Design-Bid-Build Projects Roadmap

Delivery Stage

Introduction

This Design-bid-build (DBB) Projects Roadmap is based on main activities and tasks required to manage the delivery of construction projects. DBB delivery methodology involves planning, architecture and engineering design by consultant or Public Works and Government Services Canada (PWGSC), followed by engaging a contractor to construct the project based upon design. Contractual coordination for both design and construction is the responsibility of PWGSC.

This roadmap is not intended to cover in detail activities related to the DBB process but rather provides a high level overview for the Project Delivery Stage activities from the time that a Preliminary Project Approval has been obtained and the Identification Stage Close Out Phase activities have been completed. For steps to be taken during these front-end stages, see either:

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

NPMS procedures apply to all space-based projects over 3000 m2 rentable (regions) or 5,000 m2 rentable (National Capital Area / Parliamentary Precinct), and for asset-based projects, over $1M total value (including GST or HST and excluding any client costs). For projects under these limits, 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 NPMS methodology.

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 previous parameters of the project are validated and an agreement for delivery is reached or re-confirmed between the Project Leader and Project Manager.

Inputs

  • Identification Close Out Document (ICOD)
  • Preliminary Project Approval
  • Approved Feasibility Report (AFR)
  • Approved Investment Analysis Report (IAR)
  • Preliminary Workplace 2.0 Accreditation Evaluation Grid
  • Functional Program (if required)
  • Space Requirement
  • Project Charter
  • Project Complexity and Risk Assessment (PCRA) (if required)
  • Environmental Compliance Management Program (ECMP) Checklist (if required)
  • Preliminary Identification of Environmental Services Required (PIESR) (if required)
  • Other currently known project parameters

Activities / Tasks

  1. Start-up Stage
    1. Inform the Technical Experts (Architecture & Engineering), Regional Construction Safety Coordinator, Environmental Specialists and other stakeholders about the project
    2. Refine Project Team
    3. Identify security, environmental and health & safety requirements
    4. Conduct assessment of Commissioning requirements
    5. Review existing Lessons Learned from similar projects
    6. Review Preliminary Workplace 2.0 Accreditation Evaluation Grid
    7. Update Functional Program, as required
    8. Update cost estimates and schedules
    9. Create Project Management Plan
    10. Create / Update Project Charter
    11. Create Specific Service Agreement (SSA) (if required)
    12. Update Project File Structure (financial codes, confirm funds, etc.). Designation of Project as Capital (to be capitalized) or Repair (to be expensed) as determined in Definition Phase.
  2. Define Project Delivery
    1. Confirm Functional and Technical Program
    2. Define Consultant Scope of Work
    3. Consider Components of the Project Brief (Terms of Reference)
    4. Create/Update Risk Management Plan
    5. Submit Project Management Plan for review by Project Review Advisory Committee (PRAC) as necessary (i.e. peer, regional or national review)
    6. Complete Planning Phase Checklist

Outputs

  • Updated Project Charter
  • SSA (if required)
  • Completed Functional/Technical Program
  • Consultant Scope of Work
  • Risk Management Plan
  • Commissioning Assessment
  • PRAC Review Report

Deliverable

Control Point

Control point Project Management Plan Approval (PMPA)

Design Phase

Objective

To award all relevant consultant contracts to the most qualified bidders, as well as refine the proposed design concept into a detailed, and final design version of required specifications. This final design will typically require amendments to preliminary projections of time, cost, quality, and perhaps scope. All completed documents are compiled to form the basis for the EPA submission. This approval is required in order to proceed with construction implementation.

Description of the Work

Procurement of required resources makes way for detailed design and establishment of refined specifications. Reviews, approvals, and risk assessments are critical during this stage. Effective Project Approval (EPA) is sought upon completion and assembly of all detailed plans for project delivery.

Inputs

  • Approved Project Management Plan
  • Updated Project Charter
  • Completed Functional/Technical Program
  • Consultant Scope of Work
  • Risk Management Plan
  • Commissioning Assessment
  • PRAC Review Report

Activities / Tasks

  1. Procure Consultant Services
    1. Write Project Brief (Terms of Reference)
    2. Update Risk Management Plan
    3. Provide input to ensure the Pre-Approved Amount for Anticipated Amendments (PAAA) is established for Consultant Contract
    4. Prepare Request for Proposal (Procurement Methodologies)
    5. Conduct Consultant Evaluation (Conduct Procurement; Consultant Evaluation Board Membership)
    6. Award Consultant Contract  
  2. Develop Design
    1. Complete Analysis of Project Requirements
    2. Develop Concept Design and Design Development Documents for approval by client (Review and Acceptance of Consultant Design and Construction Documents)
    3. Prepare furniture layouts for approval by client (if applicable)
    4. Prepare Furniture and Equipment and Systems Procurement Documents (if applicable)
    5. Review for non-compliance with Base Building and The Government of Canada Workplace 2.0 Fit-up Standards and obtain approval as required
    6. Update the Workplace 2.0 Accreditation Evaluation Grid
    7. Incorporate any reviews, reports, and/or recommendations initiated through the PIESR
  3. Prepare for Approval
    1. Finalize cost estimates and schedules
    2. Reconfirm or update the Project Complexity and Risk Assessment (PCRA).
    3. Update Investment Analysis Report (IAR)
    4. Update key parameters of the PMP
    5. Revise ECMP Checklist if project scope has changed significantly
    6. Incorporate recommendations from Commissioning Assessment
    7. Complete Design Phase Checklist

Outputs

  • Risk Management Plan and PAAA
  • Request for Proposal/Project Brief (Terms of Reference)
  • ADM decision on request for non compliance with Base Building and Fit-up Standards as required
  • Awarded Consultant Contract
  • Cost estimates and schedules updated
  • Client signoffs on Concept Design and Design Development Documents
  • Revised IAR and TB submission if required.
  • PMP with updated parameters

Deliverables

Control Point

Control pointEffective Project Approval (EPA)

Implementation Phase

Objective

The purpose of the Implementation Phase is to produce an end product of acceptable quality that meets client requirements.

Description of the Work

The Implementation Phase is where all the plans and related strategies are put into motion. All construction-related (or physical work) activities are carried out.

Inputs

  • Risk Management Plan and PAAA
  • Request for Proposal/Project Brief (Terms of Reference)
  • ADM decision on request for non compliance with Base Building and Fit-up Standards as required
  • Awarded Consultant Contract
  • Cost estimates and schedules updated
  • Client signoffs on design documents
  • Revised IAR and TB submission if required
  • PMP with updated parameters

Activities / Tasks

  1. Finalize Construction Documents and Procure Construction Services
    1. Complete Construction Documents (Review and Acceptance of Consultant Design and Construction Documents). Develop design drawings/specifications to 33-66-99% (33-99% for road construction projects)
    2. Conduct review at 33-66-99% (33-99% for road construction projects)
    3. Submit notification/application for environmental permits (if required)
    4. Sign-off on final drawings/specifications
    5. Review designation of project to confirm it should remain as Capital (to be capitalized) or Repair (to be expensed) and make necessary changes in SIGMA
    6. Compile Construction Tender Documents (Procedures for Construction Services)
    7. Review environmental submission (if required)
    8. Update Risk Management Plan
    9. Provide input to ensure PAAA is established for Construction Contract
    10. Conduct Tender Call and Evaluation (Conduct Procurement)
    11. Obtain all necessary permits that are not the responsibility of the contractor
    12. Award Construction Contract
  2. Construct
    1. Conduct start-up and subsequent construction meetings
    2. Administer construction Contract (Administer the Contract)
    3. Ensure adherence to construction site safety
    4. Ensure adherence to recommendations and/or mitigation measures related to environmental reports and reviews
    5. Monitor budget and construction progress and keep Project Leader informed
    6. Perform Commissioning during Construction (Commissioning Manual)
  3. Accept Work
    1. Test Functional Performance (Commissioning Manual)
    2. Conduct material quality testing and review test results (if required for road construction projects)
    3. Compile Commissioning Documents
    4. Assemble As-Built Documents
    5. Ensure Training is provided and Operating and Maintenance (O&M) Manuals delivered
    6. Review deficiency report(s) and notify the contractor to correct deficiencies if necessary
    7. Issue Certificate of Substantial Performance (Interim)
    8. Advise Finance of Substantial Completion
    9. Return contracts securities (including hold-backs)
    10. Transfer Site to Real Property Manager
    11. Client Move-in
    12. Update key parameters of the PMP
    13. Document Lessons Learned
    14. Complete Implementation Phase Checklist

Outputs

  • Final tender documents (drawings and specifications)
  • Signed Contracts
  • Test results (if required for road construction projects)
  • Deficiency report
  • Signed Certificate of Substantial Performance (Product Turn-Over)
  • Completed Commissioning Report, O&M Manuals and As-Built Documentation
  • Site transferred to Real Property Manager
  • PMP with updated parameters
  • Lessons Learned

Deliverable

Control Point

Control pointTurn-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 PWGSC. 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 aspects of the project. 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

  • Final tender documents (drawings and specifications)
  • Signed Contracts
  • Test Results (if required)
  • Deficiency Report
  • Signed Certificate of Substantial Performance (Interim)
  • Completed Commissioning Report, O&M Manuals and As-Built Documentation
  • Site transferred to Real Property Manager
  • PMP with updated parameters
  • Lessons Learned

Activities / Tasks

  1. Close-outs of Contracts
    1. Perform Post-Occupancy Inspection
    2. Issue Certificate of Completion (Final)
    3. Perform Warranty Activities
    4. Initiate Consultant Performance Evaluation Report (CPERF)
    5. Initiate Contractor Performance Evaluation Report (CPERF)
    6. Finalize Contract(s) (Contract Close-out)
  2. Close Project
    1. Execute Final Space Measurement
    2. Ensure Occupancy Instrument is in place
    3. Gather End-User Feedback, and finalize lessons learned
    4. Submit the Completed Workplace 2.0 Accreditation Evaluation Grid to WP2.MT2@tpsgc-pwgsc.gc.ca  
    5. Send as-builts to the regional Geomatics group (if applicable) to allow updates of current drawings
    6. Complete Administrative Close Out Activities for contracts
    7. Complete Close Out Document
    8. Complete final recording of documents

Outputs

  • Certificate of Completion (Final)
  • Final Records Documents
  • CPERFs (Consultant/Contractor)
  • Post-Occupancy Inspection Report
  • Completed Workplace 2.0 Accreditation Evaluation Grid
  • Final space measurement
  • Updated/Final PMP
  • Final Lessons Learned

Deliverable

Control Point