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ORIDIAN
has particular expertise as the representative
for public agency-owners on "construction
manager at risk" projects. During
the design phase we commonly perform
constructibility reviews of the project
plans, prepare independent cost estimates
and construction phasing plans, assist
with writing project special provisions,
and evaluate the contractor's cost
proposals. During the construction
phase ORIDIAN's emphasis on teamwork
is especially effective on CM at Risk
projects.
Making
the Most of the CMAR Process
Excerpt
taken from Engineering Inc. Magazine
March | April 2006 Edition
click
here to download full pdf article
As project owners around the country
continue to look for new innovations
in the delivery of engineering services,
one method- Construction Manager at
Risk-seems to be growing in popularity.
With CMAR, a public owner pre-qualifies
and selects a construction manager (CM)
during the design phase. The CM provides
planning, estimating, scheduling and
other consulting services. When the
design is near completion, the CM and
client negotiate a guaranteed maximum
price (GMP) and schedule.
Elliott Gappinger, president of Oridian,
a consulting firm that provides project
and construction management services,
says: "CMAR has valuable potential
advantages to project owners: Contractor
expertise can be matched to the needs
of specific projects, most risks can
be identified and mitigated during design
with contractor involvement, fast-track
projects can be accommodated, and claims
and construction disputes can be virtually
eliminated."
ACEC is publishing a book by Gappinger,
titled CM at Risk, which will be available
in April as part of the Council's Project
Delivery Series. The book dissects the
sometimes challenging dynamic between
owner, engineer and contractor during
CMAR projects and examines the impact
of contractor design input on the responsibility
of the engineer-of-record, the value
of the engineer's estimate and the use
of "value engineering." Gappinger
also highlights potential pitfalls for
engineers on CMAR projects, such as:
- Failure
to understand owner expectations;
- Failure
of the contractor to perform as
required during design; and
- Lack
of adequate project management.
Gappinger's
book also supplies methods for identifying
these problems and working around
them, as well as information to help
engineers prepare scopes of work and
fee proposals that are appropriate
to the special demands of the CMAR
process.
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