Download DBIA Test Questions with Solutions: A Comprehensive Guide to Project Delivery Systems and more Exams Construction management in PDF only on Docsity!
1 /
DBIA Test Questions with Solution
1. Project Delivery System: How team members are organized, establishes when parties engage, determines roles of
parties, and determines sequence of design, procurement, and construction (db, cmar, dbb)
2. Procurement Method: how team members are selected (QBS, best value, low price, sole source)
3. contracting approach: how team members are paid (fp, gmp, cost reimburse- ment, target price, unit price)
4. Design-Bid-Build (DBB): linear, sequential process, A/E selected on qualifi- cations, GC selected on low price,
design is fully completed without input from GC, A/E acting in owner's interests, with a historically strong bond, process is well-established and understood
5. construction manager at risk: similar org structure to DBB, construction man- ager selected by QBS or best value,
contractor provides precon services, negotiated gmp contracting approach, open book estimating process, potential to fast track project, construction cost determined before design completed, potential issues over what is reasonably inferable from gmp design documents
6. Design-Build: The owner contracts with one entity (a person or firm) to provide both design and construction
services, designer and contractor have a direct con- tractual relationship, selected by QBS or best value, wide spectrum of contracting approaches and organizational structures, single point responsibility, owner does not manage designer, owner exposure to claims is significantly reduced
7. engineer procure construct (epc): similar to design build, in industrial and power generation sectors, systems and
performance testing are central to scope, contractor will typically perform engineering with its in-house staff, owner has need for single point responsibility, contracts include plant and process performance guarantees, contract items include performance and schedule liquidated damages and limitations of liability
8. Multiple Prime Contracting: owner contracts with multiple trade contractors, attributes are typically similar to dbb,
owner's ability to schedule and coordinate the work
2 /
9. Integrated Project Delivery (IPD): multi-party agreement - all parties equal, QBS procurement and target pricing
contract approach, private sector use (limited at this time), key: owner's ability to accept risk
10. public-private partnership (p3): Instead of government building and main- taining major infrastructure (such as
highway, water treatment plant), build and maintenance is outsourced to a private company. Opposed by public sector unions. this is not considered a delivery system but its underlying approaches are delivery systems and typically use DB. multiple procurement and contracting approaches
11. shift left: intense efforts to establish scope early in the process; drives early team formation to include key trade
subcontractors; can enable big decisions to be made early, affect project outcomes at lowest cost, establish a need for co- location and collaboration, and compress time during concurrent design and construction
12. traditional design build: typically two-phase best value procurement with lump sum contract; owner defines
project requirements and scope of prescriptive work; use of performance-based technical requirements with limited prescriptive specifi- cations
13. progressive design build: design and price are progressively developed after the design-builder is under contract;
final project cost and schedule commitment is not established as part of the selection process; two phases: preliminary services and final design and construction services
14. criteria documents: describe the end result
15. bridging documents: prescribes how to achieve the end result
16. design bid build paradigm: prior to bidding, owner undertakes a process to design the project and all of its details
to 100% complete plans and specs. the owner is therefore responsible for success or failure of details of the design, and warrants the sufficiency of design to the contractor. the owner is therefore liable to the contractor for any gaps between plans and specifications and owner's requirements for project performance
17. design details responsibility: the owner should define its performance re- quirements and award the contract on
the basis of preliminary design; this makes the design-builder responsible for completing the design in accordance with
4 / reasonable price
25. QBS typical criteria: qualifications, experience and past performance of design build team, qualifications of key
personnel, capacity of design build team to perform work, team experience in working together, deisgn-builder's project management plan, project-specific ideas demonstrating team's ability to innovate and think out- side of the box
26. best value: selection criteria are price and non-price factors; 2 phase process: RFQ to shortlist most highly
qualified, RFP to obtain technical approach and price; determine evaluation factors and relative weighting; price proposals opened after evaluation and scoring of technical proposals
27. technical score: determined from multiple criteria and weighted scoring
28. price score: award full points to lowest price and assign points proportionally to the other proposers
29. basis for award: highest total score (technical score + price score)
30. design build to budget: RFP identifies project budget, proposers submit tech- nical proposals within budget,
contract awarded to bet technical proposal, project approach, and team composition; price is evaluated not scored in selection if within budget; owner can prioritize or add scope if budget allows; variant to this approach is "stipulated/fixed price, best technical proposal"
31. Lowest Price Technically Acceptable (LPTA): contract requirements are clearly definable and minimal risk of
unsuccessful contract performance; suitable for commodities or simple service; proposers do the minimum for the pass/fail process; impedes thinking creatively or creating the best team; little practical ability for an owner to ever fail someone
32. Sole source: Only one vendor can provide what your project needs to purchase. Examples include a specific
consultant, specialized service, or unique type of material. essentially non-competitive; multiple contracting approaches available (unit rates, cost plus, GMP, or lump sum)
33. RFQ: goal: to get highly qualified teams and information that will serve to differentiate among proposers
and evaluate past performance
5 /
34. RFP: communicates needs for firm pricing; perform front-end tasks (like geot- ech) for baselines; only asks for
relevant and reasonably needed information; allows ATCs when mandatory technical criteria is established
35. Alternative Technical Concept (ATC): Proposers submit alternatives to mandatory requirements that are better
than or equal; if accepted by owner, can be used in technical proposal; different from value engineering change proposals
36. best practice: the belief that there is a technique, method, or process that is more effective at delivering a particular
outcome than any other; with proper process, checks, and testing, a desired outcome can be delivered with fewer problems and unforeseen complications
37. schematic design: the point before which core team members should be en- gaged in the design process
38. post award: the time from notice of award to the end of the warranty period; final nefotiation of contract terms and
conditions, notice to proceed, design, confirmation of construction materials and services, construction, performance and quality vali- dation, start-up and commissioning of systems, project close-out, project warranty and post-occupancy follow-up
39. proposal stage: phase in which team focus and alignment, process commit- ment, cost model development, and
conceptual design take place
40. validation: phase immediately upon award where you confirm the basis of design and create an integrated
design work plan (IDWP)
41. design phase: phase in which you conduct design management and design commitment
42. co-location: proximity leads to communication, communication leads to under- standing, understanding leads to
respect, respect fosters cohesion, interdisciplinary fluency develops one team, one team acts as one team
43. building information modeling (BIM): The digital, three-dimensional model- ing of building systems, with the
linking of model components to a database of properties and relationships. Allows real-time sharing of design evolution, drives early decision-making, defines expectations for design phase deliverables, enables implementation of additional uses for the database
7 / encouraged, sharing lessons learned, a voice in the design process builds team cohesion, helps to make big decisions early
45. integrated project leader (DB-PM): leads project team and manages team dynamics, balances owner needs plus
design and construction, and guides project's process
46. designer of record (a/e): licensed to protect health, safety, and welfare of the public, leads the overall design
effort, or design and engineering of a specific discipline
47. design manager: facilitates "marriage" between design professionals and cost estimators, advocates for design
excellence within the design-build team, and man- ages the design information flow and deliverables
48. estimator: must be in step with the designer from start to finish; receives assistance from key trade
partners
49. design commitment: designer of record confirms the documents comply with the owner's project criteria, all codes
and standards; design confirmed within budget and schedule; owner's review for compliance has been completed; changes made after this may result in request for equitable adjustment; the owner and DB-er should reach a consensus on this definition and when it occurs during the post-award process
50. integrated design work plan (IDWP): identify design tasks and decisions to complete the design of the project;
decision making - how and when to make decisions; identify work flow of design deliverables best supporting construction; optimize time for design phase co-location; optimize opportunities for constructability reviews; the initial prelim should be considered in the proposal
51. pre-construction, contract, close-out, and performance evaluation: four phases of oversight
52. pre-construction: phase which involves distribution of contract documents, confirm subcontractor flow-down
clauses, confirm incremental design packages, confirm what constitutes design commitment, obtain performance/payment bonds, obtain certificates of insurance, confirm attainment of permits and access rights, issue notice to proceed, and schedule initial formal partnering workshop
8 /
53. Request for Equitable Adjustment (REA): If a change order becomes neces- sary in a design-build scenario, you
can use this to make sure you're payed for the additional work
54. charter, communications matrix, or issue resolution ladder: formal partner- ing typically results in mutually
developing one of 3 things
55. formal partnering: commitment between two or more organizations for the purpose of achieving specific
business objectives by maximizing the effectiveness of each participant's resources
56. implicit: cost plus fee, lump sum/firm fixed price, and target price are this type of incentive
57. explicit: incentive contracts (shared savings--early completion) and award fees (non-cost performance factors) are
this type of incentive. it is best practice for owners to include this type of incentive in their design-build contracts
58. design quality: an objective measure for evaluating a project that is easy to measure
59. design value: a subjective measure for evaluating a project that is hard to measure; this is determined through
the design process, not after the project is completed
60. best value: (performance + quality) / cost
61. value: (what you get) / (what you give)
62. Choosing by advantages (CBA): A process that lists the advantages of options and helps quickly identify the
options with the most advantages. This process avoids the double counting inherent in listing pros and cons when in one option is also the con in another.
63. contingency: amount of $$ added to the estimate to cover risks associated with the unknown
64. trend management program: tool used to identify, evaluate, manage, and re- solve changes during design,
procurement, and construction; encourages proactive approach with the owner to resolve any changes as design evolves; mitigates disputes before they become bigger problems
10 /
75. promissory estoppel (detrimental reliance): means of protecting a party who is reliant on someone's actions; an
equitable doctrine that prevents the withdrawal of a promise by a promisor if it will adversely affect a promisee who has adjusted his or her position in justifiable reliance on the promise
76. Expectation Damages: award what was reasonably expected from the contract
77. recission damages: when expectation damages are not available, award what party would have had if contract had
not existed
78. specific performance and injunctive relief: if contract's subject is unique, a court order may order that the
breaching party perform its obligations under that contract (specific performance) or stop doing something (injunction)
79. quantum meruit: award of a reasonable sum of money (i.e. "what the claimant deserved")
80. reasonable: damages can be speculative and therefore must be proven to a
degree of certainty
81. Consequential Damages: arise from the consequences of a breach; often "big" damages that are hard to prove,
difficult to manage or predict, and typically involve damages to third parties; create substantial financial exposure if something goes wrong
82. direct damages: damages that directly result from a breach; straightforward and "hard" costs
83. tort law: a legally created remedy for someone who has been wrongfully harmed by another
84. Professional negligence: failure of a person who has professional training to act in a reasonable and prudent
manner
85. betterment theory: owner cannot be put in a better position than if the breach hadn't occurred
86. Economic Loss Doctrine: A common law rule holding that when an injury is purely economic, and arises from
a contract made between two businesses, the injured party may only sue under a contractual claim (privity of contract)
11 /
87. Spearin Doctrine: contractor must reasonably rely on what owner has fur- nished; defects that are obvious in bid
documents must be raised by bidders during procurement
88. course of conduct: what the parties do during the performance of other similar contracts
89. course of performance: what the parties do during the performance of this contract
90. terms of art: the use of a word in a specific industry
91. Differing Site Conditions (DSC): subsurface or physical conditions at the site that differ materially from those
indicated in the contract documents; unknown physical conditions at the site, of an unusual nature, that differ materially from those ordinarily encountered and generally recognized as inhering in the work of the character provided for in the contract
92. Constructive Acceleration: A contractor may opt to speed up a project due to an excusable or unavoidable delay
caused by weather, deliveries or change orders. The contractor may choose to file a claim for damages if the extra time is warranted but not given and the contractor had to incur extra expenses to complete the work on time.
93. Joint and Several Liability: A legal concept that makes each partner in a partnership legally liable for all
the acts of the joint venture
94. teaming agreement: A contractual agreement that defines the roles, responsibility,
considerations, and partnerships of two or more organizations that works together in a project. It's not unlike a partnership or subcontractor relationship
95. teaming party price: compensation for subsequent agreements (the contract that the parties will enter into if the
Design-Builder wins the procurement)
96. advancing the design: basis of design documents that if changed, would allow for a change order, expectation that
design-builder will review these documents to discover and resolve conflicts or ambiguities, order of preference, determining submittal review and approval process,
13 /
105. employer's liability: risk of liability to owner from employee injuries caused by occupational diseases
106. auto liability: risk of liability to third parties for BI/PD caused by vehicle acci- dents in connection with the
project
107. surety bonds: payment and performance bonds required for public works contracts; a guarantee, not an
insurance policy
108. performance bond: bond for benefit of the owner if the contractor defaults; triggered by default, surety
responds, covers correction of defective work and completion of project, additional legal, design, professional, and delay costs, and liquidated damages
109. payment bond: bond for benefit of the subcontractors and suppliers
