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APPENDIX E: WILLAMETTE RIVER BRIDGE, OREGON Project Overview Basic Information Project Name: Willamette River Bridge (WRB) Project Name of Agency: Oregon Department of Transportation (ODOT)
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for later review. Interviewees volunteered their time and were not compensated by the research team in any way.
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• Inclusion of the contractor in earliest design phases of the project: The presence and input of the contractor early in the design process (in the role of construction manager (CM)
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Project Delivery Method Agency Project Delivery Experience Table E1: Agency Project Delivery Method Experience Project Delivery Method Legislative/Legal Authority Number of years of experience with PDM DBB NA; Pilot projects only; General authorization NA; 1-5; 5-10; > 10 CMGC NA; Pilot projects only; General authorization NA; 1-5; 5-10; > 10 DB NA; Pilot projects only; General authorization NA; 1-5; 5-10; > 10 PPP NA; Pilot projects only; General authorization NA; 1-5; 5-10; > 10 Other NA; Pilot projects only; General authorization NA; 1-5; 5-10; > 10 Table E1 lists ODOT's length of experience with the most common project delivery methods. As with most agencies, ODOT has decades of experience using the DBB method and has only recently begun experimenting with new methods.
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Design ODOT traditionally self-performs roughly 70% of its own design work in-house and outsources the remainder to engineering firms in Oregon. However, in the last 10 years, Oregon's multibillion dollar OTIA III infrastructure initiative has reversed those numbers with the bulk of design being performed by private engineering firms to provide a stimulus to the state economy.
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an interview. The final design team was selected from this interview process which included both questions the interviewees had seen, and some they had not.
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Required Document Submittals for Bidding Table E3: Required Bidding Documents Did your project advertising/solicitation documents (i.e.
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Table E4: Design Quality Management Roles Responsibility allocation for design management tasks Agency Design Staff Agency PM Staff Design Consultant Staff Constructor's Pre-const. Staff Agency-hired QA/oversight Consultant Other, specify below Technical review of design deliverables Checking of design calculations Checking of quantities Acceptance of design deliverables Review of specifications Approval of final construction plans & other design documents Approval of progress payments for design progress Approval of post-award design QM/QA/QC plans As initial designs were produced, they were simultaneously distributed to the designer's CAD managers and discipline checkers, and senior independent reviewers from OBDP, in addition to the CM/GC construction liaison for constructability reviews at key milestones.
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Table E5: Construction Quality Management Roles Responsibility allocation for construction management tasks Agency Design Staff Agency PM Staff Design Consultant Staff Constructor's Construction Staff Agency-hired QA/oversight Consultant Other, specify below Technical review of construction shop drawings no OBDP Technical review of construction material submittals no OBDP Checking of pay quantities no OBDP Routine construction inspection OBDP & agency Quality control testing Verification testing Acceptance testing Approval of progress payments for construction progress Approval of construction postaward QM/QA/QC plans Report of nonconforming work or punchlist. OBDP & agency As seen in Table E5, construction quality management on this project appeared different from that used on traditional DBB projects due to the presence of OBDP's construction engineering inspection staff.
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Participants' Ranking of the Impact of Quality Factors Table E6: Rankings of the Impact of Quality Factors Please rate the following factors for their impact on the quality of this project: Very High Impact High Impact Some Impact Slight Impact No Impact Qualifications of agency design staff Qualifications of agency project management staff Qualifications of agency construction staff Qualifications of the design consultant's staff Design consultant's past project experience Qualifications of the construction contractor's staff Construction contractor's past project experience Submittal of Quality management plans prior to work start Level of agency involvement in the QM process Use of agency specifications and/or design details Level of detail expressed in the procurement documents (IFB/RFQ/RFP) Use of manuals, standards and specifications developed for DBB type projects Allowing flexibility in choice of design standards and construction specifications Use of performance criteria/specifications (N/A)
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by ODOT's staff, design QC was shared between the design team, the contractor, and ODOT/OBDP's design staff. As seen in Figure E2, the design QC flow chart, the designer provided initial drawings for review and QC to its own discipline checkers and managers and to the contractor's team as well for constructability reviews.
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Project Acceptance Construction Quality Assurance Design Quality Assurance Design Quality Control Construction Quality Control Design Released for Construction Construction Released for Final Payment Independent Assurance (if req'd) - functional audit -physical audit Quality Management Constructor's Responsibility ODOT/OBDP's CEI Staff Responsibility Designer's Responsibility ODOT/OBDP's Design Staff Responsibility Owner Verification (if req'd)
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Figure E2 – Willamette River Bridge Design QC Chart
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Summary Effective QM Practices • Incorporation of the contractor in the design process: Incorporating the contractor in the design process was cited again and again by project participants as a successful technique for improving the project. As a consultant rather than general contractor early in the design phase, the CMGC informed designers of the consequences of design decisions in terms of cost, schedule, constructability, and even permitting requirements and was able to make holistic design recommendations which provided the agency with the most value.
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schedule and allowed the contractor more time to identify and avoid complicated pitfalls and possible mistakes. While still similar to the design quality management processes for a DBB project, the process used on this project had some notable differences.
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