Even with a flow of uncertain federal funding for the infrastructure, promise and possible obstacles of collaborative projects, they are still a hot topic for industry professionals. Among the challenges of progressive design construction is if you need to use a ski pass or contract materials.
“If you establish an early pass, it can be restricted,” said Monica, born, responsible for Valley Transport Authority programs in Silicon Valley in California, which plans to extend $ 12.7 million, six miles from the Bay Zone’s fast area to San Jose. But, involving contractors soon, “could loosen and explore others [ideas] With you. “
Speaking to the attendees of the Western winter workshop in Carlsbad, California, held on March 7 to 8, said that the first phase, usually for a year, is that the interested parties of the project are known, followed by the determination of “What scope can we afford?” One of the risks to the owners is the lack of costs and programs of certainty to this stage.
Pavan Hotha, Principal Consultant of Imepoor Consulting, said that contractors of costs expenses can help designers design a established budget, so builders can bid more safely. Suresh Kataria, HNTB Risk Control Manager and Projects, added that this entry allows possible bidders to identify potential risks and to make them known to the owners, while achieving “a clear understanding of what the owner seeks”.
Born added that advancing even with uncertainty is vital. “If no decisions are made,” the process must be increased, he said. “It’s OK in disagreement but move forward.”
Kataria suggested that some risks may justify their own risk management process. “For some risks, the owner has a specific sensitivity,” he said. “As you approach the final design, you have to risk. You don’t want last minute surprises.”
The interruptions in the supply chain are another risk to which major infrastructure projects face. In order to improve this risk, agencies must “create relationships with sellers that may reach others” as needed for long lead articles, said Devang Dedhia, project control manager for the port of Long Beach. For his $ 1.6 billion railway project in Dock, a basic internal team was formed to address risks, public services and other risks.
“The interruptions are here to stay,” said Tim Bursh, none of the California State University system construction services, which is in a student housing building boom, including the construction of a $ 1.6 billion project on its San Luis Obispo campus and a $ 600 million project for San Diego School. “There will always be something. Buy -all soon. Pay to store versus pay by interruption. “”
Russian Vakharia, a supervisory engineer of the County Sanitation Districts, said that even when interest groups communicate regularly, “wait for the unexpected.” He cited an example of an external agency calling for a contingency plan on the tunnel under a two -day freeway structure to save. Noting that Clearwater’s Tunnel project of 7 miles was built under a $ 630 million contract, “one day late can match up to $ 150,000,” he said, citing the need for project managers, programmers and project controls to break down silos. “The project manager must have the calendar,” he said. “Participate in its creation and complement the big image with details. A hole can sink the job. “”
Echoing this, BURSH added: “If you take the attitude long on your arm, you are doomed to failure.”
A new potential model
The transport authority against Costa is studying a new form of collaboration for public transport. “We have a rare opportunity for public-private progressive collaboration,” said Tim Haile, its executive director. The agency works with the plenary group, FlatIRON Dragados and Glydways on a possible automated traffic network for three rural communities in northern California.
The first segment, a 5 mile route from the Bart de Antioquia station to Brentwood, would take passengers on demand along a guide dedicated to no more than 15 feet wide, reducing the costs per mile, which could wear up to 10,000 passengers per hour, in the direction. Autonomous Glydway vehicles 13 feet long, 7 feet high, a descendant of the pods used at Heathrow Airport in London, would carry up to six pilots each.
Brian Getinger, Vice President of Glydway Business Development, who used to work for FlatIRON Dragados, said that the system could cost half the fast bus traffic system and a third less than extend Bart. Would use an existing road to the right of passage.
Hamid Rezaei, director of emerging technologies at FlatIRON Dragados, said that the contractor, the developer and the owner jointly evaluate the packages of early design. Plenary, the developer, hired the design team, but the plan is to hire the contractor with a design of 30%, in essence, from a model of general contractor of the construction manager to the construction of progressive design “or not,” he added. The team can be flexible according to the situation.
Haile said the idea is to try new business models for traffic creation. “With fast traffic or light lane, it is only the traffic element. Here we are looking for the whole network.” Traffic -oriented development, vehicle advertising and other possibilities could offer new ways to fund that they do not depend on the income of the box or public funding.
“We are contributing the super -hour developer,” he said. Later, “we will deny the guaranteed maximum price, and then the developer agreement, or we could go with a hard offering agreement.”
Adding: “We will walk all the risks together and do due diligence together.”
