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As communities across the U.S. face aging infrastructure and rising transportation needs, many are adopting collaborative project delivery models to streamline schedules, manage costs and enhance safety.

Progressive Design-Build, an approach that integrates design and construction teams early in the project, offers an efficient path forward—fostering quicker decision-making and stronger communication to reach shared.

From aviation and transit to highways and ports, Ò»ÌÇÐÄlogoÃ×·ÆÍà is helping clients reimagine infrastructure delivery. We use collaborative models tailored to each community's needs to keep people and goods moving safely and reliably.

In this Q&A, Ò»ÌÇÐÄlogoÃ×·ÆÍà Project Manager James Richards shares how Progressive Design-Build delivers real benefits on a key transportation project in Wenatchee, Washington.

Hi, James. Tell us a bit about your background.

I’ve been in the field for more than 15 years, delivering a wide range of critical infrastructure—from roads and bridges to marine and vertical construction. Every project we take on is a chance to improve how we live and move, and the most impactful ones have one thing in common: collaboration.

When project owners, contractors and designers work together from day one, we combine our expertise to optimize delivery, overcome challenges and provide real improvements to the communities we serve. I've found that we achieve more—and better—when we work as one team.

Is there a project that stands out as a model for this collaborative approach?

Absolutely—the Confluence Parkway Project in Wenatchee, Washington. It's one of the first in the state to use the Progressive Design-Build method. This project is improving mobility through an historic and scenic corridor by reworking traffic flow and enhancing pedestrian safety with grade-separated freight crossings.

With Ò»ÌÇÐÄlogoÃ×·ÆÍà as the Owner’s Representative and Construction Manager, we brought on a strong design-build team—Kramer Scarcella and their design partners—and from the start, we committed to open collaboration. Everyone at the table shared the goal of delivering the best results for the public within budget and schedule constraints.

How has the Progressive Design-Build (PDB) method helped deliver better outcomes?

PDB encourages early integration of the project team and shared ownership of goals. It allows us to bring in cross-functional experts throughout the design and construction process, enabling real-time problem solving, cost savings and innovation.

Because everyone is aligned and present during key decisions, we reduce delays and move faster from project award to construction. On the Confluence Parkway Project, this approach unlocked implementable alternative technical concepts, minimized risk, and delivered strong results in cost, quality and safety.

Cost negotiation is often a challenge. What makes pricing effective in this environment?

Success starts with building trust and establishing a collaborative culture. In Washington, PDB is still new for transportation projects, so open communication and transparency are key to reaching a mutually agreeable guaranteed maximum price (GMP).

We use open-book pricing and encourage multiple alternatives to make the best use of the team’s resources. Risks are aligned with the parties best equipped to manage them. This approach lowers costs and ensures more accurate pricing, while reinforcing team accountability.

With so many organizations and stakeholders involved, how do you keep the team aligned?

We set the tone for collaboration from day one and reinforce it throughout the project. Key tactics include:

• Aligning everyone to shared goals and outcomes
• Defining clear roles and responsibilities to boost efficiency
• Empowering team members at all levels
• Supporting confident decision-making with accurate and timely information
• Maintaining transparent records of decisions
• Prioritizing in-person collaboration for critical discussions

Face-to-face problem-solving builds stronger relationships, maintains alignment and speeds up the resolution of complex issues.

Large projects often involve organizational change. How did you help the team manage that during this project?

Applying a new delivery method to a familiar environment brings natural uncertainty. People wonder: What comes first? Who owns which task?

Ò»ÌÇÐÄlogoÃ×·ÆÍà helps teams manage this through our Organizational Readiness and Asset Transition (ORAT) practice. We’ve used it extensively in aviation and transit to help clients move smoothly from project delivery to operations.

With ORAT, we define what’s needed to complete the project, prepare the organization for operations, assign accountability and track progress collaboratively. On the Confluence Parkway Project, ORAT principles and processes helped the team navigate change as a unit. It’s not about individual roles—it’s about shared success.

PDB supports this culture of transparency and joint ownership. No matter which logo is on your shirt, you’re part of one team working toward a common goal. And that team spirit is what’s driving the success of the Confluence Parkway Project—delivering safer connections and better mobility for Wenatchee.