G U E S T EDITORIAL Megaprojects and Project Delivery Methods — The Challenge / The Opportunity This themed issue of Deep Foundations focuses on one of my favorite topics: large, multifaceted, complicated projects and the ever-changing complexity and landscape of project delivery methods, which strongly affects the geoengineering and geocon- struction communities. For decades, I’ve heard the geocommunity opine on the topic of “we don’t get NO respect.” The changing landscape of project size, scope and performance requirements and the increasing trend and culture toward design- build-operate-maintain (DBOM) on public and private projects can be viewed as both a challenge and an opportunity. Certainly, the civil engineering and heavy construction sectors of the infra- structure industry are no strangers to large and complex projects. A few definitions may be helpful to assist with a better understanding of my comments. I consider a large project to be above $100M and a complex project, regardless of size, to have many risks that potentially can affect cost, schedule and performance. Some projects can be both very large and very complex (have many risks and exceed several billion dollars in cost — a mega, megaproject). Germane to this publication, my focus is on projects that contain “major” geotechnical features — engineered earthworks, ground improve- ment techniques, deep foundations and earth retaining structures. The changes to project delivery and finance methods in infrastructure projects and programs are also not new. Some say private-public partnerships (P3), design- build (DB), construction manager-general contractor (CM-GC) and all related mutations of those contract delivery methods will make the traditional design- bid-build (DBB) delivery method a dinosaur in the not so distant future. I strongly disagree with that prediction, but more on that later. The significant changes that have occurred during recent years are not in the methods and processes themselves, but rather in the changes to their frequency of use (i.e., many more applications), the accelerated pace at which they are being implemented and refinements to the specific delivery tool. For example, in my experience with design-build projects, no two projects were exactly alike in process (e.g., procurement, quality plans for design and construction phases, compensation, acceptance procedures and the quality assurance program). Several tools and valuable guides are available to assist project owners (both public and private) to select the “best” del ivery methods . Unfor tunately, considerably less emphasis is placed on the importance of details and the specifics of implementation, and, regretfully, these are the issues that can result in disap- pointments, disputes and, unfortunately sometimes, mediation, arbitration and trials. A growing number of contractors, material Jerry A. DiMaggio, P.E., D.GE, senior principal civil engineer- associate, Applied Research Associates • Larger and more heavily loaded foundations • Challenging schedules • Increasingly complex designs • Higher earth retaining structures, deeper and larger diameter foundations • Increasingly challenging sites with respect to surface and subsurface conditions, access and “space” for development and construction • More complex and somet imes conflicting specifications, performance requi rement s , cont ract s , sub- agreements and insurance requirements Be patient even though, at present, these changes appear to occur at an ever- increasing pace. I believe this environment will soon stabilize but innovation will continue. The changing landscape of project size, scope and performance requirements and the increasing trend and culture toward design-build-operate-maintain (DBOM) on public and private projects can be viewed as both a challenge and an opportunity. suppliers, consultants and owners have become increasingly dissatisfied with these delivery and finance methods. My personal view is that these valuable tools will not disappear but rather will become more r e f ined and impro v ed upon by implementation of Lessons Learned, primarily from poor case studies (i.e., the best lessons are learned from mistakes). As mentioned, major/megaprojects are NOT new; they have, however, become increasingly common and more complex from a geotechnical perspective: Amidst all of these changes, our goals remain the same. Specify, design and construct a safe, long-lasting infrastructure project facility that serves the owner’s intended needs. As constructors and designers, we hope to meet all the necessary project criteria, complete our work on budget and schedule without disputes and also make a reasonable profit (no harm in that). As owners, we hope to be fair and reasonable to the designers and constructors and to obtain a long-lasting facility. For example, within public organizations, our DEEP FOUNDATIONS • NOV/DEC 2019 • 107
