Guidebooks for Post-Award Contract Administration for Highway Projects Delivered Using Alternative Contracting Methods, Volume 1: Design–Build Delivery (2020) / Chapter Skim
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38 processes prevents the agency from reverting to processes and tools used for traditional delivery. In many cases, it is not a matter of making minor adjustments to existing D-B-B processes but of implementing totally new processes.
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39 to understand the current organizational environment which will help reveal opportunities for improvement. Assessment areas are current policies, procedures, and guidance documents that affect D-B contract administration.
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40 Organizational Goal 5: Train Organizational Team Members When agency members have been informed on why new strategies are being introduced, they need to understand how to participate and contribute. Training can cover goals, approach, processes, benefits, and differences from D-B-B.
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41 In any performance analysis, decision-makers should understand the context of the data. Projects of similar size and complexity should be compared.
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42 8.3 Project Level – Goals The project level goals focus on introducing and embedding new tasks and processes into a project. During the data collection of this study, one agency summarized their DB project goals as: Be goal oriented: make decisions based on goals.
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43 Project team members should ask questions about tools from the guidebook such as: "Should we adopt this tool from the guidebook? " "Are there tools in the guidebook that we can adapt to better meet our project needs?
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44 Tool Resources (Who is involved?
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45 the roles of various team members. For example, a scenario regarding the QA activities for a bridge deck can be shared and the responsibilities of each stakeholder reviewed.
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Appendix A Contract Administration Tools A‐1 Appendix A: Contract Administration Tools This appendix contains descriptions of all the contract administration tools discussed in this guidebook. Tools may be used in one or more phases as indicated in Table A-1 presented later in this section.
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Appendix A Contract Administration Tools A‐2 Synthesis of examples o This summarizes tips and implementation guidance found when analyzing the case study project examples. This section is included when applicable.
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Appendix A Contract Administration Tools A‐3 Table A-1 Tools for agency use in D-B contract administration Contract administration phase Page number Tools for D-B contract administration A lig nm en t D es ig n C on st ru ct io n C lo se ou t 1 Kickoff meeting 49 2 Roles and responsibilities 53 3 Confidential one-on-one meeting 59 4 Glossary of terms 68 5 Co-Location of key personnel 70 6 Regulatory agency partnering 73 7 External stakeholder coordination plan 76 8 D-B specific partnering 81 9 Continuity of team members 86 10 FHWA involvement overview 92 11 Permit commitment database 96 12 Plan standards 100 13 Deviations from agency standards 103 14 Discipline task force 106 15 Independent party design review 109 16 Cost savings matrix 112 17 In-progress design workshops 116 18 Over-the-shoulder reviews 119 19 Scope validation period 123 20 Public announcements 128 21 Delegation of authority 135 22 Contractor controlled QC testing 138 23 Contractor involvement in establishing QC standards 141 24 Incentive/disincentive program for superior quality 144 25 Real-time electronic quality management information 153 26 Dual construction engineering inspector roles 157 27 Witness and hold points 163 28 Payment checklist 168
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1 Kickoff Meeting A‐4 1 Kickoff Meeting This is a meeting where the project participants are introduced to the project and each other. Aspects relevant to a D-B project are discussed, including roles and responsibilities, quality management processes, review processes, schedule, schedule of values, and payment processes.
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1 Kickoff Meeting A‐5 When to use it? This kickoff meeting should take place a few weeks after the notice to proceed (NTP)
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1 Kickoff Meeting A‐6 hours or longer depending on project complexity. Typical topics on the agenda for a kickoff meeting include: Provide introductions.
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1 Kickoff Meeting A‐7 Discuss communications protocol(s) ; and Discuss potential Design-Build risks and possible mitigation strategies.
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2 Roles and Responsibilities A‐8 2 Roles and Responsibilities A description of roles and responsibilities for D-B.
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2 Roles and Responsibilities A‐9 When to use it? A clarification of roles and responsibilities is included in the Request for Qualifications (RFQ)
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2 Roles and Responsibilities A‐10 Synthesis of examples Clearly defining each project participant's roles and responsibilities communicates the expectation of each party, which ultimately improves the overall effectiveness of the project. How this information is conveyed takes many formats.
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2 Roles and Responsibilities A‐11 for the Toll Equipment. 3 All signage, sign supports and mounting P P P S N N N The Design-Builder shall be responsible for all signage related activities.
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2 Roles and Responsibilities A‐12 WSDOT fiber optic backbone to the network switch inside the roadside toll cabinet. The Design-Builder shall provide and install a network switch in all roadside toll cabinets.
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2 Roles and Responsibilities A‐13 Design-Builder (Contractor) Responsibilities – The Contractor shall be responsible for all work as described in these RFP documents.
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3 Confidential One‐on‐One Meeting A‐14 3 Confidential One-on-One Meeting A meeting held with the agency and contractor during the Request for Proposals (RFP) stage, typically used in discussing Alternative Technical Concepts (ATCs)
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3 Confidential One‐on‐One Meeting A‐15 When to use it? The confidential one-on-one meetings are used during the procurement phase, typically for projects in which ATCs are being considered.
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3 Confidential One‐on‐One Meeting A‐16 Figure D3-1: ATC Process (Modified from National Cooperative Highway Research Program Synthesis 455)
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3 Confidential One‐on‐One Meeting A‐17 How to use it? The Request for Qualifications (RFQ)
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3 Confidential One‐on‐One Meeting A‐18 The Administration will require mandatory one‐on‐one meetings with the Reduced Candidate List (RCL)
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3 Confidential One‐on‐One Meeting A‐19 A9.1 MEETINGS DURING PROPOSAL PERIOD If the Department decides that One-on-One meetings should be held, they will be held between the Department and each Proposer. The period indicated in this ITP Appendix A for these meetings is subject to change.
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3 Confidential One‐on‐One Meeting A‐20 allow design-build teams to discuss potential ATCs and Pre-Accepted Elements (PAEs) with MnDOT prior to making a formal submittal.
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3 Confidential One‐on‐One Meeting A‐21 of the One-on-One ATC Meetings are to provide each Bidder with an opportunity to informally discuss potential ATCs and obtain preliminary feedback from VTrans. At least five (5)
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3 Confidential One‐on‐One Meeting A‐22 No electronic recording of any kind will be allowed during the One-on-One ATC Meetings. One-on-One ATC Meeting Attendees Bidders attending the meetings shall have the proper expertise and authority to present ATCs and answer VTrans' ATC questions.
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4 Glossary of Terms A‐23 4 Glossary of Terms A glossary of terms provides definitions of terms related to activities associated with the D-B contracting method.
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4 Glossary of Terms A‐24 Table A4 Recommended uses for glossary of terms Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0 M 4 Glossary of terms = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? It is useful to include a glossary of terms in the Request for Qualifications (RFQ)
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5 Co‐location of Key Personnel A‐25 5 Co-location of Key Personnel This tool involves all key personnel being located at the same facility during specific phases of the project, particularly early phases, or for the duration of the project.
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5 Co‐location of Key Personnel A‐26 Table A5 Recommended uses for co-location of key personnel Contract administration phase Project complexity Project size A lig nm en t D es ig n C on st ru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 5 Co-location of key personnel = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? Co-location involves some or all of the project team working in the same facility.
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5 Co‐location of Key Personnel A‐27 The Design Builder shall provide space, facilities, and support elements necessary to establish and maintain a co-location office within four weeks of the Notice to Proceed for the Department's Project staff to co-locate with the Design-Builder's Project staff in accordance with the Contract. The co-location office shall be used to prepare, submit, review, and process project plans and working drawings in the shortest and most efficient manner possible.
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6 Regulatory Agency Partnering A‐28 6 Regulatory Agency Partnering Regulatory agency partnering involves improving the communication between the project team and regulatory agencies thus leading to a smoother permitting process.
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6 Regulatory Agency Partnering A‐29 When to use it? Partnering is most appropriate on projects involving contractors with a demonstrated commitment to fulfilling project goals, contract obligations, and providing high-quality solutions in favor of the lowest-cost alternatives.
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6 Regulatory Agency Partnering A‐30 more efficient by clarifying critical regulatory issues that are important to both the project and the agency, which will benefit the regulatory approval process. 6 Example 1 Lahaina Bypass 1, B2 Project On this D-B project, the Federal Highway Administration (FHWA)
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7 External Stakeholder Coordination Plan A‐31 7 External Stakeholder Coordination Plan This is a table that identifies which external stakeholders to involve at various project milestones to ensure that accurate information is conveyed and that stakeholder concerns are taken into account.
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7 External Stakeholder Coordination Plan A‐32 Table A7 Recommended uses for external stakeholder coordination plan Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 7 External stakeholder coordination plan = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? At the beginning of a project, the project team identifies key external stakeholders and identifies key milestones when those key stakeholders should be contacted.
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7 External Stakeholder Coordination Plan A‐33 Design-Build External Stakeholder Coordination Plan The Goal of the External Stakeholder Coordination Plan is to systematically engage external stakeholders at the appropriate time in the project delivery process so their input can be obtained, considered, and incorporated as appropriate. Milestone Action Unit / Person Responsible Meeting Attendees Goal PreLet 1.
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7 External Stakeholder Coordination Plan A‐34 5. One year before DesignBuild Let (Only needed if it has been more than 1-year since the "follow up" meeting noted in item No.
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7 External Stakeholder Coordination Plan A‐35 References Design-Build Institute of America (DBIA) , Design-Build Done Right: Federal Sector Best Design-Build Practices, DBIA Nov.
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8 D‐B Specific Partnering A‐36 8 D-B Specific Partnering D-B specific Partnering involves team members and other stakeholders collaborating to form alignment on D-B project goals, issues, roles, and processes to enhance the delivery of the project.
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8 D‐B Specific Partnering A‐37 When to use it? D-B specific partnering is useful in instances where the agency transfers construction quality responsibilities to the contractor.
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8 D‐B Specific Partnering A‐38 Synthesis of examples Partnering for a D-B project is typically initiated with a meeting or workshop at the beginning of a project or at the beginning of significant project phases (e.g., design or construction)
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8 D‐B Specific Partnering A‐39 Department's Partnering Management Section for additional information. It is advisable for the RE and PM to streamline the issue resolution process on a D-B project due to the fast track nature of the work and the expensive overhead costs of the Design-Builder.
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8 D‐B Specific Partnering A‐40 https://www.codot.gov/business/designsupport/innovative-contracting-and-designbuild/2016-cdot-d-b-manual, accessed February 10, 2018 International Partnering Institute (IPI) , Collaborative partnering best practices guide.
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9 Continuity of Team Members A‐41 9 Continuity of Team Members Key team members from the agency and the contractor must remain involved throughout the design and construction phases to enhance project understanding, consistency, and communication.
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9 Continuity of Team Members A‐42 Table A9 Recommended uses for continuity of team members Contract administration phase Project complexity Project size A lig nm en t D es ig n C on st ru ct io n C lo se ou t N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 9 Continuity of team members = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? Assign team members in planning and design that will continue their involvement with the project through construction and closeout.
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9 Continuity of Team Members A‐43 project, whether these are subcontractors or replacements of key personnel. Onboarding should provide an overview of project scope, goals, decisions, roles and responsibilities, and project issues and challenges.
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9 Continuity of Team Members A‐44 the request or the entire request in its sole discretion. Any such change made without the written consent of ADOT may, at ADOT's sole discretion, result in the Proposer being disqualified.
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9 Continuity of Team Members A‐45 replacement personnel must have equal or better qualifications than the key personnel identified in the SOQ. The format for replacement staff must be the same format as required for the SOQ including the requirements thereof.
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9 Continuity of Team Members A‐46 Position Key Personnel Change Liquidated Damages (per day) Project Manager $[●]
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10 FHWA Involvement Overview A‐47 10 FHWA Involvement Overview A table or list that briefly describes the way a project interfaces with the Federal Highway Administration (FHWA) on a federally funded project.
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10 FHWA Involvement Overview A‐48 Table A10 Recommended uses for FHWA involvement overview Contract administration phase Project complexity Project size A lig nm en t D es ig n C on st ru ct io n C lo se ou t N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 10 FHWA involvement overview = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? A description of FHWA involvement is used by the project team to appropriately inform, consult, and invite FHWA as required to attend meetings and review documents.
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10 FHWA Involvement Overview A‐49 APPENDIX B - Submittal Review Responsibility Checklist Plan set District Central Office FHWA Other Roadway Design Quality Plan Pavement Design Environmental/Permits Erosion and Sediment Pollution Control Plan NPDES Permit Draft Exploration Plan and Schedule of Borings Geotechnical Design Permanent Pavement Marking Design and Signing Pre-Final Plans Final Roadway Plans As-Built Roadway Plans Hydrologic and Hydraulic Report Final TS&L Waterway Permits/Permit Amendments Foundation Submission Final Structure Plans As-Built Plans Hydrologic and Hydraulic Report Final TS&L Waterway Permits/Permit Amendments Foundation Submission Final Structure Plans As-Built Plans Maintenance and Protection of Traffic Design Incident Management Plan Preliminary Plan Final Plan Transportation Management Plan Utility Coordination Utility Relocation Highway Occupancy Permits
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10 FHWA Involvement Overview A‐50 Utility Reimbursement Documentation Right-of-Way Acquisition Preliminary Right-of-Way Plan Appraisals Final Right-of-Way Plans Modified Final Right-of-Way Plans ADA Curb Ramp Design Traffic Signal Permit Plan revisions Technical Infeasability Form Curb Ramp designs References Colorado Department of Transportation (CDOT) , Innovative Contracting (Design-Build and CM/GC)
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11 Permit Commitment Database A‐51 11 Permit Commitment Database This is a summary of all commitments included in the permits and agreements, which helps the project team keep track of all commitments.
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11 Permit Commitment Database A‐52 Table A11 Recommended uses for permit commitment database Contract administration phase Project complexity Project size A lig nm en t D es ig n C on st ru ct io n C lo se ou t N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 11 Permit commitment database = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? The permit commitments database is prepared by whoever is responsible to obtain the majority of permits – either the agency or the D-B firm.
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11 Permit Commitment Database A‐53 11 Example 1 I-405, NE 6th Street to I-5 (Bellevue to Lynnwood) Widening and Express Toll Lanes Project, Washington State Department of Transportation (WSDOT)
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11 Permit Commitment Database A‐54 Permit Number Uniqu e ID # Topic Requirement Responsibility Source Reference Details Heading Page detailed breakdown and additional hydraulic information. ESANational Marine Fisheries-3 3 Work In the Sammamish River The Design-Builder shall place up to a total of 450 square feet of riprap will be installed below the Ordinary High Water Mark (OHWM)
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12 Plan Standards A‐55 12 Plan Standards These are plan standards that are adapted to the goal of developing plans and specification for building a project, rather than for bidding a project.
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12 Plan Standards A‐56 Table A12 Recommended uses for plan standards Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0 M 12 Plan standards = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? As design plans are being developed, the project team discusses the best way to convey information for construction and the requirements for as-built drawings.
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12 Plan Standards A‐57 is needed and the agency only has details for three-foot and five-foot, it may be appropriate to use a detail from a different agency for a four-foot high box. 12 Example 1 Florida Department of Transportation (FDOT)
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13 Deviations from Agency Standards A‐58 13 Deviations from Agency Standards The agency allows deviations from standards on a specific project when it makes sense in the context of that project.
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13 Deviations from Agency Standards A‐59 Table A13 Recommended uses for deviations from agency standards Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0 M 13 Deviations from agency standards = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? As the design team becomes thoroughly immersed in the project details, they can look for general standards that may not be meeting project goals efficiently.
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13 Deviations from Agency Standards A‐60 under consideration should be carefully thought through and documented if agreed upon. Deviations should bring a benefit to the agency and not just be a convenience for the contruction.
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14 Discipline Task Force A‐61 14 Discipline Task Force A discipline task force is a group of individuals focused on one specific discipline. Discipline task forces are formed to ensure coordination across project disciplines.
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14 Discipline Task Force A‐62 Table A14 Recommended uses for discipline task force Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0 M 14 Discipline task force = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? A discipline task force is composed of individuals representing each necessary party on a project.
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14 Discipline Task Force A‐63 encouraged them for others, and discussed the potential benefits. Excerpts from WSDOT follow below.
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15 Independent Party Design Review A‐64 15 Independent Party Design Review This is a design review that is performed by a third-party consultant that the agency hires.
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15 Independent Party Design Review A‐65 It is recommended to have an independent party design review for moderately complex and complex projects that are higher than $10 million in value. An independent party design review is not recommended for smaller projects and non-complex projects because the benefits will probably not justify the cost.
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15 Independent Party Design Review A‐66 in agreement with the independent reviewer's comments and that those comments are consistent with other comments prepared by others in the agency. 15 Example 1 SH 82 Grand Avenue Bridge Project, Colorado Department of Transportation (CDOT)
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16 Cost Savings Matrix A‐67 16 Cost Savings Matrix A table listing the innovations or cost saving measures developed by the project team to enhance the project in a variety of ways such as cost and schedule.
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16 Cost Savings Matrix A‐68 Table A16 Recommended uses for cost savings matrix Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0 M 16 Cost savings matrix = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? The cost savings matrix can be created in a spreadsheet.
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16 Cost Savings Matrix A‐69 the decision about whether to implement the innovation or not. While the format of an innovation matrix can vary, the typical information on the matrix include the following: Description of the innovation Identification of which area of the project would be impacted (e.g.
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16 Cost Savings Matrix A‐70 Innovation Identification Value Added Action Items V E N o. V E N am e D at e In iti at ed D es cr ip tio n Estimate d Cost Savings Schedule Savings (Shifts)
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17 In‐Progress Design Workshops A‐71 17 In-Progress Design Workshops These are meetings between the designer, the contractor, and the agency that take place throughout the design process to discuss and verify design progress.
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17 In‐Progress Design Workshops A‐72 Table A17 Recommended uses for in-progress design workshops Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 17 In-progress design workshop How to use it? The agency or the contractor requests an in-progress design workshop well in advance of the desired workshop date.
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17 In‐Progress Design Workshops A‐73 Throughout the design process, the Design-Builder or the Department may request (with at least five Working Days notice) in-progress design workshops to discuss and verify design progress and to assist the Design-Builder and/or its designer(s)
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18 Over‐the‐Shoulder Reviews A‐74 18 Over-The-Shoulder Reviews Over-the-shoulder review meetings bring the designer and the agency together to look at and discuss design documents while these designs are progressing.
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18 Over‐the‐Shoulder Reviews A‐75 performance and design criteria can benefit from the communication that occurs in an over-theshoulder meeting. Some agencies conduct regularly scheduled over-the-shoulder reviews.
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18 Over‐the‐Shoulder Reviews A‐76 design. They are reviews of the design as it progresses, and opportunities for the agency to provide comments and feedback on the design.
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18 Over‐the‐Shoulder Reviews A‐77 18 Example 2 California Department of Transportation (Caltrans) Design-Build Demonstration Program Quality Manual Outline Caltrans also provides the following definition and description of over-the-shoulder reviews within their Design-Build Demonstration Program Quality Manual Outline, as seen below.
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19 Scope Validation Period A‐78 19 Scope Validation Period A pre-determined period where the contractor can review all existing contract documents to identify any defects, errors, or inconsistencies.
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19 Scope Validation Period A‐79 Table A19 Recommended uses for scope validation period Contract administration phase Project complexity Project size A lig nm en t D es ig n Co ns tru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 19 Scope validation period = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? During the creation of the RFP, the agency must determine the specifications of the scope validation period.
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19 Scope Validation Period A‐80 proposed design concept within the Contract Price and/or Contract Time(s) (collectively referred to as "Scope Issues")
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19 Scope Validation Period A‐81 in Article 10. Notwithstanding anything to the contrary in the Contract Documents or as a matter of law, Design-Builder shall have the burden of proving that the alleged Scope Issue could not have been reasonably identified prior to the Agreement Date and that such Scope Issue materially impacts its price or time to perform the Work.
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19 Scope Validation Period A‐82 References Virginia Department of Transportation (VDOT)
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20 Public Announcements A‐83 20 Public Announcements Public Announcements, such as through an agency newsletter, explains to the public what a D-B is and the benefits it offers a specific project.
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20 Public Announcements A‐84 This tool is recommended for projects of medium to large size and from moderately complex to complex. Smaller projects may also benefit if there is some special impact the public will experience due to the D-B contracting method.
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20 Public Announcements A‐85 ADOT Blog, Thursday, July 11, 2011 Design-build projects satisfy the need for speed (and save money, too) In less than a year, spectacular ramps and bridges have risen from bare ground in the southeast Valley.
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20 Public Announcements A‐86 With so many benefits, why doesn't ADOT use D-B for all of its projects? Simply put, not all freeway projects are good candidates.
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20 Public Announcements A‐87
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20 Public Announcements A‐88
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20 Public Announcements A‐89 References Arizona Department of Transportation (ADOT)
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21 Delegation of Authority A‐90 21 Delegation of Authority This is an action taken by the agency to empower the agency engineer in charge of a project to make project decisions that often have an impact on the project budget.
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21 Delegation of Authority A‐91 Table A21 Recommended uses for delegation of authority Contract administration phase Project complexity Project size A lig nm en t D es ig n C on st ru ct io n C lo se ou t N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 21 Delegation of authority = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? Often an agency selects an alternative delivery method because they want the project to have an accelerated schedule.
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21 Delegation of Authority A‐92 The Missouri Highways and Transportation Commission at its August 2013 meeting delegated to the Chief Engineer position or his designee to approve and execute documents and expend funds on their behalf for the following items, except that nay change resulting in the expenditure of 2 percent over the project costs will be presented to the Commission. Escrow of Bid Documents – Approve authority to execute agreements, affidavits, and related documents and expend funds for costs associated with the escrow of bid documents on the project.
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22 Contractor‐Controlled Quality Control Testing A‐93 22 Contractor-Controlled Quality Control Testing This tool allows contractors to perform their own quality control (QC) testing.
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22 Contractor‐Controlled Quality Control Testing A‐94 management programs with process and checks on quality to assure that agency quality standards are being met with this tool. This tool can be used with projects of all sizes and complexities.
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22 Contractor‐Controlled Quality Control Testing A‐95 scheduling complications, which occur when dealing with an independent firm without sacrificing quality. (This example is from NCHRP Report 808, Guidebook on Alternative Quality Management Systems for Highway Construction.)
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23 Contractor Involvement in Establishing Quality Control Standards A‐96 23 Contractor Involvement in Establishing Quality Control Standards This tool allows for changes to quality control standards for construction which may result in more efficient quality management programs.
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23 Contractor Involvement in Establishing Quality Control Standards A‐97 Table A23 Recommended uses for contractor involvement in establishing QC standards Contract administration phase Project complexity Project size A lig nm en t D es ig n C on st ru ct io n Cl os eo ut N on -c om pl ex M od er at el y co m pl ex C om pl ex ≤ $1 0 M $1 0 M - $5 0 M > $5 0M 23 Contractor involvement in establishing QC standards = Recommended; = Consider Case-by-Case; = Not Recommended How to use it? This tool is useful in either a formal or an informal manner.
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23 Contractor Involvement in Establishing Quality Control Standards A‐98 reduced the agency's quality control costs based on several contractor proposed alternatives to ODOT's standard quality specifications. In one case, hot-mixed asphaltic cement was to be used to pave the trails in the parks surrounding the project in order to meet the needs of the local park agencies.
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