DBIA TEST GUIDE QUESTIONS AND
ANSWERS
How team members are organized, establishes when parties engage, determines
roles of parties, and determines sequence of design, procurement, and construction
(db, cmar, dbb) - Project Delivery System
how team members are selected (QBS, best value, low price, sole source) -
Procurement Method
how team members are paid (fp, gmp, cost reimbursement, target price, unit price)
- contracting approach
linear, sequential process, A/E selected on qualifications, GC selected on low price,
design is fully completed without input from GC, A/E acting in owner's interests,
with a historically strong bond, process is well-established and understood -
Design-Bid-Build (DBB)
similar org structure to DBB, construction manager selected by QBS or best value,
contractor provides precon services, negotiated gmp contracting approach, open
book estimating process, potential to fast track project, construction cost
determined before design completed, potential issues over what is reasonably
inferable from gmp design documents - construction manager at risk
The owner contracts with one entity (a person or firm) to provide both design and
construction services, designer and contractor have a direct contractual
relationship, selected by QBS or best value, wide spectrum of contracting
approaches and organizational structures, single point responsibility, owner does
not manage designer, owner exposure to claims is significantly reduced - Design-
Build
,similar to design build, in industrial and power generation sectors, systems and
performance testing are central to scope, contractor will typically perform
engineering with its in-house staff, owner has need for single point responsibility,
contracts include plant and process performance guarantees, contract items include
performance and schedule liquidated damages and limitations of liability -
engineer procure construct (epc)
owner contracts with multiple trade contractors, attributes are typically similar to
dbb, owner's ability to schedule and coordinate the work - Multiple Prime
Contracting
multi-party agreement - all parties equal, QBS procurement and target pricing
contract approach, private sector use (limited at this time), key: owner's ability to
accept risk - Integrated Project Delivery (IPD)
Instead of government building and maintaining major infrastructure (such as
highway, water treatment plant), build and maintenance is outsourced to a private
company. Opposed by public sector unions. this is not considered a delivery
system but its underlying approaches are delivery systems and typically use DB.
multiple procurement and contracting approaches - public-private partnership (p3)
intense efforts to establish scope early in the process; drives early team formation
to include key trade subcontractors; can enable big decisions to be made early,
affect project outcomes at lowest cost, establish a need for co-location and
collaboration, and compress time during concurrent design and construction - shift
left
typically two-phase best value procurement with lump sum contract; owner defines
project requirements and scope of prescriptive work; use of performance-based
technical requirements with limited prescriptive specifications - traditional design
build
, design and price are progressively developed after the design-builder is under
contract; final project cost and schedule commitment is not established as part of
the selection process; two phases: preliminary services and final design and
construction services - progressive design build
describe the end result - criteria documents
prescribes how to achieve the end result - bridging documents
prior to bidding, owner undertakes a process to design the project and all of its
details to 100% complete plans and specs. the owner is therefore responsible for
success or failure of details of the design, and warrants the sufficiency of design to
the contractor. the owner is therefore liable to the contractor for any gaps between
plans and specifications and owner's requirements for project performance - design
bid build paradigm
the owner should define its performance requirements and award the contract on
the basis of preliminary design; this makes the design-builder responsible for
completing the design in accordance with the owner's performance requirements.
that also causes the design-builder to warrant the sufficiency of the design to meet
the owner's criteria and the sufficiency of the design to subcontractors/suppliers
that have no design responsibility - design details responsibility
subdivides project by functional elements, focuses on systems and assemblies,
useful for preliminary information and early design phases, aligns with BIM
models and conceptual estimating - uniformat
subdivides work by results/trades, focuses on building materials, products, and
activities, useful for detailed information during final design and construction
phases, and aligns with detailed estimating - masterformat
ANSWERS
How team members are organized, establishes when parties engage, determines
roles of parties, and determines sequence of design, procurement, and construction
(db, cmar, dbb) - Project Delivery System
how team members are selected (QBS, best value, low price, sole source) -
Procurement Method
how team members are paid (fp, gmp, cost reimbursement, target price, unit price)
- contracting approach
linear, sequential process, A/E selected on qualifications, GC selected on low price,
design is fully completed without input from GC, A/E acting in owner's interests,
with a historically strong bond, process is well-established and understood -
Design-Bid-Build (DBB)
similar org structure to DBB, construction manager selected by QBS or best value,
contractor provides precon services, negotiated gmp contracting approach, open
book estimating process, potential to fast track project, construction cost
determined before design completed, potential issues over what is reasonably
inferable from gmp design documents - construction manager at risk
The owner contracts with one entity (a person or firm) to provide both design and
construction services, designer and contractor have a direct contractual
relationship, selected by QBS or best value, wide spectrum of contracting
approaches and organizational structures, single point responsibility, owner does
not manage designer, owner exposure to claims is significantly reduced - Design-
Build
,similar to design build, in industrial and power generation sectors, systems and
performance testing are central to scope, contractor will typically perform
engineering with its in-house staff, owner has need for single point responsibility,
contracts include plant and process performance guarantees, contract items include
performance and schedule liquidated damages and limitations of liability -
engineer procure construct (epc)
owner contracts with multiple trade contractors, attributes are typically similar to
dbb, owner's ability to schedule and coordinate the work - Multiple Prime
Contracting
multi-party agreement - all parties equal, QBS procurement and target pricing
contract approach, private sector use (limited at this time), key: owner's ability to
accept risk - Integrated Project Delivery (IPD)
Instead of government building and maintaining major infrastructure (such as
highway, water treatment plant), build and maintenance is outsourced to a private
company. Opposed by public sector unions. this is not considered a delivery
system but its underlying approaches are delivery systems and typically use DB.
multiple procurement and contracting approaches - public-private partnership (p3)
intense efforts to establish scope early in the process; drives early team formation
to include key trade subcontractors; can enable big decisions to be made early,
affect project outcomes at lowest cost, establish a need for co-location and
collaboration, and compress time during concurrent design and construction - shift
left
typically two-phase best value procurement with lump sum contract; owner defines
project requirements and scope of prescriptive work; use of performance-based
technical requirements with limited prescriptive specifications - traditional design
build
, design and price are progressively developed after the design-builder is under
contract; final project cost and schedule commitment is not established as part of
the selection process; two phases: preliminary services and final design and
construction services - progressive design build
describe the end result - criteria documents
prescribes how to achieve the end result - bridging documents
prior to bidding, owner undertakes a process to design the project and all of its
details to 100% complete plans and specs. the owner is therefore responsible for
success or failure of details of the design, and warrants the sufficiency of design to
the contractor. the owner is therefore liable to the contractor for any gaps between
plans and specifications and owner's requirements for project performance - design
bid build paradigm
the owner should define its performance requirements and award the contract on
the basis of preliminary design; this makes the design-builder responsible for
completing the design in accordance with the owner's performance requirements.
that also causes the design-builder to warrant the sufficiency of the design to meet
the owner's criteria and the sufficiency of the design to subcontractors/suppliers
that have no design responsibility - design details responsibility
subdivides project by functional elements, focuses on systems and assemblies,
useful for preliminary information and early design phases, aligns with BIM
models and conceptual estimating - uniformat
subdivides work by results/trades, focuses on building materials, products, and
activities, useful for detailed information during final design and construction
phases, and aligns with detailed estimating - masterformat
