Progressive design-build (PDB) is an increasingly popular delivery option for rail and transit agencies delivering major infrastructure projects. In a nutshell, PDB is a hybrid delivery method that combines the early contractor involvement benefits of construction manager/ general contractor (CM/GC) delivery with the all-inclusive responsibilities of design-build. Unlike CM/GC, with PDB, the owner has one contract with the design-builder for the entire project completion.

As detailed by the Design-Build Institute of America (DBIA), PDB utilizes a qualifications-based procurement process, enabling owners to select a design-builder prior to developing a baseline design, saving time and money. In a PDB project, the owner may use either a one-step (RFQ/RFP) or two-step (RFP) process and selects the design-builder based on the team’s qualifications and past performance. The design-builder and owner then collaborate to develop the project’s scope and budget, ideally with the support of an owner’s advisor with PDB experience. This collaboration allows the owner to have greater control and involvement throughout design development and greater control of the project budget.

PDB offers several benefits owners desire. For example, inherent in PDB delivery are design flexibility, opportunities for a compressed timeline, and reduced, if not entirely mitigated, construction claims risks. Progressive design-build, unlike traditional design-build, also allows for maximum ability to accommodate late modifications due to evolving technology, regulatory changes, and stakeholder concerns and requests—all key considerations for rail and transit owners looking to “future-proof” their projects.

Utilizing progressive design-build successfully requires a collaborative approach and partnering mindset. A key goal, as owners, is to be a “Client of Choice” for PDB teams. This reduces the likelihood of claims, identifies problems early, and achieves solutions through partnering and collaboration.

However, Progressive Design-Build is not suitable for every project. Achieving cost certainty can vary depending on the approach—whether choosing a fixed price with a flexible scope or a fixed scope with a flexible price. This flexibility requires a solid understanding of the PDB method, often necessitating a robust training program to ensure all stakeholders, including owners, are well-versed in effective contract administration and control processes. Additionally, PDB’s emphasis on stakeholder engagement necessitates careful management of expectations, particularly at the conclusion of the programming phase, to align all parties.

When exploring if PDB is the right delivery method for your project or project, your agency should consider such criteria as:

• Previous experience with and preference for alternative delivery methods.
• The type, complexity, and specific risks associated with the project.
• The desired level of owner involvement and preferred contract types.
• Funding sources and project scheduling requirements.

Thankfully, DBIA offers in-depth training and education for teams looking to leverage PDB. DBIA’s support provides insight into the flexibility of design-build project delivery, including the trade-offs, key considerations, and opportunities of various procurement approaches. They also cover PDB best practices and characteristics, along with critical procurement elements such as the pre-qualifications process, contracting, and post-award execution.

If you decide that PDB is the best method for your needs, choosing an Owner’s Advisor (OA) experienced in PDB will help you maximize the benefits of the method while minimizing the risks. For example, your OA should be able to guide the team through early contractor involvement and efficient work phasing, resulting in:

• Enhanced opportunities for early collaboration that foster innovation and maximize project value.
• Greater owner involvement in design and budget decisions, ensuring more tailored project outcomes.
• Reduction of liability and project risks by allocating them to the parties best equipped to manage them.
• Establishment of cost and schedule certainty at the project’s onset, with the flexibility to adjust the scope as needed.
• Structured partnering opportunities to enhance team communication and collaboration, aiming to rebuild stronger, more resilient infrastructure.
• Facilitated public open houses to actively involve the community, gathering feedback to refine design deliverables continuously.

By integrating the principles of PDB throughout the project lifecycle, your team can realize a robust, responsive, and responsible approach that not only meets but exceeds the requirements and expectations for your program. Owners interested in learning more about PDB can find a wealth of resources from DBIA, and other industry associations, as well as from qualified subject matter experts in the PM/CM field.

Senior Vice President, Rail and Transportation Sector Leader Thomas J. Spearing III oversees the identification, capture, and client satisfaction of the company’s rail and transportation clients. Spearing has more than 35 years of experience in the delivery of complex transportation and rail capital projects, and has forged collaborative relationships with Federal, state, and local departments of transportation and transit agencies throughout the U.S. Spearing is a well-known industry thought leader and has helped to shape public policy on transit infrastructure spending.