Design-Build Procurement Approaches - Design-Build for Water and Wastewater Projects - page 82

The DB team developed detailed work plans (including alternatives if problems
arose) for replacing the valves. These documents were refined with input from all team
members. Plans included a comprehensive list of materials required (including spare
parts such as bolts and gaskets) and provisions to confirm that all parts were on-site
before beginning work. Documents defined how materials would be moved into the
pipe gallery's tight confines and how cut pipes could be temporarily capped to allow
remaining filters to go back online (if new piping could not be completed). This level
of planning and collaboration facilitated valve replacements, minimized the length
of plant shutdowns, and reduced Missouri American's risk. Shutdowns were accom-
plished without interrupting customer service or receiving regulatory violations.
Why the Owner Chose Design-Build
Design-build delivery generally requires a shorter project timeline and increases col-
laboration between the owner and design-builder. Blendville's DB system enabled
these groups to work together from the beginning of design through construc-
tion completion. Missouri American had greater input, the contracting entity was
involved during design, and the designer incorporated materials and techniques into
the Blendville project that simplified construction. This type of working relationship
is not available with traditional DBB. Blendville's DB delivery resulted in a more
affordable, higher-quality product, which met Missouri American's needs.
Lessons Learned
Two important lessons were learned during this assignment. First, the composition
of the project team is critical to the outcome. Key team members for all parties
should be experienced, flexible, willing to listen, agreeable to compromise (without
compromising the quality of the final product), ready to make decisions, and focused
on delivering the best possible project. Absolute trust between team members is
essential. There is no room for egos or “hidden agendas.” Second, in order to take
full advantage of the collaboration afforded by DB, the stakeholders must extend
beyond the owner and design-builder.
Partnering, a valuable tool on both points, helped develop the trust between key
team members. The partnering process was also extended to plant operations per-
sonnel, state and local regulators, subcontractors, and equipment vendors.
Involving the Missouri Department of Natural Resources (MO-DNR) early in
the project enabled Missouri American to obtain operating permits for three new
technologies in the State of Missouri (i.e., plate settlers, UV disinfection, and on-site
hypochlorite generation) without delaying the project for extended permit review.
Input by plant operations personnel was invaluable when minimizing disruption to
normal operation and developing necessary plant shutdown procedures for filter
valve replacements. The electrical subcontractor developed a much simpler and less
expensive design for primary power feed and distribution that still provided the level
of flexibility and reliability desired by Missouri American. This is an example of how
“value engineering” can be realized through DB. Including equipment vendors in