What Is A Project Delivery Agreement

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From the application and development of project implementation systems, it is obvious that they develop with the development of economic society. More than 200 years ago, combined delivery systems (i.e. the simultaneous provision of design and construction services, such as the modern DB method) were widely used in US infrastructure projects, but brought with them many quality and safety issues that made people understand that the DB method was not appropriate at the technical and managerial level of the time [10]. Therefore, at the beginning of the last century, DB was limited to federal projects, and the application of the DBB was made mandatory in 1926 by the Public Buildings Act. In the 1980s, however, DB again attracted more attention with the development of engineering technologies and management theories as well as the size and complexity of projects [10]. Until the end of the last century, the private sector market continued to grow and was increasingly used in the public sector. Some studies focus on specific industries such as transportation projects [25, 38-41] and water and wastewater projects [42-44], which allow us to compare different industries and thus help us learn more about the differences. However, some studies do not fully support this conclusion. For example, in 2002, research conducted by the Construction Industry Institute (CII) and funded by the National Institute for Standards and Technology (NIST) measured the impact of DB and DBB delivery systems on the performance of industrial construction projects. This study concluded that db projects submitted by the owner outperformed DBB projects in terms of cost, schedule, changes, rework, and practical use, although statistically significant differences were only found for timing, changes, rework, and practical use. DB projects submitted by contractors outperformed DBB projects overall in terms of modifications, rework, and practical use, but the difference was statistically significant only for the performance of changes, while DB projects submitted by contractors overall outperformed DB projects on time and the difference was statistically significant (CII and NIST, 2002). Yun and Jung present the development, validation and implementation of a comprehensive and innovative project performance measure specifically designed for architecture, engineering and construction (AEC) projects. The Project Quarterback Rating (PQR) combines a project`s kpis into a single number to provide a basis for quantifying a project`s success.