Project Scope And Management Approach - I2SL

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Design Build:Project Scope andManagement ApproachDesign Build Project Elements & DefinitionBrian Pratt, AIA, AUA, DBIA, LEED AP, UCI Campus Architectbpratt@uci.eduRebekah Gladson, FAIA, AUA, DBIA, ANSER Advisoryrgladson@rggroupglobal.com

Design Build: Project Scope and ManagementApproach Design Build Project Elements & Definition Roles & ResponsibilitiesProject DefinitionRFP, Procurement & EvaluationPerformance RequirementsPrequalification of Design Build Team & Sub Contractors Discussion: Parallels between New Buildings and Renovations Design Build Success Factors Strategies for ImplementationBehavior – Human DynamicInnovation - Added Value“Best Practices” & Lessons Learned

Why use Design Build?(Integrated Delivery) Improve our Oddsfor Success Manage risk better Anticipate and Planfor Changes Improve ValueReceived Demand to WorkDifferently Evolve Skills andRelationships Revised Thinking

Measurable Benefits Overall project schedule reduction– 25% - 35% schedule reduction Savings varies depending on economic conditions Reduced Change Orders– Experience less than 2.5% w/o program changes DB Team owns coordination of drawings– Typically a major source of change orders Integrated team: New ideas/concepts from DB proposals– Sub & A/E produce permitted drawings– Incremental innovation by DB Team– Improve sustainability performance - LEED Platinum Team resolution of issues – no claims

Decision Metrics Integrated team delivery– Partnership vs. potential adversarial low bid relationship Partnership on performance outcomes– Alignment of entire team Value-based selection– Selection based on “Best Value”– Savings through DB team innovations Reduced overall schedule– Savings in escalation (varies) Elimination of claims due todrawing coordination Risk transfer or reallocation

UCI Douglas Hospital 4 Months Ahead of Schedule No Claims Cost of Change Orders 3.2%– On Original Scope 30M Added ScopeDuring Construction Team Wants AnotherProject Together Quality is Superb Award Winning Design State of the Art Technology

Project Schedule wingsAHJ Permits18-24 months(10)(10)Bid(2)Move-inCONSTRUCTIONTURN N-BUILDAHJ Permits - phased & concurrent to drawing development & constructionComplete Design &Construction DrawingsCONSTRUCTION(5)(1)Move-inTURN OVERKEYS(10)(10) Owner Participation(number of people)(3)(10)2 YEAR TIMEREDUCTION

ROLES & RESPONSIBILITIESProject Delivery Defined Comprehensive Process:– Planning, design, construction & other services necessary fororganizing, executing and completing a project Three Fundamental Owner Decisions:What Project DeliverySystem (Method)?Typical:Design Bid BuildConstruction ManagerConstruction Manager @ RiskDesign Build (or Variation)Multiple PrimesWhat ProcurementMethod?Typical:Competitive (Could be Limited)NegotiatedDirect (Sole Source)What ContractFormat?Typical:Lump Sum/Firm Fixed PriceCost ReimbursableCost Plus FeeGuaranteed Maximum PriceTarget PriceUnit PricePlanning the “Acquisition Strategy” Design Process Options

ROLES & RESPONSIBILITIESGeneral Design Build Procurement Methods Fixed Price Design Build –(Often Design Competition) Performance Based Programming Criteria Bridging/ Prescriptive Progressive Design Build GMP -(Possible to converted to Lump Sum) Cost Plus Fee

ROLES & RESPONSIBILITIESFixed price Fixed Price– Known cost at time of selection Cost may be to a pre-established maximum allowable cost(MAC)– Involvement of Design Builder during development ofdesign– Benefit of multiple design solution and innovation– Owner must define program and design criteria tominimal level– Cost significant factor in selection– Significant investment by DB Teams in selectionprocess– Stipend is required

ROLES & RESPONSIBILITIESProgressive Design Build Progressive– Final Cost established after selection of DB Team Target Value Design budget may be established prior toselection GMP or Lump Sum Need to clearly define components of GMP or Lump Sum– Involvement of Design Builder during the developmentof design– Lower cost of procurement (Specifically A&E)– Open book on cost estimating– Cost is not as significant of a factor in selection

ROLES & RESPONSIBILITIESFixed price vs Progressivesimilarities & differencesFIXED PRICEPROGRESSIVEDESIGN-BUILDDESIGN-BUILDKnown Cost at time of selection,Final Cost after selection of DB Team, Openbook on cost estimatingInvolvement of Design Builder duringdevelopment of designInvolvement of Design Builder during thedevelopment of designBenefit of multiple design solution andinnovation through competitionOwner involved in the design solution optionsduring concept stageOwner must define program and designcriteria to minimal levelDesign-Builder is engaged at the preliminaryplanning levelCost significant factor in selectionCost is not as significant of a factor inselectionSignificant investment by DB Teams inselection processLower cost of procurement (Specifically A&E)

ROLES & RESPONSIBILITIESProject delivery method Establishes when the parties engaged in a contract, Influences the choices for contractual relationshipamong the parties, Influences the programming and design process, Influences ownership and impact of changes andmodification of project cost & schedule.

ROLES & RESPONSIBILITIESProcurement & Contractual relationships Relationship between owner, design professionals,contractors Responsibility of each party Liability of each party What this means to owners Design, cost and schedule

ROLES & RESPONSIBILITIESContract Format Lump Sum/Firm Fixed Price Cost Reimbursable– Cost Plus Fee– Guaranteed Maximum Price (GMP) Target Price Unit Price

ROLES & RESPONSIBILITIESDesign Build RelationshipsOwner to determinedesired level tionalConsultant OwnerRepresentative/ProgramManagerSingle ContractDesign Builder(A /E & General Contractor)Depending on Subcontractor Scope,T&C’s, the Subcontractor may onlyresponsiblefor what is in plans & specificationsdeveloped by the designprofessionals(Spearin doctrine)ConsultantsSuppliers & Subcontractors

ROLES & RESPONSIBILITIESDesign Builder Relationship withConsultants/Sub ContractorsDesign Builder(A /E & General Contractor)SubcontractorsSubcontractors w/ In-HouseDesign ProfessionalsConsultantsSubcontractorsConsultants

PROJECT DEFINITIONDesign BuildContractualRelationshipSummaryof RolesCharacteristics Integrated process-overlapped design &constructionOften fast trackedTwo prime players:Owner & Design Build entityEntity can take on many formsOne contract- Owner to Design ign-BuildEntityProgram, design direction, performancerequirements, & finance*Design & Construction. Caninclude programming & post constructionservicesNote: D-B can expand services to includeprogramming, finance, operate, etc.A/E - SubConsultantsSubContractors

ROLES & RESPONSIBILITIESDesign Build Entity Structural ArrangementsIntegrated DesignBuilder Integrated firm28% Contractor ledContractor-Led54% Designer (A/E) led Joint VentureDesigner-Led13%Joint-Venture5%Source: Zweig White

Project Definition20

PROJECT odSelectionContractFormatSelectionProgramming& Scope DefinitionTeamSelectionConfirm ProjectScope & ProgramProjectFinancingDesign &ConstructionOperation &MaintenanceChart shows logic flow, not timing or sequence of steps which vary depending on methods used.

PROJECT DEFINITIONPercentage of Design in the RFPPRESCRIPTIVE DOCUMENTSPrescribes How to Achieve End ResultCRITERIA DOCUMENTSDescribes End ResultDesignCriteriaDesignBuild5 to 15%Pre-DesignDesign-Build-10% to 5%-10% -5%Pre-Design0%5%Preliminary EngineeringDesign-Build 15% to 20%Technical &Price EmphasisQualificationsEmphasisLow PriceEmphasisThis line can slideDesign/Draw-Build20% Design or Greater10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70%Basis ofDesignDesign

PROJECT DEFINITIONDesign Criteria Design Standards– Object or Community Vision Statement– Experience (Faculty, Student, Staff,Community, etc.)– Architectural Scale, Materials, Context, etc.– Architectural Vocabulary Words, Photos, BridgingDocuments, etc.– Quality Refer to Other Projects––––SustainabilityLife Cycle CostSiting ValuesCommunicate Image What Do You Want To Accomplish?

PROJECT DEFINITIONDesign Criteria - Program Indoor/Outdoor Spaces– Use, Quantity, Requirements, etc. Size– Special Dimensions Room Data Sheets– Detailed Information Specific Room DiagramsFunctional RequirementsPerformance RequirementsInfrastructureEquipment, SecurityOther as Required

PROJECT DEFINITIONFunctional Operations DB Team needs to know: Performance GoalsOperational GoalsFunctional RelationshipsCommunity Issues/RelationshipsStreamlining GoalsBest PracticesMaintenance CriteriaOperating Criteria

Design & Performance Criteria

.1. ANESTHESIA EQUIPMENTCATEGORYa.Anesthesia Machinesb.Anesthesia Columnsb.Projection Screens - Fixedc.Projection Screens - Movablef.Video Projectors - MovableXXXXXXXd.A/V SystemsX Xe.Video Projectors - FixedX XXPlanning/Budget ConfirmationSee Notes 1, 1A,1BXXXXXDrawings(Obtain SiteSpecific VendorDwgs whereapplicable)ProcurementSee Note No. 2Installation / Receiving / Warehousing/ Unpacking & Cleanup / Placement /Set-upD Builder w/ Architect/Engineers assistDB Team Materials Mgmt/Transp PlannerDB Team Interior DesignerDB Healthcare Tech & IT ConsultantDB Healthcare IT & Low Voltage ContratorProcurement by OwnerDB - Install (and/or Relocate)DB - Rough-in / Site ReadinessDB - Installation CoordinationDB - Data LV ConnectionDB - Logical / IP ConnectionDB - Data Communication InterfaceDB - Operational ComfigurationDB - Testing/Certification/CommissioningMaterials Mgmt/Transport VendorOwner's Interiors VendorMedical Equipment VendorOwner's Activation / Logistics ContractorDB Low Voltage ContractorOwner's Staff / Owner Directed VendorBudgetAllocationDB Team Architect/EngineersDB Materials Mgmt/Transp PlannerDB Team Interior DesignerDB Team Medical Equipment PlannerDB Team Healthcare Tech & IT/LV ConsultOwnerDB's Construction BudgetDB's Materials Mgmt/Transport BudgetDB's Furniture BudgetDB's Equipment BudgetDB's Healthcare Tech & IT/LV BudgetOwner's Activation BudgetDB Team Architect/EngineersDB Team Materials Mgmt/Transp PlannerDB Team Interior DesignerDB Team Medical Equipment PlannerDB Team IT & LV ConsultantOwner - See Note 1ACritical PathPerformance Criteria - Detailsx x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x xXXXXXXXXX X X X X X X XXXXXXXXXALSO SEE "LIGHTS AND BOOMS"2. AUDIO / VISUAL SYSTEMS & EQUIPMENT x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x xXXXXXa. PortableXX X X X X X X XX X X X X X X XXXX X X X X X X XXX

“Best Practice”Visits

PROJECT DEFINITIONKnow Your Budget! Align the Project Scope andBudget Independent Estimates Recommend a BuilderDevelop a Parallel CostEstimate Do Not Proceed until ALIGNED One of Owner’s biggestChallengesThere is no magic and HOPE is not a strategy!!!!

RFP, Procurement & Evaluation30

Design Build ProcessGMP BID/LUMP SUMProposal MACOwnerDevelopProgramPre-qualifyD-B onProcessAwardPart 1DevelopmentOff Site /FoundationPackage / Etc.AwardPart 2ConstructionDrawing &Construction

Progressive Design Build Process(Simplified Diagram)GMP BID/LUMP SUMOwnerDevelopProgramPre-qualifyD-B TeamsProgramming ? *Note: DB Teamcan also rocessAwardPart 1Program Validation& Alignment ofTarget Value Budget& Development ofDesign/Drawingsto allow GMP orLump SumAwardPart 2ConstructionDrawing &Construction

Solicitation Process Summary Prequalify Design Builder w/ A & E Partners Draft RFP Issue RFP to 3 Prequalified Teams w/ XX,000 MAC Public Pre-proposal Meeting Confidential One-on-One Meetings Addendum Issues as required Technical Proposal Submitted Price Proposal Submitted Technical Evaluation by Committee of 12 Interview of DB Teams Award of Contract

PROCUREMENT & EVALUATION (SCORING)Request for Proposal Includes: Instructions to Proposers Project Schedule & Key Delivery Dates Submittal Requirements & Format, Deadline & Address Proposal Selection Criteria, Scoring Process & Basis forAward Pre-submittal Conference Walk Design Build Agreement & General Conditions Other Project Specific Information Criteria Documents Services Required

Request For Proposal Cont’d: Project Description & Scope (Detailed) Building Program––––Functional ProgramsProgram, Stacking, AdjacenciesDesign Parameters/CriteriaSpecial Equipment or Systems Design Information – New & Existing– Define Architectural Vocabulary and Siting– Building Massing, Scale and Materials Financial Model - REALISTIC– Budget w/Maximum Allowable Cost (MAC)– Allowances, Unit Cost, Alternates, etc. Performance Standards and Criteria– Compliance & Quality– Reviews

Design Build Concept Proposal RequirementsEXAMPLE Two-Part Proposal– Technical Proposal Schematic/Concept design drawings Outline specifications Model/Fly Thru of project Renderings Statement that program/design standards havebeen met No deviations– Cost Proposal Lump sum cost Cost breakdown

One–On–One MeetingsConfidential Change to Budget/Scope/PerformanceAddendum to Contract Proprietary Ideas Questions: Does this meet yourprogrammatic needs? Provide Mission/Vision–– Existing FacilitiesDesire For FutureRespond to QuestionsInput on Options Presented

Program & Design Flexibility Project Description & Scope (Detailed) Building Program––––Functional ProgramsProgram, Stacking, AdjacenciesDesign Parameters/CriteriaSpecial Equipment or Systems Design Information – New & Existing– Define Architectural Vocabulary & Siting– Building Massing, Scale, and Materials

PROJECT DEFINITIONProgram & Design Flexibility Financial Model - REALISTIC– Budget w/Maximum Allowable Contract (MAC)– Allowances, Unit Cost, etc. Performance Standards and Criteria– Compliance & Quality– Reviews Services Required

Design Excellence & Quality Owner Vision, Mission, Values Statement Architectural Importance– Owner, Community, Client Group, etc. Financial– Improved Business Operations– Return on Investment– Stewardship Life Cycle– Initial Capital– Operating Cost– Maintenance Quality– Materials, Image, Facility Renewal, Life Span, etc. Others– One-on-One Meetings– Lean

Quality Clarity Define how quality is measured on your projects What are your internal processes? How is Owner engaged?– User Group How are “Mock-Ups” usedwith Subcontractors?Do not leave to “This is what I think .”

Proposal ComponentsTechnical ProposalSchematic DrawingsPresentation BoardsScale Modeland/or Fly ThruPrice Proposal 000,000 Stipend

Technical Evaluation Criteria Architectural image & character Program development and enhancement Technical innovation, environmental sustainability &energy efficiency/performance Functional/operational efficiency & flexibility Quality of materials & systems Quantity of usable area Access (ADA, vehicular, service, pedestrian) Safety & security Quality program Operational & maintenance cost Cost/value comparison Completion schedule

DescriptionExecutive SummaryPoints Available0TAB 1 – Architectural20TAB 2 – Landscape / Site Design and Civil Design15TAB 3 – Project Program ComplianceTAB 4 – Medical Equipment & Health Care Low Voltage IT IntegrationTAB 5 – Medical EquipmentTAB 6 – Life Cycle Cost Analysis and Features Incorporated into DesignTAB 7 – Structural DesignTAB 8 – Plumbing and HVAC DesignTAB 9 – Electrical DesignTAB 10 – Mitigation of Subsurface Conditions and Negative Construction ImpactsTAB 11 - Project Enhancements and Added ValueTAB 12 – Deviations from Request for Proposal (DOES NOT INCLUDE SPACE PROGRAM)TAB 13 – Quality Control PlanTAB 14 – Project Work ss/Fail55TAB 15 - Construction Expertise Summary from Prequalification SubmittalPass/FailTAB 16 - Skilled Labor Force Availability AgreementPass/FailTAB 17 - Safety RecordPass/FailTAB 18 – Non-Collusion AffidavitPass/FailOral PresentationSubtotal:595Best and Final Offer (if necessary)5Total:100

ScoringTotal number of points from all evaluators addedtogether and divided by number of evaluators.Total Points Evaluators 1-14 Points AddedNumber of Evaluators (14)

Determination of Successful ProposerCost Proposal in Points of Technical Proposal(Low / Point is Successful Bidder)If a MAC is established the weightingLeans towards design and qualityImportant corollary:Stipend paid to all responsive DB teamsLowest dollar is not the determining factor /Point

Scoring . What does the person on committee think eachcategory means .? how would success look tothem?– Ask questions .– Is it the same for all committee members?– Where has success been achieved on campus ?or .– Is there a “Wild Card” Scoring? WHO?

Value of a Point Assume 200M proposal value Assume 100 points possible Each point is worth 2,000,000Perceived Value vs. CostPoints vs. Cost

Scoring ExampleRedMaximumAllowable CostAlternatesUnit Cost (Total)Compensable UnitTotal CostNumber of PointsBEST VALUE Lowest /Pt.BAFO PointsBEST VALUE Lowest 0236,000,000604563254,500,00085 3,958,333/Pt 5,032,222/Pt 3,746,031/Pt 2,994,117/Pt5521 3,653,846/Pt 4,529,000/Pt 3,630,769/Pt 2,959,302/Pt

PROJECT DEFINITIONDesign Builder Oral Interviews Technical evaluation is blind, first time the evaluatorsknow identity of proposers Clarification of Proposal Commitments made during interview are binding Verify

Design Implementation Design Risk Proposal Commitments Program to Design Design Management Coordination: DesignAssist Subs and DesignConsultants Equipment Shared Data Mock-Ups

Design Management Co-LocationBIM Model AgreementTimely Information & DecisionsDesign Decision LogEnd Client ReviewsManaging QualityOptionsCommunicationsTransparency

Common Pitfalls Design Build: Interpretation of what you defined! Interpretation is not uniform; I didn’t know you wanted or expected THAT! Result: CHANGES! Resolve cost & time impacts immediately Require financial agreement every month Primary Contracts Non-Primary Contracts

Keys to Success Prequalify and short list offerors Provide criteria in lieu of bridging documents in RFP Develop performance based criteria in lieu of prescriptivespecifications Limit design in RFP Provide reasonable stipend Reasonable submission requirements– Consider financial impacts Disclose selection criteria & weighting Best Value vs. low price emphasis on scoring

Performance Requirements55

PERFORMANCE SPECIFICATIONSPerformance Requirements(Criteria Documents) What are Performance Requirements? Performance Requirements in RFP Industry Best Practices Ask and Create Measurable Outcome Get what you want without owning therisk Prescriptive Requirements on DBProjects Drawbacks of Prescriptive Specs?

PERFORMANCE SPECIFICATIONSPrescriptive vs PerformancePRESCRIPTIVE DOCUMENTSCRITERIA DOCUMENTS Plans, specifications or otherdocuments in the RFP thatprescribe HOW toaccomplish the owner’scriteria requirements Instructions in the RFP thatdescribe WHAT the ownerexpects but NOT HOW Owner is responsible forperformance and cost ofchanges if resultingperformance is notacceptable Design Builder is responsibleto meet Owner’sestablished CriteriaDocuments Design details of elementsassembly and contents,layouts and dimensions, andspecified products andmaterials Programming, levels ofquality, performancespecifications, standards,objectives and othermeasuring information

PERFORMANCE SPECIFICATIONSPERSCRIPTIVE DOCUMENTS Owner responsible forresults: Spearin DoctrineCRITERIA DOCUMENTS Design Builder’s Means andMethods to meet criteria

PERFORMANCE SPECIFICATIONSPRESCIPTIVE REQUIREMENTSPERFORMANCE REQUIRMNTS. AKA design Specification,Expressed in terms ofspecific product orconfiguration detail Traditional approach typicalto design-bid-builddocuments Owner is responsible forperformance and cost ofchanges if resultingperformance is notacceptable No room for innovation Requirement is rigid anddefined in detail:Prescriptive SpearinDoctrine Expressed in terms of anexpected outcome oracceptable performancestandard Includes a measurableobjective Design Builder is responsibleto meet Owner’sestablished Performancerequirements Approach allows the designbuilder to innovate to meetrequirements Cost effective and timeefficient, relies on DB’sexpertise Means andMethods

PERFORMANCE SPECIFICATIONSPRESCIPTIVE REQUIREMENTSCRITERIA REQUIRMNTS

PERFORMANCE SPECIFICATIONSTypes and Allocation of Project RequirementsFUNCTIONAL HIGH LEVELGOALSPERFORMANCE CRITERIA WITHMEANSURABLESTANDARDSDESIGN SPECIFIC ANDPRESCRIPTIVE

PERFORMANCE SPECIFICATIONSDEVELOPMENT OF PROJECT REQUIREMENTS:HOW-TO PROCESS IN RFP1. Determine & PrioritizeFunctional Requirements inalignment with Owner’sbudget and schedule2. Develop PerformanceRequirements & Draft RFP inalignment with Owner’s, budget,schedule, and the t is theproject about,goals andobjectives?ConsolidatePerformanceRequirements inthe RFPDocumentationOnly where and if absolutelynecessary. Understand Riskto Owner.

PERFORMANCE SPECIFICATIONS1. Determine & PrioritizeFunctional Requirementsin alignment with Owner’sbudget and scheduleBrainstorm to determinegoals/constraints/problemsOrganize functionalrequirementsInclude functionalrequirements in RFQ.RFPWORKING WITH THE STAKEHOLDERS Complete a riskassessment Prioritize functionalrequirements Who’s got an interest in the project?Who’s got the money/ power/influence over theproject?Who’s got to live with/operate/maintain thecompleted facility?Who can stop you?DEVELOPINGREQUIREMENTSWho can help you?

PERFORMANCE SPECIFICATIONS2. DevelopPerformanceRequirements Refine with Uniformatat Level 2DETERMINING PERFORMANCE STANDARDSSelect performancestandards: Coderequirements adequate? Determine code and/orcommercial/industrial/organizational standards Include in therequirements document American Society of Heating, Refrigerating and AirConditioning Engineers (ASHRAE)American National Standards Institute (ANSI)American Society for Testing and Materials (ASTM)National Electrical Manufacturers Association(NEMA)National Fire Protection Association (NFPA)National Electrical Code (NEC)Sheet Metal and Air Conditioning Contractors’National Association (SMACNA)Institute of Electrical and Electronic Engineers(IEEE), etc.

PERFORMANCE SPECIFICATIONS ConsolidateRequirements in theRFP DocumentationDraft the preamble,including the functionalrequirementsEnsure correct codeinvoked in requirementsdocumentPRODUCING THE DRAFT RFPGroup all performancerequirements byUniformat Level 2 Complete a quality check Produce draftrequirements documentAre the requirements and evaluation criteriawritten in such a manner that your innovativesolution can be considered? If not, what changesare recommended?Are there inconsistencies or conflicts in theperformance requirements?Are there conflicts in the RFP?Does the RFP clearly communicate the owner’srequirements and priorities?

PERFORMANCE SPECIFICATIONSRFP Quality Check List Is requirement attainable and feasible? Is it possible to construct a facility that meets thisrequirement?Is requirement necessary? What would/couldhappen if this requirement were not included?Is requirement unambiguous? Will all readersgive the same interpretation?Is requirement traceable from a higher-levelfunctional requirement? If not, why is itincluded?Does requirement have an objective,measurable standard and a means ofsubstantiation?

PREQUALIFICATIONPrequalification of Design Build Team,DB Sub Contractors and Sub Contractors

PREQUALIFICATIONSelection of Design Build Team Builder& Design ProfessionalsPre-Qualify Your Team Company & Team ExperienceStaff ExperienceDesign expertise - InnovationRetain ability to qualify changing team membersDispute historyExperience with Design BuildReferences

PREQUALIFICATIONDesign Build Team ContractorArchitectLaboratory ConsultantStructural EngineerMechanical EngineerElectrical Engineer Low Voltage, AV Security Plumbing Engineer Others depending onproject requirements

PREQUALIFICATIONPrequalification: Significant Subcontractors Structural SteelMechanical – DryMechanical – WetElectrical Low Voltage PlumbingStud and DrywallConcreteAudio VisualOthers depending on the project

alSubmittalPrequal PkgAvailableMandatoryMeetingPrequalification: Design Build Team MandatoryMeetingPrequal PkgAvailableDesign Builder TeamSub / Specialty Contractors Prequalification of contractor & sub/specialty contractors can be either concurrent orsequentialAsk contractors for input on sub/specialty contractors

How to Get what You Want in Design Build! Design and Cost Level of design in the RFP Shifting risk Who controls the “details” of the design? Design management Best without “Bridging Documents” Selecting your Team Prequalification Management & Decision Making Risk Strategies

Project Scope and Management Approach. Design Build Project Elements & Definition . Brian Pratt, AIA, AUA, DBIA, LEED AP, UCI Campus Architect. bpratt@uci.edu. Rebekah Gladson, FAIA, AUA, DBIA, ANSER Advisory. rgladson@rggroupglobal.com Design

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