Chapter 1 - Overview of Project Delivery
- 1.1 Introduction
- 1.2 Phases of a Project
- 1.3 Project Delivery Flowchart
- 1.4 Program Master Schedules
- 1.5 Program Oversight Committee
- 1.6 Community and Neighborhood Council Involvement
- 1.7 Client Satisfaction
Chapter 2 - Project Delivery Methods
- 2.1 Introduction
- 2.2 Design/Bid/Build
- 2.3 Design/Build
- 2.4 Construction by City Forces
Chapter 3 - Initiating a Project
- 3.1 An Overview of Project Initiation
- 3.2 Opening a Work Order
- 3.3 Obtaining Funding
- 3.4 Defining Scope
- 3.5 Selecting the Project Team
- 3.6 Establishing a Memorandum of Understanding (MOU)
- 3.7 Project Estimating
Chapter 4 - Change Control
- 4.1 Control and Variance Analysis
- 4.2 Risk Assessment and Risk Management
- 4.3 Managing Scope Creep
Chapter 5 - Reporting Progress
- 5.1 Uniform Project Reporting System
- 5.2 Progress Reports
- 5.3 Progress Meetings
- 5.4 Public Information
- 5.5 Use of City and BOE Websites
Chapter 6 - Using Consultants
- 6.1 When to Use a Consultant
- 6.2 Pre-Qualified On-Call or Project Specific Contract - Which to Use?
- 6.3 Cost-Reimbursement or Lump Sum Contract - Which to Use?
- 6.4 Procurement Process
- 6.5 Contract Negotiations
- 6.6 Standard Contract Requirements
- 6.7 Contract Execution
- 6.8 Managing Consultant Performance
- 6.9 Paying for the Work - WBS and MBE/WBE and BIP Utilization
- 6.10 Amending the Contract
- 6.11 Consultant Performance Evaluations
- 6.12 Closing the Contract
- 6.13 Using the Pre-Qualified On-Call Consultants Lists
Chapter 7 - Pre-Design
- 7.1 Formulation Phase and Analysis of Alternatives
- 7.2 Identifying Property Needs
- 7.3 Identifying Geotechnical Restraints
- 7.4 Preliminary Environmental Review
- 7.5 Preparing the Pre-Design Report
- 7.6 Approval of the Pre-Design Report
Chapter 8 - Design Phase
- 8.1 Plan Development Process
- 8.1.1 Design Development for Public Buildings
- 8.1.2 Design Development for Recreational Facilities
- 8.1.3 Design Development for Street and Bridge Projects
- 8.1.4 Design Development for Sewer and Storm Drain Projects
- 8.1.5 Design Development for Air/Water Quality and Wastewater Treatment Projects
- 8.2 Technical Specifications
- 8.3 Site Surveying
- 8.4 Geotechnical Report
- 8.5 Utility Coordination
- 8.6 Property Acquisition and Right of Entry
- 8.7 Outsourced Design Services
- 8.8 Typical Plan Set Requirements
- 8.9 CADD Standards
- 8.10 Traffic Planning
- 8.11 Bidding Approaches
Chapter 9 - QA/QC During Design
- 9.1 Introduction and Definitions
- 9.2 Developing the QA/QC Plan
- 9.3 Design Reviews
- 9.4 Construction Review
- 9.5 Operability and Maintainability Review
Chapter 10 - Project Specifications and Bid Proposal
- 10.1 Master Specifications Concept
- 10.2 Bid Proposal
- 10.3 General Conditions
- 10.4 General Requirements
- 10.5 Technical Specifications
- 10.6 The Greenbook
Chapter 11 - Permits and Approvals
- 11.1 Introduction
- 11.2 Environmental Clearance
- 11.3 Plan Check Review and Permits from City Agencies
- 11.4 Cultural Affairs Approval
- 11.5 “1% for Arts” Program
- 11.6 Regulatory Agency Approvals
- 11.7 Approval to Advertise from Granting Agencies
Chapter 12 - Preparing the Bid Package
- 12.1 Obtaining the Required Signatures
- 12.2 Reviewing the Bid Documents
- 12.3 Assembling the Bid Package
Chapter 13 - Advertising a Project for Bids
- 13.1 Obtaining Board Approval to Advertise for Bids
- 13.2 Advertising for Bids
- 13.3 Bid Package Distribution and Control
- 13.4 Pre-Bid Meeting and Job Walk
- 13.5 Responding to Inquiries and Issuing Addend
Chapter 14 - Awarding the Construction Contract
- 14.1 Receipt and Opening of Bids
- 14.2 Evaluating Bids
- 14.3 Contract Compliance Review
- 14.4 Award by the Board of Public Works
- 14.5 Processing Bonds and Insurance
- 14.6 Escrow of Bid Documents
- 14.7 Issuing the Notice to Proceed
Chapter 15 - The Bureau's Approach to Construction Management
- 15.1 Construction Management Team
- 15.2 Partnering
Chapter 16 - Construction Management Procedures
- 16.1 Shop Drawings
- 16.2 Request for Information
- 16.3 Plan Clarification
- 16.4 Substitution and “Or Equal” Proposals
- 16.5 Construction Document Control
- 16.6 Meetings
- 16.7 Meeting Minutes
Chapter 17 - Inspection Procedures
- 17.1 General
- 17.2 Pre-Construction Inspections
- 17.3 Inspection Staffing
- 17.4 Inspection Documentation
- 17.5 Inspection Reports
- 17.6 Notices of Non-Compliance and Work Stoppage
- 17.7 Job Memorandum
- 17.8 Jobsite Interference
- 17.9 Construction Photographs
- 17.10 Shop Inspections
- 17.11 Inspection by the Department of Building and Safety
- 17.12 Materials Testing
- 17.13 Construction Surveying
- 17.14 Jobsite Safety
- 17.15 Subcontractors
Chapter 18 - Construction Schedule Control
- 18.1 Types of Schedules
- 18.2 Obtaining an Approved Schedule
- 18.3 Monthly Schedule Updates
- 18.4 Analyzing Delays/Granting Time Extensions
- 18.5 Assessing Liquidated Damage
Chapter 19 - Construction Cost Control
- 19.1 Purpose and Principles
- 19.2 Progress Payment Procedures
- 19.3 Retention and Withholding
Chapter 20 - Construction Change Orders
- 20.1 Introduction
- 20.2 Initiating Change Orders
- 20.3 Processing Preliminary Change Orders
- 20.4 Finalizing Change Orders
- 20.5 Allowance Orders
Chapter 21 - Avoiding and Mitigating Construction Disputes and Claims
- 21.1 Request for Equitable Adjustment - Prevention
Chapter 22 - Construction Completion
- 22.1 Partial Final Inspection and Partial Acceptance
- 22.2 Sign-Off by the Department of Building and Safety
- 22.3 Final Inspection by BCA
Chapter 23 - Emergency & Specialty Construction Contracts
- 23.1 Emergency Contracts
- 23.2 Pre-Authorized Emergency Contracts
- 23.3 Specialty Construction Contracts
Chapter 24 - Facility Startup
- 24.1 Overview of Facility Startup
- 24.2 Equipment Installation and Testing
- 24.3 Equipment & Facility Performance Testing
- 24.4 Operations and Maintenance (O&M) Manuals
- 24.5 Operations and Maintenance Training
- 24.6 Warranties & Guaranties
- 24.7 Spare Parts
Chapter 25 - Project Closeout
- 25.1 Closeout Flowcharts & Checklists
- 25.2 Record Drawings & As-Built Plans
- 25.3 Final Retention Release
- 25.4 Monumentation Survey
- 25.5 Project Performance Report
- 25.6 Contractor Performance Evaluation Report
- 25.7 Acceptance Board Report
- 25.8 Closing the Work Order

2.1 Introduction

Revised on 02-19-2025

Purpose

As part of the initial considerations in the development of a project, the Project Manager must determine the appropriate delivery method. Although the Bureau typically employs the design/bid/build method, the Project Manager should select the most appropriate method consistent with legal requirements and established policy. Several methods of project delivery are utilized by the Bureau of Engineering. These alternatives are listed under the section on Related Procedures in the following Procedures of this Chapter.

REFERENCES

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RESPONSIBILITIES

Project Manager (PM): The Project Manager is responsible for determining the most efficient project delivery method for the project. If the selected method is other than design/bid/build, the PM must consult with the Program Manager and obtain occurrence.

PROCEDURE

The design/bid/build (DBB) approach is the backbone of the Bureau’s project delivery methods. It is the most commonly used delivery method. Policies and procedures are well established within the Department of Public Works and the staff of the Bureau of Engineering and Contract Administration are well trained in its application. The design/build (DB) approach is another delivery method that is receiving considerable attention within the industry. The Bureau has delivered a few projects using this methodology and is seeking to gain more experience with it. Some projects are constructed by city forces, with staffing usually provided by the Department of General Services. Each of these methodologies will be described in Chapter 2.

The Bureau maintains a number of emergency contractor lists as well as a few specialty construction contracts that do not require a declaration of urgent necessity for their use. These are described in Chapter 23.

RELATED PROCEDURES

LINKS / ATTACHMENTS

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