Design-Build Projects Delivery Stage roadmap

For Public Services and Procurement Canada (asset) funded or other government department funded project

Delivery Stage

Introduction

For the purposes of this roadmap, “Client” shall be read to mean either Public Services and Procurement Canada (PSPC) Client or Other Government Department (OGD) Client as the funding situation warrants.

This Design-Build (DB) Projects Roadmap is based on the main activities and tasks required to manage the delivery of design and construction projects executed under one combined contract. The DB delivery methodology involves planning, architecture and engineering design by consultant and construction of the project by a contractor based upon the design. The Client is the project financial authority and the PSPC Project Manager the project delivery authority responsible for the management and administration of the Design-Build contract, and the services, activities and tasks required to deliver the project during the National Project Management System (NPMS) Delivery Stage.

In a Design-Build delivery methodology, the services of the design consultant are provided through the Design Builder that PSPC contracts with on behalf of the Client. Under such a Design-Build contract arrangement, it is not unusual to require the services of a Bridging (Advocate) Consultant to represent the interests of both the Client and the Crown. The scope of services provided by a Bridging Consultant, which could include development of the Functional/Technical program, can vary depending upon the requirements of the project. The services of a Bridging Consultant can be provided internally or procured externally by the Client, or provided internally or procured externally by the PSPC Project Manager on behalf of the Client. Regardless of who provides or procures the services of a Bridging Consultant, these services should be determined and secured prior to the procurement of a Design Builder.

This roadmap is not intended to cover in detail the activities related to the DB process but rather provides a high level overview for the Project Delivery Stage activities from the time that Preliminary Project Approval (PPA)/Client Approval or Effective Project Approval (EPA)/Client Approval has been obtained. For the purposes of this roadmap, PPA and EPA shall be understood to mean; financial authority approval (Specific Service Agreement (SSA) or otherwise) to undertake the activities and tasks to produce the deliverables to the extent granted under that authority approval. To avoid the potential for delays in project delivery, the Client should be encouraged to develop the project requirements sufficiently enough to seek EPA authority prior to the start of the Project Delivery Stage.

The roadmap is intended to be used as a guide for those having the role of Client Project Leader or PSPC Project Manager. Relevant links are indicated for specific business line information, processes and templates to be used.

NPMS Project Delivery Stage procedures apply to all PSPC or Other Government Department (OGD) funded projects over $1M total value (including Goods and Services Tax (GST) or Harmonized Sales Tax (HST) and excluding any client costs). For projects under this limit, NPMS principles remain applicable; however the level of effort and extent of documentation will vary depending upon a number of factors including the project size and complexity as well as the sensitivity of the project. For these smaller projects, see the principles of the National Project Management System methodology (page available on Government of Canada network only).

Project Delivery stage

Planning Phase

Objective

The purpose of the Planning Phase is to confirm the quality and completeness of the existing project information in an effort to develop and organize the project delivery strategy.

Description of the Work

During this phase, all Client parameters of the project are reviewed, and an initial and a follow up agreement reached between the Client Project Leader and the PSPC Project Manager. The initial agreement, a Project Charter (PC); acknowledges receipt of the Client's project request; identifies key Client objectives with respect to project scope, cost/budget and schedule; and identifies other key parameters typical to any project delivered by PSPC. The follow up document, a Project Management Plan (PMP); defines further the project scope and objectives; details all required project activities; and identifies how the project is to be executed, monitored and controlled during the Delivery Stage.

Inputs

Activities / Tasks

  1. Start-up
    1. Identify and obtain requirements
    2. Secure Functional/Technical Program (if available)
    3. Complete Environmental Compliance Management Program (ECMP) Checklist, (to determine environmental compliance requirements)
    4. Define Project Team
    5. Create Project File, Document Storage and Financial Management structures
    6. Create Project Charter and Secure funding (Specific Service Agreement – SSA, or otherwise)
  2. Define Project Delivery
    1. Confirm Functional/Technical Program
    2. Define Bridging Consultant Scope of Work (In-house or external Consultant if not provided by Client)
    3. Define Design Builder Scope of Work (Designer and Constructor)
    4. Consider Components of the Project Briefs (Terms of Reference – Bridging Consultant if required; and Design Builder)
    5. Review/Validate Cost Estimates and Schedules
    6. Create Risk Management Plans (as required)
    7. Create Project Management Plan and Secure funding (SSA or otherwise)

Outputs

Deliverables

Control Point

Project Management Plan Approval (PMPA)

Design Phase

Objective

The purpose of the Design Phase is to internally secure or externally procure the services of a Bridging (Advocate) Consultant to the extent required to develop, refine and deliver upon Client stated design requirements in sufficient detail to undertake the preparation and assembly of all estimates and project documents required to be provided in support of a submission for EPA/Client Approval and the subsequent development of the Design Builder Terms of Reference.

Description of the Work

During this phase, work is undertaken to determine the extent of the services required of the Bridging Consultant and the means by which these services are to be secured. The extent and means will be dependent upon what the Client may or may not have undertaken in providing for the services of a Bridging Consultant prior to the Project Delivery Stage. Significant efforts are required during this phase to solicit, develop and clearly articulate Client design and project requirements, whether they are performance and/or prescriptive based, prior to undertaking to procure the services of a Design Builder. In addition, efforts need be directed toward the development of a systematic and detailed evaluation process to ensure that a qualified Design Builder firm offering the best value to the Crown is selected. It is critical during this period to ensure that design and project requirements are tailored to the available/approved budget in order to avoid a delay in the project when EPA/Client Approval is required to be sought prior to the award of a Design-Build contract.

Inputs

Activities / Tasks

  1. Procure Bridging Consultant Services (if required)
    1. Complete Project Brief (Terms of Reference)
    2. Update Risk Management Plans (if required)
    3. Provide input to ensure Pre-Approved Amount for Anticipated Amendments (PAAA) completed for Bridging Consultant contract
    4. Prepare Request for Proposal (Procurement MethodologiesFootnote 1)
    5. Conduct Bridging Consultant Evaluation (Conduct ProcurementFootnote 1; Consultant Evaluation Board Membership)
    6. Update Risk Management Plans and PAAA (if required)
    7. Award Bridging Consultant Contract
    8. Administer Bridging Consultant Contract (Administer the ContractFootnote 1)
  2. Develop Design Requirements
    1. Complete Analysis of Project Requirements
    2. Develop Design Requirements and refine Project Requirements for approval by Client
  3. Prepare for Approval
    1. Finalize Cost Estimates and Schedules
    2. Reconfirm or update Risk Management Plan/s
    3. Update Project Management Plan and Secured Funding (if required)

Outputs

Deliverable

Control Point

Effective Project Approval /Client Approval

Implementation Phase

Objective

The purpose of the Implementation Phase is to select and procure the services of a Design Build firm to design and construct a built work that satisfies Client stated requirements in accordance with the Design-Build Contract through award of a single contract to a qualified and best value bidder.

Description of the Work

During this phase procurement activities are initially undertaken to prepare for solicitation, evaluation and award of a Design-Build contract. Thereafter, internal and external resources are utilized as work is directed toward the development of the design and construction drawings and specifications. Management and monitoring of project activities, including Bridging Consultant activities, reviews, approvals and risk assessments are crucial during this time to ensure that Client identified design requirements have been satisfied and will be delivered upon. It should be noted that a Design-Build delivery methodology can provide an opportunity for construction activities to run concurrently with the development of the design and construction drawings and specifications. When construction activities commence, all the plans and related strategies that have been developed to this point are put into motion, and all built works construction related activities are carried out. It is during this critical construction period of Project Delivery that the greatest risks to the project can occur. Close and prudent management of internal and/or external Bridging Consultant resource activities, as well as the Design-Builder’s activities is needed during construction to monitor and control the scope, cost, time and quality of the built work.

Inputs

Activities / Tasks

  1. Procure Design Builder Service
    1. Complete Project Brief (Terms of Reference)
    2. Update Risk Management Plans (if required)
    3. Provide input to ensure Pre-Approved Amount for Anticipated Amendments (PAAA) completed for Design-Build contract
    4. Prepare Request for Proposal (Procedures for Construction ServicesFootnote 1)
    5. Conduct Design Builder Evaluation (Conduct ProcurementFootnote 1; Consultant Evaluation Board Membership)
    6. Update Risk Management Plans and PAAA (if required)
    7. Secure Revised Effective Project Approval (EPA)/Client Approval; (if required)
    8. Award Design-Build Contract
  2. Design Development and Construction Documents
    1. Complete Analysis of Project Requirements
    2. Refine Schematic/Concept and develop Design Development documents for approval by Client (Review and Acceptance of Consultant Design and Construction Documents)
    3. Complete Construction Documents for approval by Client
    4. Continue to administer Bridging Consultant Contract
    5. Administer Design-Build Contract (Administer the ContractFootnote 1)
  3. Construct
    1. Continue to administer Bridging Consultant Contract
    2. Continue to administer Design-Build Contract
    3. Review for compliance with Construction Documents and obtain approval as required
    4. Perform Commissioning during Construction (Commissioning Manual)
  4. Accept Work
    1. Test Functional Performance (Commissioning Manual)
    2. Compile Commissioning Documents
    3. Assemble As-Built Documents
    4. Ensure Training is provided and Operational and Maintenance Manuals delivered
    5. Solicit Client Acceptance
    6. Issue Certificate of Substantial Performance (Interim)
    7. Create Deficiency Lists for correction by Design-Builder
    8. Return contracts securities (including hold-backs)
    9. Transfer Site to Client
    10. Client Move-in
    11. Update Project Management Plan

Outputs

Deliverable

Control Point

Turn-Over Approval (TOA)

Delivery Stage Close Out Phase

Objective

In an effort to improve overall project performance and client satisfaction, both product and process performance will be documented and assessed against pre-determined performance criteria. The process of Continual Improvement is imperative to the overall enhancement of project delivery within PSPC. The basis for the continual improvement process is its encapsulation of both positive and negative elements of the project.

Description of the Work

The Delivery Close Out Phase is the final and most integral stage of the project. It not only gives the team the opportunity to tie-up all loose ends, but it allows for a thorough assessment of all project activities and their outcomes as stated in the Knowledge Areas of the Project Management Plan. This assessment underscores any performance targets that were reached, surpassed or not met. In addition, the Continual Improvement Process provides a valuable method for highlighting successes as well as deficiencies reported throughout the life of the project. These records form the basis for systematic improvements to the way similar projects will be delivered in the future. The Close Out Phase includes two major activities: 1. Close-outs of contracts (the activity whereby all aspects of the performance and conformance of the end product with respect to specific equipment, installation or services provided are evaluated), 2. Close Project (the activity of gathering and assessing project performance data).

Inputs

Activities / Tasks

  1. Close-out of Contracts
    1. Perform Post-Occupancy Inspection
    2. Issue Certificate of Completion (Final)
    3. Perform Warranty Activities
    4. Finalize Contract(s) (Contract Close-outFootnote 1)
  2. Close Project
    1. Gather Client Feedback, and document Lessons Learned
    2. Complete Administrative Close Out Activities for contracts (Contract Close-outFootnote 1)
    3. Complete Close Out Document (COD)
    4. Complete final recording of documents
    5. Close Project File, Document Storage and Financial Management structures

Outputs

Deliverables

Control Point

Close Out Document Approval (CODA)

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