Design-Build Project Execution Framework

Design-build delivery uses a single contract to unite the owner with one integrated team (typically the GC,
architects, and engineers) responsible for both design and construction 1 . This framework outlines all key
phases – from initial inquiry/tender to project closeout – listing external milestones and internal workflows
side by side. Each phase section specifies external activities, internal office tasks, responsible departments,
and key deliverables, ensuring that design, engineering, construction, procurement, finance, cost control,
HR, administration, document control, and management stay synchronized. A strong emphasis on
centralized documentation and communication (so that all stakeholders share a single source of truth)
underpins the process 2 .

1. Inquiry / Tender Phase

• External Activities: Respond to owner’s RFQs/RFPs, attend site visits/pre-bid meetings, and clarify
requirements. Engage with the client to understand scope, budget, site constraints and scheduling.
(E.g. the owner finalizes the RFP and invites proposers to bid 3 .)
• Internal Activities: Assemble the bid team and conduct feasibility reviews. Prepare preliminary
designs or sketches, and an initial work breakdown (scope outline). Develop a rough cost estimate
(budget, BOQs) and schedule. Perform risk and compliance checks (site studies, basic code review,
tax/VAT implications, insurance requirements). Coordinate in-house reviews of scope, pricing, and
value-engineering options. Compile the proposal package (technical approach, methodology,
assumptions, contract terms).
• Responsible Departments: Project Management (lead bid strategy, coordinate team), Design/
Engineering (prep concept sketches, performance criteria), Cost Control/Estimating (budget and bid
price), Finance (budget authorization, tender bonds/funding review), Procurement (prequalify

1
 suppliers/subcontractors for pricing input), Administration/Document Control (organize RFP
documents, maintain log of queries), HR (assign personnel to bid team as needed).
• Key Deliverables: Bid proposal or tender submission, including concept drawings, technical
narrative, scope breakdown, preliminary cost and schedule, assumptions list, risk register, and
compliance statements. These deliverables align with the RFP and focus on offering value (not just
lowest price) 3 .

2. Contract Signing Phase

• External Activities: Negotiate and finalize the design-build contract with the owner. Resolve any
scope or scope-exclusion issues. Obtain the owner’s signature and issue of a Notice to Proceed.
Arrange any required performance bonds, letters of credit, or guaranties.
• Internal Activities: Execute internal agreements (e.g. partner/JV agreements if applicable). Finalize
pricing: adjust bid estimates to contract sums. Set up project budget baselines and cash-flow plans.
Arrange financing or payment schedules and register for any project-specific tax or VAT accounts if
required by local law. Confirm or obtain insurance policies (builders’ risk, liability, etc.) and bonds at
contract levels. Mobilize core project team: confirm staffing, initiate inductions/training. Establish
project document systems (project folder structure, CDE) and issue a project kickoff.
• Responsible Departments: Project Management (contract review, kickoff planning), Legal/
Administration (prepare and archive contract and insurance documentation), Finance (setup project
accounts, confirm funding/tax treatments), Procurement (place orders for critical long-lead materials
or equipment), HR (assign project staff, manage subcontractor agreements if in-house), Document
Control (file contract and baseline documents).
• Key Deliverables: Executed design-build contract, signed subcontracts/Purchase Orders for long-
lead items, project charter or kickoff package (including scope baseline, schedule, project execution
plan outline, and health & safety plan), finalized insurance/certificates, and project budget and cash-
flow documents.

3. Concept Design Phase

• External Activities: Hold design workshops or reviews with the owner and key stakeholders. Obtain
preliminary input from authorities (planning pre-application meetings, utility feasibility checks,
environmental scoping). Coordinate early permitting strategy (e.g. concept approvals, zoning
clearances). Consult subcontractors/suppliers on innovative solutions or costs if needed.
• Internal Activities: Develop schematic designs and conceptual models (architectural massing, site
layout, initial system layouts). Use BIM/3D tools if available to visualize concepts. Refine project
requirements and performance criteria. Update the project scope and sequencing. Conduct value
engineering to meet budget targets. Prepare a refined cost estimate (budget reforecast) and high-
level schedule. Hold integrated design reviews (architects, engineers, builders) to ensure
constructability. Log design decisions and changes.
• Responsible Departments: Design (architects, structural/mechanical engineers leading concept
generation), Engineering (civil, MEP integration), Project Management (coordinate design schedule
and reviews), Cost Control (validate design against budget, risk register updates), Procurement
(identify early equipment/vendors for costing), Document Control (manage drawing versions, log
approvals), Finance (monitor spend vs estimate).
• Key Deliverables: Conceptual design package: schematic drawings/models, outline specifications,
updated cost estimate, preliminary schedule, and project requirements document. These should

2
 “settle on realistic contract terms,” performance requirements, schedule and budget 4 . Achieving
owner signoff on concept allows final pricing. A feasibility report or design development report may
be issued.

4. Detailed Design Phase

• External Activities: Present detailed design submissions to the owner for review/approval. Address
any owner or authority comments on the designs. Coordinate with external consultants for site/civil
utilities, geotechnical, environmental reporting. If required, engage in public consultations or
neighborhood meetings.
• Internal Activities: Produce full construction documents: complete architectural, structural, and
MEP drawings and specifications. Finalize BIM coordination (clash detection/resolution) and models.
Conduct detailed design reviews and quality checks. Develop comprehensive submittal lists. Update
the bill of quantities and project cost plan with precision. Finalize work breakdown structure and
convert it into a detailed project schedule with tasks and milestones. Complete detailed risk analysis,
safety plans, and quality plans. Ensure document control procedures (issue/revise drawings with
clear versioning).
• Responsible Departments: Design/Engineering (prepare and check all detailed plans, specs, BIM
models); Construction Management (review designs for buildability, update methods); Project
Management (track design timeline and integrate feedback); Cost Control (monitor budget impacts
of final design); Procurement (prepare final vendor scopes and tender packages); Document Control
(issue controlled documents, archive older versions).
• Key Deliverables: Complete Construction Documents (ready-to-build drawings and specifications), a
finalized BIM model (if used), updated master schedule, and a locked-in project budget. All
documentation should be adequate for tendering trades and for permit submission. For example,
standard contract documents (plans and specs) are typically prepared for bidding and construction
5 .

5. Authority Approvals (Permitting) Phase

• External Activities: Submit permit applications to local authorities (building permit, zoning/land-
use, environmental clearances, utility connections, fire and safety approvals, etc.). Schedule and
manage required inspections (e.g. building, electrical, plumbing tests). Obtain approvals/licenses
and pay any required fees. Coordinate with tax authorities or agencies for project-specific VAT/tax
registrations if applicable. Update or purchase construction insurance policies (e.g. builder’s risk) as
work progresses.
• Internal Activities: Compile permit application packages (consisting of detailed drawings, reports,
and compliance statements). Track application status and respond to authority comments (redline
revisions, variances). Engage specialty consultants if needed (e.g. traffic engineer, arborist). Ensure
final designs meet all applicable codes and regulations. Maintain logs of submissions, permits, and
inspections. Update compliance checklists and health-safety plans. Incorporate any code-required
changes into final design. Manage coordination between project schedule and permit lead times.
• Responsible Departments: Project Management (liaison with authorities, monitor schedule impact),
Design/Engineering (prepare and revise permit drawings), QA/Compliance (ensure all code and
contract conditions are met), Finance (budget for fees, manage escrow or cash reserves for fees),
Cost Control (track additional costs for compliance), Document Control (file issued permits and
revisions).

3
 • Key Deliverables: Obtained permits and approvals for construction (e.g. building permit, occupancy
certificate after completion, etc.), compliance certificates, insurance endorsements, and a final
approved set of drawings/conditions. As one source notes, contractors typically “get to work pulling
permits for everything from utility work to building code requirements” 6 . Final permit
documentation enables lawful site work to begin.

6. Procurement Phase
• External Activities: Issue bid packages or RFQs to subcontractors (trades) and material suppliers.
Conduct pre-bid meetings or site clarifications. Receive and evaluate bids, then select and negotiate
contracts with preferred subcontractors and vendors. Coordinate deliveries of equipment and bulk
materials. Manage any required import/customs procedures (VAT on imports) and inspection of
incoming goods.
• Internal Activities: Develop detailed procurement documents based on final design (scopes of
work, specifications, quantities). Award subcontracts and purchase orders; obtain all necessary
internal approvals (management sign-offs, budget clearance). Schedule delivery dates for long-lead
items and plan just-in-time deliveries. Set up procurement tracking (lead-time logs, procurement
status reports). Update project cost baseline and cash-flow forecasts with awarded prices. Establish
contracts with quality and safety terms. Maintain a procurement register and contract document
library.
• Responsible Departments: Procurement (lead all supplier and subcontractor sourcing, contracting,
purchase orders); Cost Control/Estimating (analyze bids, compare with budget, update cost tracking);
Finance (process vendor payments, manage letters of credit or advance payment terms, apply VAT
rules); Project Management (integrate procurement schedule, support negotiations); Document
Control (archive contracts and correspondence).
• Key Deliverables: Executed subcontractor agreements and purchase orders for all scopes and
materials. A procurement log summarizing vendor selections, contract values, and delivery
milestones. Updated budget and cash-flow reflecting actual contract awards. All materials/
equipment required for construction should be ordered or on schedule. In this phase, “the project
team orders, purchases, or rents all the materials, tools, and services necessary to complete the
project” 7 .

7. Construction Execution Phase

• External Activities: Mobilize to site: set up site facilities (offices, storage, fences), establish utilities.
Coordinate with authorities for site inspections (foundation, framing, mechanical, etc.) at each
milestone. Manage subcontractor crews and supplier deliveries on site. Conduct progress meetings
with the owner and stakeholders. Ensure compliance with any ongoing permits (e.g. environmental,
safety) and update insurance (increase coverage as value grows). Facilitate client site visits and status
demonstrations.
• Internal Activities: Implement the construction plan: execute work per schedule and drawings.
Supervise subcontractors’ work, enforce quality control (inspections, tests, punch lists), and safety
protocols (daily tool-box talks, incident reports). Track progress: update work breakdown and
schedule (CPM/PERT) regularly, adjust for delays or changes. Process field change orders (design
changes, unforeseen conditions) in coordination with the client. Manage documentation: issue RFIs,
submittals, daily reports, meeting minutes, and revised drawings. Maintain cost control: process
contractor pay applications, validate completed quantities, and update forecasts. Administer HR on

4
 site: crews’ time sheets, payroll, and any training or inductions. Regularly update the central
document repository (as-built data accumulation).
• Responsible Departments: Construction (site superintendents, foremen – lead physical execution,
safety, and quality); Project Management (overall coordination, reporting, client interface); Quality
Assurance/Control (inspection, testing, compliance); HSE (safety officer ensures compliance with
safety plan); Procurement (manage material supply continuity, expedite as needed); Cost Control
(monitor actual spend vs budget, approve payments); Finance (issue progress invoices, manage
retainage and cash flow); Document Control (log and file daily reports, change orders, updated
drawings); HR (manage site personnel matters).
• Key Deliverables: Completed construction work according to design (structure, envelope, finishes,
and systems). Progress deliverables include updated schedule reports, cost reports, daily logs,
inspection and test certificates, change order logs, and progress invoices. A robust example: the
design-build team “handles subcontracting, daily management and scheduling, and reporting back
to the owner” during construction 8 . All this leads to a safe, quality-checked construction complete
as per specifications.

8. Handover Phase
• External Activities: Arrange and conduct final inspections and testing with authorities (e.g. fire
marshal, health/safety). Coordinate the owner’s final walkthrough and acceptance. Obtain the
Certificate of Occupancy (or local equivalent). Deliver “keys” to the owner and facilitate occupancy.
Provide owner training on building systems and operations (e.g. HVAC, security systems).
• Internal Activities: Complete punch-list items (address defects or incomplete work) promptly.
Finalize commissioning of systems (balancing HVAC, testing electrical, etc.). Clean and demobilize the
site (remove temporary facilities, return rented equipment). Compile and hand over as-built
documentation: final drawings, BIM model updates, maintenance manuals, warranties, and record
submittals. Prepare project closeout packages. Conduct final safety inspection. Reconcile project
accounts: close out subcontractor payments, release retainage, handle warranty bonds. Transition
remaining staff as work winds down.
• Responsible Departments: Construction (complete remaining works, cleanup, demobilization);
Quality/QA (perform final QC inspections, issue compliance certificates); Project Management
(coordinate handover schedule, finalize documentation, manage client handover process); Finance
(prepare final payment application, settle accounts, manage tax/VAT reconciliation); Administration/
Document Control (compile as-builts, operation manuals, archive project records); Client Services/
Training (if separate, for system handover).
• Key Deliverables: Final project turnover package, including certified as-built drawings and BIM,
operations & maintenance manuals, equipment warranties, and regulatory compliance documents.
Formal handover documentation (completion certificates signed by owner). For example, in closeout
the contractor “reviews the project with the owner and provides any documentation the owner
requires” 9 . By this point all paperwork is consolidated for the client.

9. Post-Completion Phase
• External Activities: Provide warranty service or maintenance support as per contract. Address any
post-occupancy fixes or latent defects reported by the owner. Liaise with authorities on any final
compliance issues (e.g. energy efficiency certificates, final tax filings). Close out utility and site
accounts.

5
 • Internal Activities: Finalize project accounts and financials: issue any final invoices, reconcile
change orders, and close the job ledger. Release performance bonds or guarantees if held. Conduct
a project post-mortem review: document lessons learned, success metrics, and team performance
evaluations. Archive all project documentation in the records system (drawings, contracts,
correspondence, compliance records) for future reference. Demobilize remaining personnel; arrange
final payroll and team debriefs. Update company templates (cost benchmarks, risk logs) with actual
data from the completed project.
• Responsible Departments: Project Management (compile project closeout report, capture lessons
learned, client handover sign-off); Finance/Accounting (final audit, tax and VAT return, budget vs
actual analysis); HR (process staff releases or reassignments, final evaluations); Document Control
(ensure all project records are archived and accessible); Legal (if any claims/warranties to settle).
• Key Deliverables: A finalized project closeout report (including financial summary, schedule
performance, and lessons learned) 10 . Fully archived project files (as-built documents, contracts,
warranties, inspection records) securely stored. Official client acceptance of project completion. All
resources are demobilized and obligations closed. As noted, “assembling project-related
documentation and getting it in the hands of the owner is one of the final steps” of construction
closeout 11 .

Sources: Industry literature on design-build project delivery and construction management phases 1 12
6 7 8 9 13 11 2 . The above framework synthesizes best practices across project management,

construction, and design-build guidelines.

1 3 4 8 9 12 The Design-Build Method of Project Delivery Explained | Procore

https://www.procore.com/library/design-build-construction

2 6 Steps You Need for Successful Design-Build Project Management

https://resources.kahua.com/blog/steps-required-for-successful-design-build-project-management

5 7 10 11 13 5 Essential Phases of Construction Project Management

https://www.jonasconstruction.com/phases-of-construction-project-management/

6 Phases of a Construction Project: 6 Phases Explained | Procore

https://www.procore.com/library/construction-project-management-phases