By Authored by Ralph S. Spillinger in conjunction with the Federal Facilities Council, Standing Committee on Organizational Performance and Metrics, National Research Council
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Additional resources for Adding Value to the Facility Acquisition Process (Federal Facilities Council technical report)
The review team should evaluate the impact of these changes on facility performance, quality, cost, and schedule. It is almost inevitable during the construction phase that scope of work changes by the owner, errors and omissions in the plans, unknown or changed site conditions, and creative initiatives on the part of construction staff will result in recommended changes to the facility design. Design reviews in this phase should focus on assessing the impact and advisability of changes on facility performance, quality, cost, and schedule.
S. S. S. Department of Veterans Affairs Following is a summary and analysis of questionnaires returned from each of the above-listed nine agencies. In those cases in which responses were received from multiple field activities associated with a single agency, the responding field activities have also been identified. Each analysis begins with a description of the agency’s current environment and addresses four questions: • • • • What is the scope of the agency’s facilities engineering activity?
By the late 1980s, virtually every aspect of facility acquisition was being contracted out, including design programming, project design, construction, construction management, and even postoccupancy evaluations. Only the functions that were considered “inherently governmental” remained for in-house staff, involving such activities as contract scope development, procurement, contract management, and funding obligation decisions. By the mid-1990s, GSA had evolved to fully embrace project management as the basis of the organization’s core competencies.