Best Value Implementation Program For Contractors by Michele ...

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structure. Tools exist within the best value environment that assist clients and contractors with the management and quality control of projects. Utilizing these existing tools as the basis for an implementation program, along with a better understanding of the best value environment and the characteristics of an organization that thrives within it will improve performance. This can be demonstrated through the attainment of the following objectives: 1. Define the best value environment 2. Identify the attributes that make up a best value contractor 3. Develop a measurement tool to assess an organization’s attributes 4. Develop a process that can transform a contractor into a best value contractor utilizing existing tools Methodology This research hypothesized that a low-bid contractor that moves from reactive to proactive, from a bureaucratic/non-accountable to an accountable organization, from a relationship based/non-measuring to a measuring entity, and to a contractor who manages and minimizes the risk that they do not control will perform better within the best value environment. The hypothesis was tested through the following actions: 1. Perform a literature search to define the best value environment. 2. Correlate attributes with high performance in the best value environment. 13
3. Develop a measurement tool that measures those attributes within an organization. 4. Determine through a case study if results of the measurement tool correlate with greater project performance. 5. Create a process that assists contractors with implementing best value attributes within their organization 6. Test created process <strong>by</strong> measuring the contractor using the measurement tool. Summary This thesis documents the testing of the research hypothesis through identifying the best value environment, the attributes of a best value vendor, and developing tools that will transform a contractor operating in the low-bid environment to a contractor that understands the best value environment and how to be successful within that environment. Not only must the contractor understand the importance of an effective transition from a low bid contractor to a best value environment, but the contractor must also address the key components of differentiation and performance. Within these two sectors, it is also necessary to correlate these practices with outstanding quality, reputation, stable pricing structure, and an environment that produces the best monetary and quality value for both contractor vendor, and client. In order to understand the concept of a best value environment, we will look at the definitions of a best value environment and its relation to 14
Page 1 and 2: Best Value Implementation Program F
Page 3 and 4: TABLE OF CONTENTS ii Page LIST OF T
Page 5 and 6: Risk Management as Industry Challen
Page 7 and 8: CHAPTER Page Implementation Tool Re
Page 9 and 10: LIST OF FIGURES Figure Page 1. Perf
Page 11 and 12: competition. Many attempted to cut
Page 13 and 14: Moreover, the traditional low-bid a
Page 15 and 16: Emphasis then is placed on contract
Page 17 and 18: 6. High turnover rates. 7. High ins
Page 19 and 20: projects faster, and reduce the cos
Page 21: has a low bid mentality within a be
Page 25 and 26: The development of a survey to supp
Page 27 and 28: construction provided insight into
Page 29 and 30: competition, particularly on the ba
Page 31 and 32: control. Managing and minimizing te
Page 33 and 34: Contractor must be the expert and o
Page 35 and 36: price in procurement, manages risk
Page 37 and 38: elationship: performance = f (abili
Page 39 and 40: Razek, 1997). Maloney, using his mo
Page 41 and 42: well as a tool for managers to esta
Page 43 and 44: Figure 5. Plan-Do-Check Check-Act A
Page 45 and 46: measures are also intended to demon
Page 47 and 48: Table 1 Strategic Plan Element and
Page 49 and 50: • What products or services are p
Page 51 and 52: Customer Satisfaction Focus The org
Page 53 and 54: enterprise. Poister & Streib (1999)
Page 55 and 56: focused on the organization's missi
Page 57 and 58: survey by management consultant KPM
Page 59 and 60: Good risk management involves the e
Page 61 and 62: 4. Unforeseen events 5. Inaccurate
Page 63 and 64: addition to positive customer respo
Page 65 and 66: it becomes obvious that continuous
Page 67 and 68: ago, one of the key factors in effe
Page 69 and 70: Another step to gaining efficiencie
Page 71 and 72: capacity to guide organization chan
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CHAPTER 3 - Attribute Measurement S
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have facilitated a change from low-
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weekly basis, so if there is a devi
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to a best value organization and, b
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team. It can also be concluded that
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implementation tools be consistentl
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step is to implement it within the
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unintended behavioral effect, imple
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attributes. Track changes in custom
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• Follow up with employees after
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Table 4 Example of a milestone sche
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RISK to schedule: Timely transition
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potential risk items are identified
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for the attributes identified durin
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saw this opportunity to participate
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measurements but also allows the or
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The result was less, more concise c
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tools. This quantifiable research d
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a. Defined by the CIS as high compe
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contractors must be prepared to und
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REFERENCES Abdel-Razek, R.H. (1997)
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Deming, W. E. (1982, 1986). Out of
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Kale, S. & Arditi, D. (2002). Compe
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Technology (IT) Infrastructure with
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APPENDIX A ATTRIBUTE MEASUREMENT SU
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16 Do you manage risks that you don
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CONTRACTOR SURVEY RESULTS 1 2 3 4 5
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% over budget CONTRACTOR PERFORMANC
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% over budget % over budget due to
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Contractor B continued % over % ove
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Page 137 and 138:
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APPENDIX D HFS COMPANY’S SURVEY R
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APPENDIX E HFS COMPANY’S PERFORMA
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Project # HFS Company Performance I
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APPENDIX F HFS COMPANY’S PERFORMA
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• 2 points for obtaining a profes
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EXAMPLE TRAINING INF INFORMATION PI
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2. List of action items and/or info
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