Los Angeles to Pasadena Blue Line—Light Rail Transit
The Los Angeles Metropolitan Transportation Authority (MTA) started planning this 13.9-mile light rail project in 1980. By 1996, the expected cost of the project rose to almost $1 billion and could not be funded by the MTA.
Because of the project's potential contribution to relieving the region's congestion problems, the State Legislature created the Los Angeles to Pasadena Metro Blue Line Construction Authority as a single-purpose agency to complete the work with funding provided by MTA, Caltrans, the California Transportation Commission, and others.
A condition for completing the work was to change the project delivery system from design-bid-build to a design-build mode. In making this change, 37 separate design and construction contracts were consolidated into two design-build contracts: one for the Chinatown Aerial Structure, and one for the remainder of the project.
To re-start the project, Carter-Burgess in association with Lewis & Zimmerman Associates was retained by the Authority to provide Value Engineering (VE), Project Management Oversight (PMO), and Claims Management Services for this large, complex project.
The VE team worked closely with the independent Peer Review Team and the Joint Review Group, comprising representatives from the cities, MTA, Caltrans, and the Southern California Council of Governments to select VE alternatives for implementation. Concurrently, LZA compiled a detailed budget and project scope history to enable the Program Management Team to define the project for the Arroyo-Seco design/build contract, a >$300 million effort.
Hull Wastewater Treatment Works, Yorkshire Water, UK—Design/Build Program
In planning its new wastewater treatment system, valued at £300,000,000, and serving an urban population of 900,000,000 at Kingston upon Hull in the U.K., Yorkshire Water retained CDG International Ltd. and its sister firm, Lewis & Zimmerman Associates, to lead Partnering and Value workshops. The value engineering teams comprised YW, its design engineer, the design-build contractor, and the program management team, which consisted of five framework partners, of which CDG International was the lead firm. LZA/CDGI led the teams to establish goals and objectives, and define the concept design for review and approval by the YW Board of Directors.
Concurrent value engineering workshops were conducted for three weeks. LZA facilitated the major project elements: Pump Stations, Transfer Lines, a 3.6m-diameter Tunnel, Treatment Process, and Treatment Works. During the first week the teams focused on planning and information gathering. The following week was devoted to function analysis, creative idea generation and idea evaluation, while the third week was spent in intense concept development including the preparation of CPM schedules and estimates.
The culmination of these activities was the preparation of the Plan of Implementation and the presentation of the proposed alternative schemes to the YW Board for approval, thus meeting the milestone date for concept design definition of this design/build program.
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