Evaluation of Design PDF

EVALUATION OF DESIGN-BID-BUILD (D-B-B) PROJECTS WITH
AND WITHOUT AGENCY CONSTRUCTION MANAGEMENT

SHAIK ABDUL KHADER JEELANI1, J.KARTHIKEYAN2
S’ADI ASSAF3 & ASHRAF ELAZOUNI4
1
Department of Civil Engineering, SV University College of Engineering, India
2
Department of Civil Engineering, SV University,India
3
King Fahd University of Petroleum & Minerals,Saudi Arabia
4
Concordia University,Canada
Email: [email protected]
Abstract: Agency CM is a construction management system, and is a way to manage the process of construction. Agency
Construction Management when paid on hourly Fee tempts to work hours that are not needed to maximize fee. When
Agency CM is paid by Lump sum Fee or remunerated by a percentage of the Project Cost, Agency CM is only committed to
provide defined services and results for a lump sum Fee. So the Agency CM may be tempted to provide less service than
what was contracted for to increase profits and may maximize profits by cutting corners on services at risk of not obtaining
expected results. Hence there is a need for the owner to understand whether there is improvement in Project Performance
when Agency CM is contracted with any Project Delivery System. Design-Bid-Build (D-B-B), Design-Build (D-B), and
Construction Management at risk (CM at - Risk) are the three principal project delivery systems. Agency CM can be used
with any type of Project Delivery System. This necessitates a comprehensive investigation in to the performance of projects
delivered with Agency CM and projects delivered without Agency CM. This study evaluated the project performance
metrics such as Project Cost, Project Schedule and Project quality in Projects where Design-Build (D-B-B) Project Delivery
System was used with Agency CM and Projects where Design-Bid-Build Project Delivery System was used without Agency
CM. The study included literature review, designing a questionnaire, collecting data from 200 Design –Bid-Build (D-B-B)
projects of which 100 projects where Agency CM was used and 100 projects where Agency CM was not used. Analysis of
data pertaining to project performance metrics was done by using SPSS statistical software. An understanding of this study
can help an owner/client better select the D-B-B project delivery system either with or without Agency Construction
management.
Keywords: Design-Build, Agency Construction Management, Project Delivery Systems, Construction Projects, Project
performance metrics
I. INTRODUCTION : is not limited to a certain sized project, it is frequently

used on large, complex projects where the owner
A project delivery system is the comprehensive desires to supplement its in-house staff and expertise.
process of assigning the contractual responsibilities Any Agency CM is usually paid on hourly basis/lump
for designing and constructing a project. A delivery sum fee/percentage of project cost. In each of these
system identifies the primary parties taking cases, the owner has certain disadvantages.
contractual responsibility for the performance of the
work. The essential elements of any project delivery The disadvantages of Owner contracting with Agency
system are cost, time, quality and safety. Agency CM CM on hourly CM-Fee are that the Agency CM is
firms are the agents of the owners to give pre- tempted to work hours that are not needed to
construction advice on scheduling, budgeting, value maximize the fee. The Agency CM and the Owner
analysis and bidding and continue to assist the owners need to carefully monitor Agency CM’S efforts Vs
in construction phase, but doesn’t take any Results. When the Agency CM is contracted on Lump
performance risk in guaranteeing the Project cost, sum Fee/percentage of project cost, Agency CM is
Project schedule or Project quality. These risks remain committed to provide defined services and results. It
for someone else to take. requires a thorough definition of results expected from
Agency CM’S efforts and services required to attain
A common misconception is that Agency CM is a such results prior to signing Agency CM contract. The
project delivery system. An Agency CM is not disadvantage in this case is that the Agency CM may
contractually responsible for delivering the bricks and maximize profits by cutting corners on services at risk
sticks in construction. Rather responsible for of not obtaining expected results.
management services necessary to deliver
construction. Agency Construction Management is a Design-Bid-Build (D-B-B), Design-Build (D-B), and
management system based on an owner’s agreement Construction Management at risk (CM at - Risk) are
with a qualified construction management firm to the three principal project delivery systems. Agency-
provide coordination, administration and management CM can be used with any type of Project Delivery
within a defined scope of services. While Agency CM system. [1]
International Journal of Advanced Technology in Civil Engineering, ISSN: 2231 –5721, Volume-1, Issue-3, 2012
1
Evaluation Of Design-Bid-Build (D-B-B) Projects With And Without Agency Construction Management
Design-Bid-Build (D-B-B):
1. Design and Construction are separate 1. To compare the Cost Growth between D-B-B
contracts (Versus Design-Build, where the Projects with Agency CM and D-B-B
contracts are combined) Projects without Agency CM
2. The only criterion for final selection is lowest 2. To compare the Time Growth between D-B-
total construction cost ( Versus CM at Risk, B Projects with Agency CM and D-B-B
where there are other criteria in the final Projects without Agency CM
selection ) 3. To compare the Quality Performance
Design-Build (D-B): between D-B-B Projects with Agency CM
1. Design and Construction contracts are and D-B-B Projects without Agency CM
combined (Versus both Design-Build and 4. To distinguish the project performance
CM@Risk, where contracts are separate ) between Design- Bid- Build Projects With
CM @ Risk: and Without Agency CM
1. Design and Construction are separate
contracts ( Versus D-B, where the contracts III. LITERATURE REVIEW :
are combined)
2. Criteria for final selection include factors Many researchers put their efforts to
other than just lowest total construction evaluate the project delivery systems in the past.
cost(Versus D-B-B where total construction
cost is the only criterion for final selection )  Fouad Mansoor Al Sinan (1986)evaluated the
[2] construction management Contracts in
developing Countries.[3]
The efficient delivery of construction projects is  Kyungsoon Chang (2004) suggested a proper
foundation to the success of the construction industry. model for best value selection in public sector
To increase the probability of success, owners must Design Build projects. [4]
choose the appropriate project delivery systems to  Joseph A. Mannarino (2001) evaluated the
match their project needs. Most groups agree that Construction management delivery system. [5]
there is no perfect project delivery system. Every
 Edmond W.M.Lam (2004) bench marked the
project is unique and has its own unique set of Design- Build procurement systems in
challenges. Therefore, industry consensus is that every
Construction. [6]
project should be considered on a case-by-case basis
 AdetokunboA.Oyetunji and Stuart D. Anderson
to determine the most appropriate project delivery
(2001) studied the relative effectiveness of
system.
Project Delivery and Contract Strategies. [7]
Construction industry has been using D-B-B and D-B  The university of Reading Design and Build
and CM at Risk project delivery systems. The most Forum using multivariate analysis techniques
compared the cost, schedule and quality
recent period has seen an increase in the use of
performance of 332 Design Build and Design Bid
Agency CM along with these two project delivery
systems. Considerable amount of fee is paid to the Build projects built in UK. [8]
Agency CM in order to improve the efficiency of the  Mark D Konchar (1998) empirically compared
project. Is the use of Agency CM improving the the cost, schedule and quality performance of
quality of the project? Is the amount of fee paid to the Construction Management at Risk, Design-Build
Agency CM increasing the Project cost or decreasing and Design – Bid – Build delivery systems for US
the project cost? When Agency CM is used, is there building projects. [9]
any improvement in the Project time Schedule? To  Sami W. Fahmi (2005) compared the owner
answer these questions, it necessitates a expectations and actual performance of the
comprehensive investigation in to the performance of Design-Build projects. [10]
projects delivered with Agency CM and Projects  Chuck Kluenker (2001) studied the Risk Vs
delivered without Agency CM. Conflict of Interest – What Every Owner Should
Consider When Using Construction Management
This study may help an owner better select a project and stated the disadvantages in hiring an Agency
delivery system that is most suitable between the CM on hourly fee and lump sum fee was that the
Design-Bid- Build with Agency CM and the Design- Agency CM might be tempted to work hours that
Bid-Build without Agency CM. were not needed to maximize fee. Agency CM
might maximize profits by cutting corners on
This paper covers the Literature Review in brief, services at risk of not obtaining expected results.
Research Methodology, and Data analysis, Results, [11]
Testing of Hypotheses and Conclusions.  Some research (AIA 2007, Ballard and
Morris2010) consisted of opinion surveys to
II. OBJECTIVES OF RESEARCH : investigate attitudes toward specific project
2
delivery methods by owners who frequently Though various performance metrics were used by
procure design and construction services. [12] previous researchers to describe the performance of
 Several case studies of industry builders and the project delivery process, this study considered
clients, (Bruns,1997) such as the US Postal only three most important metrics namely, Cost,
service, explain variations in the way project Time, and Quality.
delivery systems are administered both privately
and in the public sector. [13] Cost Growth
 Konchar and Sanvido (1998) found that DBB This metric provides an indication of the growth of
projects generally face 5.2% more change orders the project costs over the initial award cost of Project.
than DB projects. [14] Cost growth = (Final Project Cost – Award
 Rojas and Kell (2008) studied completed Cost)/Award Cost *100
construction projects and established that the
degree of collaboration/Integration has a Where Award Cost is the Construction Contract Cost
significant relationship with the team practices including the Agency CM‘s fee
imposed by the project procurement approach. Final project cost is the final cost of construction
The research was completely survey based and including Agency CM’s fee.
made no comparison to the cost benefits achieved
on projects based on level of integration and type Time Growth
of delivery system. [15] This performance metric provides an indication of the
 Aditi Kulkarni, Zofia K.Rybhowski, and James growth of schedule (Project Time Duration) over the
Smith (2012) through cost comparison of Initial Planned Duration of the Project.
collaborative and IPD-like project delivery Time growth = (Actual Duration-Planned
methods versus competitive Non-Collaborative duration)/Actual duration*100
Project delivery methods concluded that
collaborative project delivery systems produce a Quality Measure
more reliable cost outcome for public owners. Quality was defined as the degree to which the
[16] facility met the expected facility requirements.
Quality was measured in six areas. Each was a
Despite substantial efforts in the past to evaluate measure of the actual performance versus the facility
the project delivery systems, there is no study user’s or owner’s expectations of the referenced
conducted to compare the quantifiable cost, building. The maximum scores against which the
schedule and quality performance of Design- quality scores measured were based on the
Build and Design- Bid-Build project delivery importance of the criteria.
systems with Agency CM and Without Agency
CM. To distinguish the Project performance between the
However the scope of this paper is limited to Design– Bid- Build Projects (D-B-B) with Agency
present a comparison of cost, schedule and CM and the Design- Bid- Build Projects (D-B-B)
quality attributes between the Design-Bid-Build without Agency CM, the two independent
(D-B-B) projects where Agency CM was used populations’ means were compared to test the
and the Design-Bid-Build (D-B-B) projects where hypothesis.
Agency CM was not used.
TESTING OF HYPOTHESES
IV. RESEARCH METHODOLOGY: Comparing Two Independent Populations’ Means of
D-B-B Projects with Agency CM and D-B-B Projects
This study developed and utilized a data collection without Agency CM:
instrument (Questionnaire) to obtain project specific Assumptions:
data, which was used to measure the Project Cost 1. The observations in D-B-B project delivery
Growth, Project Time Growth and Project Quality method without Agency CM are independent
scores. The data was collected from various of the observations in
contractors, Agency CMs, representatives of Owners. D-B-B project delivery method with Agency
CM.
The results were used to compare the Cost Growth, 2. The two sampled populations are
Time Growth and Quality Scores and to test several normally/approximately normally distributed.
hypotheses to measure the Performance of Design- 3. The standard deviations of the two populations
Build projects With Agency CM and Design- Build are nearly equal.
Projects without Agency CM.
Cost Growth
Hypotheses
PERFORMANCE METRICS: Null Hypothesis:
3
The mean Cost growth of D-B-B projects with µ 1≤ µ 2 where µ 1 = mean Quality Score of D-B-B
Agency CM is at least equal to the mean Cost growth projects with Agency CM.
of D-B-B projects without Agency CM. µ 2 = mean Quality Score of D-B-B projects without
µ 1≥ µ 2 where µ 1 = mean Cost growth of D-B-B Agency CM
projects with Agency CM.
µ 2 = mean Cost growth of D-B-B Alternative Hypothesis:
projects without Agency CM The mean quality score of D-B-B projects with
Alternate Hypothesis: agency CM is greater than the mean quality score of
The mean Cost growth of D-B-B projects with D-B-B projects without Agency CM.
Agency CM is less than the mean Cost growth of D- µ 1>µ 2
B-B projects without Agency CM. Using SPSS comparing means, t-test was conducted
µ1<µ2 at 0.05 significance level to test the above
hypotheses.
Time Growth/Schedule Growth
Hypotheses: V. ANALYSIS AND RESULTS
Null Hypothesis:
The mean Time growth of D-B-B projects with Data related to Cost, Schedule and Quality from 200
agency CM is at least equal to the mean Time growth projects of which 100 D-B-B projects with Agency
of D-B-B projects without Agency CM. CM, and 100 D-B-B projects without Agency CM
µ 1 ≥ µ 2 where µ 1 = mean Time growth of D-B-B were initially collected and entered in to EXCEL
projects with Agency CM. spreadsheet. Using the formulae the Cost Growth,
µ 2 = mean Time growth of D-B-B Time Growth of projects were calculated and
projects without Agency CM tabulated against each project. For measuring the
Quality, the subjective evaluation of quality
performance for difficulty in project start up was
Alternate Hypothesis: transformed to the scale of 10, 5 and 1 respectively
The mean Time growth of D-B-B projects with for low, Medium and High. For number and
agency CM is less than the mean Time growth of D- magnitude of callbacks the scale was 10, 5, 1 for
B-B projects without Agency CM. none, a few, many respectively. For
µ 1 < µ2 operating/maintenance cost of the building was 10, 5,
1 for none, a few, many respectively. Similarly the
Quality Performance quality performance related to quality of
envelop/roof/structure/foundation, quality of interior
Hypotheses: space/layout and quality of environmental system to
Null Hypothesis: meet the expectations was transformed to the scale of
The mean quality score of D-B-B projects with 5,8,10 respectively for the lowest, average and the
agency CM is at most equal to the mean quality score highest. The quality scores were tabulated against
of D-B-B projects without Agency CM. each project. SPSS was used for data analysis.
Figure 1: Quality Scores Histogram Figure 4: Normal Q-Q Plot of Quality Scores
for DBB Projects with Agency CM for DBB Projects without Agency CM
4
Figure 2: Normal Q-Q Plot of Quality Scores Figure 5: Quality Scores for DBB Projects
for DBB Projects with Agency CM with and without Agency CM
Figure 3: Quality Scores for DBB Projects Figure 6: Time Growth Histogram for DBB Projects
without Agency CM
with Agency CM
Figure 7: Normal Q-Q Plot of Time Growth Figure 10: Time Growth for DBB Projects
for DBB Projects with Agency CM with and without Agency CM
Figure 8: Time Growth Histogram Figure 11: Cost Growth for DBB Projects
for DBB Projects without Agency CM with Agency CM
5
Figure 9: Normal Q-Q Plot of Time-Growth for DBB

Projects without Agency CM Figure 12: Normal Q-Q Plot of Cost Growth for
DBB Projects with Agency CM
Figure 13: Cost Growth Histogram for Figure 16: Frequency Distribution of Time Growth in
DBB Projects without Agency CM Design- Bid-Build Projects
Figure 17: Frequency Distribution of Cost Growth in

Figure 14: Normal Q-Q Plot of Cost Growth Design-Bid-Build Project
for DBB Projects without Agency CM
Figure 18: Frequency Distribution of Quality Scores in

Figure 15: Cost Growth for Design-Bid- Build Projects Design-Bid-Build Projects
with and without Agency CM
6
Design-Bid- Build Quality Score
Table-1: Quality Scores- Case Processing Summary and Descriptive

Statistics of Design-Bid-Build (D-B-B) Projects with and Without Agency CM
Table 2: Test of Normality of Performance Metrics of DBB Projects’

Quality Scores with and without Agency CM
Design-Bid- Build Time Growth:
Table-3: Time Growth – Case Processing Summary and Descriptive

Statistics of Design –Bid- Build (D-B-B) Projects with and Without Agency CM.
7

Time Growth with and without Agency CM
Design-Bid- Build Cost Growth
Table-5: Cost Growth – Case Processing Summary and Descriptive

Statistics of Design –Bid- Build (D-B-B) Projects with and Without Agency CM.
8

Cost Growth with and without Agency CM
Design-Bid- Build Projects – T- Test
9
Table7: Group Statistics of Cost Growth, Time Growth and Quality Score
In D-B-B Projects with and without Agency CM
Group Statistics
Design-Bid-Build N Mean Std. Deviation Std. Error Mean
Time - Growth With Agency CM 100 15.0440 2.83065 .28307
Without Agency CM 100 36.9985 3.11152 .31115
Cost - Growth With Agency CM 100 16.2400 2.97915 .29792
Quality - Score With Agency CM 100 39.0100 12.09766 1.20977
Table 8: T-Test Independent Sample Test for Cost Growth, Time Growth
and Quality Scores in D-B-B Projects with and Without Agency CM.
Cost Growth with Agency CM is at least equal to the mean Cost

The mean Cost growth in D-B-B projects without growth of D-B-B projects without agency CM” is
Agency CM =36.96 (Table-7) rejected. The alternate hypothesis, “the mean Cost
The mean Cost growth in D-B-B projects with growth of D-B-B projects with Agency CM is less
Agency CM = 16.24 (Table-7) than the mean Cost growth of D-B-B projects without
T-test for Equality of means (Table-8) illustrates that Agency CM” cannot be rejected.
at 95% confidence interval of the difference, there is
significant difference in means of Cost growth of D- Time Growth
B-B projects with Agency CM and Cost growth of D- The mean Time growth in D-B-B projects without
B-B projects without agency CM. Hence the null agency CM=37 (Table-7)
hypothesis, “the mean Cost growth of D-B-B projects
10
The mean Time growth in D-B-B projects with Clients/Owners for providing the project data and
agency CM= 15.04 (Table-7) extending cooperation for successful completion of
T-test for Equality of means (Table-8) illustrates that this research.
at 95% confidence interval of the difference, there is
significant difference in means of Time growth of D- VIII. REFERENCES
B-B projects with Agency CM and Time growth of
D-B-B projects without agency CM. Hence the null [1]. Page-11, Chapter-1,The Associated General Contractors of
America (AGC) Publication-Second Edition- Project
hypothesis, “the mean Time growth of D-B-B Delivery System for Construction.-2004
projects with Agency CM is at least equal to the mean
Time growth of D-B-B projects with Agency CM” is [2]. Pages6-7, Chapter-1,The Associated General Contractors of
rejected and the alternate hypothesis “the mean Time America (AGC) Publication-Second Edition- Project
Delivery System for Construction.-2004
growth of D-B-B projects with Agency CM is less
than the mean Time growth of D-B-B projects [3]. Fouad Mansoor Al Sinan –‘Evaluation of construction
management Contracts in developing Countries.(Ph.D Thesis
without Agency CM cannot be rejected.
,Purdue University, USA).May,1986
Quality Performance [4]. Kyungsoon Chang – Multiattribute Weighing Models for best
value selection in public sector Design- Build projects.(Ph.D
The mean Quality Score in D-B-B projects with Thesis, University of Colorado, USA ).-2004
Agency CM=39.01(Table-7)
The mean Quality Score in D-B-B projects without [5]. Joseph A. Mannarino- “Evaluation of the Construction
management delivery system and establishing a model for
Agency CM=21.42(Table-7) selection- A qualitative approach (Ph.DThesis,University of
T-test for Equality of means (Table-8) illustrates that New York at Buffalo,USA)- May2001.
at 95%Confidence Interval of the difference, there is [6]. Edmond W.M.Lam- “Bench marking Design- Build
significant difference in means of Quality Score of D- procurement systems in Construction” (The Hongkong
B-B projects with Agency CM and Quality Scores of Polytechnic University, People’s republic of China).-2004
D-B-B projects without Agency CM. Hence the null [7]. Adetokunbo Adegboyega Oyetunji “ Methodology for
hypothesis, “the mean quality score of D-B-B Selecting Project Delivery and Contract Strategies for Capital
projects with Agency CM is at most equal to the Projects” – Ph.D Dissertation- Texas A&M -University –
mean quality score of D-B-B projects without Agust,2001
Agency CM” is rejected. The alternate hypothesis, [8]. The university of Reading Design and Build Forum-
“the mean quality score of D-B-B projects with Comparison of the cost, schedule and quality performance of
Agency CM is greater than the mean quality scores of 332 Design Build and Design Bid Build projects using
multivariate analysis techniques built in UK.
D-B-B project without Agency CM”, cannot be
rejected. [9]. Mark D Konchar and Victor Sanvido “Comparison of US
Project Delivery Systems”(Ph.D Thesis, The Pennsylvania
state University ,USA)- December,1997
VI. CONCLUSION
[10]. Sami W. Fahmi- “Comparative Analysis of Expected and
Actual Performance of Public Design Build Projects”(Ph.D
The study of performance evaluation of Design-Bid- Thesis, University of Calgary, Canada).April,2005
Build (D-B-B) Projects with Agency CM and
[11]. Chuck Kluenker, Risk Vs Conflict of Interest- What Every
Without Agency CM shows that the Cost Growth and Owner Should Consider When Using Construction
Time Growth are more in the case of Design- Bid- Management-CM eJournal, January,2001
Build Projects where Agency CMs are not used than
[12]. American Institute of Architects, The Integrated Project
the Design-Bid- Build Projects where Agency CMs Delivery(2007): A guide v.1,AIA National/AIA California
are used. The quality performance of the D-B-B Council,62pp
Projects with Agency CM is also found to be better
[13]. Bruns,T.A.(1997) “ Preproject planning in the university of
than the D-B-B projects without Agency CM. Though Texas System” M.S. Thesis, University of Texas, USA,40-56.
the remuneration payable to the Agency CM as a
[14]. Konchar ,M.,& Sanvido V.(1998) “ Comparison of US Project
monthly fee, Lump sum Fee or as a percentage of the delivery systems” Journal Construction Engineering and
project has a conflict of interest of the Project Time management,124(6) 435-444.
Growth, and Project Cost Growth, this study suggests
[15]. Rojas,E., Kell .I.(2008) “ Comparative Analysis of Project
that the Owners/Clients may select the Design-Bid- Delivery Systems cost performance in pacific northwest public
Build project Delivery System with Agency CM schools.” Journal of Construction Engineering management,
compared to Design-Bid- Build Project Delivery 397(2), 10-17.
system without Agency CM, despite the considerable [16]. Aditi Kulkarni,Zofia K.Rybhowski and James Smith 2012 “
amount of fee required to be paid to Agency CM Cost Comparison of Collaborative and IPD-like Project
firms. delivery methods versus Competitive Non-Collaborative
Project Delivery methods. Proceedings for the 20th Annual
Conference of the International Group for Lean Construction.
VII. ACKNOWLEDGEMENTS:
[17]. Greg Cunningham,AIA, Commissioning Large Public Projects
The Authors wish to thank particularly the General Using Construction Management at Risk-National Conference
on Building Commissioning, May4-6,2005
Contractors, A/Es, and representatives of the
11
[18]. US Army Corps Of Engineers-Technical requirements for [23]. Marwa A. El Wardani; John I. Messner; Michaelk J. Horman-
Design Build Projects.1st July,1998 Comparing Procurement Methods for Design Build Projects.
[19]. Tyson Building Corporation- Design- Build, Design-Bid – [24]. Florence Yean Yng Ling; SweeLean Chan; Edwin Chong;
Build and Contract Management- How to select the one that and Lee Ping Ee- Predicting Performance of Design Build
is right for you! and Design- Bid- Build Projects.
[20]. AIA Minnesota- A society of the American Institute of [25]. Michael Loulakis – Evaluating Project Delivery Systems an
Architects-Understanding Project Delivery for design and Owner’s Manual.
Construction of Public Buildings
[26]. Thomas R.Warne,P.E. and Jeffrey L. Beard – Project
[21]. J.K.Yates and Leslie C. Battersby-Master Builder Delivery Delivery Systems Owner’s Manual.
System and Designer Construction Knowledge.
[27]. Al-Sinan,Fouad M; and Hancher, Donn E. Facility Project
[22]. Dong-Eun Lee and David Arditi- Total Quality Performance Delivery Selection Model. Journal of Management in
of Design/Build Firms Using Quality Function Deployment. Engineering.

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EVALUATION OF DESIGN-BID-BUILD (D-B-B) PROJECTS WITH

AND WITHOUT AGENCY CONSTRUCTION MANAGEMENT

I. INTRODUCTION : is not limited to a certain sized project, it is frequently

Figure 9: Normal Q-Q Plot of Time-Growth for DBB

Figure 17: Frequency Distribution of Cost Growth in

Figure 18: Frequency Distribution of Quality Scores in

Design-Bid- Build Quality Score

Table-1: Quality Scores- Case Processing Summary and Descriptive

Table 2: Test of Normality of Performance Metrics of DBB Projects’

Design-Bid- Build Time Growth:

Table-3: Time Growth – Case Processing Summary and Descriptive

Table 4: Test of Normality of Performance Metrics of DBB Projects’

Design-Bid- Build Cost Growth

Table-5: Cost Growth – Case Processing Summary and Descriptive

Table 6: Test of Normality of Performance Metrics of DBB Projects’

Design-Bid- Build Projects – T- Test

Design-Bid-Build N Mean Std. Deviation Std. Error Mean

Time - Growth With Agency CM 100 15.0440 2.83065 .28307

Without Agency CM 100 36.9985 3.11152 .31115

Cost - Growth With Agency CM 100 16.2400 2.97915 .29792

Without Agency CM 100 36.9640 2.69378 .26938

Quality - Score With Agency CM 100 39.0100 12.09766 1.20977

Without Agency CM 100 21.4200 1.90788 .19079

Cost Growth with Agency CM is at least equal to the mean Cost

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