Qualifications Based Selection

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Qualifications Based Selection
2008 AGC Building Division Dave Crawford
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Owner expectations of QBS?

• Establishment of common goals objectives
• Increased value for each dollar spent
• Shorter project schedules
• Improved construction quality
• Improved service response to Owner
• Fewer warranty problems
• Fewer legal entanglements

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Owner fears regarding selection?

• All the bids are over budget
• Dont have time to redesign
• Dont have funds to offset escalation
• Sundt is the low bidder What do we do?
• Loss of control especially Best Value
• Pricing incomplete design documents requiring
  numerous assumptions excess contingency
• Much less fear with QBS
• Owner must be able to communicate needs early
  with Best Value (limited capability)
• Normal evolution with QBS
• Are we prepared to change?
• Can we anticipate success or
• Can we just point out our failure?

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Owner Advantages of QBS

• Early, simultaneous team selection process No
  design
• Provides Continuity through precon and
  construction
• Lack of Hand-offs
• Open book eliminates hidden agendas
• Creates focus on building to budget not saving
  money
• Design to Cost Model
• Ability to evaluate design alternatives
• Shorter project schedules Ability to sequence
  construction
• Attracts high quality designers and contractors
• Prequalification of subcontractors
• Certainty of price, schedule quality

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Owner Advantages of QBS

• Select the most qualified team for the project
• Numbers override qualifications if they are
  allowed in the selection process
• Owners lose control of the process
• Alignment with professional services
• Cooperation and collaboration replace adversarial
  relations

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Define Qualifications Based Selection (QBS)

• Allows the Owner to determine the most qualified
  firm based upon
• Demonstrated competence
• Qualifications
• May include
• Experience past performance of firm
• Experience past performance of assigned
  individuals
• Experience past performance with desired
  delivery system
• Capacity to perform the work
• Cannot include
• Fees, price, man-hours or other cost information

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QBS Is everybody ready for it?

• How can you trust the contractor?
• 
  Curt Owner
• 
  March 08

• Its not about time money its about people,
  trust culture time, money, quality are the
  result.
• W. Bearup K.
  Reedy
• 
  May 08

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QBS Is everybody ready for it?

• The QBS process is open, fair, objective and
  honest. It is a simple process you do good
  work, you get more work. If you do poor work, it
  is the end of the partnership.
• Ben Watts Florida DoT

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QBS Opportunity or Threat?

• Creates win-win-win environment
• Not suitable for every owner, designer, builder
  or legal department
• Requires different culture and people
• Requires different procurement methods
• Requires different processes
• Requires different contracts
• Focus on quality and value not low bid
• Construction is not a commodity it is knowledge
  service

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What makes QBSprocurement successful?
Issuance/Response to RFQ/RFP

• Decide on amount of Owner participation
• QBS limited program, extensive participation
• BV extensive program, limited participation
• List selection criteria and weight in accordance
  with your importance
• Provide education and training to selection comm.
  
• Limit selection committee in size
• Require selection committee to score in
  accordance with selection criteria
• Repeat process if interview is required
• Be prepared to publish results - transparency

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Case Study QBS (One-Step)

• CMAR
• City of PeoriaPublic Safety Admin. Building
• 18.0 mil

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RFQ Scoring Criteria

• Firm Credentials
• Team Organization
• Project Delivery Approach
• Capacity
• References

• 30 points
• 30 points
• 35 points
• 5 points
• 25 points

Total 125 points
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Written SOQ Scoring
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Interview Scoring Criteria

• 30 points
• 30 points
• 35 points
• 10 points

• Team Organization
• Project Delivery Approach
• Capacity

• 60 minutes
• 30 minutes presentation
• 30 minutes QA
• Limited to 4 most important team
• members on project

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Summary Score Sheet
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PreconstructionProgramming Phase

• Programming Strategy
• Validation of base program
• Additional program feasibility (wish list)
• Develop Cost Model
• Budget allocation process
• Detailed cost model
• Base program
• Additional program
• Master Project Schedule Developed

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What was done well?

• Project Team Relationship
• Schedule saved 1 year
• Better aesthetics and overall quality
• Better Value
• 300 vs. 80 secured parking spaces
• Firing Range added
• Flex space for future growth
• Channel 11 Studio full build-out
• Increased size to accommodate 25-year program

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300 Secure Parking Spaces with Covered Canopies
Peoria TV Broadcasting Facility
5-Lane Firing Range
Additional Space (25-year program)
8,500-sf Flex Space
September 29, 2003
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Where are we today?
Project Completed October 2003
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Case Study QBS (One-Step)

• Design-Build
• Cronkite School of Journalism
• City of Phoenix Owner
• Arizona State University Tenant
• 71.0 mil.
• 222,166 SF

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Why Did Owner Select a DB - QBS Delivery Method?

• Wanted single source responsibility
• Lacked ability to assemble performance specs.
• Defined time frame of 20 mos. for design
  construction
• Defined budget of 71.0 mil
• Wanted to be an active participant in the design
  phase
• Wanted to select the most qualified team

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Request for Qualifications

• General description of firm/team
• Experience and qualifications of firm/team
• Experience of key personnel
• Understanding of the project approach
• Subcontractor selection process
• Project approach team organization during
  design construction phases
• Principal office location local participation
• History status of CMAR DB projects awarded to
  your firm last 2 yrs. by Phx.
• Overall evaluation of firm/team (chemistry
  test)

5 pts. 20 20 25 10 10 10
100
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Short List Interviews

• Interview 45 min. presentation,15 min. QA
• Attendees All key people especially Project
  Mgr
• Experience qualifications of DB team
• Fast tracked projects
• Higher education facilities
• Television studio projects
• Experience providing estimating
  constructability reviews on preliminary plans,
  transitioning to GMP
• Address phased schedule challenges approach
• Describe your design thoughts for connectivity of
  university facility into emerging downtown
• Describe subcontracting plan design assist
• Lessons Learned from previous design challenges
• Overall evaluation of teams capability
  (chemistry test)

20 pts. 15 15 15 15 10 10
100
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Why Did Owner Select a DB - QBS Delivery Method?

• Sundt / HDR / SEA Teaming Strategies
• (Win Win Win)
• Failure is not an option attitude
• Absolute commitment to schedule prior to
  selection
• Commitment of Team to Success The boat
  floats or sinks with all aboard
• Commitment of four (4) Project Managers
• Co-location Real-time Communication
• Formal Teaming with behavioral specialist

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Why Did Owner Select a DB - QBS Delivery Method?

• Preconstruction
• Early cost model developed
• Programming Test-fit (program validation phase)
• Agreement on program scope and blocking and
  stacking model 5 options presented with
  cost models
• LEAN Principles utilized in pull sessions with
  design team to meet phasing needs
• Final GMP prepared utilizing Budget
  Reconciliation format, abstracts and bids

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Why Did Owner Select a DB - QBS Delivery Method?

• Subcontractor Selection Partnership
• Key Subs selected prior to SOQ and Interview
  Selection Criteria
• Subs committed exclusively to Sundt
• Most of the key subs had worked with HDR
  previously
• Best at preconstruction management and estimating
• Team players
• 3D CAD users familiar with BIM and NAVIS Works
• Commitment of manpower for design and
  construction
• Highest quality producers

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BIM Design Evolution
Wk. 2
Wk. 4
Wk. 5

• Week 2
• 10.25.2006
• 9 Stories
• 248,000 sq.ft.

Wk. 7
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BIM Design Evolution
Wk. 2
Wk. 4
Wk. 5

• Week 4
• 11.06.2006
• 7 Stories
• 242,000 sq.ft.

Wk. 7
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BIM Design Evolution
Wk. 2
Wk. 4
Wk. 5
Week 5 11.12.2006 6 Stories 217,000 sq.ft.
Wk. 7
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BIM Design Visualization

• Coordination
• Cost Control

• One Unified 3D model
• Design Visualization
• Collaboration

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BIM Design Evolution
Wk. 2
Wk. 4
Wk. 5
Week 7 11.30.2006 7 Stories 242,000 sq.ft.
Wk. 7
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Final Rendering
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Concept Design Schedule

• Planned Actual
• Scope Meeting 10-09-06 10-09-07
• Program Verification Blocking Stacking Test-fit
  Complete 12-19-06 11-15-06
• Preliminary Design Complete 03-05-07 01-25-07
• Site Plan Approval (Key to Project) 04-13-07
  01-31-07
• Demo / Utility Permit 05-11-07 12-13-07
• Foundation Permit 04-10-07 04-11-07
• Superstructure Permit 05-22-07 05-27-07
• Core Shell Building permit 08-09-07 06-19-08
• Tenant Fit-up Permit 09-07-07 07-19-08

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QBS Teams

• They distinguished themselves as problem
  solvers, great communicators and value added
  service providers. These teams also openly
  shared information both good and bad and
  earned our trust.
• Craig Unger

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Qualifications Based Selection
2008 AGC Building Division Dave Crawford