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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.