Exhibit 4.2: Keys for Feasibility Study Success
Set Expectations
The GSA team, rather than the Feasibility Study contractor, acts as the leader and sets expectations. Feasibility Study expectations
often last throughout the project's lifetime. Make sure that all stakeholders understand the Feasibility Study process and
the status of alternatives. A customer or community who understands the process and their role can be the project's greatest ally.
Customize the Scope of Work
Standard scopes of work are invaluable tools, but only a starting point. Ensure that each Feasibility Study is focused, complete,
and on time by customizing the scope of work to meet a project's specific requirements.
Emphasize the Project Management Plan
Create a Project Management Plan at the beginning of the Feasibility Study process and update it throughout. Use the PMP as a
tool to focus the efforts of the team, the customer, and the contractor.
Ensure In-House Knowledge
GSA holds responsibility for the general understanding of the project, from housing plans and phasing, to community coordination
and procurement methods. GSA's in-house team must have in-depth knowledge of the project and be able to answer questions
in support of the project throughout the approval process. The team may hold important roles in the future (during the site
selection, design, or construction phases) and continue to support the project over the long term. The Feasibility Study contractor
develops project costs, but the regional Office of Real Property Asset Management must conduct the analyses required for
the Capital Program.
Keep the Feasibility Study Team Engaged
Assemble a broad-based team early and keep them involved. In-house GSA experts and customers are crucial to help set
strategy, ensure an effective Feasibility Study, and manage expectations prior to the Capital Program submission. After the
program is submitted, the team should be ready to respond to questions from national stakeholders.
Evaluate a Broad Range of Alternatives
Examine all reasonable options to meet customer needs and project requirements. Start broadly and refine the alternatives during
the Feasibility Study. Only limited-scope projects, such as single-system projects, should begin the Feasibility Study with pre-
defined solutions.
Conduct the PDRI Process
Using the Project Definition Rating Index (PDRI) process can help to identify strengths and weaknesses in the Feasibility Study and
Prospectus early on. See the Planning Call for more details on the process and its requirements.
55
Previous Page
