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Home > Project Management > Project Delivery Teams

Project Delivery Teams

by the WBDG Project Management Committee

Last updated: 07-22-2010

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Overview

Every capital project has a unique set of program goals and technical requirements that demand assembling a specialized mix of core team members and other stakeholders (a stakeholder is a party with a vested interest in a project). Successful project management involves continuous leadership of the team through successful project planning and development and through project delivery and control. It also involves establishing quality control processes for each team member to better understand those goals and objectives determined by the owners of the project. Early involvement of all parties through an integrated delivery process ensures that the expertise of the professionals involved at all stages will work to improve process and delivery stages for the project.

This section of the WBDG has been developed to assist those involved in capital design and construction programs in understanding how project teams are selected, procured, contracted, and coordinated for successful project delivery.

Assembling a Project Delivery Team

Photo of project team

Delivery teams typically include those professionals involved in the programming, planning, design, construction and sub-contractor roles for the project. Assembling the correct team is critical to achieving the best outcomes possible and minimizing risk and loss.

The extent of professional disciplines and technical specialists (often called Program Advocates) represented on the delivery team will vary depending on the extent of the managing agency's capital design and construction budget and their associated management, professional and support staff resources. Delivery team members should be identified in the Project Management Plan (PMP) and typically will include a project manager, contracting officer, owner/client representative, A-E professionals, specialty consultants, construction contractor, construction manager, and peer reviewer(s).

Contracting and Acquisition

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Project Managers work closely with agency contracting officers in assembling the project delivery team. They need to have familiarity with acquisition and contracting regulations and procedures applicable to the managing agency, but only contracting officers (often referred to as the "CO") are permitted to contract for professional and construction services on behalf of the government. The selection and procurement of contracted delivery team members on federal projects are regulated by the Office of Management and Budget (OMB), and both professional and construction services are advertised in FedBizOpps.

There are several types of acquisition regulations that apply to design and construction contracts for Federal projects:

Acquisition Regulations specify procedures for advertising work, selection stages of submissions, and contractor evaluation and selection criteria. The "Brooks Bill" is a procurement method that allows awarding projects to the best qualified, rather than lowest priced, offer. Advertisement, evaluation, and selection are followed by contract negotiation and award of the assignment. Many agencies have developed and adopted standard forms for professional services and construction contracts.

Federal budget cycle considerations will also impact the project planning process. Depending on the scale of a project, funds for site purchase, design fees, and construction costs may be spread over several budget cycles. Contracting for each phase of work may only occur after funds are requested in agency budgets and have been appropriated or authorized.

In the private sector references, past experience and certification determine who the various professional team members will be. It is important to look for experience in similar types of projects and for the credentials and recent experience of the people involved. Early contractor and designer involvement enhances this process so that all stakeholders are involved in setting the specifications for the project to more forward efficiently. It is also important to consider experience with sustainability issues to enhance project performance and the relationships with the community.

Defining Roles/Responsibilities and Team Management

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Project Managers develop and define roles and responsibilities for each team member through the use of Project Management Plans, agency handbooks/guidelines, Commissioning Plans, RFPs, Scopes of Work, and Contracts. Because project requirements and solutions evolve during the design phase (and even into the construction phase) a high degree of ongoing coordination among team members is needed for an integrated effort that will result in projects that are on time, in budget, function properly, and meet the project owner's expectations. A good quality control process provides needed documentation of the project goals and objectives and helps keep these goals at the forefront of the planning process.

Project Management Practices and Standards

Successful project management of a major, complex design and construction program requires mastery of a body of knowledge (BOK) including proficiency in project planning, development, design, scheduling, cost management, codes and regulations, contract law, and exceptional communication and interpersonal skills. These professional skills are necessary for effective and successful project leadership and improve the performance of the team as a whole.

Careers in Government

Federal agencies advertise all job announcements for architecture, engineering, and construction/project management positions in USAJobs. Each agency offers programs in professional development, internships and mentoring, and promotes career advancement opportunities. For more information on a particular agency's programs and opportunities, contact a representative directly through the Participating Agencies section of the WBDG Home Page.

Information on annual salaries (by grade and step) for federal positions can be found at the Office of Personnel Management.

For additional information on careers in Project Management, visit Project Management Institute—Career Headquarters.

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Major Resources

Photo of clock and money
  • Federal Acquisition Regulation
  • FARSite Contracting Laboratory—Information of DOD acquisition procedures.
  • FedBizOpps—FedBizOpps.gov is the single government point-of-entry (GPE) for Federal government procurement opportunities over $25,000. Government buyers are able to publicize their business opportunities by posting information directly to FedBizOpps via the Internet. Through one portal—FedBizOpps (FBO)—commercial vendors seeking Federal markets for their products and services can search, monitor and retrieve opportunities solicited by the entire Federal contracting community.

Federal Agency Links

Publications

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