State of Utah Performance Information Procurement System Tests

Kashiwagi, Dean; Byfield, Richard

doi:10.1061/(asce)0733-9364(2002)128:4(338)

Cited by 18 publications

(9 citation statements)

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“…Rich Byfield, realized that without BVP/PIPS, the projects would never have been delivered on time. (Kashiwag and Byfield and Kashiwagi, 2002;Kashiwagi and Byfield, 2001).…”

Section: State Of Utahmentioning

confidence: 97%

“…They wanted more government decision making into the process. Before the test PIPS projects were completed, these contractors worked with the State Building Board to change the BVP/PIPS system to a "Value Based Procurement" which used more subjectivity, stopped the practice of having "blind" ratings, and rely more on the relationship between the state personnel and the contractors (Kashiwag and Byfield and Kashiwagi, 2002;Kashiwagi and Byfield, 2001). Over the next ten years, the State of Utah drifted back into a less competitive, relationship based procurement.…”

Section: State Of Utahmentioning

confidence: 99%

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Best Value Procurement/Performance Information Procurement System Development

Kashiwagi

2011

japiv

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Best Value Procurement/Performance Information Procurement System (BVP/PIPS) has been developed by Dean Kashiwagi and the Performance Based Studies Research Group (PBSRG) from 1991 - 2010. BVP/PIPS is a licensed technology from Arizona State University that includes a deductive logic called Information Measurement Theory (IMT), an industry structure model which shapes the PIPS functions, and a process and structure that transfers risk and control to expert vendors. The BVP/PIPS has gone through numerous stages: the performance information centered PIPS (1994-2001); the PIPS testing phase (2001-2005); and the implementation stage (2005-2009); and the theoretical refinement and standardization of BVP/PIPS technology (2010). BVP/PIPS was introduced into the Netherlands in 2005 by a large general contractor Heijmans, the Rijkeswaterstaat, and aggressively proliferated by Scenter and others. BVP/PIPS usage in the Netherlands is modified to fit within the European procurement law. However, the main advantage of PIPS is the IMT based philosophy of minimized management, direction, and control of expert vendors.

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“…Rich Byfield, realized that without BVP/PIPS, the projects would never have been delivered on time. (Kashiwag and Byfield and Kashiwagi, 2002;Kashiwagi and Byfield, 2001).…”

Section: State Of Utahmentioning

confidence: 97%

Section: State Of Utahmentioning

confidence: 99%

Best Value Procurement/Performance Information Procurement System Development

Kashiwagi

2011

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“…The first two major tests of the automated BVP and PIPS were the State of Hawaii Kashiwagi, Savicky & Parmar, 2003; and the State of Utah (Kashiwagi & Byfield, 2002a;. The State of Hawaii utilized the approach on installing roofing systems.…”

Section: Using the Automated Best Value Procurement (Bvp) Or Performamentioning

confidence: 99%

Development of the Use of Performance Information

Harare

Kashiwagi²,

Kashiwagi

2020

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This paper documents the history of the development of performance information [1982-2020], for the delivery of services. It identifies traditional industries as client controlled. In the past, clients utilized a structure of technical professionals who had education, certifications, and experience. Professionals set both policy and structure for their professionalism. The traditional industry does not differentiate between the values of vendors, professionals and stakeholders. This paper identifies that professionals are resistant to using performance information which differentiates. The initial proposal to successfully implement information management was to use automation. However, the industry resisted the automation and the research identified that simplicity and transparency was the only solution. This paper identifies that the Performance Based Studies Research Group’s (PBSRG) success in performance information development was due to a unique design and methodology to research performance information as a disruptive technology. A new methodology called the Information Measurement Theory (IMT) was designed to redefine risk, expertise and information. The major source of validation of the new concepts was joint academic and industry research tests. Three major research tests confirmed that the client creates over 90% of all risk. PBSRG worked with a manufacturing company to design a high-performance roofing program which ended after 16 years due to it being based on client centric concepts. An expert contractor took the lessons learned and maximized the use of performance information with a vendor centric approach.

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“…Therefore the IS model states that the more the client/owner utilizes the vendor's expertise, the higher the level of resulting performance. (Kashiwagi and Byfield, 2002). The State of Arizona's Department of Environment Quality (ADEQ) recently procured three projects using the same methodology; they found tremendous cost and time savings in just the procurement of the services see Table 2 (Kashiwagi and Kashiwagi, 2014b).…”

Section: Studies Of the Construction Industrymentioning

confidence: 99%