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OCR for page 82
82 A Guidebook for Selecting Airport Capital Project Delivery Methods achieved through their independent designs if they are hired directly by the airport. The CMR delivery method will provide for a direct contract between the airport and the designer to ensure that the goals are achieved, so CMR = 10 (in this case). While the airport can develop DB performance criteria related to operations and passenger impacts, it is not as confident that it can accurately articulate its goals in the performance criteria, and it believes that there is a risk that the goals will not be fully achieved, so DB = 6 (in this case). Airport staffing factor. The airport staffing factor relates to a pertinent issue examined in Tier 1. The airport does not have a large staff and wants to minimize staffing requirements during design and construction. The CMR option will allow the airport to supplement its staff during both design and construction, either with the designer or with the CMR. The airport is confi- dent that qualified professionals exist to meet its staffing needs, but is slightly concerned about exactly how the working relationship will be executed between the CMR and the airport, so CMR = 8 (in this case). The DB option will require the airport to mass its resources (or build up for a short time) during the procurement and design review process. The airport believes that it can supplement its staff with a general engineering consultant, but it is not confident that the DB option will be as effective as the CMR option, so DB = 6 (in this case). Step 4. Choose the Most Appropriate Project Delivery Method At this point, choosing the appropriate delivery method is simply a matter of reviewing the total scores and making the project delivery decision. Since the factor weighting and the scores are sub- jective, the airport should review the totals and confirm that they are logical and defensible. If, upon further discussion, a factor weight or project delivery score appears to be incorrect or to overly influence the selection, it is acceptable to make changes and create a new total project score. The key is to document the reasons for each change. If the airport is not confident about a partic- ular weight or score, it can conduct more research on a particular delivery method and revisit the scoring after gathering more information. Step 5. Document Results As in Tier 1, documentation of the delivery decision is a key part of the process. Whether one delivery method clearly achieves the highest score or no dominant choice appears, documenta- tion is a vital step. Documentation will assist in developing procurement and contracting strate- gies for the ultimate project delivery method. Documentation will also serve to communicate the project delivery choice to interested stakeholders. Documentation of results includes the Project Delivery Decision Report developed in Tier 1. It should also contain the weighted matrix of Tier 2 and a detailed documentation of the reason- ing that was used to assign each criterion weight and project delivery score. A Project Delivery Decision Report outline is offered below: Executive Summary Project Description Project Goals Delivery Methods Considered Selection Factors Weight Selection Factors Score Project Delivery Methods Delivery Method Decision Appendices