IQ Summer 2011: The Federal Issue - (Page 38)
PERSPECTIVES//
Design VALUE Interface
Design COST Interface
Post-Award Orienteering:
PROACTIVE LEADERSHIP APPROACH FROM ALL SIDES CREATES A GOOD TEAM AND A GOOD DESIGN-BUILD PROJECT.
By Craig Unger, DBIA
DESIGN-BUILD PROJECT DELIVERY entails much more than merely procuring the services of both an architect/engineer and a general contractor under a single contract. Design-build is not tweaking the traditional design-bid-build project delivery methodology. The delivery methods are substantially different in many ways, including acquisition approach, risk allocation, contractual, ownership of documents and, particularly, post-award administration. Successful design-build projects require a proactive leadership approach from all participants, open and candid communications, flexibility, and most importantly, a high level of trust between team
members, including the designer, contractor, key trade partners and subcontractors, suppliers and manufacturers and the owner. All of the aforementioned players are on the project team, and all must value the relationship. (For purposes of focusing on “post-award,” I will presume the owner selected the best design-build team with the best proposal rather than the low bidder on the shortlist.) PRE-AWARD PROCEDURES DIRECTLY IMPACT THE POST-AWARD PROCESS To maximize the value of design-build delivery, the core team must be on board very early
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summer//2011
the quarterly publication of the design-build institute of america
Table of Contents for the Digital Edition of IQ Summer 2011: The Federal Issue
IQ Summer 2011: The Federal Issue
IQ Summer 2011: The Federal Issue - (Page Cover1)
IQ Summer 2011: The Federal Issue - (Page Cover2)
IQ Summer 2011: The Federal Issue - (Page 1)
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IQ Summer 2011: The Federal Issue - (Page Cover3)
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