Civil Engineering Reference
In-Depth Information
all costs that are beyond the GMP. Additionally, if construction is not completed by the
required substantial and/or final completion dates, the CMAR firm could incur liquidated
or consequential damages for failing to complete the project on time. These obligations
are the
at-risk
of the CMAR contract and serve as incentives to meet the owner's goals.
MANAGING A CMAR PROJECT
The management of a CMAR project is similar to how DB projects are managed with one
key difference. In CMAR delivery, the owner has separate contractual relationships with
the designer and CMAR firm. This means that creating a collaborative environment in
the early stages of the project is critical to the overall success of the project. Additional
management concepts, discussed herein, enable the CMAR project team to realize the full
potential of CMAR delivery.
Owner Implementation Team
Collaboration, communication, teamwork, and trust are desired project management
skills when establishing the owner implementation team. Interdisciplinary teams utilizing
individuals with varying backgrounds, such as engineering, operations, finance, and legal,
are common and each member offers a unique perspective on the project.
The implementation team should have a clear understanding of the project goals
and CMAR delivery method. Individual members should have sufficient knowledge and
experience with design and construction, and should be able to raise questions to clarify
procedures and offer suggestions where appropriate.
To oversee the implementation team, it is critical to designate a well-qualified owner
contract manager with decision-making authority to administer the designer and the
CMAR contracts. The contract manager assesses and judges recommendations from the
designer and CMAR firm and makes decisions based on the best interest of the owner.
The contract manager fosters an environment of collaboration and teamwork to build
consensus within the project team.
The contract manager for the owner and supporting implementation team may be in-
house staff. When sufficient knowledge and experience does not exist in-house, it is not
uncommon for owners to hire third-party consultants to supplement the implementation
team in particular roles, such as financing, permitting, or legal support.
Collaborative Mindset
As in DB delivery, CMAR is a shift from the traditional DBB philosophy. Successful
CMAR projects always have a commitment from all parties and stakeholders to the project
goals. No matter which entity they are employed with, each team member must buy into
the commitment with stronger resolve than the desire to achieve personal goals or those
for their employer. This commitment to create a collaborative mindset is more important
for CMAR projects than for DB projects, because with CMAR, two separate parties are
working for the owner. The dynamics of the team can change if personal goals are placed
ahead of the project goals, leading to problems with trust and teamwork. To eliminate the
risk of potential problems, some owners have preferred to have the same firm perform
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