Exhibit 5.2: Keys for PDS Success
Emphasize the Project Management Plan (PMP)
Create a PMP at the beginning of the PDS process and revise it throughout. Use it as a tool to focus the efforts of the PDS team,
the customer, and the contractor.
Keep the PDS Team Engaged
Assemble a broad-based team early and keep members involved. In-house GSA experts and customers are crucial to help set
strategy, ensure an effective PDS, and manage expectations.
Re-Evaluate the Feasibility Study
Reconsider the Feasibility Study's assumptions and conclusions. Since its completion, customer needs, local context, site
availability and costs, security, and other requirements and expectations may have changed significantly. Any of these may
fundamentally alter the proposed project.
Customize the Scope of Work
GSA's standard scopes of work are an invaluable tool, but they are only a starting point. Ensure that the PDS is focused, complete,
and on time by customizing the scope of work to meet the project's specific requirements.
Ensure In-House Knowledge
GSA's in-house team is called upon to answer questions in support of the project throughout the approval process--and they form
the core of the future design team. They must have in-depth knowledge of the project to support it over the long term. This is
especially true of economic analyses: The PDS contractor develops project costs, but the regional Office of Real Property Asset
Management conducts the analyses required by the Capital Program.
Conduct the PDRI Process
Using the Project Definition Rating Index (PDRI) process can help to identify strengths and weaknesses in the PDS and Prospectus
early on. See the Planning Call for more details on the process and its requirements.
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