DBIA Test DBIA Exam Newest versions and Guides; 2024/2025 with complete solution GUARANTEED GRADE A+

DBIA Test DBIA Exam Newest versions and Guides; 2024/2025 with complete solution GUARANTEED GRADE A+ Project Delivery System How team members are organized, establishes when parties engage, determines roles of parties, and determines sequence of design, procurement, and construction (db, cmar, dbb) Procurement Method how team members are selected (QBS, best value, low price, sole source) contracting approach how team members are paid (fp, gmp, cost reimbursement, target price, unit price) Design-Bid-Build (DBB) 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 construction manager at risk 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 Design-Build 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 engineer procure construct (epc) 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 Multiple Prime Contracting owner contracts with multiple trade contractors, attributes are typically similar to dbb, owner's ability to schedule and coordinate the work Integrated Project Delivery (IPD) 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 public-private partnership (p3) 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 shift left 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 traditional design build 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 progressive 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 criteria documents describe the end result bridging documents prescribes how to achieve the end result design bid build paradigm 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 details responsibility 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 uniformat 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 masterformat 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 functional requirement a specific business need or behavior as seen by an external user of the system; describe what functions/operations the end product must perform/accommodate; examples: regulatory, permitting, economic, and others that define functions and operational capability. "Build an office building on my existing lot to provide office space for 1,000 workers" performance requirement describes what product(s) components must do/achieve with a measurement metric; challenges: developing objective and definable standards to validate performance, tendency to drift to prescriptive specs; examples: uniformat C10, interior construction. "Provide durable, paintable interior walls between the offices with STC 35 (min)" prescriptive requirement describes in terms of exactly how the product and/or its components must be built; cookbook approach; developed by the design builder but used by owners in the RFP/bridging documents for operability or maintenance needs and conditions of permits or third parties; examples: uniformat C10, partitions. "Install gypsum wallboard on 3-5/8" metal studs at 16" on center with XX acoustical insulation per YY standards." shortlisting takes the best of "qualified" teams; a key to design-build success; not the same as prequalifying or pass/fail; keeping this small increases interest among the best teams and minimizes procurement costs for everyone including the owner competitive procurement process owners define their goals and selection criteria, one or 2 phase process if shortlisting is applicable, price is not a factor in selection, award to most qualified proposer, negotiate to a fair and reasonable price QBS typical criteria qualifications, experience and past performance of design build team, qualifications of key personnel, capacity of design build team to perform work, team experience in working together, deisgn-builder's project management plan, project-specific ideas demonstrating team's ability to innovate and think outside of the box best value selection criteria are price and non-price factors; 2 phase process: RFQ to shortlist most highly qualified, RFP to obtain technical approach and price; determine evaluation factors and relative weighting; price proposals opened after evaluation and scoring of technical proposals technical score determined from multiple criteria and weighted scoring price score award full points to lowest price and assign points proportionally to the other proposers basis for award highest total score (technical score + price score) design build to budget RFP identifies project budget, proposers submit technical proposals within budget, contract awarded to bet technical proposal, project approach, and team composition; price is evaluated not scored in selection if within budget; owner can prioritize or add scope if budget allows; variant to this approach is "stipulated/fixed price, best technical proposal" Lowest Price Technically Acceptable (LPTA) contract requirements are clearly definable and minimal risk of unsuccessful contract performance; suitable for commodities or simple service; proposers do the minimum for the pass/fail process; impedes thinking creatively or creating the best team; little practical ability for an owner to ever fail someone Sole source Only one vendor can provide what your project needs to purchase. Examples include a specific consultant, specialized service, or unique type of material. essentially non-competitive; multiple contracting approaches available (unit rates, cost plus, GMP, or lump sum) RFQ goal: to get highly qualified teams and information that will serve to differentiate among CONTINUED...