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Â Â 32Â Â Table 6.1 Summary of D-B construction phase tools Contract administration phase Project complexity Project size Tools for D-B contract administration 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 â¤ $1 0 M $1 0 M - $5 0 M > $5 0M Phase 3: Administer Construction of D-B Project 8 D-B specific partnering ï¼ ï¼ ï¼ ï¼ ï» ï ï ï» ï ï 9 Continuity of team members ï¼ ï¼ ï¼ ï¼ ï» ï ï ï» ï ï 10 FHWA involvement overview ï¼ ï¼ ï¼ ï¼ ï ï ï ï ï ï 11 Permit commitment database ï¼ ï¼ ï¼ ï¼ ï» ï ï ï ï ï 20 Public announcement ï¼ ï¼ ï¼ ï ï ï ï» ï ï 21 Delegation of authority ï¼ ï¼ ï¼ ï ï ï ï ï ï 22 Contractor controlled QC testing ï¼ ï ï ï ï ï ï 23 Contractor involvement in establishing QC standards ï¼ ï» ï ï ï» ï ï 24 Incentive/disincentive program for superior quality ï¼ ï» ï ï ï ï ï 25 Real-time electronic quality management information ï¼ ï ï ï ï ï ï 26 Dual CEI roles ï¼ ï» ï» ï ï» ï ï 27 Witness and hold points ï¼ ï» ï ï ï» ï ï 28 Payment checklist ï¼ ï¼ ï ï ï ï ï ï ï = Recommended; ï» = Consider Case-by-Case; ï = Not Recommended 6.4 Summary The construction phase of a project is a joint effort between the agency and the design-builder. The tools introduced in this chapter are ones that agencies can use to administer construction. About half of the tools for this phase were used in one or more of the earlier project phases. Therefore, the project team should already be familiar with using these tools. This allows for continuity between the D-B project phases.
Â Â 33Â Â The agency should introduce the team to any new tools that will be implemented in the construction phase, especially the quality-related tools. The primary goal of these tools is to help project participants communicate, document, plan, and execute construction efficiently. The list of tools presented in this chapter may inspire agencies to develop new tools or adapt some of these tools based on the needs of a particular project or the organizational structure of their agency. The descriptions in Appendix A elaborate on the tools and their applicability by project complexity and size.
Â Â 34Â Â Chapter 7. Closeout Phase Administration 7.1 Introduction The purpose of this chapter is to introduce the closeout phase and present tools that facilitate administering D-B project closeout. This chapter addresses: ï· D-B Closeout/Process Overview. ï· Closeout Phase Contract Administration Tools. Due to the typically larger size of D-B projects and the possible use of multiple construction packages, the closeout phase may be spread out over a longer period of time compared to a traditional D-B-B project. This chapter describes tools to help agencies complete closeout activities in a timely and efficient manner. 7.2 D-B Contract Administration Process The final phase of D-B contract administration is closeout. This phase ensures the project scope is complete and all activities are well documented. In general, the D-B closeout process is similar to the D-B-B closeout process. There are only a few differences for D-B closeout. For example, the engineers may provide less detail in some of their designs because they only needed to design for one builderâs interpretation. So, in some cases, as- built plans may need additional detail to comply with agency requirements for record drawings. As previously stated, the volume of closeout activities is also generally larger than D-B-B due to the possible use of multiple construction packages and the larger scale of the D-B projects. Key activities in the closeout phase include: ï· Conduct Final Inspection o Perform Inspection o Review Punchlist Work ï· Review Final Turnover Documentation o Review As-Built Plans o Review Contractor Turnover Documentation o Review Contractor Payments ï· Review Invoice for Final Payment ï· Review Corrective Action Completion ï· Execute Contractor Release ï· Conduct Contractor Evaluation and Lessons Learned ï· Execute Warranties