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OCR for page 50
50 Collaborative Airport Capital Planning Handbook Project Management Plan. QC Plan. Final budget/cost estimate. Final project schedule. Monthly project status reports. Monthly cash flow projections. Funding Plan. Document control procedures. Design documents for construction bidding. Memo that documents the changes made during the design process, including agreements reached on how any cost increases would be funded as well as the financial impacts that fund- ing change may have on other projects in the ACP. Designer evaluation. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended step outlined above: 1. All parties involved in designing the project agree upon the scope, cost, funding and sched- ule for the project before beginning in the next step, construction. 2. All parties involved in the design agree upon what other projects, if any, are delayed, deferred or reduced in scope in order to afford the project if the project as designed exceeds the orig- inal project funding in the approved ACP. Step 3: Construction Goal: The goal of Implementation Step 3 is to build a project that meets the owner's needs within the scope, cost and schedule developed in the design step, and that meets the agency's goals and objectives. Actions: The following is a list of actions, activities or tasks that should be completed during this step: Procure Consultant: Determine if the agency has the internal resources to oversee the con- struction of a project. If not, procure a professional construction oversight firm, as necessary. Manage Consultant: Manage the professional services firm to oversee construction, if necessary. Construction Procurement: Procure and contract for construction services with a contractor to build the project through appropriate bidding process. Contractor Management: Manage and oversee the contractor and administer the contract. Partnering: Partner with the owner, Stakeholder, designer, professional services firm and the contractor, if desired. Quality Control: Develop a QC Plan that outlines the QC objectives, the QC manager and his or her responsibilities, the types and frequencies of QC reviews and the required QC report- ing and documentation required for successful completion of the construction activities. Risk Management: As construction progresses, revisit the Risk Management Plan to track and monitor the risks identified in Implementation Step 1 above, update the risk register and Risk Management Plan as needed, and revise contingency funding amounts, as appropriate. Change Management: Monitor and track changes to the scope, cost to complete and sched- ule during design and document the reason for the changes. Changes need to be reviewed during regular meetings and evaluated against goals, targets and performance metrics (see Chapter 6). Field Inspection: Identify and assign field staff for overseeing the contractor in the field. Main- tain the appropriate number of staff in the field to adequately oversee the contractor. Docu- ment daily in a Field Log.

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The Nuts and Bolts: Development and Implementation 51 Job Meetings: Conduct job meetings, ensuring that the appropriate stakeholders are invited and participate. Document action items and decisions made in meeting minutes. Operations Meetings: Conduct meetings to discuss project aspects and issues that affect facil- ity operations, ensuring that the appropriate stakeholders are invited and participate. Docu- ment action items and decisions made in meeting minutes. As-Built Drawings: Ensure project as-built drawings are being maintained and regularly submitted to the designer. Coordination: Coordinate with the owner and the appropriate Internal and External Stake- holders during construction, as necessary. Progress Reporting: Track and report on progress of construction (scope, cost and schedule) to the appropriate stakeholders monthly. See page D-7 of Appendix D for a sample project status report. Invoices: Review and approve invoices and change orders for consultant and contractor. Coordinate with Finance to ensure proper coding for funding and cost recovery if budget increases. Design Changes: Address changes in design, as needed. Review and approve consultant con- tract amendments, as needed. Coordinate with Finance to ensure proper coding for funding and cost recovery if budget increases. Change Orders: Address changes in field conditions, as needed. Review and approve change orders for contractor, as needed. Coordinate with Finance to ensure proper coding for fund- ing and cost recovery if budget increases. Safety and Security: Develop a Safety and Security Plan to ensure contractor maintains a safe and secure jobsite. Cash Flow: Prepare and submit realistic cash flow projections on project expenditures to the Finance Department, quarterly at a minimum and monthly where possible. Document Control: Follow and administer document control procedures. Commissioning: Develop and implement facility commissioning schedule and methods. Designer Evaluation: Evaluate the designer for the construction phase services provided. See pages D-10 and D-11 of Appendix D for a sample designer evaluation form for construction phase services. When: Construction should begin after the project has been designed, funding is secured, appropriate bidding is conducted, and before the facility is turned over for full operation. Leader: Lead Technical Department (See Step 3 of the Development phase for a description of a Lead Technical Department.) Partner: CMT Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners during this step: Collaborate in meetings and/or via collaboration technology with The owner to discuss construction issues, to agree upon decisions to address unforeseen or changed site conditions, to adjust the project design if necessary, and so forth. External stakeholders to solicit input and feedback as necessary. Finance Department to discuss and confirm original project funding as well as funding for change orders on an ongoing basis. All interested parties to resolve any changes in scope, cost and schedule. Communicate in writing with Finance to transmit cash flow projections and provide any other financial information and required data as needed. The Executive Leader to transmit documentation required to seek approval from Approv- ing Authorities for expenditures such as project authorizations.