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Pages 23-40

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From page 23...
... 23 Introduction This chapter presents current practices of staffing for ACM projects. To collect the most updated information on the use of ACMs and staffing for ACMs in transportation projects, a web-based survey was distributed to the voting members of the AASHTO Subcommittee on Construction, which includes representatives from all 50 state DOTs.
From page 24...
... 24 Staffing for Alternative Contracting Methods 39% 46% 93% 0% 20% 40% 60% 80% 100% CM/GC P3 D-B Frequency mentioned Figure 4. State authority to use ACMs (n = 46)
From page 25...
... Current Practices of Staffing for ACMs 25 Organizational Structure for ACMs Most state DOTs use a combined structure (e.g., centralized procurement and decentralized administration and execution) to deliver their ACM projects.
From page 26...
... 26 Staffing for Alternative Contracting Methods Figure 9. A map of organizational structure for ACMs.
From page 27...
... Current Practices of Staffing for ACMs 27 have been using D-B for more than 10 years, while only 11% (2 out of 18) have been using CM/GC for more than 10 years and 29% (4 out of 14)
From page 28...
... 28 Staffing for Alternative Contracting Methods ACM Staffing Needs and Strategies The survey respondents were asked to answer whether their agencies have any strategic approaches to staffing needs for implementing ACMs. Out of 39 survey responses provided, 13 state DOTs (33%)
From page 29...
... Current Practices of Staffing for ACMs 29 team often includes five to 10 individuals that participate in the development of procurement documents, selection of the D-B contractor, and oversight of the work. Team members represent the disciplines that are important to the project.
From page 30...
... 30 Staffing for Alternative Contracting Methods When delivering ACM projects under the circumstance of staff shortfall due to workload peaks, the use of consultants is the most common strategy, with a response of 92% (35 out of 38)
From page 31...
... Current Practices of Staffing for ACMs 31 The respondents were asked to explain the staffing issues related to the closeout phase of ACM projects. The typical findings are summarized as follows: • The California, Maine, Idaho, Michigan, North Carolina, and Utah DOTs noted that while the process of closing out ACM and D-B-B projects is different, they have not experienced any particular staffing issues with ACM projects.
From page 32...
... 32 Staffing for Alternative Contracting Methods Rank Knowledge and Skill Sets Frequency n = 24 1 Leadership and ability to coordinate other staff 100% 2 Risk identification and analysis skills 96% 3 Strong partnering and team-building skills 83% 4 Knowledge of project delivery and procurement procedure 75% 5 Knowledge of construction contract administration 63% 6 Knowledge of highway materials and construction means and methods 46% 7 Understanding of project management principles 42% 8 Knowledge of quality assurance principles for ACMs 38% 9 Ability to analyze constructability reviews and project phasing 25% 10 Excellent written and oral communication skills 25% Table 5. Top 10 staffing skill sets for D-B.
From page 33...
... Current Practices of Staffing for ACMs 33 • Strong partnering and team-building skills, • Knowledge of project delivery and procurement procedure, • Ability to analyze constructability reviews and project phasing, and • Knowledge of construction contract administration. In addition to the knowledge and skill sets essential for the implementation of ACMs, state DOTs were asked to identify and rank the "soft" skills relative to the success of ACM projects.
From page 34...
... 34 Staffing for Alternative Contracting Methods legal constraints placed on outsourcing of services. As Figure 17 summarizes, most state DOTs (25 out of 39 or 64%)
From page 35...
... Current Practices of Staffing for ACMs 35 and the lack of in-house staff qualification (74%)
From page 36...
... 36 Staffing for Alternative Contracting Methods Some state DOTs use other approaches to ACM training. For example, GDOT uses their alternative contracting in-house staff to conduct one- or two-hour workshops to train other offices in fostering acceptance of ACMs.
From page 37...
... Current Practices of Staffing for ACMs 37 Quality Management Staff for ACMs The Code of Federal Regulation (CFR) , Title 23, CFR, Part 637 requires state highway agencies to establish a Quality Assurance (QA)
From page 38...
... 38 Staffing for Alternative Contracting Methods Similarly, more than 50% of 36 DOT respondents reported that a contractor or contractor's consultant staff typically perform the following QC and QA tasks in ACM projects: • Approval of construction post-award QA/QC, • Technical review of construction shop drawings, • QC testing, and • Establishment of horizontal and vertical control. Table 9 also indicates that the contractor or contractor's consultant staff are often involved in the QC and QA tasks listed below (approximately 40%)
From page 39...
... Current Practices of Staffing for ACMs 39 • Need an excellent Project Manager who is able to manage the designer and contractor (e.g., holding the CM/GC responsible for suggestions that are made throughout the design phase)
From page 40...
... 40 Staffing for Alternative Contracting Methods Summary This chapter describes the current practices of ACM staffing through the analyzing responses of 46 DOTs to the national survey distributed to 50 state DOTs. The chapter first presents general findings on the use of ACMs, such as ACM state authority, the use of procurement methods in conjunction with three main ACM methods, and the volume of ACM projects in the construction program.

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