47PD0224R0048 PDRI Faciltators Guide.pdf

PDRI

Project Review

Discussion & Scoring Session

FACILITATOR’S

GUIDE

General Services Administration Public Buildings Service

Office of Project Delivery (OPD) Center for Construction Excellence

December 2021

PDRI Project Review Discussion & Scoring Session FACILITATOR’S GUIDE

CONTENTS:

1. Introduction 3

2. PDRI Guidance 6

3. Conduct PDRI Session 8 Section I 15 Section II 32 Section III 58

4. Conclude PDRI Session 75

References 76

Appendix 77

1. INTRODUCTION:

Why do a PDRI? A project gets “defined” during planning and early design phases.

Periodic assessment of its definition can identify risks to its successful delivery. As we define a project, it gets a trajectory. We have many project delivery trajectories (Capital;

Small; Site & Design Funding, Prospectus Development Study then Construction Funding;

Site, Design, Construction funding all at once, etc.).

Knowing its trajectory informs us of the typical risks a project must manage during its delivery. This Project Definition Rating Index (PDRI) tool, helps us identify project risks during planning and early design. Ensuring we define our scope accurately is good risk management. We hold PDRI sessions in the early phases of a project when influence is high and costs are low, (see Figure below).

FIGURE: Project Delivery: Influence and Expenditures Relation

What is the PDRI? The PDRI is both a repeated process and a product. Its process is to convene the delivery team for facilitated discussions to ensure best practice elements of well planned projects are accounted for in our project, and if not, to list on the projects Risk Register any risks caused by insufficient inclusion or completeness of these best practice elements. Its product is the project's initial Risk Register, and the team’s action list of needed work to improve the project’s definition. A score is also produced, feedback, which can be used to compare to industry best practice ranges for projects at similar stages of development, and to compare to a future PDRI discussion to verify improvement of the project’s planning, and readiness for its next stage of development.

How does it help us? The PDRI helps teams reveal issues that might have been accidentally overlooked in the normal course of work. It is a check against industry best practices to help projects be, and stay, on a good course, and to prevent risks from becoming hidden from view. It is a form of scope control in our program’s overall Risk Management efforts.

The PDRI helps teams reveal issues that might have been accidentally overlooked in the normal course of work.

Since, as the adage goes, “hope is not a strategy to manage risks”, use of this tool enables methodical risk management. It engages teams to decide how to handle identified risks, and document their decisions. Risk must be handled by: accepting, managing, transferring, or mitigating them. With proper use of the PDRI, project risks will not arise as a surprise. Limiting surprises is an aspect of good project management.

The PDRI is organized into 3 main sections. Each section has elements to be evaluated, and scored. An excel workbook is used to capture scores and action items. Identified Risks are to be placed on a CII Risk Register form.

The PDRI as prepared by CII is necessarily generic because it was developed to serve a variety of owners who participate in CII.

This Facilitator’s Guide’s PDRI Discussion Prompts provide greater specificity to aspects that matter on GSA projects so our project teams can maximize its benefits as they prepare projects to move forward through our program’s key planning and conceptual design phases.

CII found value in the use of the PDRI in early, or front end, planning. Here is their project life cycle diagram that identifies when front end planning is done:

FIGURE: CII Project Life Cycle

Here is a comparison of CII’s project development flow to ours.

FIGURE: GSA Process compared to CII

A key difference between CII’s generic tool, and our reality, is that we get funding earlier in a project’s development than other owners, and our clients contribute significant funding to our projects. For both of us, because our funds are provided by Congress, we have unique circumstances. Because of these reasons, and because we deliver space for client agencies, we obtain full project funding earlier than other CII owners.

2. PDRI Guidance It is a GSA PBS requirement that projects must be assessed for readiness during planning and conceptual design. Before submission for funding, and after programming, when requirements are defined, but before a concept is approved to move into the design development phase.

For Capital projects, two PDRI sessions are required:

● PDRI Project Review Discussion & Scoring Session One:

○ As part of the Capital Investment and Leasing Program call for work submission at the pre-final stage of the “study” phase.

■ done after a Preferred Alternative is developed during a feasibility study

● PDRI Project Review Discussion & Scoring Session Two:

○ For A/E procurements (DBB, DB Bridging, and CMc delivery methods) as part of the validation of project readiness presentation for the Commissioner’s Concept Approval.

■ done after a preferred Concept Design is selected

○ For DB procurements as a validation of the Owners Program of

Requirements that will be given to the DB competitors as the basis for their proposed Concept Designs:

■ before the Phase II RFP is distributed to the shortlisted offerors

The Regions are responsible to set up, coordinate, and conduct the PDRI sessions.

Trained facilitators and scribes must be used. This enables us to achieve consistency of the process and the products that result. When regions do not have a trained facilitator and scribe available, Central Office will assist with coordinating the provision of them so we get proper conduct of PDRI sessions.

Stakeholders must participate to get the best value from a PDRI session for the project’s readiness - to improve its chances for approval and funding, and forward movement into design.

A. Conducting the first PDRI before a feasibility study is finalized will allow its findings to be incorporated into the study to ready the project for Regional and Central Office consideration for investment.

B. Conducting the second PDRI before a concept design is finalized will allow its findings to be incorporated into the concept to ready the project for presentation to Regional and Central office Commissioners for consideration to continue it into design development.

Stakeholders to include are listed in the Stakeholder section below.

Upon completion of each PDRI session, the “Score Sheet and Session Report”, and the “Risk Register” will be submitted to the applicable Office of Project Delivery’s Regional Coordinator.

To ensure consistent use and application, nationwide, a trained GSA PDRI Facilitator must lead the sessions.

3. CONDUCT A PDRI SESSION

Preparations Identify and make ready:

Facilitator and Participants Room and Supplies Computer with Electronic Documents Introductory Presentation for Executive “Participants’ Guides”, “Scoring an Element Guide Sheets”, “Risk Register” Telecommunications ( if absolutely necessary for a remote participant )

Things to Do, Say, and Have Do:

Gather the Project Team together in person (if possible, otherwise via an online meeting space - camera’s on) for a committed 2 to 4 hour review to discuss and score the project’s definition. Prepare an Executive or Director to introduce the session, placing emphasis on its worth. Have a trained PDRI facilitator lead the session.

Do have a PDRI scribe record the risks on the risk register, list the action items with assigned doer, mark the elements’ scores, and prepare the session report.

Do assign roles to team members for good meeting conduct. Do give each team member a Participants’ Guide. Do make everyone feel welcomed and their perspectives’ valued and appreciated.

When done with planning phase review, if a capital project seeking funding, do include the “Score Sheet and Session Report'' within the project’s Capital Investment Leasing Program (CILP) submission. (See Appendix) for reporting requirements.

Say:

What is necessary to have a successful session, how important this is to help the team understand their scope and the risks associated with its not being ready, and to define what and who will need to do what to keep it, or get it on track. Encourage each participant to say what needs to be said so the project will be improved by the process of conducting the PDRI. Say what needs said to bring forth risks, possible risks, to document them so they get addressed.

Have:

On the scribe’s computer for each session, have the PDRI workbook, the “Score Sheet and Session Report” [PDRI Buildings_v4.xlsm], and the “Risk Register” [Kahua Project App]. Have all necessary items in place. Have a sign in sheet and record names in the Attendee List in the “Score Sheet and Session Report”. Have a “Participants’ Guide'' for everyone wanting one. Have the “Scoring an Element Guide Sheet” index (page 13 and14 below) written on a marker board, or on handouts set about the room for sharing. Have communications work arounds for experts who were not able to attend in person. Have a good discussion.

Stakeholders

Representation

The success of planning depends on getting many factors considered. The diversity of representatives from all disciplines to achieve an integrated design process begins in planning. The PDRI as a process of evaluating a project’s scope definition, its readiness to move into design, significantly benefits from participation of diverse stakeholders.

Participants

During the Feasibility Study, before it is completed, as the team prepares a project for consideration of investment, submission in the CILP, to gain approval and funding, the following stakeholders are required to participate.

A conversation between the Project Sponsor/Project Executive, Project Manager, and Regional Coordinator will hone the exact list of attendees. In general the whole project team delivering the project should be in attendance. For best results this includes the customer representative and contractors preparing study and concept. Here is a list of stakeholders to attend:

A. Asset Manager B. Project Manager C. Project Sponsor D. Contracting Officer E. Building Manager

F. COR

G. Designer (Study AE,Concept A/E) H. Facilities Management

I. Regional Architectural, Historic, Landscape, and Engineering SME

a. Architect

b. Landscape Architect

c. Mechanical

d. Electrical

e. Fire Protection (if necessary)

f. Civil / structural / blast

g. Accessibility Officer for ABAAS compliance

h. Sustainability

J. Central Office Architectural, Landscape, and Engineering SME (as relevant to the project)

K. Zone Manager & Coordinator L. Federal Protective Service / Emergency Management Office M. Historic Preservation SME N. Art in Architecture O. Tenant Representative(s) (if necessary) P. Regional Customer Account Manager

Staging

Prepare people for participation in advance. Having them show up knowing why they are invited, what it is for, and how they will be expected to contribute their perspective for the greater good of the project, is essential to maximize the benefits of the session.

Session Procedures

Welcome / Introductions Greet attendees, have everyone introduce themselves and the discipline they represent and their role on the project’s team.

Senior Leader Kick Off “This is Important”Statement Set the stage for good work. Have a leadership team member come by to encourage everyone to contribute to making it a worthwhile session.

Overview of the PDRI Read out the "Introduction" Section of this Facilitation Guide, while participants follow along in their Participants’ Guide. It is the first part of the Participants Guide. Go over the content of the Participant Guide, and the Workbook that will capture the team’s work of the session.

Tips for Guiding Discussions Meeting management

Assign roles to participants to support the session’s efficient flow: As the facilitator, you will lead the meeting. You will have a note taker (scribe), but you will need a time-keeper to help you keep track, and you may want to have the Project Manager as the team’s leader to act as a chairperson on a board, if necessary to get to finality in discussions that wonder, so you can move on, and move it forward. In this type of a meeting, you will want to discuss with the Project Manager in advance, whether you will be both facilitator and chairperson, or whether you will just facilitate.

Getting engagement Know who represents what discipline. Relate to them and call upon them by name when appropriate to draw out their perspective. Gain a sense of the participant's expectations and motivational level to participate. Be prepared to answer any questions they might have about what they can expect to get out of the session. Use the suggested questions to open up the categories, and follow ideas that come up to spark curiosity and interaction.

Tips for Recording Scores, Actions, and Risks Before the session, review with scribe how they will fill out the workbook, and what to listen for during the discussion that might harbor risk, or be an action that if taken would benefit the project’s definition.

Let’s Begin.

The Elements with Discussion Prompts by Category by Section:

FIGURE: Teamwork

The following pages contain by section and category, the detailed descriptions for each element to score. These descriptions include lists of prompts to enable teams to evaluate the level of completeness and inclusion of regulatory necessary and best practice items in the project at the present stage at which the PDRI session is held. The lists of prompts for each element are not “all-inclusive”. Project Teams are encouraged to add prompts and raise points that will improve the quality of their assessment of an element’s, and ultimately the project’s readiness for its next phase, and for documenting the risks to address.

At the conclusion of each element’s discussion, you will score the element.

To come up with a score, individually have in your mind a score, and then discuss what you collectively believe the score to be. To help do this, ask yourselves this question: How well defined are these elements within our project?

Below are some helpful hints, a graphic, and a Scoring an Element Guide Sheet (the one to write on a board, or place a few printouts onto the table for sharing).

Evaluate the inclusion, completeness, and relevance of the elements’ prompts to your project. Determine the scoring range of the elements’ definition within your project.

FIGURE: Scoring Definitions

Scoring an Element Guide Sheet How complete is this element within our project?

What level of definition would I evaluate it to be?

How should we score it:?

Here is the index to use:

0 = Not applicable to the project

1 = Complete Definition.

Fully defined, fully documented accurately, no further front end planning work required

2 = Minor Gaps in Definition.

Almost fully defined, one or two minor issues, some inaccuracies in documentation

3 = Some Gaps in Definition.

Defined but not fully defined, no “showstoppers” but numerous minor issues that need to be completed

4 = Major Gaps in Definition.

Not well defined, need more work, discussion, and thought to the project’s requirements

5 = Poor Definition, not defined, need to put in more thought?

The scribe will mark your score on the Score Sheet.

Next, determine who needs to work on the missing parts discussed in your evaluation.

The scribe will write these into the Score Sheet workbook on the “for action” tab.

The scribe will also write down any risks identified for the Risk Register

Then, move to the next element.

Let’s get started.

SECTION I - BASIS OF PROJECT DECISION

GSA decided to do this project. The basis for this decision was the project achieves business objectives. A project team must understand a project’s business objectives, and align individual efforts to achieve them.

This section determines for the team how well, or how poorly, it is aligned, and how well, or poorly, the project aligns to its objectives.

Categories:

A - Business Strategy

B - GSA Policies, Guidance and Standards

C - Project Requirements

For these categories, and this section to get the most out of the discussion, if any of the related documents of the Capital Investment and Leasing Program’s call for work, (Project Data Sheet, Housing Plan, Prospectus, and any other backup documentation to be submitted as part of the CILP) are completed, or being drafted, it would be good for the team - in advance of conducting the session to be familiar with them - also, the Asset Manager should be present at the session since investing in the asset is a focus of our Office of Portfolio Management and Customer Engagement (PT). Their Active participation is essential for this section’s categories’ discussions.

Please remember at the conclusion of your discussion, score the element. The scribe will mark your score on the Score Sheet. Determine who needs to work on the missing parts discussed in your evaluation. The scribe will write these into the Score Sheet workbook on the “for action” tab. The scribe also will write down any risks identified for the Risk Register.

Category A. BUSINESS STRATEGY

Read this introductory statement that tells this category’s purpose, and risk management benefits - to frame the elements’ discussions:

Through the PBS, GSA is in the Real Estate business. We are the landlord for the civilian federal government. We acquire space through new construction and leasing. We act as a caretaker for federal properties. In conducting our business our primary strategy is to save taxpayer money through better management of Federal real estate. This includes construction, repairs, and alterations to buildings. In service to our mission to provide effective and sustainable workplace solutions for federal agencies at the best value for the American Taxpayer, we actively manage risks. Use of this PDRI tool in early planning and design helps us manage risks. To determine how well defined a project’s scope is as it relates to our business strategy, we examine the 8 elements of this category:

A1. Building Use Requirements

A2. Business Justification

A3. Business Plan

A4. Economic Analysis

A5. Facility Requirements

A6. Future Expansion/Alteration Considerations

A7. Site Selection Considerations

A8. Project Objectives Statement

Element A1. Building Use Requirement: What building type is needed? Since a building's use may include more than one function, such as a Federal Building & Courthouse, what is its primary purpose? Is it a stand-alone or combined use buildings? What other shared use spaces for tenants will be included, such as child care centers, or special use spaces, such as laboratories? Consider the primary use of your project’s building. Discuss whether all of the building's intended uses have been identified. Here are some prompts:

❑ Courthouse ❑ Laboratory ❑ Storage/Warehouse ❑ Data Center ❑ Office ❑ Land Port of Entry ❑ Other

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A2. Business Justification: What are the driving forces for the project? What is needed the most by GSA? What is most expected of GSA? As you discuss it, the scribe will write down any needed items, and any harboring risks. Here are some prompts:

❑ Need date ❑ Market capacity ❑ Location ❑ Building image ❑ Use flexibility ❑ Customer need ❑ Security ❑ Other Building efficiency (efficient use of space) ❑ Support new business initiatives ❑ Facility replacement and consolidation ❑ Level of amenities/functional needs ❑ Functional obsolescence

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A3. Business Plan: Does the project’s funding and approval strategy support the business justification for doing this project? Here are some prompts:

❑ Signed OA’s?

❑ Total Project Budget (ETPC) ❑ What is the impact on performance measures?

❑ Schedule milestones (including known deadlines)

❑ Project Delivery Method (PDM) ❑ Types and sources of project funds (BA51, 55, 54, 80) identified? secured?

❑ Related/resulting projects/phasing NOTE: If GSA has 3rd party agreements with the City, State or SHPO then additional steps are required (MOU/MOA, etc)

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A4. Economic Analysis: Has an economic analysis been performed? (TAPS, Pro Forma, LCC)? Does it include the necessary items? Here are some prompts:

❑ Rental rate ❑ Intended design/service life ❑ Return on investment ❑ Tier analysis ❑ GSA’s appraised value from an independent appraisal ❑ Lease, Renovation and New Construction ❑ Long-term operating and maintenance costs, (Gvt-Owned space only) ❑ Analysis of capital and operating cost versus disposal or occupancy and profitability

NOTES:

● A description of other options which could also meet the user need should be defined. As an example, did we consider renovating existing space rather than building new space? A listing of current facilities that will be vacated due to the new project should be produced.

● TAPS analysis is not required for Limited Scope projects

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A5. Facility Requirements: Has a housing plan been prepared? If not, at the macro level are requirements documented somewhere? Here are some prompts:

❑ Number of occupants ❑ Border Traffic Modeling (LPOE’s) ❑ Net and gross space requirements by area uses ❑ Facility Security Level ❑ Support infrastructure ( i.e. Mechanical plant, circulation, etc.)

❑ Tenant Improvement Requirements (i.e. telecommunications, Information technology, number of desks, number of workstations, on-site child care, etc.)

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A6. Future Expansion / Alteration Considerations / Space Consolidation. Has the possibility of expansion and/or alteration and/or consolidation upon the site and/or within the building, been considered in the planning for the facility’s design? If applicable to your project, do you have any studies that examined all these kinds of alternatives? Here are some prompts:

❑ Future phasing plan ❑ Courts long range plan ❑ Land Port of Entry long range plans ❑ Flexibility for future uses.

❑ Workplace Strategy Session ❑ Adaptability to the observed and expected changes in climate (i.e site development and/or enclosure) ❑ Technologically advanced facility requirements ❑ Asset Management Plan (long range occupancy goals for the building in 10, 15, 20 years?

❑ Building Preservation Plan (Historic Preservation Requirements) ❑ Building Design Standards for the building to be altered ❑ Provisions for site space in case of possible future expansion / contraction ❑ Are departments or functional areas intended to “grow in place” / “reduce in place” / “relocate” during a future phase?

❑ If there will not be future expansion of the building, how will departments or areas expand?

❑ Are there any proposed future mission changes for Tenants?

❑ Are any functional areas more likely than others to move out of the building in the future to allow others to expand or move in?

❑ Building adaptability for multiple tenants requiring separate security controls to entry

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A7. Site Selection Considerations: Have you taken into consideration existing buildings or properties, as well as new / different locations? Did you consider these criteria? Here are some prompts:

❑ CBD vs. non-CBD (EO12072 set policy for urban areas to give first consideration to locating Federal facilities in centralized community business areas, such as central business districts)

❑ Wildland Fire Classification/ Distance from Wildfire Zones ❑ Floodplain Classification (Pluvial, Fluvial and Coastal Surge) ❑ Seismic Zone Classification ❑ Archeological Findings ❑ Landslide Hazard Classification

❑ Site congestion/lay down space ❑ Labor relations ❑ Weather/Climate (Observed and expected changes in climatic trends including severe weather events) ❑ Available utilities or utilities that require relocation ❑ Existing facilities ❑ General geographic location ❑ Customer mission ❑ Underground contamination ❑ Consultation with Local Officials/Compatibility with Local Planning Goals ❑ Local Zoning and Design Guidelines ❑ Security Considerations ❑ Landscape Design Opportunities ❑ Symbolic and aesthetic ❑ Proximity to public transit ❑ Political issues/constraints ❑ Cost of Brownfield remediation ❑ Setback requirements ❑ Historic / Cultural designation and preservation ❑ Legal constraints (e.g. property liens) ❑ NEPA status ❑ Land availability and development costs ❑ Potential of Stranded or Impaired Site ❑ Customer need (e.g. SSA service location) ❑ Master Plan Considerations (Campus), Local Portfolio Plans ❑ Multiple Owners - properties / possibility of Condemnation

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element A8. Project Objective Statement: Are the project objectives clear, concise and measurable? Has the team aligned on the objectives and priorities? Does the team understand the project drivers? Is a priority order set for cost, schedule, and scope choices? Have options, like value-adding features, been considered? Do project objectives align with applicable management direction, project charters, and / or master plans? Here are some prompts:

❑ Prior to this PDRI, has the team verified the objectives are aligned within the CapPMP and Prospectus?

❑ What is the priority? (Cost, Schedule, Quality, Historic Preservation, Mission Continuity, Improved Energy Efficiencies, Tenant satisfaction, Proximity to Transit / Parking, etc.)

❑ What trade-offs exist?

❑ Is there stakeholder consensus?

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on

Category B. OWNER PHILOSOPHIES (or for us), GSA POLICIES, PROCEDURES, and STANDARDS

Read this introductory statement that tells this category’s purpose, and risk management benefits - to frame the elements’ discussions:

As owner, the GSA represents the US Federal Government, our People. So our philosophy is to enact good government for and by the people. What we do is governed by the will of the people as written into laws. This drives our policies, procedures, and standards. In support of it, we shape our policies and standards with the assistance of associations of related industries to our business, and with our industry partners who perform much of the work by contract for us. We implement policies and procedures and standards to follow the law, and use best practices and state of the art products of today to produce beautiful durable real estate. To determine how well defined a project’s scope is as it relates to our owner philosophy, we examine the 4 elements of this category:

B.1 Reliability Philosophy (policies & standards)

B.2 Maintenance Philosophy (policies & standards)

B.3 Operating Philosophy (policies & standards)

B.4 Design Philosophy (policies & standards)

Element B1. Reliability Philosophy = (GSA Policies & Standards): Have general design principles been considered - to achieve desired operating performance? Here are some prompts:

❑ During planning phases has building and operations staff represented reliability standards?

❑ Mission critical systems’ sensitivity to interruption, relocation, replication ❑ Critical systems surety approach (redundancy, islanding, flexibility or other methods for the continuity of water, sewer, power, security, communications, etc.)

❑ Expectations for continuity of occupancy/shelter in place/safe-haven i.e.

operations, access, lighting, thermal resilience, filtration, ventilation ❑ Architectural/structural/civil durability (per P100) ❑ Review previous Post Occupancy Lessons Learned ❑ Mechanical/electrical/plumbing reliability (per P100) ❑ Information Technology, Telecom and Data systems and components reliability and potential for planned obsolescence.

❑ Has a life cycle cost analysis been performed on the building systems (per P100 and P120)?

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element B2. Maintenance Philosophy = (GSA Policies & Standards): Is a list of general maintenance principles to meet building requirements developed / identified? Were frequencies of maintenance, Preventive versus Reactive maintenance, and other impacts to life cycle costs considered? Here are some prompts:

❑ Sustainable maintenance practices ❑ Daily occupancy loads ❑ Maintenance accessibility ❑ Energy conservation programs ❑ Durable materials & finishes ❏ Availability of parts for replacement (consider future owner impact of customized parts or features) ❑ O&M documents and guidance (Operational Excellence) ❑ Building Design Standards requirement ❑ Equipment monitoring requirements ❑ Operation of BAS system ❑ Maintenance of High Performing Building systems (i.e. on-site energy generation) ❑ Is building project using “Smart Building Strategies” or anticipating to be a “Smart

Building”?

❑ Maximum building occupancy requirements ❑ Has project team reviewed current FM guidance applicability?

❑ Reliability Centered Maintenance Program requirements (Preventative Maintenance and Monitoring Impacts from Extreme Weather and Climatic Change i.e. corrosion, scouring) ❑ Are the Office of Facilities Management policies in the project requirements ❏ Consider occupant satisfaction ❏ Complete electrical circuit designation and marking

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element B3. Operating Philosophy = (GSA Policies & Standards): Is a list of general maintenance principles to meet building requirements developed / identified? Here are some prompts:

❑ Operating schedule/hours ❑ Flexibility to change layout ❑ Co-location of tenants ❑ Other

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element B4. Design Philosophy= (GSA Policies & Standards): Are the Guiding Principles of Federal Architecture understood? Is the team committed to achieving them with this project? Here are some prompts:

❑ Design Excellence Guiding Principles for Building Design Adherence

● Will this project provide requisite and adequate facilities?

● Will it be in a distinguished architectural style and form?

● Will it reflect the dignity, enterprise, vigor, and stability of the American

National Government?

● Will it be a design that embodies the finest contemporary American architectural thought?

● Will it incorporate regional architectural traditions?

● Will it incorporate fine art of living American artists?

● Will it adhere to sound construction practice?

● Will it utilize materials, methods and equipment of proven dependability?

● Will it be economical to build, operate and maintain, and accessible to the handicapped?

● Will its design flow from the architectural profession to the Government?

❑ Design Excellence Guiding Principles for Site selection and Development Adherence:

● Will/was the choice and development of the site the first step of the design process?

● Will/was site chosen in cooperation with local agencies?

● Will/was attention paid to the general ensemble of streets and public places in which the Federal building will form a part, (was good urban design employed)?

● If feasible, will/was the building (be) located on the site to permit generous development of landscape?

❑ Has LEED level been determined? ❑ Has SITES level been determined?

❑ Has Security Level been determined per Interagency Security Committee (ISC) Criteria?

❑ Historic preservation considerations ❑ Agency Special Design Requirements ❑ Design for special functionality ❑ Compatibility with master plan ❑ Quality of life (Total Workplace solutions) ❑ Facilities durably fit for purpose over design life (Observed Weather and Expected Climate) ❑ Energy Independence & Security Act (EISA) energy usage requirements and stormwater management requirements (Section 438) ❑ Environmentally sustainable design (internal/external) ❑ Compatibility with Local Planning Initiatives/Collaborative Design

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on

Category C. PROJECT REQUIREMENTS

Read this introductory statement that tells this category’s purpose, and risk management benefits - to frame the elements’ discussions:

We spend a good amount of time working with our tenants to identify their facilities needs, and in keeping up with evolutions in Real Estate and Construction. We identify facilities projects that will provide new or revitalized space. When a decision is made to proceed with a project, the requirements get increasingly better defined, both the end result, the facility (spaces, functions, etc..), and its managerial requirements (budget, schedule, etc…). To determine how well defined a project’s scope is as it relates to these project requirements, we examine the 6 elements of this category:

C.1 Value-Analysis Process C.2 Project Design Criteria C.3 Evaluation of Existing Facilities C.4 Scope of Work Overview C.5 Project Schedule C.6 Project Cost Estimate

Element C1. Value-Analysis Process: A value analysis process is a prioritization of discretionary scope issues. In forming this project, have you looked at items that impact the economic viability [ROI, Pro Forma, etc.] of this investment of the tax payer’s dollars?

Items to be considered and evaluated are often interrelated, are you looking at their relationships? Here are some prompts:

❑ Discretionary scope issues ❑ Initial material costs vs durability ❑ General vs. custom build-out ❑ Life-cycle analysis of construction methods and structure

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element C2. Project Design Criteria: Project design criteria are the requirements and guidelines which govern the design of the project. To assure criteria is met and control scope, have you built into the project the mandatory selection boards, applicable design review processes to validate criteria are being met? Here are some prompts:

❑ P100 ❑ General Requirements:

● Historic Preservation

● Accessibility (ABBAS)

● Codes and Standards

● Energy Use Targets

● Total Building Commissioning

● Performance Requirements (Structural, Mechanical, Electrical, etc)

● Resilience - Management of Climate-related and Extreme Weather Related

Risks ❑ Feasibility Study reference criteria ❑ Owner’s Project Requirements ❑ Courts Design Guide

❑ USMS P64

❑ Design Guide for Operational Excellence

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element C3. Evaluation of Project Area and Existing Facilities : If existing facilities are available, has a condition assessment been performed to determine if they will meet project requirements? Is the area of the project suitable to the criteria the project will provide? Here are some prompts:

❑ Roads ❑ Retail ❑ Power ❑ Fitness ❑ Access ❑ Security ❑ Capacity ❑ Childcare ❑ Amenities ❑ Fire water ❑ Food service ❑ Mass Transit ❑ Parking areas ❑ Sanitary sewer ❑ Medical facilities ❑ Telecommunications ❑ ABAAS or local standards ❑ Waste treatment/disposal ❑ Utilities (i.e., potable water, gas, oil, etc.)

❑ Type and size of buildings/structures ❑ Storm water containment system/filtration ❑ Recreation facilities including public outdoor spaces ❑ Availability and condition of As-Built drawings (record documents) ❑ Condition assessment of existing facilities and infrastructure (BER) ❑ Specific facilities design guides, in compliance with agency design guides

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element C4. Scope of Work Overview: This is a complete narrative description of the project as delineated in multiple documents (Planning Studies, CapPMP and Professional Service Contracts). It is discipline-oriented and supports the development of the project schedule and project cost estimate. It sets the limits of work by each participant and generally articulates their financial, task, and contractual, responsibilities. It clearly states both assumptions and exclusions used to define the scope of work. How complete is it?

Here are some prompts:

❑ Were the most recent GSA Templates for key planning documents used?

❑ Has everyone read the planning studies that set the scope?

❑ Does everyone agree the scope is accurate?

❑ Are there major risks to the scope being maintained?

❑ Does anyone have any major concerns with it?

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element C5. Project Schedule: Ideally, the project master schedule should be developed by the project team (GSA, client agencies, A/E, and contractors). It should include milestones, standard scheduling practices, unusual schedule considerations. Here are some prompts:

❑ Were the most recent GSA Schedule Templates used to prepare it?

❑ Has relevant parties reviewed the schedule?

❑ Is there agreement with relevant parties that the schedule is realistic and achievable?

❑ Are there major risks to the schedule being maintained?

❑ Is the schedule’s Work Breakdown Structure detailed sufficiently?

❑ Are the primary phases’ durations reasonable?

❑ Does the schedule address the project scope based on the information that we know at this time?

❑ Does the schedule make sense?

❑ Is the schedule based on assumptions or previous experience?

❑ Do you have a low, medium, or high confidence factor in the schedule?

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element C6. Project Cost Estimate: The project cost estimate should address all costs necessary for completion of the project. Different estimating methods are done during different project phases. Here are some prompts for discussion and some items typically included items in a thorough cost estimate:

❑ Has the official Budget Estimate been reviewed and approved by Central Office’s Quality Assurance team?

❑ Is there an alignment between the estimate, scope of work and project schedule?

❑ Has the Delivery Method been chosen? If so, did estimate consider it?

❑ How thorough is the cost estimate?

For Feasibility Session ask these questions:

❑ Was most recent cost estimate done per P120?

❑ Is the estimate representative of the proposed housing plan?

❑ Are known constraints considered within the estimate?

❑ If estimate is prepared by the A/E was the latest Cost Estimating Workbook used?

For Concept Session ask these questions:

❑ Is the base design-to value equal to 90% of the budgeted Estimated Construction

Cost at Award (ECCA)? If not are there proposed design options to meet the 90% ceiling?

❑ Has a third party estimate been done?

❑ Has reconciliation between A/E and 3rd party estimate (CMa) been done?

❑ Was most recent cost estimate done per P120?

❑ Did the estimate submission include a:

o market study?

o life cycle cost analysis?

o cost risk analysis?

o separate Core & Shell, Tenant Improvement, and any other special cost categories?

❑ Has a Concept Phase Value Management workshop occurred?

❑ Does the estimate include:

Direct Construction costs o for required scope and conditions

Indirect Construction costs, such as:

o Design contingency o Home office overhead o Job site overhead o Profit / Commission o Bond costs o Taxes (special use / value added) if required o Phasing premium o Market escalation (to the midpoint of construction) o Construction contingency

Design and owner oversight o Architect / Engineer costs o Construction Administration / Management (CMa) costs o Commissioning (Cx) costs

Move and external Swing costs (if required) Furnishings, Fixtures, & Equipment (FFE) Costs (If required)

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on

Review of Section 1’s Results.

Good job! You have completed the first section, Basis of Decision.

Have the scribe read out what was recorded on your scoring sheet, the action list with assigned individual, and the Risk Register - verify you have marked all things down.

Take a break and return to evaluate the project through Section 2, the Basis of Design.

SECTION II - BASIS OF DESIGN

GSA projects consist of space, site, and technical design elements that a project team must fully understand and evaluate. These form the basis for the design of the product the project will deliver.

This section determines for the team how well it understands the basis for design, and how well, or how poorly, the project’s basis for design aligns to its objectives.

Categories:

D - Site Information

E - Building Programming

F - Building/Project Design Parameters

G - Equipment

For these categories, and this section to get the most out of the discussion, if a new site is being acquired, the person leading the acquisition must share with the team - in advance of conducting the session, with ample time for reading them - the related documents of the acquisition, and must be present for the session. If a new site is not being acquired, the person(s) leading the programming must share with the team- in advance of conducting the session, with ample time for reading them - the related documents of the project applicable to these categories, and must be present at the session.

Please remember at the conclusion of your discussion, score the element. The scribe will mark your score on the Score Sheet. Determine who needs to work on the missing parts discussed in your evaluation. The scribe will write these into the Score Sheet workbook on the “for action” tab. The scribe also will write down any risks identified for the Risk

Category D. SITE INFORMATION

Read this introductory statement that tells this category’s purpose, and risk management benefits - to frame the elements’ discussions:

Since a facility gets located on land, geographic realities and government regulations influence how it can be set. In early, front end, planning we need to investigate the constraints and opportunities any given site posses. Real estate history teaches us that sites harbor many potential risks. Because we manage risks, it is critical that we thoroughly understand our project’s site, before moving too far forward too fast with project delivery. To determine how well defined a project’s scope is as it relates to the site, we examine the 8 elements of this category:

D.1 Site Layout D.2 Site Surveys D.3 Civil/Geotechnical Information D.4 Governing Regulatory Requirements D.5 Environmental Assessment D.6 Utility Sources with Supply Conditions D.7 Site Life Safety Considerations D.8 Special Water and Waste Treatment Requirements

Note: For any of these elements, if your project is a modernization or interiors only project that does not have any outdoor site work / landscaping, this applicable element may be skipped.

Element D1. Site Layout: For a new facility, has it been placed on a site? If yes, how well has it been placed on its site? If not, how will this project have its placement evaluated?

Several criteria should be considered. For an existing facility has it been evaluated for constraints its site layout may pose to doing the project to it, or in it? Here are some prompts:

❑ Construction access ❑ Historical/cultural significance ❑ Trees, vegetation and wildlife (Has the team reviewed P100’s landscape section 2.5.2 to understand existing vegetation evaluation processes?)

❑ Access (e.g., road, rail, marine, air, etc.)

❑ Access – transportation, parking, delivery/service, & pedestrian circulation considerations (Coordination with Facilities Management) ❑ Compatibility with Local Zoning or Design Guidelines ❑ Landscape and Public Space Design Opportunities related to Local Planning (Has the team reviewed P100 Planning Section 2.2’s coordination process guidance?)

❑ Prevailing winds, and solar orientation for natural lighting, views, heat loss/gain, water/energy conservation, and aesthetic concerns ❑ Climatic trends including precipitation type for site hydrology and hydraulics, temperature, sea level change ❑ Safety and occupational health issues ❑ DHS/FPS for perimeter, USMS for Interior ❑ Blast area and quantity distance consideration ❑ Interagency Security Committee (ISC) issues

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element D2. Site Surveys: Understanding the developmental constraints of a site are critical to developing scope of architecture and civil engineering. The site should be surveyed for geographic features like plot/plat’s property boundaries, buildable areas, topography,and site flood plain circumstances. Have these been obtained yet? Are they thorough? Certain criteria are necessary to know the site sufficiently for proper development. Here are some prompts:

❑ Deeds ❑ Setbacks ❑ Easements ❑ Rights-of-way ❑ Drainage and soil type ❑ Access & curb cuts ❑ Meets and Bounds ❑ Topography; vertical elevation ❑ Archeological Surveys ❑ Solar Access/Constraints

❑ Benchmark control systems ❑ Trees, vegetation and wildlife ❑ Proximity to drainage ways, floodplains, flood hazard, sea level and wildfire zones (both historic information and anticipated change) ❑ Existing facility locations and conditions ❑ Legal property descriptions with property lines ❑ Known below grade geology; seismic conditions ❑ Known below grade structures and utilities (both active and inactive)

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element D3. Civil Geotechnical Information: The civil/geotechnical site evaluation provides a basis for foundation, structural, and hydrological design. Has a geological study been done? Were a few or many locations of bore cores done? Several criteria are important to evaluations to estimate the subsurface and soil conditions. These determine the design requirements that will need to be met. Here are some prompts:

❑ Depth to bedrock ❑ Fault line locations ❑ Pier/pile capacities ❑ Ground water quality ❑ Floodplain and flood hazard analysis (using both historic information and anticipated change) ❑ Overall site analysis ❑ Seismic requirements ❑ Demolition requirements ❑ Paving design options

❑ Allowable bearing capacities ❑ Soil percolation rate & conductivity ❑ Water table/groundwater depth, flow rate and direction, chemistry (include changes due to sea level change) ❑ Site subsidence or uplift ❑ Permafrost thaw or change in frost line depth (change in climatic temperature trends) ❑ Expansive or collapse potential of soils ❑ Need for soil treatment or replacement ❑ Description of foundation design options ❑ Spoil area for excess soil (i.e., location of on-site area or off-site instructions) ❑ General site description (e.g., terrain, soil types, existing structures, spoil removal, areas of hazardous waste, etc.)

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on

Element D4. Governing Regulatory Requirements: Does the Project Management Plan, Statements of Work, Previous Studies provide a clear work plan to prepare, submit, and track necessary regulatory, code compliance, and permitting necessary to execute the project? Several criteria that are regulated. Here are some prompts:

❑ National Environmental Policy Act (NEPA) ❑ Environmental (HAZMAT) ❑ Fire ❑ Platting ❑ Signage ❑ Air/water ❑ Demolition ❑ Occupancy ❑ Solar ❑ Special issues ❑ Accessibility ❑ Unique requirements ❑ Transportation ❑ Building height limits ❑ Setback requirements (ISC) ❑ Structural calculations ❑ Historical issues (Section 106) ❑ Energy Independence and Security Act of 2007 (EISA438) Stormwater Management

Note: The codes that will have a significant impact on the scope of the project should also be investigated and explained in detail. Particular attention should be paid to local requirements. Regulatory and code requirements may affect the defined physical characteristics and project cost estimate. The project schedule may be affected by regulatory approval processes. For some technically complex buildings, regulations change fairly often. Many of these permits are the responsibility of the contractor. Do not forget to include this in the contract.

Now, score the element, mark it on the Score Sheet. Write needed work and assign it on the “for action” tab. Write identified risks on the Risk Register.

Element D5. Environmental Assessment: Have sufficient environmental assessments been performed for the site, or existing facilities, to evaluate, qualify and quantify issues for the project in terms of needs to address in the cost estimate and project schedule? Many risks to project delivery may arise if not known from a thorough environmental assessment.

Here are some prompts::

❑ Archeological ❑ Location in a wetlands area ❑ Existing contamination ❑ Past/present use of site ❑ NEPA Assessments ❑ Endangered species ❑ Site water…