<abstract xmlns="http://www.w3.org/1999/xhtml"><p>The design–build (DB) project delivery method has been used for several decades in the US construction market. DB contracts are usually awarded on the basis of a multicriteria evaluation, with price as one of the most salient criteria. To ensure the project’s success, an owner usually has to invest enough time and effort during scoping and early design to define a program, scope, and budget, ready for procurement and price generation. However, this process can become a burden for the owner and may lengthen the project development duration. As an alternative to the traditional DB, the progressive design–build (PDB) approach permits the selection of the DB team prior to defining the project program and/or budget. PDB has the advantage of maintaining a single point of accountability and allowing team selection based mainly on qualifications, with a limited consideration of price. Under PDB, the selected team works with the project stakeholders during the early design stage, while helping the owner balance scope and budget. However, the key to the effectiveness of PDB is its provision for the ongoing and complete involvement of the owner in the early design phase. Due to the differences between PDB and the other project delivery methods (e.g., traditional DB), project teams must carefully consider several factors to ensure its successful implementation. The research team conducted a case study of the University of Washington’s pilot PDB project to complete the West Campus Utility Plant (WCUP). This paper carefully explores and summarizes the project’s entire delivery process (e.g., planning, solicitation, design, and construction), its organizational structures, and the project performance outcomes. The lessons learned from the WCUP project will contribute to best practices for future PDB implementation.</p></abstract>

The design–build (DB) project delivery method has been used for several decades in the US construction market. DB contracts are usually awarded on the basis of a multicriteria evaluation, with price as one of the most salient criteria. To ensure the project’s success, an owner usually has to invest enough time and effort during scoping and early design to define a program, scope, and budget, ready for procurement and price generation. However, this process can become a burden for the owner and may lengthen the project development duration. As an alternative to the traditional DB, the progressive design–build (PDB) approach permits the selection of the DB team prior to defining the project program and/or budget. PDB has the advantage of maintaining a single point of accountability and allowing team selection based mainly on qualifications, with a limited consideration of price. Under PDB, the selected team works with the project stakeholders during the early design stage, while helping the owner balance scope and budget. However, the key to the effectiveness of PDB is its provision for the ongoing and complete involvement of the owner in the early design phase. Due to the differences between PDB and the other project delivery methods (e.g., traditional DB), project teams must carefully consider several factors to ensure its successful implementation. The research team conducted a case study of the University of Washington’s pilot PDB project to complete the West Campus Utility Plant (WCUP). This paper carefully explores and summarizes the project’s entire delivery process (e.g., planning, solicitation, design, and construction), its organizational structures, and the project performance outcomes. The lessons learned from the WCUP project will contribute to best practices for future PDB implementation.

Demystifying progressive design build: implementation issues and lessons learned through case study analysis

Organization, Technology and Management in Construction: an International Journal

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

The design–build (DB) project delivery method has been used for several decades in the US construction market. DB contracts are usually awarded on the basis of...

Demystifying progressive design build: implementation issues and lessons learned through case study analysis

Article Category: Case Study

Data publikacji: 22 kwi 2020

Zakres stron: 2095 - 2108

Otrzymano: 15 gru 2019

Przyjęty: 10 lut 2020

DOI: https://doi.org/10.2478/otmcj-2020-0006

Słowa kluczowe
progressive design build, project delivery method

© 2020 Luming Shang et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Demystifying progressive design build: implementation issues and lessons learned through case study analysis

Article Category: Case Study

Data publikacji: 22 kwi 2020

Zakres stron: 2095 - 2108

Otrzymano: 15 gru 2019

Przyjęty: 10 lut 2020

DOI: https://doi.org/10.2478/otmcj-2020-0006

Słowa kluczoweprogressive design build, project delivery method

© 2020 Luming Shang et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Słowa kluczowe
progressive design build, project delivery method