Construction Manager-at-Risk (CMR) project delivery (also called Construction Manager/General Contractor or CM/GC) is an integrated team approach to the planning, design, and construction of a highway project, to control schedule and budget, and to ensure quality for the project owner. The team consists of the owner; the designer, who might be an in-house engineer; and the at-risk construction manager. The aim of this project delivery method is to engage at-risk construction expertise early in the design process to enhance constructability, manage risk, and facilitate concurrent execution of design and construction without the owner relinquishing control over the details of design as it would in a design-build project. CMR project delivery has long been used in the building industry, but the use of CMR for federal-aid transportation projects requires SEP-14 approval. As a result, its use is relatively new in highway projects. A number of state and local transportation agencies have undertaken or experimented with CMR project delivery on road, bridge, and other projects. The objective of this synthesis is to identify and synthesize current methods in which state departments of transportation (DOTs) and other public engineering agencies are applying CMR project delivery to their construction projects. The intended audience is transportation agencies that wish to explore CMR or alternative contracting methods. The synthesis identifies three different models for CMR project delivery in use and effective practices and lessons learned that have been gleaned from the experiences of seven highway case studies (Alaska, Florida, Michigan, Oregon, and Utah DOTs, plus Pinal County and the city of Glendale, both in Arizona) and case studies from the airport, rail transit, and building industries; the Memphis Airport in Tennessee; the Utah Transit Agency; and Texas Tech University. Survey responses were received from 47 state DOTs regarding CMR experience. A formal content analysis of CMR solicitation documents from 25 transportation projects and 29 non-transportation projects from 17 states was also conducted. Finally, structured interviews were conducted with both agency and contractor personnel from the case study projects. (Author/publisher)
Samenvatting