Design and Construction
Journal of Construction Engineering and Management-asce, 2015Co-Authors: Dai Q Tran, Keith R MolenaarAbstract:AbstractProject-Delivery methods allocate risk for design and construction between contractual parties. State departments of transportation (DOTs) using federal funds employ three primary Project-Delivery methods: (1) design-bid-build (D-B-B); (2) design-build (D-B); and (3) construction manager/general contractor (CM/GC). Because the choice of a Project-Delivery method is best made early in the Project-development process, it is a complex decision that is fraught with risk and uncertainty. This paper presents a risk-based modeling methodology to evaluate and quantify the potential differences in Project cost attributable to the selection of a Project-Delivery method. The risk-based model consists of (1) an input structure of assessment and evaluation of Delivery-risk factors; (2) a computational-modeling structure for calculating costs; and (3) an output structure to communicate model results and implementation. The assessment and evaluation process determines the risks that are incorporated into the del...
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critical risk factors in Project Delivery method selection for highway Projects
Construction Research Congress 2012American Society of Civil Engineers, 2012Co-Authors: Dai Q Tran, Keith R MolenaarAbstract:Selecting an appropriate Project Delivery method is a complex decision-making process due to risks and uncertainties. At the time of the decision, the owner and stakeholders often have little information and the Project plans are not detailed enough to make a judgment about the Project with certainty of outcomes. This paper examines 39 risk factors related to the Project Delivery selection process. These risk factors were identified through completed cost and schedule risk analysis on more than $100 million of highway Projects. A questionnaire was developed to collect the data a cross section of three Delivery methods, including design-bid-build, designbuild, and construction manager/general contractor. Experts with an average of 25 years of related experience were invited to participate in the survey. The results indicate that the four risk factors that have most influence to all three Delivery methods are: unexpected utility encounter; third-party delays during construction; geotechnical investigation; and delays in reviewing and obtaining environmental approvals. The research identified five other risk factors that have varying impacts on Project Delivery selection constructability of design; Delivery schedule; railroad agreements; obtaining other agency approvals; and scope definition. This study also discusses the pertinent findings and rationale behind the critical risk factors.
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selection of Project Delivery method in transit drivers and objectives
Journal of Management in Engineering, 2011Co-Authors: Ali Touran, Keith R Molenaar, Douglas D. Gransberg, Kamran GhavamifarAbstract:This paper describes the results of research on alternative Project Delivery methods in transit Projects in the United States. The research, sponsored by the Transit Cooperative Research Program, aimed to identify those factors that drive the decision in the choice of Project Delivery method. A rigorous case study analysis based on on-site structured interviews with the directors of several transit Projects was used to identify decision drivers and the rationale behind the Delivery method selection decision in transit agencies. The nine case studies conducted in this research represent a cross section of Delivery methods, including design-bid-build/multiprime, construction manager-at-risk, design/build, and design/build-operate-maintain. The interviewees agreed that the use of alternative Delivery methods have resulted in savings in schedule and cost for transit agencies. The research also found that achieving aggressive schedule compression is the most influential factor when selecting alternative delive...
David R Riley - One of the best experts on this subject based on the ideXlab platform.
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Delivering Sustainable, High-Performance Buildings: Influence of Project Delivery Methods on Integration and Project Outcomes
Journal of Management in Engineering, 2011Co-Authors: Sinem Mollaoglu-korkmaz, Lipika Swarup, David R RileyAbstract:AbstractThe demand for sustainable buildings in the United States has risen because of accelerated depletion of natural resources, rising energy costs and green house gas emissions, and increased awareness of indoor environmental quality. Recently, this demand expanded from including only low energy strategies and products in buildings to prioritizing maximum energy conservation and occupant well being. All of these characteristics represent aspects of sustainable, high-performance buildings. Project Delivery methods—e.g., design-build (DB) and design-bid-build (DBB)—can affect the level of team integration, which has been reported by the industry to result in optimal Project outcomes and better value to the owner. However, there is a gap in the literature to examine the relationships among these results. This research studied how Project Delivery methods influence an owner’s ability to achieve its sustainability goals mediated through the level of integration achieved in the Delivery process. The researc...
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piloting evaluation metrics for sustainable high performance building Project Delivery
Journal of Construction Engineering and Management-asce, 2010Co-Authors: Sinem Korkmaz, David R Riley, Michael J HormanAbstract:Sustainable high-performance buildings are being more widely adopted around the world to reduce energy costs and improve the well being of occupants. To achieve the set goals for these building Projects within realistic financial and time constraints, superior planning, design, and construction processes are needed. The available literature lacks the descriptive Project Delivery metrics identifying scientific methods for providing insight or feedback about the performance of Project Delivery processes for sustainable high-performance buildings. This paper describes an exploratory study examining more than 100 variables in green Project Delivery to scientifically identify important metrics. Limited by a rather small sample due to the relatively young market of green buildings, the outcome of this paper, nevertheless, provides important direction for the continued development of meaningful metrics to assist in the establishment of a decision making support tool for Project teams to facilitate optimum Project Delivery processes for sustainable high-performance buildings.
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lean processes for sustainable Project Delivery
Journal of Construction Engineering and Management-asce, 2006Co-Authors: Anthony R Lapinski, Michael J Horman, David R RileyAbstract:Facility owners and Project teams often struggle to engage “green” or “sustainable” requirements on building Projects and can incur additional Project costs as a result. Although “investments” in high performance building features can be paid back through operational savings, the Project Delivery methods currently adopted by most teams are laden with process waste. Lean production principles have been proven to reduce waste and improve process performance in highly complex development and production environments. Adopting these lean principles, this paper reports a study that identified the presence of value and waste in a sustainable building Project. Through an empirical investigation of the Real Estate and Facilities Division of Toyota Motor Sales, Toyota’s capital facility Delivery process was mapped to identify both the steps in Project Delivery critical for success (value) and those that are waste. The investigation focused on the South Campus Facility, which received U.S. Green Building Council’s L...
Jiyong Ding - One of the best experts on this subject based on the ideXlab platform.
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Project Delivery system selection with interval valued intuitionistic fuzzy set group decision making method
Group Decision and Negotiation, 2018Co-Authors: Xiaowei An, Zhuofu Wang, Huimin Li, Jiyong DingAbstract:A Project Delivery system (PDS) is the relationship and contractual structure between the owner and the contractors of a construction Project; this system defines the roles and responsibilities of the participates involved in the Project. Selecting a suitable PDS is one of the keys to achieve a construction Project’s goals. PDS selection is a typical multi-attribute decision making problem that can be effectively solved by group decision making. Interval-valued intuitionistic fuzzy set (IVIFS) is used to solve complex decision making problems, especially multi-attribute group decision making problems, under uncertain circumstances. In this paper, a group decision making model for PDS selection is proposed using IVIFS theory as basis. In order to improve the reliability of decision making, a new decision maker weight determination method is introduced based on information utility level. Finally, the validity of the method is verified through a case study. This method can aid Project owners in PDS selection.
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framework for designing Project Delivery and contract strategy in chinese construction industry based on value added analysis
Advances in Civil Engineering, 2018Co-Authors: Jiyong Ding, Na WangAbstract:A Project Delivery method (PDM) and Project contract strategy (PCS) are two critical factors for Project success in construction industry. Currently, there are several options available for them in the construction industry, with several innovative PDMs and PCSs emerging along with the development of the industry. This paper maintains that the PDM should be designed in combination with the PCS given their close relationship. This paper focuses on the design of Project Delivery and contract strategy (PDCS), with the aim of developing a conceptual framework for the PDCS design. The design process is divided into two stages: preliminary design and detailed design, taking engineering design as a frame of reference. In the design process, the value-added analysis of Project objectives is adopted as a tool to make decisions at different stages. The framework proposed in this paper is intended to provide a more distinct and direct path to improving PDCS selection or design, as well as enhancing the reliability of decision-making.
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selection of construction Project Delivery method based on value added analysis a theoretical framework
International Conference on Construction and Real Estate Management 2013, 2013Co-Authors: Zhuofu Wang, Daoguan Wang, Gaosheng Yang, Jiyong DingAbstract:As an alternative Project Delivery method (PDM) to the traditional Design-Build-Bid (DBB), Design-Build (DB) has seen expanded application in construction industry for two decades. Up to now, it has been a mainstream Delivery method for construction Projects. However, it does not mean that DB is suitable for all Projects. It is necessary to make a rational decision for the application of DB in a specific Project according to its characteristics. This paper studies the selection of Project Delivery methods between DB and DBB from perspective of Value-Added. With DBB as the comparison object, this study analyzes the Value-Added advantages of DB, including integration of design and construction, single contract relationship etc., and discusses the main Value-Added ways of DB. Taking into account the feature that Project production and transaction are interlaced with each other, this paper then analyzes the main factors influencing the Value-Added of DB versus DBB, as well as the impact features of these factors on various Value-Added ways based on Project transaction element analysis. Value-Added analysis for DB versus DBB is carried out, and the estimation method of the Value-Added generated from all kinds of ways is discussed. Besides, the decision-making method is put forward for the adoption of DB.
Kamran Ghavamifar - One of the best experts on this subject based on the ideXlab platform.
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selection of Project Delivery method in transit drivers and objectives
Journal of Management in Engineering, 2011Co-Authors: Ali Touran, Keith R Molenaar, Douglas D. Gransberg, Kamran GhavamifarAbstract:This paper describes the results of research on alternative Project Delivery methods in transit Projects in the United States. The research, sponsored by the Transit Cooperative Research Program, aimed to identify those factors that drive the decision in the choice of Project Delivery method. A rigorous case study analysis based on on-site structured interviews with the directors of several transit Projects was used to identify decision drivers and the rationale behind the Delivery method selection decision in transit agencies. The nine case studies conducted in this research represent a cross section of Delivery methods, including design-bid-build/multiprime, construction manager-at-risk, design/build, and design/build-operate-maintain. The interviewees agreed that the use of alternative Delivery methods have resulted in savings in schedule and cost for transit agencies. The research also found that achieving aggressive schedule compression is the most influential factor when selecting alternative delive...
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decision support system for selection of Project Delivery method in transit
Transportation Research Record, 2009Co-Authors: Ali Touran, Keith R Molenaar, Douglas D. Gransberg, Kamran GhavamifarAbstract:A decision support system was developed to help transit agencies evaluate and choose the most appropriate Project Delivery method for their capital Projects. The system considers the traditional design-bid-build, construction manager-at-risk, design-build, and design-build-operate-maintain Delivery methods. A set of 24 pertinent issues that can affect the choice of Project Delivery method are identified and described. The described decision support system consists of two distinct tiers. The first tier is a qualitative assessment in which the decision maker evaluates the effectiveness of each Delivery method for dealing with the relevant pertinent issues. This tier will help agencies determine if there is a dominant or obvious choice of Project Delivery method. If at the end of this stage a clear choice is not evident, the user will move to the second tier, where a weighted matrix is used to score competing alternatives. The system will also provide a structure for documenting the Project Delivery decision...
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a decision support system for Project Delivery method selection in the transit industry
2009Co-Authors: Kamran GhavamifarAbstract:The US government annually spends billions of dollars on transit Projects. State transit agencies as the owners of these Projects hire designers, construction contractors, vendors, and consultants to execute the Project. An appropriate Project Delivery method can assist them in achieving the Project goals. A Project Delivery method (PDM) is a framework of all Project stakeholders’ legal relationships and responsibilities. The Delivery method selection should be based on a systematic approach that includes all available PDMs and all of the Project’s qualitative and quantitative characteristics that may be influenced by the Delivery method option. This dissertation provides a comprehensive solution for this common challenge in the transit industry. The decision support system (DSS) developed in this research provides useful information and introduces the advantages and limitations of each PDM to the decision makers. A requisite well-structured decision making process is embedded in the proposed framework of this decision aid tool that is reliable and sufficient to solve the problem of selecting an appropriate PDM. The dissertation covers all the available PDMs (i.e. Design-Bid-Build (DBB), DesignBuild (DB), Construction Management at Risk (CMR), and Public-Private Partnership (PPP)). A comprehensive set of critical issues are defined in this dissertation and advantages/disadvantages of each Delivery method is thoroughly studied with respect to these issues. Multi-attribute decision tools are also applied as another approach to select a PDM. Using quantitative risk analysis and concentrating on the effects of PDM option on the Project risks is studied in this research effort. Highlighting the financial aspects of PDM selection is another core element of this dissertation in which some concepts such as Value for Money and Public Sector Comparator are explained and incorporated. The details of Net Present Value (NPV) calculation for PPP and conventional methods and its implementation to a hypothetical Project are presented in this dissertation. Several interviews and case studies were conducted to collect relevant information on the state of practice in the US transit industry and validate the developed system at the end.
