denver international airport - den contractor …...denver international airport november 6, 2017...

DEN CONTRACTOR CLASSES

TRAVIS VAZANSKY, P.E.

FACILITY SERVICES SUPERVISOR

JANUARY 15, 2020

2

AGENDA

First half:• Introduction Travis Vazansky• Contract Procurement Tony Deconinck• Drawing Review James Glavin• Tactical Planning Sean McIntire• Commissioning and Contracts Coming Up Don Saal• Special Conditions in the Yellow Book (Design/Build) David Mashburn

Half time snacks - network and mingle

Around 2:20 PM

Second half:• Partnering with Peak Performance Amy Kuchno• Collaboration Greg Gidez (Hensel Phelps)

CONTRACT PROCUREMENT PROCESS

TONY DECONINCK

CONTRACT ADMINISTRATOR

JANUARY 15, 2020

5

• Mayor Bill Vidal – May 31, 2011

• Contracts are considered one of the highest administrative priorities within the City.

• While exercising prudent judgment, all department and agency heads are to expedite the processing of contracts

• Each department or agency must ensure contract compliance throughout the life of the contract

• Includes definitions of what types of instruments are included;

• Contracts requiring payment or other performance to the City

• Amendments

• Concession agreements

• Cooperative agreements

• Grants, easements, leases, on-call contracts, etc.

EXECUTIVE ORDER 8

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• Every contract must be:

• Signed by the Mayor

• Approved by the City Attorney

• Countersigned by the Manager of Finance

• Countersigned by the Auditor

EXECUTIVE ORDER 8 (CONTINUED)

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MEMORANDUM 8B

• City Attorney Douglas Friednash – January 3, 2012

• Competitive Selection Policy

• “Denver’s Charter and Code require many contracts to be competitively bid

or selected; such as, construction contracts and purchases of supplies,

equipment, personal property and connected services. Agencies must

continue to follow competitive selection requirements specified in the

Charter or Code in selecting contractors or vendors”

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• All other contracts also should be competitively bid or selected, absent

special circumstances:

• Emergency situations

• Supplies or service indispensable to the City that are obtainable only from a

single source

• Unique continuity of service

• Situations where competition does not exist

• Agencies should limit the duration of contract to three to five years, at

which time a new solicitation should be initiated

MEMORANDUM 8B (CONTINUED)

9

DEN PROCUREMENT PROCESS

• Phase 1 – Forecast

• Phase 2 – Advertisement

• Phase 3 – Selection

• Phase 4 – Execution

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PHASE 1 - FORECAST

• Internal approval of project budget, setup of project workflow

• Project added to DEN forecast page:

http://business.flydenver.com/bizops/forecasts.asp

• Development of the Invitation for Bid (IFB) or Request for Proposals (RFP)

• Includes review of schedule, special conditions, insurance requirements,

prevailing wage, DSBO requirements, and prequalification

http://business.flydenver.com/bizops/forecasts.asp

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PHASE 2 - ADVERTISEMENT

• IFB or RFP is uploaded to the DEN procurement website:

http://business.flydenver.com/bizops/bids.asp

• Opportunity is published in the Denver Daily Journal

• Pre-bid/Pre-proposal meeting conducted (including site walk if required)

• Questions received and subsequent answers posted online

• Addenda are published

http://business.flydenver.com/bizops/bids.asp

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PHASE 3 - SELECTION

• For IFB

• Bid opening, evaluation for responsiveness, announcement of apparent low

bidder

• Bid evaluation by project manager

• Review by DSBO

• For RFP

• Receipt of proposals, evaluation for responsiveness

• Review by DSBO and Finance

• Proposal evaluation and interviews by independent evaluation panel

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PHASE 4 - EXECUTION

• Notification to selected vendor (NTALB or NTABP)

• Negotiations with vendor (RFP only)

• Contract build by DEN Legal

• Bonds submitted to DEN for routing and approvals

• Signing of contract

• Contract approval process (DEN)

• Final approval process (City Council, Mayor, Finance, Auditor)

• Executed contract to vendor

• Notice to Proceed

DRAWING REVIEW

JAMES T. GLAVIN, PE, PMP, LEED AP BD+CMANAGER OF SYSTEMS

JANUARY 15, 2020

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AGENDA

• Design phases

• Submittal expectations

• DEN reviews

• Comment resolution process

• Q&A

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DESIGN PHASES

• See DSM Standards & Criteria, Chapter 2: Design Phases

• Project Manager may modify phases

• DEN Reviews (project dependent):

• Design Analysis/Programming

• Schematic Design

• Design Development

• 30% CD

• 60% CD

• 90% CD

• 100% CD

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DESIGN PHASES

• Programming/Design Analysis

• Initial programming submittal

• Design analysis report

• Schematic Design

• Based on programming submittal

• Illustrate design concepts

• Systems relationships

• Site plans

• Design Development

• Size, scope, character

• Material composition

• Sequence of operation

• Equipment arrangements

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DESIGN PHASES

• 30% Construction Documents

• Refine elements from prior submittals into contract documents

• Resolve interdisciplinary relationships

• Cost estimating

• Preliminary specification


• Continue development of contract documents

• Finalize system concepts, arrangements, sequences

• Detailed cost estimates

• Redline specifications


• Finalize design progression from 60%


• Resolve comments from 90% submittal

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SUBMITTALS

• See DSM Standards and Criteria, Chapter 32 for general requirements

• See discipline-specific chapters for additional requirements

21

SUBMITTALS

• DSM Standards & Criteria, Chapter 32: Submittals

• Submit Electronic files

• Bookmark all PDFs

• Include Redline specifications on review submittals

• All submittals except final

• Include reviews in design schedule

• Standard: 14 or 18 calendar days (see DSM)

• Verify with your project manager

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REVIEW BY DEN - OVERVIEW

• Consultant submits deliverable

• DEN Project Manager (PM) conducts initial review

• Subject Matter Experts (SMEs) conduct technical review

• PM compiles, returns comments to consultant

• Consultant reviews and responds to comments

• Meetings, as necessary

• Comments resolved prior to next submittal

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REVIEW BY DEN

• Consultant Submits Deliverable

• Electronic files (PDF, BIM, etc. as required)

• Unifier submittal

• PM verifies submittal

• Submittal may be rejected if missing major components

• If PM accepts, submittal is routed to SMEs

• SME review

• Architectural, Civil, Mechanical, Electrical, Security, Operations, etc.

• Review Focus

• Maintainability, operability, simplicity, etc.

• Alignment with DEN design principles

• Integration with existing facilities

• Apply lessons learned from similar projects

• Conflicting info, errors, etc.

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REVIEW BY DEN

• All comments collected in shared documents

• Comments Provided Electronically in PDFs

• Use “Reply” feature to respond

• Reply features are available in Adobe Acrobat & Bluebeam Revu

• Other PDF handling software may offer same functionality

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COMMENT RESOLUTION

• Reply to all DEN comments

• Responses required within (7) days after receipt of comments

• DSM Standards & Criteria 3200.7

• Merged PDF(s) with comment replies

• Submitted to PM

• Schedule meetings to resolve comments

• Coordinate with PM for scheduling

• Resolve comments prior to next submittal

DENVER INTERNATIONAL AIRPORTTACTICAL PLANNING

SEAN MCINTIRE, TACTICAL PLANNER

DENVER INTERNATIONAL AIRPORT

November 6, 2017

CONSTRUCTION PLANNING PROCESS

• 30/60/90 Design

• Phasing Plan

• Construction Schedule

• Safety Risk Assessment (SRA)

• Barricade Plan

• Haul Route/Lay Down Area

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COMMUNICATION WITH STAKEHOLDERS

• ATC

• Airlines

• Project Management Team

• Contractors

• Airport Operations

• Airport Safety

• Airport Security

• Airport Maintenance

• Airport Planning

PROJECT COORDINATION

• Day-to-day communication with DEN Project Management Team

• Weekly project update meetings

• Coordination calls with Stakeholders

• Coordination with FAA ATCT.

MINIMIZING CONSTRUCTION IMPACTS

• Phasing

• Limiting construction to night or hours of low impact

• Project Coordination

• Coordination with Stakeholders

PHASING

• Balance between Construction and Airport Operations without

compromising safety:

• Areas closed to aircraft

• Schedule/durations

• Critical work

• Constraints (i.e. work hours)

• Sequencing Information

• Work Areas

• Taxiway Routes

• Navaid Impacts

LIMITING CONSTRUCTION HOURS

Pros

• Limit or eliminate impact to

aircraft operations

• Limit mixing construction work

with aircraft operations

• Safer temperatures for workers

during summer months

Cons

• Shifts difficult for workers

• Limits scope of work

• Increases construction schedule

AIRPORT-WIDE PERSPECTIVE

2019 Projects with airfield impact:

• Concourse Expansion

• GARDI

• Gate A54

• RWY 17L/35R Drainage

improvement

• RWY 17R/35L Rehab

• 2019 Denver Water Vaults

AIRPORT-WIDE PERSPECTIVE

AAPR-3AAPR-1

A

P

R

-

2

AW-1A1B

CE-1A

ARP-3

2020 AIM DEVELOPMENTBUSINESS EDUCATION COURSECOMMISSIONING PROGRAM

DON SAAL, PE – PROGRAM MANAGERDYLAN ENGBERG – CONTRACT ADMINISTRATOR

JANUARY 15, 2020

38

WHY A COMMISSIONING PROGRAM

NASA

Mission Statement of DEN Cx Program

The DEN Commissioning (Cx) program consists of two

categories of activities; New Construction commissioning

(NCCx) and Existing Building Commissioning (EBCx).

Throughout the project lifecycle, the DEN Cx program

reviews, observes, documents and tests systems to ensure

that they meet the requirements of the airport. By

implementing the commissioning process, DEN can be

confident that project results align with operational and

sustainability goals, and that DEN assets achieve and maintain

consistently high levels of performance and efficiency.

NASA Visible Earth, “The Blue Marble from Apollo 17," December 7, 1972. http://visibleearth.nasa.gov/view.php?id=55418

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STAKEHOLDER COLLABORATION

U.S. Green Building Council

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DEN CX PROGRAM OVERVIEW

Commissioning is ensuring systems do what’s intended now and for the future

• Design reviews – constructability/maintainability

• Validate system installation and operation

• Periodic or deferred tests – ensure performance

Cx Program Governed By:

• ASHRAE Guideline 0, Standard 202

• International Energy Conservation Code (IECC)

• LEEDv4 Prerequisite and Credit

• Executive Order 123: Requiring all new buildings constructed by DEN to be LEED certified

Abbreviations

• Cx – Commissioning

• CxA – Commissioning Agent (or Authority)

• MBCx – Monitoring-Based Commissioning

• RCx – Retro-Commissioning

https://www.denvergov.org/content/dam/denvergov/Portals/executiveorders/123-Sustainability-Policy.pdf

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DEN COMMISSIONING PROGRAM

Let's do the Numbers:

• 33 Cx Tasks

• $2.5M Commissioning Tasks

• $880M in Project Construction Budgets*

* Includes the current construction estimate for the Great Hall project.

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TYPES OF PROJECTS

Special Projects:

Great Hall

Concourse Expansions

Capital Improvement Projects:

New Construction LEED Projects

Wally park

GT Holding Lot Building

Renovation Projects

CCB HVAC Controls Upgrade

CUP Chillers & Boilers

Existing Building

DFD Fire Station 35 Denver International Airport – flydenver.com

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2020 ON-CALL PROCUREMENT

Outreach

(Education Class)

Advertise

(up to 90 Days)

Public Bid Process

(RFP, Bid Opening)

Bid Evaluation

(Bid Analysis, DSBO Evaluation)

Selection & Award

Contracting

(DEN Process & CCD Process)

Q1 2020

Q1 2021 Q1 to Q2 2020

Q2 to Q3 2020

Q3 2020

Q4 2020

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DEN CX PROGRAM - WORKFLOW

AIM Development Intranet

AIM DEVELOPMENT PROJECT LIFECYCLE

DEFINE DESIGN BUILD CLOSEOUT COMPLETE

Initiation Planning Execution Closeout

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46

HOW (WORKFLOW)


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DEN CX – DSM STANDARDS OVERVIEW

AIM TPS

PHASE TASK / ACTIVITY

2015

IEC

C

LEED

v4 F

un

dam

enta

l Cx

LEED

v4 E

nh

ance

d C

x

Designate/Engage Commissioning Agent/Authority (CxA) X X

MILESTONE: Engage CxA Before End of Design Development X

Develop Cx Scope & Budget

Develop Initial/Preliminary Cx Plan X X

Develop Owner's Project Requirements (OPR) X

PROCUREMENT

PRE-DESIGN

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AIM TPS


2015

IEC

C

LEED

v4 F

un

dam

enta

l Cx

LEED

v4 E

nh

ance

d C

x

Develop Basis of Design (BOD) X

CxA Reviews BOD/OPR X

CxA Reviews Design Packages X

Conduct Cx Kickoff Meeting X

Attend Ongoing Design Meetings X

CxA Attend Integration Meetings (i.e. controls, enclosure)

CxA Develops Cx Requirements (i.e. specifications) X X X

Complete IECC Cx Permit Letter X

Develop Systems Manual Scope & Format X X

Develop Training Requirements X

Develop MBCx Plan X

DESIGN

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AIM TPS


20

15

IEC

C

LEED

v4 F

un

dam

en

tal C

x

LEED

v4 E

nh

ance

d C

x

Update Construction-Phase Cx Plan X

Coordinate Cx Activities (scheduling)

Conduct Controls Review Meeting

Building Enclosure Coordination

Conduct Cx Kickoff Meeting X

Conduct Cx Meetings X

Review Submittals X

Develop Construction Checklists (Pre-Functional Checklists) X

Develop Functional Performance Tests (FPTs) X

PRE-

CONSTRUCTION

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WHAT (THE MATRIX)

AIM TPS


20

15

IEC

C

LEE

Dv

4 F

un

da

me

nta

l Cx

LEE

Dv

4 E

nh

an

ced

Cx

Develop/Maintain Master Issues Log (MIL) X X

Conduct Site Visits & Issue Site Observation Reports X

Review RFIs

Coordination & Shop Drawing Review

MBCx Coord (i.e. SkySpark/AEM)

BECx Moch-Up Testing

Power Systems - NETA Testing

BIM 360 Field Issues Documentation

CONSTRUCTION

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AIM TPS


2015

IEC

C

LEED

v4 F

un

dam

enta

l Cx

LEED

v4 E

nh

ance

d C

x

Verify Construction Checklists & Point Verification Tests (PVTs)

Witness Start-Up/TAB

Review Start-Up & TAB Reports X

MBCx (i.e. SkySpark/AEM)

Execute Functional Performance Tests (FPTs) X X

Issue Functional Test Report X X

Review O&Ms X X

Verify Completion of Training X X

Complete IECC Cx Compliance Checklist X

Prepare Preliminary Cx Report X X

Compile Systems Manual X

Compile Current Facility Requirements & O&M Plan X

Deliver Post Construction Documents X X

LEED Submissions X X

ACCEPTANCE

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AIM TPS


2015

IEC

C

LEED

v4 F

un

dam

enta

l Cx

LEED

v4 E

nh

ance

d C

x

Review As-Built Drawings X

Troubleshooting/Optimization

Prepare & Execute Seasonal Testing X X

Update/Resolve Cx Issue Log

Develop Ongoing Cx Plan X

Conduct 10 Month Warranty Review X

Finalize Cx Report X

Conduct MBCx Quarterly Checks

OCCUPANCY &

OPERATION

(WARRANTY)

DEN DESIGN / BUILDSPECIAL CONDITIONS TO THE YELLOW BOOK

DAVID MASHBURN

FACILITY SERVICES SUPERVISOR

JANUARY 15, 2020

56

COLLABORATION CONTINUUM

W/ SPECIAL CONDITIONS

https://www.denvergov.org/content/dam/denvergov/Portals/743/documents/2011%20DENVER%20GENERAL%20CONTRACT%20CONDITIONS.pdf

57

to PowerPoint ReviewEXAMPLES OF SPECIAL CONDITIONS

Collaborative procurement

• By working collaboratively to pre-qualify its supply chain, DEN made significant time and cost savings in supplier and subcontractor evaluation for chillers and the CUP.

• We also have scheduled and phased incentives on the CUP project where lack of disruption is more important than low cost.

Partnering sessions

• By touring Progressive Design/Build projects in 2015, we wrote special conditions in 2016 to procure contracts for expansion that had many of the elements that made those project successful, this was one idea.

Pre-Construction Services

• Now on call construction contracts have a condition that defines scope to provide these collaboration services by task order.

58

“DESIGN/BUILD” +/- AT DEN (LAST 5 YEARS)

Fire Station 35Pena Boulevard

AGTS Door replacementMOD 4E Parking Structure Hotel and Transit Center

Data Center

Concourse ExpansionConcourse B HVAC ControlsCUP Chiller replacement

R-22 Replacement Phase 2ADS Glycol Recycling plant

59

PROJECTS THAT MODIFY THE YELLOW BOOK

Fire Station 35

– Special Conditions modified the price conditions and what is in and out of “GMP”.– Special Conditions modified Contract Drawings and Specs, DEN did a lot, then we had to

modify design with collaboration to reduce scope to fit in the price to the tune of 2 million.– Special Conditions had the contractor carry professional liability insurance.

MOD 4E Parking Structure

– Special Conditions listed an amount of parking spaces to meet and said it must match existing structure and finish.

– Special Conditions stated that the structural design could not be pre-cast concrete.

Hotel and Transit Center

– Special Conditions required cost reduction methodologies.– Special Conditions outlined BIM execution plan to include a process of agreeing to virtual

construction together per floor.– Special Conditions required Design and Construction team work with PMT to obtain LEED

Certified. We got Platinum, mostly because of the relationship developed by this.

Data Center

– Special Conditions modified the relationship between Contractor, Architect, Designer, etc.– Special Conditions modified Contract Drawings and Specs, shop drawings, because they

were all produced / reviewed by the Design-Build Contractor.

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PROJECTS THAT MODIFY THE YELLOW BOOK

CUP Chiller Replacement

– Special Conditions modified the approved schedule to have phases tied to “free cooling periods” and then outline incentive to split a percentage of a managed contingency.

Concourse B HVAC Controls

– Special Conditions included an investigative phase – the contractor found 250 more pieces of equipment than we knew about.

– SC defined GMP was based upon reviewed 60% drawings after the investigation.

Concourse Expansion program

– Special Conditions required progressive cost model methodologies.– Special Conditions outlined “off-ramps” in construction (if air service stops, it has not).– Special Conditions required Design and Construction team work with Partnering consultant

to identify and measure success.

R-22 Replacement Phase 2 and ADS Glycol Recycling plant

– Special Conditions being developed now.

Pena Boulevard and AGTS Door replacement

– Special Conditions typical of best parts above

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STAKEHOLDER COLLABORATION

Ask your Project Manager for:Project Charterand Project Management Plan

• Project Charter

https://flyden.sharepoint.com/:w:/r/sites/teams/AIMDev/_layouts/15/doc2.aspx?sourcedoc=%7bD669CCED-F798-4F7D-9BA1-556A1D89F459%7d&file=Project%20Charter.docx&action=default&mobileredirect=true

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WHY DEN WANTS COLLABORATION

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Before Submitting to PowerPoint ReviewINSURANCE

• Contractor is required to purchase and maintain insurance of the kind and in

the minimum amounts specified in the Contract Documents

• Evidence of insurance must be submitted on an ACORD form

• Pay applications can be placed on hold where insurance is not current or in

compliance

• Contractor agrees to defend, indemnify, reimburse and hold harmless City,

its appointed and elected officials, etc.

• Contractor’s duty to defend and indemnify City

DEN AIM DEVELOPMENT PARTNERING FOR PERFORMANCE

AMY KUCHNO & TOM LISI – DEN PEAK PERFORMANCE

JANUARY 15, 2020

66

DEN PARTNERING PROCESS

Partnering Executive Summary

The Why of Partnering: to maximize our human potential for working together and

meet all project objectives

The How of Partnering: define desired behaviors, discuss and measure our

partnering and utilize a continuous improvement cycle of team meetings to

provide the forum and focus for the teams.

The Benefit of Partnering: a construction process meeting all members objectives

for working together, safety, financial, quality and timeliness of the project.

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Step 1 - Charter the Partnering Process with the Steering Team

Step 2 - Kickoff meeting with senior level presentation to team members

Step 3 – Conduct Partnering sessions – team or individual teams

Step 4 – Conduct regularly scheduled Partnering meetings

Step 5 – Conduct regularly scheduled tollgates with leadership at critical phases

• Metric collection and review – measurements of success for agreed upon

objectives

• Recognition & Team Building – agreed upon recognition process and cadence of

team building events

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Chartering the Partnering Process: Steering Team

• Define the Vision, Mission and Values

• Define the stakeholders participating in partnering

• Define the objectives and measurable components, a project dashboard

• Define the cadence of team meetings

• Define roles

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DEN AIM DEVELOPMENT PARTNERING

1st Partnering session agenda:

• Welcome by Sponsors

• Review agenda

• Identify norms for the partnering session

• Introductions exercise

• What are your expectations of today’s partnering

• Identify the Objectives – each organization and the project teams

• Tribal Leadership exercise

‒ Agree on the values & behaviors

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DEN AIM DEVELOPMENT PARTNERING

Partnering session agenda: page 2

• Agree on the level of Partnership desired

‒ Collaborative, Consultative, Directive

• Define success & risks - +/∆ exercise, define behaviors associated

• Agree on the measurements for success

• Agree on Roles & Responsibilities, Accountability & Recognition

• Agree on meeting cadence, methodology & timelines

• Agree on the escalation Matrix & communication

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DEN AIM DEVELOPMENT PARTNERING PROCESS

Partnering Team meetings:

• Objective – to focus on the project partnering, recognize behaviors and outcomes desired. Resolve issues and develop solutions for improvement.

• Participants – as designed teams and at times between teams

• Frequency – as defined by the team, minimum monthly check in

Tollgates:

• Objective – forum for the team to share partnering progress with the Steering Team and Executive Team

• Participants – all team members, Steering Team, Executive Team

• Frequency – as defined by the participants

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EXAMPLE 1: CENTRAL UTILITY PLANT

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EXAMPLE 2: PENA BLVD DESIGN BUILD

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Challenges Opportunities

Participation by team members Time spent is directly related to the working

relationships

Leadership behaviors

- not behaving as partners outside the team meetings

- not behaving the same with your team

Everyone will understand your authenticity, if

you want this to work commit yourself to do

it first everyday

As the project challenges occur staying the course,

urgency will drive the team and leaders

Stay the course, remind the team of the

benefits you are getting and leverage the

working together relationships to meet the

challenge

Not happy with the project partnering Surface your issues and concerns early and

often

- the Peak Team is here to help facilitate the

process and outcomes, utilize them

Copyright 2020 Hensel Phelps and/or its affiliates. All rights reserved. Confidential and Proprietary.

DESIGN BUILD BEST PRACTICESHow to Succeed at Design Build Done Right at DEN and Beyond


▪ Corporate Director of Design Services at Hensel Phelps

▪ Licensed Architect, Design-Builder

▪ First class of the DBIA College of Fellows

▪ 2011 Chairman of the Design Build Institute of America

▪ $7 Billion in Design-Build projects including:o Colorado Convention Center

o Invesco Field at Mile High Stadium

o Aviation (LAX, Dallas, Houston, SFO, Orlando, Nashville, Eagle County)

▪ Worked on the original DIA terminal design

Speaker

[email protected]

Greg Gidez, FDBIA AIADirector of Design ServicesHensel Phelps

mailto:[email protected]


Learning Objectives

▪ Best practices for design-build projects ▪ Awareness of the business considerations for pursuing

work and producing in a Design-Build environment▪ Avoiding the traps of “Design-Build Done Wrong”▪ Assembling and managing the right Design-Build team▪ Making the mental shift to successful Design-Build, with

education and training of key personnel▪ Understanding of how DB process is integrated on

aviation projects


Topics of Conversation

▪ What is Collaboration?▪ What is Design-Build?▪ Design-Build procurement▪ Contract considerations▪ Project execution▪ Ethics and Behavior


Resources

▪ DBIA National www.dbia.org

Owner Hotline 866-USE-DBIA

[email protected]

http://www.dbia.org/


What makes Aviation projects unique?

▪ What about your team?

▪ What about your processes?

▪ What about your project?

▪ What about your environment?

▪ Decision making hierarchy?

▪ Ability to let go and trust?

▪ Risk management?

▪ Value added!


Collaboration

What is COLLABORATION?

col·lab·o·ratekəˈlabəˌrāt/verb: collaborate; • work jointly on an

activity, especially to produce or create something.


What is Integration?

in·te·grateˈin(t)əˌɡrāt/verb: integrate• combine (one thing)

with another so that they become a whole.

• bring (people or groups with particular characteristics or needs) into equal participation


What is an integrated project?


Procurement Contracts Execution

PROJECT INTEGRATION IS A SOUP TO NUTS PROPOSITION


PROJECT INTEGRATION IS A TEAM SPORT

POETRY IN MOTION


What is Design-Build?

▪ Design and construction services are contracted by a single entity

▪ Design–build relies on a single point of responsibility contract – Minimize risks– For innovative solutions– to manage cost – To reduce the schedule– Assure quality compliance


Responsibility

Design-Bid-Build

and

CM@R

Owner

DesignerArchitectEngineer

BuilderGeneral

Contractor

Dual Responsibility

Owner

Design-Builder

Design-Build

Singular Responsibility

Owner

DesignerArchitectEngineer

TradesSpecialty Contractor

IPD

DesignersSpecialty

Consultants

BuilderGeneral

Contractor

Multi-party Responsibility


Variations on a Design Build Theme

Bridging Lump Sum

Qualification Based selection

Technically Acceptable low $

Best Value Selection

(stipulated sum)

Progressive

Just because you can play musicdoesn’t mean you can play jazz


What is a Best Practice?

▪ A best practice is the belief that there is a technique, method, process …. that is more effective at delivering a particular outcome than any other technique, method or process

▪ Notion– with proper process, checks, and testing, a

desired outcome can be delivered with fewer problems & unforeseen complications


▪ An owner should conduct a thoughtful, proactive, and objective assessment of the unique characteristics of its program/project and its organization before making the decision to use Design-Build.

Wellington E. Webb Office BuildingDesign Build Team – Hensel Phelps | RNL with Tryba Architects

Procuring Design-Build Services


Attributes of Design Build

▪ Owners should understand the attributes of Design-Build and how these attributes will benefit its program/project– Risk– Speed to market– Cost– Innovation– Trust


Attributes of an Aviation Design-Build

▪ Complex, multi-party process– Airlines, Aviation authority, Code officials, Fire Marshall, MWBE, workforce

development, baggage handling, fueling, aircraft movement, gating, concessions, signage and wayfinding, police, homeland security, FAA, Community, unions ………

▪ Phasing, temporary facilities– Ticketing, gating, hold rooms, concessions, baggage…..

▪ High performing team required▪ Customer satisfaction a necessity


Educated in Process of Design-Build

▪ Owners should be educated and trained in the procurement, contracting and execution of Design-Build projects:– Set expectations– Foster a collaborative relationship– Difference in alternative project delivery

strategies– Vision definition, clarity of direction– #1 cheerleader, proponent, made the

mental shift


Strong Leadership – Aligned Organization

▪ Senior leadership that is committed to the success of the design-build process and that can help instill a healthy and trusting relationship among the entire project team.

▪ Leadership from the top▪ Educated and committed at

the point of execution


Informed on Different Deliveries

▪ Owners should be informed by current industry market research as they plan their Design-Build programs, including market risks and opportunities in the current environment.

▪ Owners should be aware of the ability of the marketplace to deliver through Design Build

Metric DB vs. DBB

CM@R vs. DBB

DB vs. CM@R

Unit Cost 6.1% lower 1.6% lower 4.5% lower

Construction Speed 12% faster 5.8% faster 7% faster

Delivery Speed 33.5% faster 13.3% faster 23.5% faster

Cost Growth 5.2% less 7.8% more 12.6% less

Schedule Growth 11.4% less 9.2% less 2.2% less


Design-Build – Risk Assessment

▪ Owners should use a rigorous and thoughtful project risk assessment process early in the procurement process– Update/refine as the project proceeds

from procurement to project execution.


Design-Build Procurement Restraints

▪ Owners should have a comprehensive understanding of any procurement constraints or flexibility imposed or afforded by their legislative, regulatory, or internal requirements.


Conflict of Interest

▪ Owners should make an early determination of its programmatic conflict of interest policy on design build procurements and promptly disclose this policy to the relevant marketplace

Ethics

IntegrityValues



▪ An owner should implement a procurement plan that will enhance the collaborative and other benefits of Design-Build, with the procurement plan being in harmony with the reasons that the owner chose the design-build delivery system.

GSA F.O.B.Design Build Team – Hensel Phelps | Gensler, Krueck & Sexton


Qualifications are Important

▪ Focus heavily on the qualifications of the design-builder and its key team members rather than price

▪ Encourage the incorporation of key specialty trade contractors early in the procurement process.

▪ Prequalify the company, qualify the individuals


Attitude and Aptitude for Design-Build

Choose your DB partners wisely. It really matters


Prescriptive vs. Performance Specs

▪ Design-build procurement with the goal of minimizing the use of prescriptive requirements and maximizing the use of performance-based requirements.

▪ Clarity of vision, and any constraints▪ Clarity or contingency? You choose

.


Define Expectations

▪ Owners should make a conscious decision about the importance of sustainability and a definition of what constitutes design excellence on the project and reflect such decision in its procurement approach.


Realistic Budgets and Schedules

▪ Owners should set forth estimated contract cost and budget ceilings in their project-specific procurement documents.– Realistic– Market tested between RFQ and RFP– Understanding of labor and material

availability, project challenges


-Cost to Propose

▪ Be mindful of the level of effort required by proposers in developing responsive proposals– Owners costs to review– Limit proposal deliverables to only those that

are needed to differentiate among proposers, but understand the efforts required by the Design-Builder

– Owners who require technical submittals, such as preliminary designs, should use a two-phase procurement process1. Prequalify

2. Technical Submission

3. Clarity in scoring process



▪ An owner using a competitive design-build procurement process should ensure that the process is fair, open and transparent, using clear evaluation and selection processes.

GSA Federal BuildingDesign Build – Hensel Phelps | Kruek & Sexton, Gensler


Preparing for Project

▪ Owners should perform appropriate front-end work, including: – geotechnical investigations– permit acquisitions– enable proposers to reasonably

rely upon such information as they establish their price and time assumptions

– Share information that can have a schedule or cost impact


Confidential Meetings

▪ Owners should conduct confidential meetings with proposers prior to the submission of phase two proposals:

▪ Encourage the open and candid exchange of concepts, concerns

▪ No field leveling▪ Amend RFP when component would

cause financial impact to proposers▪ Respect of intellectual property


Stipends

▪ Owners should provide unsuccessful shortlisted proposers with a reasonable stipend when responding to a proposal that requires a significant level of effort by the shortlisted proposers.

▪ Owners should ensure that their technical and cost proposal team members are trained on the particulars of the procurement process.

▪ Understand the business models of designers, general contractors and specialty trade partners, and the impacts of a design competition


Separate Technical and Price

▪ Owners should ensure that technical review teams do not have access to financial/price proposals until the technical proposals have been scored.

– Stipulated sum– Maximum allowable contract– Weighted price

▪ Define expectations clearly! Is it price? Value? Other?

▪ Provide the opportunity for unsuccessful proposers to participate in an informative debriefing session.


Contracting for Design-Build Services

▪ Contracts used on design-build projects should be fair, balanced and clear, and should promote the collaborative aspects inherent in the design-build process.

▪ Assume success or failure?

Sanford Consortium for Regenerative ScienceDesign Builder – Hensel Phelps | Fentress Architects


Risks Identified and Allocated

▪ Contracting parties should proactively and cooperatively identify significant project-specific risks and clearly identify in the contract how such risks will be handled.

▪ Contracts should reasonably allocate risks the party that is best capable of addressing and mitigating the risk.


Design Builders Risks

▪ Local Authorities▪ Subcontractor

performance▪ Subcontractor solvency▪ Consultants▪ Mold and Mildew▪ Hazardous materials▪ Material substitutions▪ Entitlements▪ Contaminated site▪ Late documents▪ Submittals▪ Owner relations▪ Design team relations▪ AHJ’s▪ Failure to make the mental

shift

▪ Groundwater▪ Production rates▪ Equipment vibration▪ Document quality▪ Financing costs▪ Code/Standard changes▪ Product discontinuation▪ Environmental issues▪ Staff changes▪ Indecision▪ Design changes▪ Criteria compliance▪ Timely responses to RFI’s▪ Community outreach▪ Owner

▪ Design▪ Liquidated Damages▪ Dewatering▪ Shoring▪ Underpinning▪ Utilities▪ Site constraints▪ Strikes▪ Manpower shortages▪ Material shortages▪ Transportation

Logistics▪ Weather▪ Latent defects▪ Location▪ Indecision


Design Builders Risks

▪ Local Authorities▪ Subcontractor performance▪ Subcontractor solvency▪ Consultants▪ Mold and Mildew▪ Hazardous materials▪ Material substitutions▪ Entitlements▪ Contaminated site▪ Late documents▪ Submittals▪ Owner relations▪ Design team relations▪ AHJ’s▪ Failure to make the mental

shift

▪ Groundwater▪ Production rates▪ Equipment vibration▪ Document quality▪ Financing costs▪ Code/Standard changes▪ Product discontinuation▪ Environmental issues▪ Staff changes▪ Indecision

▪ Design changes▪ Criteria compliance▪ Timely responses to RFI’s▪ Community outreach▪ Owner

▪ Design ▪ Liquidated damages▪ Dewatering▪ Shoring▪ Underpinning▪ Utilities▪ Site constraints▪ Strikes▪ Manpower shortages▪ Material shortages▪ Transportation

Logistics▪ Weather▪ Latent defects▪ Location▪ Indecision


Clear Concise Contracts

▪ Contracts should have language that is understandable to those personnel who are administering the project.

▪ Contracts should encourage, rather than hinder, communications between the parties.

▪ Contracts should incentivize instead of penalize


Contract Adjustments

▪ Contracts should contain a fair process to allow for adjustments in the contract price and time.

▪ Contracts should contain alternative dispute resolution processes that will promote the prompt identification and resolution of disputes.



▪ The contract between the owner and design-builder should address the unique aspects of the design-build process, including expected standards of care for design services.

Fort Carson 13th CAB ATCT Control TowerDesign Build Team – Hensel Phelps | JACOBS


Contract Incentives

▪ Owners should, consistent with their overall procurement strategy, thoughtfully evaluate the use of appropriate contractual incentives that will help align the performance of their design-build teams with the owner’s project goals.– Measurable, timely– Commercially attainable– Of Value


Contracting – Owners Role Identified

▪ Owner cannot be AWOL▪ If a third party, their role and responsibilities clearly

delineated▪ The contract should clearly specify the owner’s role

during project execution, particularly relative to: – reporting to and communicating/meeting with the owner– owner’s review and acceptance/approval of design submittals– the owner’s role, if any, in QA/QC.



▪ The contracts between the design-builder and its team members should address the unique aspects of the design-build process affecting each party’s performance.

Austin-Bergstrom International AirportTerminal East InfillDesign Builder – Hensel Phelps | Page/


Teaming Agreements

▪ The design-builder’s proposal team should use written teaming agreements to establish their relationships during the procurement process and to establish the key elements for the post-award relationship.


Typical Teaming Agreement

Decision Authority

Tree

ScheduleWork Breakdown

Structure

Rolesand

Responsibilities

Risk, Cost andCompensation

Allocation

ConfidentialityAnd

Exclusivity

ProprietarySystems andProcesses

Communicationsand

Meetings

Coordinationof ProposalPreparation

Technologyand Software

Platforms

AnalyticalRequirements

(Energy Model)

Presentation Deliverables

CommonContract

Language


Designer of Record

▪ The contract should reflect that the designer-of-record is actively involved throughout the project’s execution.

▪ The contract should establish the role that each party will have relative to the design process.– Engineers– Specialty Trades– Level of Development– Owner


Communications

▪ The design-builder should ensure that its team members have a clear understanding as to how communications will take place with each other and with the owner.– Integrated Design Work Plan– Design Schedule– Deliverables– Timing– Informed and sticky decision making– BIMxP


Contracting - Mutual Goals

▪ The design-builder should recognize that many of the same benefits that derive from the owner’s use of design-build on the project apply to the design-builder’s process for designing and constructing elements of the work.– Risk management– Collaboration– Schedule– Cost– Collaboration


Contracting with Specialty Trades

▪ There is a benefit to early procurement and contracting with specialty design-build trade contractors on projects.– Risk mitigation– Efficiencies– Labor, market knowledge– Specialty– Innovation


The Research Shows the best projects …….

Maximizing Success in Integrated Projects (Molenaar et al, CU, Penn State, U of Florida)

▪ Qualification based selection of the team▪ Early engagement of key specialty trade

partners▪ Open and transparent contracts▪ Integrated execution strategies (BIM, etc.)

Sponsored by the Charles Pankow Foundation and the Construction Industry Institute Website: http://bim.psu.edu/delivery

Maximizing Success in Integrated ProjectsAn Owner’s Guide

http://bim.psu.edu/delivery


Executing the Delivery of Design-Build Projects

▪ All members of the design-build team should be educated and trained in the Design-Build process and should be particularly aware of the differences between design-build and projects delivered under other delivery systems

▪ All members of the Design Build team must make the mental shift to a collaborative and integrated environment.

▪ One TEAM

Fort CarsonDesign Builder – Hensel Phelps | JACOBS


Trust

▪ The importance of collaboration and trusting relationships must be understood and then applied

in practice. It cannot be underestimated– Pick the right team

– Pick the right partner

– Culturally compatible

– Process integration


Trust

▪ Remember – it’s one TEAM, one goal.

▪ Whos’ team are you on?▪ Do you know the plan?▪ Do you know the cadence?▪ Can you execute in sync with

your partners?


The Right People

▪ Projects should not be staffed with individuals that are not educated or experienced in or are ill-suited to implement Design-Build best practices.– Early system developments– Experience– Make the mental shift– Collaborative– Interactive


The School Bus Theory

▪ Right driver▪ Everyone in

the right seats▪ Know where

you are going


The School Bus Theory

▪ Sometimes it is necessary for project success to use the back door of the bus.......


Leadership

▪ All project teams should have senior leadership committed to the success of their projects and actively supportive of Design-Build best practices



▪ Project logistics and infrastructure should be established to support integrated project delivery.

San Francisco International AirportTerminal 3 East Design Builder - Hensel Phelps | Gensler


Facilitating Communication

▪ Owners and design-builders should be co-located when justified by the characteristics of their projects, including the project’s complexity and volume of design submittals.

▪ Design-builders should strive to have their design and construction teams working in the same place as often as possible, including co-location if practical.


Co-Location - The Big Room Concept


Co-Location - The Big Room Concept

▪ SFO Big Room

Floor Plan with Meeting Spaces Identified

▪ Leadership, design and construction under one roof– Informed team

– Collaborative environment

– Cross pollination of ideas

– Expedited process

– Trust established


The Big Room Concept

▪ SFO Big Room


Facilitating Professional Staff Development

▪ Co-location allows the complete team to see and understand how the sausage is made, creating a better informed hi-performance team

▪ Professional Staff development is enhanced


Fluid Administrative Procedures

▪ The administrative processes associated with their projects’ execution are appropriate and well-understood, particularly relative to:– The Owners’ review of design

submittals– The Owners decision making

structure and ability to commit to informed and sticky decision-making

– Third Party reviews


Virtual Design and Construction

▪ BIM? How established, and what are advantages to utilization in DB project? Who develops the Execution Plan?

▪ Use during Procurement▪ Use during design phase▪ Estimating and scheduling▪ Field ▪ Record documents▪ Post occupancy▪ Owner requirements



▪ The project team should establish processes to enable timely, effective communication, collaboration, and issue resolution.

San Francisco International AirportTraffic Control Tower Design Build Team – Hensel Phelps | Fentress Architects


Executive Leadership Team

▪ The owner and design-builder should create an executive leadership group, including individuals from key members of the Design-Builder’s team, to meet regularly, monitor the project’s execution, and facilitate the understanding and achievement of the parties’ mutual goals.


Informed Development of the Design

▪ The owner and design-builder should collaborate on the formulation of a thoughtful plan to engage the owner and key members of the design-builder’s team in purposeful meetings to discuss the development of the design.

▪ IDWP – The integrated design work plan


Concise Flow of Information

▪ The owner and design-builder should develop processes that enable key stakeholders to interface directly with the design builder and its design professionals on key elements of the work.


Timely Informed Decisions

▪ The owner should be fully engaged, educated, and ready to make the timely, informed and sticky decisions necessary to facilitate the design builder’s performance



▪ The project team should be particularly focused upon the design management process and that there is alignment among the team as to how this will be executed.

San Jose International AirportDesign Build Team - Hensel Phelps | Fentress Architects


Time and Resource Commitment

▪ The owner and design-builder should acknowledge the significant level of effort required to manage the development and review of the design and dedicate sufficient resources to foster a collaborative environment for this work.


Progress of the Design

▪ Ensure that design advancement and changes of any type to the contract documents are clearly and contemporaneously documented, and that there is a clear understanding as to when and how the owner is to be notified of such advancement and changes.

▪ Ensure that criteria compliance is achieved and documented.

▪ Any deviations or exceptions should be negotiated and memorialized


Percentage of Design in RFP

Pre-Design-10% -5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75%

Design

Design/Draw-Build35% Design or Greater

PreliminaryDesign

Design-Build20% -35%

DesignCriteriaDesign-

Build5% - 20%

DirectSole-

SourceSelection-10% - 5%

QualificationsEmphasis

Technical & PriceEmphasis

Low PriceEmphasis

CRITERIA DOCUMENTSDescribes End Result

BRIDGING DOCUMENTSPrescribes How To Achieve End Result

Schematic Design Design Development Construction DocumentsProgramming


Understanding the Design Process

Owner and Design Builder input

You can’t get to the budget without the schedule

You can’t get to the schedule without the

solution

TARGET VALUE DESIGN


Supporting the Design Build Process

Design Team and Owner must support constructionactivities

Design Management lead by the designers, Owner engaged

Design Builder influences and supports the process• Cost• Constructability• Schedule• Coordination• Means and Methods


Influence vs. Expenditure

Shift the curveto the left -Follow the 80/20 rule


Managed Information

Eliminate the info drops


The Design Manager

▪ Manages the flow of information through the design phase

▪ Internal Influences▪ External Influences▪ Intra-disciplinary

Influences


Influences on The Design Process


▪ Assure criteria and contract terms met

▪ Ensures that all others are supporting the process

▪ Provides interdisciplinary fluency compliance

The Design Manager


The Design Manager

▪ Considers both design and construction simultaneously

▪ Responsible for the integrationof design and construction

▪ Empowers individual team members to take the lead atappropriate times

▪ Ensures that all others are supporting the process

Responsible for the integration


Behavior and Culture

▪ Establishing, nurturing and celebrating a relationship of TRUST and professional respect among all team members and parties to the contract

Wellington E Webb Office BuildingDesign Build Team – Hensel Phelps | RNL with Tryba Architects


Making the Mental Shift

▪ Successful design build requires a mental shift from an adversarial relationship to a collaborative relationship.

▪ Not everyone is capable of making this shift so the right personalities are required.


Making the Mental Shift

▪ Picking team members that have a proven track record with established level of trust

▪ Building trust means giving trust

▪ Leadership from the top with an organization clear on the message


Ethics

▪ Owners have an ethical responsibility to be fair, transparent and honest

▪ Bad behavior by the Owner leads to bad team behavior

San Jose International Airport Terminal and Consolidated Rental Car FacilityDesign Build Team – Hensel Phelps | Fentress Architects


Ethics

▪ Architects have a professional and ethical responsibility to protect the health, safety and welfare of the public, regardless of the Project Delivery method

San Jose International Airport Terminal and Consolidated Rental Car FacilityDesign Build Team – Hensel Phelps | Fentress Architects


Professionalism & Ethics

▪ What’s good for one is good for the team

▪ No hidden agendas▪ Design-Builder’s right to expect

a fair profit▪ Owner’s right to expect a quality

product▪ Design-Builder’s obligation to

assist Owner who may not be knowledgeable about Design-Build


Ethics

▪ Architects have a professional and ethical responsibility to represent the client’s interests, including the need to provide prudent design guidance to the owner (customer) and integrating those interests within the obligations of the project delivery contract


Design Build Done Wrong

▪ Pick the wrong team▪ Lack of TRUST▪ Lack of Owner engagement▪ Failure to make the mental

shift from hard bid▪ Lack of TEAM leadership▪ Lack of expectation definition


▪ Lack of professionalism▪ Failure to communicate

objectives and vision▪ Low bid mentality▪ Lack of collaboration between

owner, designers and builders▪ Failure to manage the design

process▪ Lack of TRUST!

Design Build Done Wrong


Summary

▪ The right project delivery method for the project

▪ Fair and equitable contracts

▪ An educated and trained team

▪ Team that has made the mental shift from adversarial DBB approach

▪ Collaborative and Integrated team

▪ Understanding and mitigating team risks

▪ Owner involvement

▪ Choose your partners wisely

DESIGN BUILD DONE RIGHT


Alvaar Alto, ArchitectNothing is as dangerous in Architecture as dealing with separated problems


Questions?