Civil Engineering Reference
In-Depth Information
design-builder, such as environmental concerns, permitting, and plant operating inter-
faces. Some owner organizations feel more comfortable when they have more control and
are actively involved. Progressive DB provides the owner an opportunity to work closely
with the DB team prior to the team submittal of a firm price and schedule.
Often an owner's decision to use DB reflects that organization's tradition and pro-
curement culture, and the decision is heavily influenced by their perspective and under-
standing of DB. It is helpful for an organization to incorporate its priorities, concerns,
critical issues, and capital program objectives into the decision of whether or not a project
should be delivered using DB. In applying that process, the organization will more thor-
oughly understand why and how they are using DB for a particular project, and they will
therefore be more committed and prepared for DB when they proceed.
CLEARLY DEFINE THE PROJECT
Clearly defining the project without the benefit of completed design and construction
documents is one of the greatest challenges to an owner when beginning a DB project.
Experienced consultants who have both the technical and DB procurement expertise can
assist owners with this task.
A project definition should typically consist of a narrative project scope, quality spec-
ifications for materials and equipment, performance requirements for facilities and sys-
tems including acceptance and turnover, and project constraints and restrictions such as
working hours, access and egress limitations, easements, local ordinances, and any permit
restrictions. It will also generally consist of conceptual plans for the general arrangement
of the site, major facilities, and a piping and instrumentation diagram (P&ID). Using pre-
scriptive criteria in the project definition discourages technical innovation by DB teams
and reduces the intended risk transfer to the DB team for the integration of design and
construction. Too often, an inexperienced owner will develop a preliminary design with
more detail than necessary with the intent of obtaining the most cost-effective DB propos-
als; however, by doing so, the owner often restricts innovation, which also prevents the
receipt of the most competitive prices to meet project objectives.
DEFINE AND COMMIT TO PROJECT OBJECTIVES
Defined project objectives serve as the owner's compass for planning, procurement, and
project execution decisions. Owners have significant control and influence over the DB
delivery process. They may have less control over the design details that achieve perfor-
mance requirements, but they have more influence and control over major factors that
influence the project outcomes. For example, if reducing the project duration (i.e., expe-
diting the schedule) is an owner's objective, the owner can include that criteria in the
selection process and make decisions to support the design-builder's ability to meet that
objective. These may include early owner collaboration with permitting agencies or a
commitment to expedite provisions in the DB contract, including those associated with
submittals. If cost reduction is an owner's objective, procurement provisions to promote
design innovation and construction efficiency should be a priority. Other owner objec-
tives might be related to quality, community relations, involvement of small business, and
reducing/resolving disputes. If owners establish their project objectives early and consider
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