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Tier 1--Analytical Delivery Decision Approach 45
· Estimated Project Delivery Period
· Required Delivery Date (if applicable)
· Source(s) of Project Funding
· Project Type (In Street, Rail Corridor, etc.)
· Project Corridor or Site Dimensions
· Major Features of Work--track, stations, parking structures, platforms, etc.
· Ridership Forecast
· Rate of Return on Capital Investment/Payback Period (if applicable)
· Major Schedule Milestones
· Major Project Stakeholders
· Labor Union Status
· Major Challenges (if applicable)
With Right of Way, Utilities, and/or Environmental Approvals
During Construction Phase
During Operation and Maintenance
· Main Identified Sources of Risk
· Sustainable Design and Construction Requirements
Step 2. Define Project Goals
Defining and communicating a concise set of project goals is perhaps the most important ele-
ment in selecting an appropriate project delivery method. The importance of project goals in
delivery method selection cannot be overemphasized. The definition of project goals is a key suc-
cess factor not only in the project delivery decision, but also in the development of procurement
documents and the administration of a project. The project will have technical goals that must be
met (e.g., meeting anticipated ridership, meeting design standards, meeting safety standards, and
so forth) and will also have performance goals regarding time, cost, quality, maintainability, and
sustainability that must be met. The performance goals typically drive the project delivery decision.
At project inception, the agency must identify the various performance aspects of the project
that must meet its requirements. Generally, these performance aspects will fall into the categories
of cost, schedule, and quality as defined by the technical design. Of these three factors, one fac-
tor will be the most important for the project's ultimate success--the preeminent factor. In order
to achieve goals related to this preeminent factor, an agency would be willing to sacrifice pieces
of the other two factors. For example, for its University Line, the Utah Transit Authority (UTA)
in Salt Lake City had a fixed budget and certain quality standards to maintain; however, sched-
ule was the preeminent factor because the project had to be finished before the start of the 2002
Winter Olympics. The primary importance of schedule was a major reason that UTA selected
DB project delivery. In this case, the owner could not complete the necessary work using the tra-
ditional process (DBB) in time to meet the deadline.
A clear and concise definition of project goals not only assists with selecting an appropriate
project delivery method, it also provides a clear measure for project success and clear directions
for the CM or design-builder to complete the project. Project goals set the stage for decision-
makers throughout the project lifecycle and keep the project priorities before decision-makers
as they analyze different delivery methods. Project goals influence choice of procurement
method, risk-allocation strategies, contracting, progress monitoring, and, at the end of the proj-
ect, evaluation of project outcome.
To define project goals, thinking in terms of performance categories can be helpful. Schedule,
cost, quality, and sustainability are common categories. Table 4.1 provides some examples of
generic goals in these categories.
