3/30/25, 9:26
AM
DBIA TEST EXAM QUESTIONS AND ANSWERS WITH COMPLETE
SOLUTIONS VERIFIED GRADED A++
Terms in this set (109)
How team members are organized, establishes when parties engage, determines
Project Delivery System roles of parties, and determines sequence of design, procurement, and
construction (db, cmar, dbb)
Procurement Method how team members are selected (QBS, best value, low price, sole source)
how team members are paid (fp, gmp, cost reimbursement, target price, unit
contracting approach
price)
linear, sequential process, A/E selected on qualifications, GC selected on low
price, design is fully completed without input from GC, A/E acting in owner's
Design-Bid-Build (DBB)
interests, with a historically strong bond, process is well-established and
understood
similar org structure to DBB, construction manager selected by QBS or best value,
contractor provides precon services, negotiated gmp contracting approach,
construction manager at risk 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
The owner contracts with one entity (a person or firm) to provide both design and
construction services, designer and contractor have a direct contractual
Design-Build 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
similar to design build, in industrial and power generation sectors, systems and
performance testing are central to scope, contractor will typically perform
engineer procure construct (epc) 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
owner contracts with multiple trade contractors, attributes are typically similar to
Multiple Prime Contracting
dbb, owner's ability to schedule and coordinate the work
multi-party agreement - all parties equal, QBS procurement and target pricing
Integrated Project Delivery (IPD) contract approach, private sector use (limited at this time), key: owner's ability to
accept risk
Instead of government building and maintaining major infrastructure (such as
highway, water treatment plant), build and maintenance is outsourced to a private
public-private partnership (p3) 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
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
shift left
early, affect project outcomes at lowest cost, establish a need for co-location
and
collaboration, and compress time during concurrent design and construction
typically two-phase best value procurement with lump sum contract; owner
defines project requirements and scope of prescriptive work; use of
traditional design build
performance-based technical requirements with limited prescriptive
specifications
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
progressive design build
the selection process; two phases: preliminary services and final design and
construction services
1/
6
, 3/30/25, 9:26
AM
criteria documents describe the end result
bridging documents prescribes how to achieve the end result
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
design bid build paradigm
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
the owner should define its performance requirements and award the contract on
the basis of preliminary design; this makes the design-builder responsible for
completing the design in accordance with the owner's performance requirements.
design details responsibility
that also causes the design-builder to warrant the sufficiency of the design to
meet the owner's criteria and the sufficiency of the design to
subcontractors/suppliers that have no design responsibility
subdivides project by functional elements, focuses on systems and assemblies,
uniformat useful for preliminary information and early design phases, aligns with BIM models
and conceptual estimating
subdivides work by results/trades, focuses on building materials, products, and
masterformat activities, useful for detailed information during final design and construction
phases, and aligns with detailed estimating
a specific business need or behavior as seen by an external user of the system;
describe what functions/operations the end product must
functional requirement perform/accommodate; examples: regulatory, permitting, economic, and others
that define functions and operational capability. "Build an office building on my
existing lot to provide office space for 1,000 workers"
describes what product(s) components must do/achieve with a measurement
metric; challenges: developing objective and definable standards to validate
performance requirement performance, tendency to drift to prescriptive specs; examples: uniformat C10,
interior construction. "Provide durable, paintable interior walls between the
offices with STC 35 (min)"
describes in terms of exactly how the product and/or its components must be
built; cookbook approach; developed by the design builder but used by owners
in the RFP/bridging documents for operability or maintenance needs and
prescriptive requirement
conditions of permits or third parties; examples: uniformat C10, partitions. "Install
gypsum wallboard on 3-5/8" metal studs at 16" on center with XX acoustical
insulation per YY standards."
takes the best of "qualified" teams; a key to design-build success; not the same as
shortlisting prequalifying or pass/fail; keeping this small increases interest among the best
teams and minimizes procurement costs for everyone including the owner
owners define their goals and selection criteria, one or 2 phase process if
competitive procurement process shortlisting is applicable, price is not a factor in selection, award to most
qualified proposer, negotiate to a fair and reasonable price
qualifications, experience and past performance of design build team,
qualifications of key personnel, capacity of design build team to perform work,
QBS typical criteria team experience in working together, deisgn-builder's project management plan,
project-specific ideas demonstrating team's ability to innovate and think outside
of the box
selection criteria are price and non-price factors; 2 phase process: RFQ to
shortlist most highly qualified, RFP to obtain technical approach and price;
best value
determine evaluation factors and relative weighting; price proposals opened after
evaluation and scoring of technical proposals
technical score determined from multiple criteria and weighted scoring
2/
6
AM
DBIA TEST EXAM QUESTIONS AND ANSWERS WITH COMPLETE
SOLUTIONS VERIFIED GRADED A++
Terms in this set (109)
How team members are organized, establishes when parties engage, determines
Project Delivery System roles of parties, and determines sequence of design, procurement, and
construction (db, cmar, dbb)
Procurement Method how team members are selected (QBS, best value, low price, sole source)
how team members are paid (fp, gmp, cost reimbursement, target price, unit
contracting approach
price)
linear, sequential process, A/E selected on qualifications, GC selected on low
price, design is fully completed without input from GC, A/E acting in owner's
Design-Bid-Build (DBB)
interests, with a historically strong bond, process is well-established and
understood
similar org structure to DBB, construction manager selected by QBS or best value,
contractor provides precon services, negotiated gmp contracting approach,
construction manager at risk 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
The owner contracts with one entity (a person or firm) to provide both design and
construction services, designer and contractor have a direct contractual
Design-Build 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
similar to design build, in industrial and power generation sectors, systems and
performance testing are central to scope, contractor will typically perform
engineer procure construct (epc) 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
owner contracts with multiple trade contractors, attributes are typically similar to
Multiple Prime Contracting
dbb, owner's ability to schedule and coordinate the work
multi-party agreement - all parties equal, QBS procurement and target pricing
Integrated Project Delivery (IPD) contract approach, private sector use (limited at this time), key: owner's ability to
accept risk
Instead of government building and maintaining major infrastructure (such as
highway, water treatment plant), build and maintenance is outsourced to a private
public-private partnership (p3) 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
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
shift left
early, affect project outcomes at lowest cost, establish a need for co-location
and
collaboration, and compress time during concurrent design and construction
typically two-phase best value procurement with lump sum contract; owner
defines project requirements and scope of prescriptive work; use of
traditional design build
performance-based technical requirements with limited prescriptive
specifications
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
progressive design build
the selection process; two phases: preliminary services and final design and
construction services
1/
6
, 3/30/25, 9:26
AM
criteria documents describe the end result
bridging documents prescribes how to achieve the end result
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
design bid build paradigm
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
the owner should define its performance requirements and award the contract on
the basis of preliminary design; this makes the design-builder responsible for
completing the design in accordance with the owner's performance requirements.
design details responsibility
that also causes the design-builder to warrant the sufficiency of the design to
meet the owner's criteria and the sufficiency of the design to
subcontractors/suppliers that have no design responsibility
subdivides project by functional elements, focuses on systems and assemblies,
uniformat useful for preliminary information and early design phases, aligns with BIM models
and conceptual estimating
subdivides work by results/trades, focuses on building materials, products, and
masterformat activities, useful for detailed information during final design and construction
phases, and aligns with detailed estimating
a specific business need or behavior as seen by an external user of the system;
describe what functions/operations the end product must
functional requirement perform/accommodate; examples: regulatory, permitting, economic, and others
that define functions and operational capability. "Build an office building on my
existing lot to provide office space for 1,000 workers"
describes what product(s) components must do/achieve with a measurement
metric; challenges: developing objective and definable standards to validate
performance requirement performance, tendency to drift to prescriptive specs; examples: uniformat C10,
interior construction. "Provide durable, paintable interior walls between the
offices with STC 35 (min)"
describes in terms of exactly how the product and/or its components must be
built; cookbook approach; developed by the design builder but used by owners
in the RFP/bridging documents for operability or maintenance needs and
prescriptive requirement
conditions of permits or third parties; examples: uniformat C10, partitions. "Install
gypsum wallboard on 3-5/8" metal studs at 16" on center with XX acoustical
insulation per YY standards."
takes the best of "qualified" teams; a key to design-build success; not the same as
shortlisting prequalifying or pass/fail; keeping this small increases interest among the best
teams and minimizes procurement costs for everyone including the owner
owners define their goals and selection criteria, one or 2 phase process if
competitive procurement process shortlisting is applicable, price is not a factor in selection, award to most
qualified proposer, negotiate to a fair and reasonable price
qualifications, experience and past performance of design build team,
qualifications of key personnel, capacity of design build team to perform work,
QBS typical criteria team experience in working together, deisgn-builder's project management plan,
project-specific ideas demonstrating team's ability to innovate and think outside
of the box
selection criteria are price and non-price factors; 2 phase process: RFQ to
shortlist most highly qualified, RFP to obtain technical approach and price;
best value
determine evaluation factors and relative weighting; price proposals opened after
evaluation and scoring of technical proposals
technical score determined from multiple criteria and weighted scoring
2/
6
