Measure L Program Implementation Management Considerations Report to the Board of Trustees San...

Measure LProgram ImplementationManagement Considerations

Report to the Board of TrusteesSan Joaquin Delta Community College DistrictJuly 13, 2004

Areas of Discussion

I. Program Management II. Project delivery options III. Program Planning Process

Source: CMAA

I. What is Program Management?

Program Management is the practice of professional construction management applied to a capital improvement program of one or more projects from inception to completion. Comprehensive construction management services are used to integrate the different facets of the construction process - planning, design, procurement, construction and activation - for the purpose of providing standardized technical and management expertise on each project.

I. What is Program Management?

Major Program Elements

Construction Construction

DesignDesign

CostCost

Ed Specs

Ed SpecsFinanceFinance

RiskRisk

O&MO&M

SafetySafety SitesSites

Master Plan

Master Plan

Com- munityCom-

munity

ScheduleSchedule

DSADSA

Program ManagementProgram Management

TechnologyTechnology

Characteristics of Large Programs

Large and complex, focused on deferred needs Dozens to hundreds of simultaneous projects

or activities Multifaceted client with multiple agenda

Administrators, teachers, students, community

Complicated entitlement process State Architect Fire Marshall Environmental compliance…

Program Management Provides staff

resources and management expertise

• Pre design planning & Programming

• Design mgmt.• Schedule Control• Quality oversight• Web-enabled

MIS• Public Relations• Vendor outreach• Budget Control• Procurement

mgmt• Const. Oversight• Move

management• Startup and

Commissioning

II. Project Delivery Methods Traditional Design-Bid-Build Multiple-Prime Contracting At-Risk Const. Management Design-Build Design-Build with Bridging Lease – Lease Back

Many variations on each major theme No single delivery method is best under all

circumstances Most methods can be tailored to fit local

procurement laws

GC selectionthru Low Bid

CM/GC selectionthru QBSprocess

Written requirements

Design drawings

Construction Drawings

Occupancy

The cost of a change in a project increases by a significant factor each time the project changes its state.

Construction

The cost of making changes

City Planning

EPA

Agency

Chamber of Commerce

DepartmentStreets &

Highways

Beautification Commission

Unions

OSHA

Fire Marshall

Public Works

Street and Highways

ADA

EPA

HistoricalPreservation

MEDIA

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Roof and sitedrainage

Roughframing

Hauling

Toilet compartments& accessories

Concretereinforcement

Metalfabrications

Signage

Vacuumsystems

Buildingspecilaties

Grading &excavation

Metalfabrications

LockersMoistureprotection

Stucco

Wall coverings

Concretesupply

Doors andframes

Hardware

RO waterCounter

tops

Food service

Glass & glazing

Fencing

Securitysystems

Structuralsteel

Cleaning

Carpeting

Ductwork

Flooring

Landscapingand planting

Mechanical

Insulation

Sealants &caulking

Skylights

Windowwall

Block andbrick

Firestopping

Controlwiring

FlagpolesNetworkwiring

Pools andfountains

Millwork

sprinklers

Termitecontrol

Windowcoverings

Buildinginsulation

Elevators

Tile

Roofhatches

Plumbing

Moldcontrol

Overheaddoors

Demolition Concreteformwork

Flashing &sheet metal

Telecommunications consultant

Audio Visualconsultant

MechanicalEngineer Electrical

engineerTesting andInspection

Life Safetyconsultant

Civil engineer Graphics andsignage

consultant

Networkcabling

consultant

Codeconsultant

ProgramManager

QualityControl

ScheduleControl

ConstructionAgent

UsersUsers

Users

Users

Users

Users

Users Users

Acousticalconsultant

Sanitaryengineer Food service

consultantSecurity

consultant

Users

Users

Users

Users

Users

Users

UsersUsers

UsersUsers

Users

Users

Users

Users

Users

Users

Users

Users

Users

Users

Users

UsersUsers

Users

Administrators

Users

Users

Users

UsersUsers

Users

Users

Users

Cost Control

Structuralengineer

Architect

AcousticalConsultant

Hardwareconsultant Lighting

consultant

Erosioncontrol

OrnamentalIron

Paving

Acousticalceilings

Casework Drywall

Electrical

Fireprotection

Painting

Clearing &stripping

GeneralContractor

Roofing

Architecturalwoodwork

Compressors andfan units

Soiltreatment

BuildingCommittee

Board

Users

Users

Users

Users

Users

Users

UsersUsers

Users

Users Users

Users

UsersUsers

Users

Users Users

Users

Users

Users

Users

UsersUsers

UsersUsers

The Information exchange process

Change Orders

Change orders are not a function of the delivery method.

Change orders are a function of: Clear and concise plans and specifications Early involvement and interaction

between A/E and CM Pre-project planning: programming,

logistics, scheduling, budget development, and design review

Client

GC

A/E

U SBS

ConstructionPD Design

Late news on cost

Takes too long

Poorcollaboration

Contractor's incentive is tomaximize job profits throughambiguities, errors andchanges. No incentive forrepeat work.

Procurement strategy is primary skill required for selection

$

Design-Bid-Build

Source: CMAA

Design-Bid-Build

Pros Easy to Manage Roles are clear Most common and

widely understood methodology

Greatest amount of control for Owner.

Cons Little designer-constructor

collaboration Implicit warranty to

contractor in plan content Greater risk to Owner for

claims Contractor pursues a

least-cost approach. No incentive for repeat

business

Defined: The Owner engages a designer to prepare the design of the complete facility, including construction drawings, specifications and contract packages.

Agency based Construction Management

Client

GC

A/E

U SBS

ConstructionPD Design

CM

DesignBuilder

Criteriaconsultant

UA/E SBS

PD

Technology, Esthetics& Function

Owner

Design Construction

Design-Build

Design

Owner

GeneralContractor

A/E

UA/E SBS

ConstructionPD $Design

Esthetics & Function

Technology

Design-Build with Bridging

Design-Build

Pros One contract with both

designer and builder. Construction practicality

added to design process. Owner gets enforceable

price sooner Time frame can be

compressed.

Cons Less Owner Control as

price is agreed upon prior to completion of final design documents.

A Paradox: It’s hard to define work

to be done for an agreed upon price without design.

If design is done, it’s not Design-Build

Solution = Bridging Owner hires initial A/E to

“scope” project prior to hiring Design-Build team.

Note: Limited availability within CCC system.Note: Limited availability within CCC system.

Defined: Following an extensive project definition phase,the Owner procures one contract for both designand construction.

Owner

A/E

TradeTrade TradeTradeTradeTrade

Construction

P

CM

$

Design

GMP

Subs are lump-sum

Multi-Prime Contracting

Source: CMAA

Multi-Prime Contracting

Pros more control over the

project schedule CM hired thru QBS process. Greater local participation

(thru individual trade contracts)

Owner can realize savings by directly procuring major material items,

Cons final cost of the project is

not known until the final prime contract is procured

Areas of Risk: absence of overall

authority and coordination once construction is underway

Often results in delay issues arising.

Defined: Owner holds separate contracts with contractors of various disciplines, such as general construction, structural, mechanical, and electrical. Owner, or its CM, manages the overall schedule and budget during the entire construction phase

Owner

A/E

TradeTrade TradeTradeTradeTrade

Construction

P

CM@Risk

$

Design

CM(Design Phase)

GMP

AE is lump sum

CM is Lump Sum +reimbursement at cost for subs &

on-site overhead

At-Risk Construction Management

Source: CMAA

At-Risk Construction Management

Pros Fosters collaboration

between contractor and designer.

CM carries Risk of Trade Contractor Performance

Greater local participation (thru individual trade contracts)

Cons CM role evolves once

construction is underway from Agency to Vendor role

Interests and stake holding can become similar to the traditional design-bid-build system

Defined: CM provides advisory professional management assistance to the owner during the project planning phase. CM then guarantees completion of the project for a fixed, negotiated price following completion of the design

Lease / Lease-Back

Owner

CM Developer

Designer Builder

Lease / Lease-BackDefined: A project finance concept whereby the Public Entity leases the site to a contractor/developer and the contractor/developer leases the site back to the agency.

Pros Contractor/Developer can

be selected thru QBS Can facilitate early

contractor involvement in design

Agreement can carry a GMP

Can ease funding problems

Cons Many Districts utilizing

this method have sought Court validation

Some funding agencies may not allow capital funds to be used in lease type arrangement

Not widely used within CCC system.

Potential Public Policy issueOther:

•Trade Contractors can be privately bid

III. Program Planning Process

Program &ProjectChair

FacilitiesCommittee

Planning&

BudgetCommittee

President’sCabinet

S.1 Stockton Campus Master Site Plan/EIR

S.2 Modernization/Addition - DannerS.3 Modernization of BuddS.4 Modernization of HoltS.5 Modernization of ShimaS.6 Modernization of LockeS.7 Modernization of AdministrationS.8 Modernization of ForumS.9 Modernization of CDCS.10** Modernization/Addition - CunninghamS.12** Modernization of GolemanS.17** New Gateway Student Services Bldg.

L.1 Master Plan/Program & EIR for Lodi/Galt Center

M.1 Master Plan/Program & EIR for Manteca Center

F.1 Master Plan/Program & EIR for Foothill Center

T.1** Continued Development of Mt. House Center

MajorMeasure LActivities

BoardSub-

Committee

Project SteeringCommittee

CommitteeComposition:

1.2.3.4.

Program MgmtTeam


1.2.3.4.



1.2.3.4.



1. A/E2. User Dept3. Fac.4. Class.

Boardof

Trustees

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