Preparing an Owner Organization to Perform Design-Build - Design-Build for Water and Wastewater Projects - page 62

conferences, practitioner presentations and the experience of other owners, and
publications are excellent sources of education and information.
2. The DB procurement process has several variations (see also chapter 7), and own-
ers must choose the variation that is appropriate for their project. Be flexible and
adapt as specific project needs arise. Federal, state, and some local legislation
often determines a large part of the required DB procurement approach.
3. Identify and empower a DB champion within the owner organization to lead and
promote the DB initiative and maintain a positive message on a daily basis.
4. Provide early DB information and education to all stakeholders, especially gov-
erning and regulatory bodies and the public. The concepts of a qualifications-
based or best-value selection can be difficult to understand for those individuals
not involved directly in the planning and execution of capital projects.
5. Share experiences with neighboring agencies, but remember that there is no
shortcut to success by copying the procedures and approaches of others. Each
organization needs to take ownership of its DB initiative.
6. Make decisions consistent with your project objectives for planning, DB contract
development and risk allocation, project implementation, and the DB team selec-
tion. For example, if one objective is to expedite the schedule, ensure that the
methodology for owner decisions (e.g., for technical submittal review procedures)
is efficient and not counter-productive toward achieving the objective(s).
7. If deemed necessary, hire a DB consultant who clearly understands the DB process,
including all the details of project planning, procurement, and execution require-
ments. Small details that are addressed correctly can mean the difference between
success and having problems during the procurement and project execution.
8. Develop a project team of owner staff that represents the key organizational
groups and provides leadership and the means to engage and focus owner
resources. Because DB is an integrated design-construction delivery system, the
owner's project team members must be prepared to work together to plan, pro-
cure, and manage the project.
9. Try to have the owner's project manager who was involved in project develop-
ment and procurement also lead the project execution phase to maintain the
knowledge base, as well as continuity and consistency.
10. Recognize that there is likely a steep learning curve for owner's staff when
embarking on a DB project for the first time. Efforts to reinforce the organiza-
tion's overall plan and objective help keep staff motivated.
11. Expect organizational resistance to the changes required for DB delivery. It is dif-
ficult for people to learn new processes, develop and use new tools, and work to
new procedures. Be prepared to respond to doubts and concerns about using DB.
12. Apply a balanced risk approach in the DB contract. Owners that send a draft
agreement to potential DB teams for their comments can get valuable feedback
on risk allocation. This approach will yield the most competitively priced propos-
als from the best DB teams and results in less disputes, claims, and related legal
costs.
13. Consider confidential meetings with proposers during the RFP procurement pro-
cess to discuss design or construction alternatives. Have clear and enforced con-
fidentiality provisions and rules of engagement that are understood by all parties.