Project Delivery Methods FINAL FOR PRESENTATION

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2 Δεκ 2013 (πριν από 3 χρόνια και 10 μήνες)

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PROJECT DELIVERY
METHODS OF THE
FUTURE

Lisa Cooley, LEED AP

Lisa Cooley Associates, LLC


Peter
Cholakis

4Clicks Solutions,
LLC

In the long history of humankind,
those who learned to collaborate
and improvise most effectively have
prevailed.





Charles Darwin


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Meet Our Presenter(s):

Lisa Cooley, LEEP AP

Owner/Principal

Lisa Cooley Associates, LLC



Born
-

and
-
bred construction
industry veteran


Expert in Job Order Contracting
and small projects solutions


Passionate about evolving delivery
methods




Peter
Cholakis

Chief Marketing Officer

4
Clicks Solutions,
LLC



Career defining capital planning
and management solutions


Expert on facility lifecycle and Total
Cost of Ownership


Passionate about leveraging
technology to foster collaboration




Looking to the Past:

Owner

Designer

Builder

72%
of projects over budget

70%
of projects over schedule


5%
of project costs spent in bidding

Rex Miller, Commercial Real Estate Revolution

p
rice

based selection

qualifications
based selection

knowledge

gap


Fracturing of the Industry and its Results:

Adapted, HOK Architects

Owner

Sub

Builder 3

Subcontractors


Supply Chain Barriers:

Builder 1

Builder
5

Builder 2

Builder 4

PROJECT

Technology Barriers

Technology Barriers

Owner

AE

Contractor

Subs

Technology Barriers


Speed vs. Flexibility

Owner

AE

Contractor

Subs

?

?

?

?

!!

!!!!

?@#!*

13

Excel
Spreadsheets

Relational Database

Cloud
Computing

Flexibility

Collaboration

Technology Barriers

14

Catalysts of Change

15

Environmental:

1. Recognition of building’s role in climate change

2. Challenge of meeting rising Energy Needs and paying for it

3. Government mandates

16

Economic:

1. Fallout from of a building boom followed by recession

2. Reduced capital expenditures at a time when monumental
change to the built environment is needed

3. World economy becoming “flat”

Altered
Economic
Landscape

17

Resulting in a fundamental
cultural shift?

Driven by Millennial sensibilities and values

The built environment is transforming to meet efficiency needs

There is a need for responsive project delivery methods to
facilitate these changes

18

Big Data:

BIM and sophisticated
energy modeling for new construction

Ability to collect building performance metrics for existing buildings

Challenge:

1.
How to process it for
decisionmaking

and

2.
How to leverage team expertise to effect productive change

Need for delivery methods to quickly respond to urgency
created by transparent data

19

20

=

Disruptive technology is a term coined by Harvard Business School professor Clayton
M. Christensen to describe a new technology that unexpectedly displaces an
established technology.

Disruptive Technologies:

BIM Cloud Computing

A disruptive technology changes/overturns traditional business methods and practices.

21



BIM is the life
-
cycle management of the built environment supported by digital
technology.

(adapted from NIBS)

BIM


The “Simple Definition”

People

Process

Information

BIM

&

Cloud
Computing

OWNERS

AE’s

CONTRACT
ORS

SUB
-
CONTRACT
ORS

Cloud Computing

23

24

Convergence

Flat World
Economy

Constrained
Capital Dollars

Refocus on
O&M

Carbon
Footprint

Government
Mandates

New Project
Delivery
Methods to Meet
New Demands

Altered
Environmental
Landscape

Altered
Economic
Landscape


Disruptive
Technology

25

Key Characteristics

of Emergent Project
Delivery Methods

Qualifications Based or Best Value Selection

Some form of pricing transparency

Early and ongoing information
-
sharing among project
stakeholders

Appropriate distribution of risk

Some
form of financial incentive to drive
performance

26

Design
-
Build


Single Source Responsibility


Shifts risk of design errors from Owner to Contractor


Maximizing construction dollars

Design
-
to
-
Budget


Faster Delivery


Can be commoditized as low bid, but can be innovative with performance
-
based measures


From Scherer Construction,
www.scherercfl.com


27

Design
-
Build Case Study

Awarded September 11, 2001

Schedule, budget and scope completely
changed from original bid

Completed 14 months ahead of schedule and
$100 million under budget

Performance
-
based, flexible contract allowed
for innovation

Incentives:

Award fee allowed profit margins up to 10% if
project goals were met

Cost incentive allowed design/builder to share
percentage of cost savings

30
-
50%

Subjective evaluations every 90 days

feedback loop


28

Integrated Project Delivery

Est. Max Price

Actual Cost

Shared

Contingency

Cost of the Work

Incentive
Pool

Owner
Cost
Savings

Savings

$$$

Target Cost


Alliance Contracts create shared Risk and Reward

shared contingency and
shared incentive pool. Liability Waivers mean no ability to sue.


Entire team on board before design starts

requires Qualifications Based
Selection and Full Pricing Transparency


Deep involvement of key subcontractors and suppliers in design process


Goal is to reduce duplication of design efforts
--
shop drawings serve design
development


Utilization of BIM and other forward
-
thinking technologies to enable
collaboration among team members


29

30

IPD

JOC

DBB

31

Job Order Contracting




“IPD Lite” for Existing Buildings


Consolidates procurement to shorten
Project Timelines and reduce
procurement costs


Transparency of
pricing
and
procurement compliance through
Unit
Price Book


Long Term
Facility
Relationship
increases
productivity and enables
reiterative process improvements


Quality and performance incentivized
through IDIQ form of contract with
minimal guarantee and clear maximum
volume










Shorter Project Timelines

32

33



Fast and timely delivery of projects.


Consolidation of procurement creates lower overhead cost and procurement
cost


Contractor and owner efficiencies in prosecution of the work. Development
of a partner relationship based on work performance.


Virtual elimination of legal disputes, claims and change orders.


Standard pricing and specification utilizing a published unit price book
(UPB), resulting in efficient and effective estimating, design, and fixed price
construction.

Advantages of JOC for Owners

How OWNERS Use

JOC & Technology

Programming Estimate

Estimates from Each Design Stage

Final Detailed Cost Estimate

Initial Contractor Proposals

Technically Evaluated Proposals

Final Revised Contractor Proposals

Modifications & Changes Orders


Track & Manage each project from
inception to completion.


Manage a single project, your
entire contract, or multiple
contracts.


All project milestones, thru
warranty period.


Display status of each project.


Maintain a complete cost
history


Record all estimates associated
with a project
.


Review value of all projects
awarded on a specific contract, or
to a specific
contractor.


Reports
show pre
-
negotiation
strategies and
post
-
negotiation
summaries.





34

35

Job Order Contracting

Case Study

JOC in place since 1999

Completing $2.5
-
$3m annually

Average project size about $20,000


Examples of JOC projects:


Office and classroom renovations


Laboratory renovations


Installation of varies mechanical equipment and associated
work


Road and parking lot improvements


Interior finish
-
out projects for commercial spaces


ADA modifications


Mold and bird remediation


Waterproofing projects


Sports courts and recreational facilities


Food service renovations


Signage installation


Sidewalks

Starbucks

$208,841

Coordination of university requirements with
concessionaire

Bio Safety Level 3 Laboratory

$443,650

Rapid deployment of grant funds for anti
-
terrorism research

36

Public Private Partnerships


Finds fullest expression as Design
-
Build
-
Own
-
Operate


Takes advantage of the same team innovations as Design
-
Build and IPD

contract includes design and construction.


Added benefit of private financing for upfront cost. Funding
through toll concessions or availability payments.


Some may be during the course of design/construction


After completion, typically receive a regular (e.g. annual)
payment


similar to a lease payment


Added component of ongoing operation/maintenance.


Allows owners to incentivize ongoing building performance


Size of ongoing payments is contingent on the
performance of the asset


Drives performance and lifecycle decisions. Ultimate
accountability for building systems.


Originally focused on transportation. Now
expanding into “social infrastructure” projects.


37

PPP Case Study


Long Beach Courthouse

Development Cost: $490M

Lease
-
back period: 35 years

Performance Based Contract:
Lease payments will
be reduced if the private sector underperforms

Extensive list of property management requirements

Exact formulas for decreasing lease payments if
requirements are not met

Innovative Approach: Integrated design approach
includes operations staff in design and construction
decisions

Process

38

39

Energy Performance Contracts


Usually includes financing

paid off with energy savings


Payment based on anticipated
energy savings, or contingent
on actual savings


Well
-
established in public
sector, challenges in private
sector


Variation: Energy Services
Agreement. New business
models to address challenges:
Managed Utility Service
Agreements, Property
Assessed Clean Energy
(PACE), On
-
bill financing


Drivers: benchmarking laws
creating transparency in
building energy costs for
tenants and buyers, C
-
Suite
lens into facility costs

40

ESPC Case Study

State of Pennsylvania Department of General Services


Guaranteed Energy Savings Act


Strategic program approach


Integrated approach with PPAs


Small projects element


Standardized contracts

41

Supporting Software Technology

Integration of Proven Construction Delivery Methods / Project
Management

Standardized Cost Data Architectures / Taxonomies (i.e.
RSMeans
TM


400,000 line items)

Comprehensive Document Management

Electronic Visualization / QTO

42

A Common Language

MasterFormat2010, Uniformat II


Reference
Cost Databases (aka RSMeans)

COBIE, OMNICLASS

IFC

Metrics: FCI, SCI, Cost/GSF,
Cost/NSF, Utilization Rates, ….

43

“Facebook” for the Built Environment 1

Project Collaboration

Real Time Collaboration via Web Meetings


Facebook”
for the Built
Environment 2

49

Convergence

Energy modeling for new construction

Crystal Ball:

What does the future hold?

1.
Christian and Pandaya, 1997. Cost
Prediction of Facilities.

2.
NIBS 1998. Excellence in Facility
Managment

50

Energy modeling for new construction

Crystal Ball:

What does the future hold?

Increased energy efficiency

Educational outcomes

Healthcare outcomes

Increased worker productivity

Performance
Specs

Sophisticated
Data Analysis

Compensation
Structure

51

Contact and Other Info

Lisa Cooley, LEED AP

Lisa Cooley Associates, LLC

www.lisacooleyassociates.com

505
-
239
-
3446

lisa@lisacooleyassociates.com


Peter Cholakis

4Clicks, LLC

www.4clicks.com


781
-
983
-
1128

pcholakis@4clicks.com


Presentation will be posted at
www.lisacooleyassociates.com

Sources/
Bibliography
at:
http://www.scoop.it/t/betterbuilding



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Be sure to evaluate the session at
the registration kiosk or online at
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-
inc.com/WWC121




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