Is the company reorganizing and Northrop Grumman Technical Services, Inc. is disappearing? I do not understand their facts, why you assume that the “transfer of responsibility” is something that inevitably has to happen, and the only question is whether it is a novation or a change of name. 14 There is extensive literature on what others in the construction industry have used to develop performance specifications. For example, the Practice Manual developed by the Design-Build Institute of America (DBIA) has a section entitled “Developing Performance-ance-Based Requirements for Design-Build Projects,” which provides a holistic approach to the use and development of performance specifications for an architecture-driven project. The reality is that these specifications are often ambiguous and do not contain measurable standards of justification. While there are many examples from the industry`s elite that describe approaches to developing PBS and contracts, one that FHWA has recently highlighted is the Michigan Department of Transportation`s (MDOT) M-115 pilot project. This $3.8 million design bid construction project is widely discussed in the FHWA`s Guide to Performance Contracts for Construction.45 It was a 5.56-mile two-lane road project with sidewalks in poor condition and two bridges that needed to be rebuilt. MDOT used a number of techniques to obtain stakeholder support and feedback on performance indicators and key outcomes, and used a best-in-class procurement process to select a contractor. Performance objectives ulti- 43 Developing Performance-Based Requirements for Design-Build Projects 13, in DESIGN-BUILD INSTITUTE OF AMERICA, DESIGN-BUILD MANUAL OF PRACTICE.

Available by subscription to www.dbia.org/pubs/manualofpractice/. 44 Id. at 29.45 This was a special experimental project No. 14 (SEP-14) of the FHWA, and the “Final Report on evaluation of contrac-tors selection using valuable best practices” is available on www.fhwa.dot.gov/programadmin/contracts/sep14mifinal 2009.cfm. 1) traffic date, 2) completion of construction and cleaning, 3) road performance, 4) occupational safety during construction, 5) work area accidents and 6) driver delay were used. Each target had a number of incentives and deterrents, and the tender allowed tractors to come up with more aggressive targets to increase their best values.46 For example, the basic warranty for the project was 5 years. . . .