DBIA Test Questions and Answers 2023 with complete
solution
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
solution
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
