Best Value @ Plan
Elaboration Third
Beatrix Lock
Johannes Hiemstra
Outline
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Introduction to Rijkswaterstaat
Project: Third Beatrix Lock
Best Value Process
Metrics
Lessons Learned
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Rijkswaterstaat
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Agency of Ministry of Infrastructure and the Environment
Founded in 1798
Around 9,000 employees
Annual budget: 4 to 5 billion euros
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Procurement Strategy
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Rijkswaterstaat...
– is a leading client in the Netherlands
– focuses its attention on the users of the network
– focusing more on core tasks
– is handing over more work to the market in integrated
contracts to capture value from the market
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The project: Why?
• Growth of transport on
inland waterways
• More bigger ships in the fleet
• Berth capacity
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Project
Phases
Initiative
Exploration
Plan elaboration
Realization
Concept Decision
Initial Decision
Preference Decision
Spatial Decision
Decision Points
Third Beatrix Lock
2012-2013
2013-2014
=award contract
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Delivery Decision
Scope
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Deliverable: Concept Decision (OTB/MER) within 18 months after
awarding the contract and thereafter as soon a possible a Final
Decision
• Project goals:
1. Delivery before December 2013
2. Delivery of design during OTB/MER that meets the available
construction budget of 215,4 mln
3. Delivery of the Concept Decision within
the available budget of 2,1 mln
4. Minimization of transactions between
client and vendor
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SELECTION
Dominant
Simple
Differential
(non-technical
performance
measurements)
CLARIFICATION/
PRE-AWARD
Clarification
Technical review
Detailed technical
schedule
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MANAGEMENT
BY
RISK MINIMIZATION
Risk Management
Quality Control
Quality Assurance
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Filters
Kwaliteit van de gegadigden
Tijd
1
2a
EMVI
MEAT
3
gunning
Award
WR enand
WRR
DRDR
Selectie-,Selection
inschrijvingsen beoordelingsfase
Phase
Filters
Filter 1
Filter 2
Filter 3
-Project Capability Interviews
Past
performance (PC)
-Risk Assessment (RA)
-Value Added (VA)
-Cost
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2b
Filter 4
Identify
MEAT
Pre-
UitManagement
Clarification
Award
voering
By Risk
Phase
fase
Minimization
Filter 5
Clarification
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Filter 6
Weekly
Report
Most Economically Advantageous Tender
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Best Value during the Execution
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Quality control by client (as explained by IMT)
Preference Decision
Concept Decision
Initial
conditions
Final
conditions
Natural laws
Natural laws
Time
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Quality control by the client
Proactive
Reactive
Period
Period
Must be expert
Detailed takeoff
Minimal impact to the spatial decision
Provides regional/legal expertise Blames engineering consultant for
issues
Assists with design
Lack of perceived value
High perceived value
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Metrics
Schedule:
Delay: 0%, delivery 4 months
ahead of client schedule
Budget: 0% over budget
Change orders: 12%,
90% caused by the client
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Metrics
Quality:
no major comments
by QC Ministry,
average number of
minor comments
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Lessons Learned
• No QC by regional department, shows that client
values expertise of the vendor. Vendor steps up its
own QC and delivers high performance
• It shows that emphasis on
selecting on value with MEAT
will result in selecting the
Best Value vendor instead
of just lowest price
• BVP very useful for
engineering services
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