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BusINess// How ke tHe to Ma an Be est It C tHe B A threestep plA n l-worl with reA d exAmp les By David M. Shelton, 3pQc, aIa, DBIa the hIgh-perforMaNce outcoMe for the National Renewable Energy Laboratory (NREL) Research Support Facility (RSF) has been detailed and discussed in a variety of trade publications, including the summer 2011 issue of IQ, and mainstream print media, such as the Wall Street Journal and the New York Times. The high performance of RSF is a deliberate response or solution offered by the market to the problem defined in the request for proposals (RFP). The RFP took a new approach to defining the project’s scope. The owner controlled the project outcome using program and performance measures detailed in the RFP. The owner was also a design resource and formally accepted the decision-making of the design-builder instead of directing and approving the design. Because the RFP defined the project scope using metrics, the scope could be prioritized to allow the competition to be based on the satisfaction of scope at a fixed price rather than defining a set scope (plans and specs) at a variable or bid price. This allowed the owner to publish the fixed or target price in the RFP and allow each of the teams on the short list to create a design that maximized the scope (defined in the program and performance measures) offered in their respective proposals. Kansas State University used the same RFP process for its new International Animal Health and Food Safety Institute (IAHFSI) in Olathe. The university’s definition of high performance guided the development of its RFP. But the scope definition, the RFP’s owner-control features and the evaluation method of the three short-listed design-builders was the same process used on the RSF project. These three unique attributes can improve the process. 1. No LINes oN paper First, the “no-lines-on-paper” definition of the project scope refers to the RFP’s structure of depending on program metrics and performance criteria to define the owner’s requirements and needs. The program metrics are quantitative measures that define three-dimensional attributes, capacities, equipment and infrastructure interface, critical adjacencies and isolations of all functional 20 spring//2012 the quarterly publication of the design-build institute of america

Table of Contents for the Digital Edition of IQ Spring 2012: The Conference Issue

IQ Spring 2012: The Conference Issue

IQ Spring 2012: The Conference Issue - (Page C1)
IQ Spring 2012: The Conference Issue - (Page C2)
IQ Spring 2012: The Conference Issue - (Page 1)
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http://staging.nxtbook.com/ygsreprints/DBIA/g32384_dbia_spring2013
http://staging.nxtbook.com/ygsreprints/DBIA/g30201_dbia_winter2012
http://staging.nxtbook.com/ygsreprints/DBIA/g27498_dbia_iq_fall2012
http://staging.nxtbook.com/ygsreprints/DBIA/g27263_dbia_iq_summer2012
http://staging.nxtbook.com/ygsreprints/DBIA/g27412dbia_iq_spr12
http://staging.nxtbook.com/ygsreprints/DBIA/g24065_dbiaiqwinter11
http://staging.nxtbook.com/ygsreprints/DBIA/g21862_dbia_fall_11
http://staging.nxtbook.com/ygsreprints/DBIA/dbianxtbook_summer_11
http://staging.nxtbook.com/ygsreprints/DBIA/g18240_dbia_spring2011a
http://www.nxtbookMEDIA.com