PurposeThis research investigates procedures and effective practices on staffing needs and utilization for successful implementation of alternative contracting methods (ACMs) in the United Sates, including design–build (D–B) and construction manager/general contractor (CM/GC) delivery methods.Design/methodology/approachThe review of published empirical studies, a national survey of transportation agencies and case studies of highway agencies form the basis of the conclusions in this research. In addition to the national survey, with 46 of 50 agencies participating, the research presents case studies from five highway agencies in the United States including the following: California, Florida, Georgia, Minnesota and Virginia. These five case studies were selected from agencies that have extensive experience in delivering ACM projects. The case studies involved a thorough procedural review and structured interviews of agency personnel. The agencies then validated the results and conclusions.FindingsThe results showed that implementing ACM projects requires different knowledge, skills and management and coordination efforts than traditional design–bid–build (D–B–B) projects. The study found that the key success factors of implementing ACMs are the following: (1) establishment of an ACM champion; (2) active involvement of key staff throughout the ACM project development process; (3) appropriate use of consultants and (4) ACM training and staff development.Research limitations/implicationsThe issue on how to attract and retain talented staff and a committed core workforce with appropriate skills and competences for ACM implementation is vital for highway agencies, but it lacks information and guidance. The chief limitation of this research is that the primary data were collected from highway agencies in the United Sates. Any future research should include more data to enhance the validity of this study outside of the public transportation sector.Practical implicationsDeveloping a sustainable level of core staff plays an important role in implementing an ACM program. The result of this research will help transportation agencies and other public owners to develop effective staffing strategies for successful implementation of ACMs. The findings of this research also address the appropriate use of consultants to supplement core staff with regard to delivery of ACM projects.Originality/valueThis research is the first attempt to examine the staffing needs and utilization for ACM projects.

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State Transportation Agencies (STAs) recognized that to enhance the quality of construction documents, a review process must be incorporated into project planning, design, and procurement to evaluate projects for constructability. The benefits promised by constructability reviews (CRs) encouraged STAs to adopt it as part of their operations. This approach soon evolved into a structured process, recognized by researchers and practitioners as, the constructability review process (CRP). A significant component to the CRP success is to involve experienced construction personnel in CRs during the design phase; a major limitation of the traditional design-bid-build (DBB) delivery method. To overcome this limitation, more emphasis is being placed towards alternative project delivery methods (APDMs). As such, design–build (DB) and construction manager/general contractor (CM/GC) are among the APDMs most utilized by STAs to deliver transportation projects. Although extensive research has investigated CRs under DBB projects, research on CRs implementation under APDMs is remarkably absent. This study examines CRs utilization and staffing practices adopted by STAs across DBB, DB, and CM/GC projects. The results of this study were drawn utilizing data collected through a national survey questionnaire and interviews with selected STAs. The study found that CRs are initiated and implemented at proportionally similar phases across DBB, DB, and CM/GC projects. Investigation of staffing needs revealed that although the agency holds the executive role in implementation of CRs on DBB projects, their role shifts on DB projects to become more administrative. The agency continues to be involved in CRs under CM/GC projects, along with their allocated design consultant, in conjunction with the GC. The results of this study are anticipated to provide STAs with guidance for CRs utilization on DBB, DB and CM/GC projects.