Answer the highlight question. (university and town DPW, type in your works)
1. University - a. Had done all work as DBB until a Campus Center 5 years ago - it became a negotiated Lump Sum with a CM Agent overseeing the project. b. Next project was a $5 million dollar Admissions Building in the middle of the Main Quad and CM at Risk was selected and was another negotiated contract. GMP submitted and approved and project completed on schedule and within budget. No CM Agent used. Next project was a $38 million dollar apartment style dormitory and it was another CM $t Risk but they were procured using a Best value approach. A CM Agent was hired to oversee the project. A GMP submitted and approved within budget. Project completed on time and within GMP with $200,000 left in CM Contingency. d. Next project was a $45 million dollar Sports Complex - delivery method same as last project, CM at risk with GMP. Same CM Agent hired to oversee project. Project was initially delayed/put on hold in design for one year. GMP submitted and approved. Project completed on time, but $500,000 over budget. Both CM and Architect lost substantial money on the project. e. New project coming up --- $25 million dollar suite style Dormitory f. What should the client use as their delivery system??? And why??? i. Owner Staffing 1. Director of Facilities 2. Project Manager 3. Facilities Director of Maintenance 4. Maintenance Supervisor 2. Town DPW a. Install new sanitary sewers in town replacing the septic systems. b. $50 million project cost-3 year schedule Scope --- House connections - 3 to 4" d. Street piping - 6 to 10" e. Collector Pipes - 12 to 18" f. Feeder Sewer - 24 to 36" 3. Connect to Interceptor h. Pump Stations? i Manholes j. Tunneling?? k. Re-pave streets, new curbing, sidewalks I Temp traffic control/signage m. Permanent traffic control/signals n. Shoring o. Waterways, wetlands, rivers i. How to deliver the project? - what method? Procurement/contracts - How to organize the work???? C. 1. University - a. Had done all work as DBB until a Campus Center 5 years ago - it became a negotiated Lump Sum with a CM Agent overseeing the project. b. Next project was a $5 million dollar Admissions Building in the middle of the Main Quad and CM at Risk was selected and was another negotiated contract. GMP submitted and approved and project completed on schedule and within budget. No CM Agent used. Next project was a $38 million dollar apartment style dormitory and it was another CM $t Risk but they were procured using a Best value approach. A CM Agent was hired to oversee the project. A GMP submitted and approved within budget. Project completed on time and within GMP with $200,000 left in CM Contingency. d. Next project was a $45 million dollar Sports Complex - delivery method same as last project, CM at risk with GMP. Same CM Agent hired to oversee project. Project was initially delayed/put on hold in design for one year. GMP submitted and approved. Project completed on time, but $500,000 over budget. Both CM and Architect lost substantial money on the project. e. New project coming up --- $25 million dollar suite style Dormitory f. What should the client use as their delivery system??? And why??? i. Owner Staffing 1. Director of Facilities 2. Project Manager 3. Facilities Director of Maintenance 4. Maintenance Supervisor 2. Town DPW a. Install new sanitary sewers in town replacing the septic systems. b. $50 million project cost-3 year schedule Scope --- House connections - 3 to 4" d. Street piping - 6 to 10" e. Collector Pipes - 12 to 18" f. Feeder Sewer - 24 to 36" 3. Connect to Interceptor h. Pump Stations? i Manholes j. Tunneling?? k. Re-pave streets, new curbing, sidewalks I Temp traffic control/signage m. Permanent traffic control/signals n. Shoring o. Waterways, wetlands, rivers i. How to deliver the project? - what method? Procurement/contracts - How to organize the work???? C
