Quality control (QC) and quality assurance (QA) processes are essential to the success of highway infrastructure projects but vary between alternative contracting methods (ACMs), including design-build (D-B), construction manager/general contractor (CM/GC), public–private partnership (P3), and progressive design-build (P-D-B). State departments of transportation (DOTs) tailor QA and QC processes to individual ACM projects, yet these documents and processes are frequently scattered and unassessed. Specifically, there is little research examining how variations in QA and QC processes across ACMs affect project outcomes. In this study, trends and lessons learned from QA and QC implementation of individual highway design and construction projects are evaluated through a systematic review and content analysis. Data were collected from solicitation and contract documents of 91 ACM projects (51 D-B, 15 CM/GC, 13 P3, 12 P-D-B) from 27 states and 21 manuals, guidance, and research reports, including requests for proposals, requests for qualification, contracts, and statement of qualification checklists. The frequency and context of key terms related to quality management revealed patterns in how QA and QC requirements are defined and implemented across project types and delivery methods. It is found that a structured QA and QC process is essential for enhancing the success and reliability of highway projects delivered using four ACMs (D-B, CM/GC, P-D-B, P3). Additionally, for P-D-B projects, combining qualifications-based shortlisting and best-value determination is effective for selecting highly qualified teams and can be applied for less-mature state DOTs adopting P-D-B. This approach is valuable for state DOTs with less experience in implementing ACMs, as it offers a practical pathway for ensuring project quality and team capability early in the quality management process. These findings contribute to advancing QA and QC practices in ACMs by offering actionable insights that support more informed decision-making, standardization efforts, and the development of tailored quality management strategies aligned with agency experience levels.
Le et al. (Thu,) studied this question.