Project Management Strategies for Complex Projects: Case Study Report (2014) / Chapter Skim
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Contents Executive Summary CHAPTER 1 Introduction CHAPTER 2 Conducting Case Studies 2.1 Level 1 2.2 Level 2 2.3 Level 3 CHAPTER 3 Case Study Executive Summaries 3.1 Capital Beltway 3.2 Detroit River International Crossing 3.3 Doyle Drive 3.4 Green Street 3.5 Heathrow T5 3.6 Hudson-Bergen Light Rail Minimum Operable Segment 3.7 I-40 Crosstown 3.8 I-95 New Haven Harbor Crossing Corridor Improvement Program 3.9 I-595 Corridor
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3.10 InterCounty Connector 3.11 James River Bridge/I-95 Richmond 3.12 Lewis and Clark Bridge 3.13 Louisville Southern Indiana Ohio River Bridge 3.14 New Mississippi River Bridge 3.15 North Carolina Tollway 3.16 Northern Gateway Toll Road 3.17 T-REX SE I-25/I-225 3.18 TX SH-161 CHAPTER 4 Analysis CHAPTER 5 Conclusions 5.1 Project Development Tools 5.2 Project Execution Tools 5.3 Communication and Dissemination Plan References
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APPENDIX A Case Studies Questionnaire I General Agency Information: II.
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Ft. Lauderdale I-595 Corridor Roadway Improvements Lewis and Clark Bridge Deck Replacement Project New Mississippi River Bridge, St.
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Executive Summary Successful management of complex transportation projects requires a fundamental change in how projects are planned, developed, designed, procured, and constructed. The Strategic Highway Research Program 2 (SHRP 2)
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CHAPTER 1 Introduction The definition of successful transportation project management is expanding to include broad, holistic, and long-lived measures of project performance (1)
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problem and developed a framework for five new directions of thought to define the difference between routine project management and the management of complex projects in the 21st century. Figure 1.1 illustrates the framework.
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procedures, and techniques and based on an image of projects as temporary apolitical production processes. Toward: concepts and images which focus on social interaction among people, illuminating the flux of events and human action and the framing of projects (and the profession)
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Dir 5 Trained Technicians Reflective Pr actitioner s From: trained technicians who follow detailed procedures and prescriptive techniques based on mainstream project management theory (re: the "from" parts of Dir 1–4)
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project managers to use various analytical tools to inspiring project managers to be thoughtful, resourceful, and pragmatic in the application of their education and experience to managing complex projects. It is this direction of thought -- Direction 5 -- that best underscores the ultimate objective of the SHRP 2 R10 Renewal research project.
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Figure 1.2. Complex-project management.
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more-complex understanding of cost, schedule, and design to the new project management factors of context and financing creates a framework organized around five critical dimensions of complex-project management. Thus, complex projects can be differentiated by the requirement to actively manage in more than the three dimensions of traditional project management.
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o Preliminary program, o Planning and construction, and o Issues. • Complexity Dimension 2: Schedule.
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o Local issues, o Resource availability, o Environmental issues, o Legal and legislative issues, o Global and national conditions, and o Unusual conditions. • Complexity Dimension 5: Financing.
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CHAPTER 2 Conducting Case Studies Case studies can be used to look in depth at a project to focus on attitudes, behaviors, meanings, and experiences by obtaining information from a number of different sources related to the project. For the SHRP 2 R10 Renewal research project, a series of in-depth case studies were conducted to build on the literature review that identified the five dimensions of project management and the factor categories to find tools to use in managing complex projects as well as to supplement the knowledge framework previously created.
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• Level 2. Obtain published reports of complex case study projects from the highway, airport, and transit sectors.
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dispersed, as shown in Figure 2.1, and represent different types of agencies in different climates and conditions. Similar discussions were held to identify the international case study projects.
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Table 2.1. Case Study Project Type Corridor Bridge Bridge and Corridor Tunnel and Bridge or Roadway Transit Number of cases 7 4 3 2 2 2.2 Level 2 The second level of analysis was to obtain documents and reports on each of the identified case study projects.
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Both of these conditions applied to this project. Therefore, the tool is appropriate for the research.
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Figure 2.2. Sample project complexity map.
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CHAPTER 3 Case Study Executive Summaries 3.1 Capital Beltway Project 3.1.1 Information The Capital Beltway project in northern Virginia is a complex project currently in the construction phase. It consists of four high-occupancy vehicle (HOV)
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HOT/HOV lanes such as choosing a pass type (electronic pass or not, or both) , determining how to recognize the number of people in the vehicles and how to distinguish animals or "dummy" passengers from human passengers, and many other technical issues.
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3.2 Detroit River International Crossing Project 3.2.1 Information The purpose of the project is to provide a new Detroit River Crossing connecting Detroit, Michigan, with Windsor, Canada. This bridge would complement an existing 81-year-old toll bridge that is privately owned (Ambassador Bridge)
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Figure 3.2. Detroit River International Crossing complexity map.
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eight different contracts that will result in a new roadway, new structures that include bridges and tunnels, and a depressed roadway section. 3.3.2 Complexity Contributing to the complexity of this project is the number of different finance sources being used for this project (see Figure 3.3)
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3.4 Green Street Project 3.4.1 Information The project consisted of recycling of asphalt and portland cement concrete rubble into high value added materials and focused on development of high value substructure aggregates that are structurally superior to conventional aggregates. The scope also included mechanistic-based structural asset management and design protocols.
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Figure 3.4. Green Street complexity map.
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3.5.2 Complexity This project is one of the largest projects in Britain's engineering history and the biggest construction site in Europe. The project can be traced back to 1986, when the proposal was approved.
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3.5.3 Primary Tools The primary tools used for the project include performing a comprehensive risk analysis, assembling an owner-driven project team, and defining project success by each dimension as required. 3.6 Hudson-Bergen Light Rail Minimum Operable Segment 3.6.1 Information The Hudson-Bergen Light Rail Transit System (HBLRTS)
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3.6.2 Complexity The HBLRTS is the first public transit project in the nation to use the DBOM construction methodology. To get enough funds to make the project feasible, Grant Anticipation Notes and several bonds were issued because the Full Funding Grant Agreement pays according to a multiyear schedule.
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3.6.3 Primary Tools The primary tools used for the project include selecting a contracting method based on project outcomes, defining a political action plan, determining the required level of involvement in right- of-way (ROW) and utilities, and establishing a public involvement plan.
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Figure 3.7. I-40 Crosstown complexity map.
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• Replacing the existing bridge with a new signature structure, the Pearl Harbor Memorial Bridge ($416 million) , • Main span foundations and northbound west approach ($137 million)
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3.8.3 Primary Tools The primary tools used for the project include performing a comprehensive risk analysis and determining the required level of involvement in ROW and utilities. 3.9 I-595 Corridor Roadway Improvements Project 3.9.1 Information The I-595 Corridor Roadway Improvements project in Florida consists of the reconstruction of the I-595 mainline and all associated improvements to frontage roads and ramps from the I75/Sawgrass Expressway interchange to the I-595/I-95 interchange, for a total project length along I-595 of approximately 10.5 miles and a design and construction cost of approximately $1.2 billion.
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3.9.2 Complexity FDOT has been challenged to find the right level of oversight for the project. The process has been a learning experience for both FDOT and the concessionaire.
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3.10 InterCounty Connector Project 3.10.1 Information The InterCounty Connector project consists of 18 miles of construction on a new alignment and incorporates some reconstruction of interchanges and existing corridor that intersects the new project. The purpose of the project is to provide a limited access, multimodal facility between existing and proposed development areas in Montgomery and Prince George's counties in Maryland.
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3.10.2 Complexity The use of the DB approach and multiple separate contracts as well as construction through an environmentally sensitive area make this project complex (see Figure 3.10)
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Table 3.1. InterCounty Connector Complexity Rank and Score Comparisons Dimension Rank Complexity Score Cost 1 70 Schedule 2 85 Technical 4 55 Context 3 85 Financing 5 85 3.10.3 Primary Tools The primary tools used for the project include preparing a finance plan and an early cost model, identifying critical permit issues, and evaluating flexible financing.
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fabricated in a yard off site. Crews cut the old bridge spans into segments, removed them, and prepared the resulting gaps for the new composite unit; they then finished the process by setting the new prefabricated unit in place overnight.
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Figure 3.11. James River Bridge/I-95 Richmond complexity map.
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vehicles per day. The original bridge was built in 1929, and at the time of construction, it was the longest and highest cantilever steel truss bridge in the United States.
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3.12.3 Primary Tools The primary tools used for the project include defining project success by each dimension as required, selecting a contracting method based on project outcomes, and establishing flexible design criteria. 3.13 Louisville–Southern Indiana Ohio River Bridge Project 3.13.1 Information The Ohio River Bridges project in Louisville, Kentucky, and southern Indiana is a complex project entering the final stages of the design phase.
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Figure 3.13. Louisville–Southern Indiana Ohio River Bridge complexity map.
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and the new bridge, with further connections to the local St. Louis street system at Cass Avenue.
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Figure 3.14. New Mississippi River Bridge complexity map.
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completion is expected in 2011. The total awarded value of the project is approximately $583 million.
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3.16 Northern Gateway Toll Road Project 3.16.1 Information The Northern Gateway Toll Road was the first toll road in New Zealand to be fully electronic, and the construction project was one of New Zealand's largest, most challenging, and most complex to date. It extends the four-lane Northern Motorway 7.5 km further north from Orewa to Puhoi through historically rich and diverse landscapes, steep topography, and local streams and provides an alternative to the steep two-lane winding coastal route through Orewa and Waiwera.
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construction after initial design concepts. Year by year extensions were given by the environmental court to proceed.
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3.17 T-REX SE I-25/I-225 Project 3.17.1 Information The Transportation Expansion Project (T-REX) (formerly the Southeast Corridor project)
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Figure 3.17. T-REX complexity map.
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with I-20 and connects to the existing TX SH-161 on the north end with an interchange at TX SH-183. The case study project includes four phases and at least six projects.
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CHAPTER 4 Analysis The documentation and analysis of the case studies enabled the research team to identify critical success factors for each case. This analysis included integrating the knowledge acquired from the case studies into the knowledge framework developed during the literature review created during Phase 1.
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Table 4.1. Project Development Tools Identified by Case Study Projects Project C ap ita l B el tw ay D et ro it Ri ve r I nt er na tio na l C ro ss in g D oy le D riv e G re en S tre et H ea th ro w T 5 H ud so nB er ge n Li gh t R ai l M in im um O pe ra bl e Se gm en t I40 C ro ss to w n I95 N ew H av en H ar bo r C ro ss in g C or rid or Im pr ov em en t P ro gr am I59 5 C or rid or In te rc ou nt y C on ne ct or Ja m es R iv er B rid ge / I -9 5 Ri ch m on d Le w is a nd C la rk B rid ge Lo ui sv ill e So ut he rn In di an a O hi o R iv er B rid ge N ew M is si ss ip pi R iv er B rid ge N or th C ar ol in a To ll w ay N or th er n G at ew ay T ol l R oa d TR EX S E I25 /I22 5 TX S H 16 1 Tool Development (executive level)
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team Prepare finance plan and early cost model x x x x x x x x x x x Define political action plan x x x x x x x x x x x x Table 4,2. Project Execution Tools Identified by Case Study Projects Project C ap ita l B el tw ay D et ro it Ri ve r I nt er na tio na l C ro ss in g D oy le D riv e G re en S tre et H ea th ro w T 5 H ud so nB er ge n Li gh t R ai l M in im um O pe ra bl e Se gm en t I40 C ro ss to w n I95 N ew H av en H ar bo r C ro ss in g C or rid or Im pr ov em en t P ro gr am I59 5 C or rid or In te rc ou nt y C on ne ct or Ja m es R iv er B rid ge / I -9 5 Ri ch m on d Le w is a nd C la rk B rid ge Lo ui sv ill e So ut he rn In di an a O hi o R iv er B rid ge N ew M is si ss ip pi R iv er B rid ge N or th C ar ol in a To ll w ay N or th er n G at ew ay T ol l R oa d TR EX S E I25 /I22 5 TX S H 16 1 Tool Execution (project team)
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Project C ap ita l B el tw ay D et ro it Ri ve r I nt er na tio na l C ro ss in g D oy le D riv e G re en S tre et H ea th ro w T 5 H ud so nB er ge n Li gh t R ai l M in im um O pe ra bl e Se gm en t I40 C ro ss to w n I95 N ew H av en H ar bo r C ro ss in g C or rid or Im pr ov em en t P ro gr am I59 5 C or rid or In te rc ou nt y C on ne ct or Ja m es R iv er B rid ge / I -9 5 Ri ch m on d Le w is a nd C la rk B rid ge Lo ui sv ill e So ut he rn In di an a O hi o R iv er B rid ge N ew M is si ss ip pi R iv er B rid ge N or th C ar ol in a To ll w ay N or th er n G at ew ay T ol l R oa d TR EX S E I25 /I22 5 TX S H 16 1 project outcomes Develop dispute resolution plan x x x x x x x x x x Perform comprehensi ve risk analysis x x x x x x x x x x x x x x x x x Identify critical permit issues x x x x x x x x x x x x x x x Evaluate applications of off-site x x x x x 55
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Project C ap ita l B el tw ay D et ro it Ri ve r I nt er na tio na l C ro ss in g D oy le D riv e G re en S tre et H ea th ro w T 5 H ud so nB er ge n Li gh t R ai l M in im um O pe ra bl e Se gm en t I40 C ro ss to w n I95 N ew H av en H ar bo r C ro ss in g C or rid or Im pr ov em en t P ro gr am I59 5 C or rid or In te rc ou nt y C on ne ct or Ja m es R iv er B rid ge / I -9 5 Ri ch m on d Le w is a nd C la rk B rid ge Lo ui sv ill e So ut he rn In di an a O hi o R iv er B rid ge N ew M is si ss ip pi R iv er B rid ge N or th C ar ol in a To ll w ay N or th er n G at ew ay T ol l R oa d TR EX S E I25 /I22 5 TX S H 16 1 fabrication Determine required level of involvement in ROW and utilities x x x x x x x x x x x x x x x Determine work package and sequence x x x x x x x x x x x Design to budget x x x Colocate team x x x x x x 56
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Project C ap ita l B el tw ay D et ro it Ri ve r I nt er na tio na l C ro ss in g D oy le D riv e G re en S tre et H ea th ro w T 5 H ud so nB er ge n Li gh t R ai l M in im um O pe ra bl e Se gm en t I40 C ro ss to w n I95 N ew H av en H ar bo r C ro ss in g C or rid or Im pr ov em en t P ro gr am I59 5 C or rid or In te rc ou nt y C on ne ct or Ja m es R iv er B rid ge / I -9 5 Ri ch m on d Le w is a nd C la rk B rid ge Lo ui sv ill e So ut he rn In di an a O hi o R iv er B rid ge N ew M is si ss ip pi R iv er B rid ge N or th C ar ol in a To ll w ay N or th er n G at ew ay T ol l R oa d TR EX S E I25 /I22 5 TX S H 16 1 Establish flexible design criteria x x x x x x x x x x x x x Evaluate flexible financing x x x x x x x x x x x Develop finance expenditure model x x x x x x x x Establish public involvement plan x x x x x x x x x x x x x x x x Note: ROW = right-of-way.
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The tools in the project development category would typically be implemented at an executive level and would need to be started at the very beginning of project development. Many of these tools serve as a basis for decisions that need to be made throughout the project life cycle.
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Prepare finance plan and early cost model 11 Finance, Cost Define political action plan 12 Context Execution (project team) Incentivize critical project outcomes 12 All Develop dispute resolution plan 10 All Perform comprehensive risk analysis 17 All Identify critical permit issues 15 All Evaluate applications of off-site fabrication 5 Technical, Schedule, Cost Determine required level of involvement in ROW and utilities 15 Technical, Context, Cost Determine work package and sequence 10 Technical, Schedule Design to budget 3 Technical, 59
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Cost Colocate team 6 Technical Establish flexible design criteria 13 Technical Evaluate flexible financing 11 Finance Develop finance expenditure model 8 Finance Establish public involvement plan 16 Context Conducting a count of the number of times the tools are used in the case study projects (see Table 4.3) revealed that a majority of the tools are used in a large number of these projects.
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CHAPTER 5 Conclusions The major objective of the case study data collection and analysis was to identify tools that can be effectively implemented to manage complex transportation projects. From the 18 case studies, the team identified five project development tools and 13 project execution tools that were found in a plurality of the cases studied.
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• The project team needs to incorporate design, context, and funding and financing constraints into feasible project duration, completion date, and cost contingencies, given project characteristics. Select a Contracting Method that is based on Project Outcomes • Calculate road user costs and translate into cost of schedule delay or acceleration, which can be included in contracting language.
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project. Reject the "liability of labels" (15)
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• Develop a process for early contractor and vendor input using tools such as designsupply-build, construction management at risk, or DB delivery systems, contractor review boards, and Alternative Technical Concept proposals. • Implement a process for getting "unsolicited proposals" into the project or program.
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and proper documentation and ability to show due diligence and objective as well as inclusive decision making are keys to minimizing the delays. • Establish a direct communication link between politically powerful stakeholders and project leaders, agency secretaries, or project administrators who can reliably and quickly disseminate information within the project partner organizations.
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• Incentivize contractor for cost performance. • Incentivize contractor for safety performance.
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• Use outcomes of risk analysis to develop aggressive mitigation plans, which include the possibility of reallocating contingency within project segments or phases to prevent delays or cost increases. • Bring in contractor group or construction specialty review board early in the project life cycle to offer input on means, methods, and material supply issues.
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• Work with designers and contractors to develop innovative off-site construction means and methods to minimize road closures, traffic delays, detour lengths, public disruption (i.e., noise, loss of access)
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• Break down design segments into the largest possible packages that balance schedule gains from concurrent designs with resource demands created by the need for integration between owner and design teams. Design to Budget • Use project phasing and phased design and estimating to build those segments of the project that can be funded under current financing opportunities, while keeping future overall project goals in mind.
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• Implement procurement mechanisms that allow designers to work with major material suppliers and vendors early in the project life cycle. • Use Alternative Technical Concept procurement.
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dissemination plan for effectively sharing the information gathered with the broadest possible audience. The primary means of communication and dissemination will be a complex-project management guide and a complex-management workshop to be developed and delivered in Tasks 6–12 of the SHRP 2 R10 project.
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References 1. Jugdev, K., and R
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8. Jaafari, A., and K
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APPENDIX A Case Studies Questionnaire 74
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SHRP 2 R10 Advance Copy for Case Study Agencies Scheduled Date: Structured Interview Questionnaire: Complex Case Study Project Below are the various areas in which the interviewer will be asking questions. Please have any historic details on hand at the time of the interview.
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Technical Dimension..................................................................................................................29 Context Dimension .....................................................................................................................29 Financing Dimension .................................................................................................................31 I General Agency Information: 1.
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Date final design contract awarded: Date construction/CMR contract awarded: [Note: same if DB] Original Project Delivery Period (including design)
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the proposal process Innovative financing Reduce life cycle costs Complex-project traffic control requirements Complex-project financing requirements Complex-project political/public relations requirement 7. Which of the above was the single most significant reason for the delivery method decision on this project?
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III. Cost factors: Please answer the following questions from a general perspective based on your experience.
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User costs/benefits Payment restrictions Other issues 2. Please identify the issues that contributed to the sources of complexity found within the cost factors below.
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Cost Factors Issues Was this more complex than normal? restrictions)
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Cost Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Contingency usage Risk analysis Estimate formation Owner resource cost allocation Cost control Optimization impact on project cost Incentive usage Material cost issues User costs/benefits Payment restrictions A-25 82
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Cost Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Other issues Cost Dimension Impact (Check all that apply)
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IV. Schedule factors: Please answer the following questions from a general perspective based on your experience.
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Schedule Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Earned value analysis Other issues 2.
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Schedule Factors Issues Was this more complex than normal? Optimization's impact on the project schedule (ability to accelerate based on budget restrictions)
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Schedule Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Timeline requirements Risk analysis Milestones Schedule control Optimization's impact on the project schedule Resource availability Scheduling system/Software Work breakdown structure Earned value analysis A-25 87
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Schedule Dimension Impact (Check all that apply) Impacted Project scope Impacted Project Design Details Impacted Project Cost Impacted Project Financing Impacted Project Delivery Method Check the areas that were affected by the schedule factors 4.
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V Technical factors: Please answer the following questions from a general perspective based on your experience.
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Technical Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Reviews/Analysis Existing conditions Construction quality Safety/Health Optimization impact construction quality Typical climate Technology usage 2.
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Technical Factors Issues Was this more complex than normal? Scope of the project Yes No Owner's internal structure Yes No Prequalification of bidders Yes No Warranties Yes No Disputes Yes No Delivery methods (DBB, DB, CMR)
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Technical Factors Issues Was this more complex than normal? Construction quality Yes No Safety/Health Yes No Optimization (expediting schedule's impact on quality)
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Technical Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Scope of the project Owner's internal structure Prequalification of bidders Warranties Disputes Delivery methods Contract formation Design method Reviews/Analysis Existing conditions 93
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Technical Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Construction quality Safety/Health Optimization's impact on construction quality Typical climate Technology usage Intelligent transportation systems (ITS)
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(Check all that apply) Cost Financing Delivery Method Check the areas that were affected by the technical factors List any other sources of technical complexity not discussed above: VI.
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Context Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Jurisdictions Designers Maintaining capacity Work zone visualization Intermodal Social equity Demographics Public emergency services Land use impact Growth inducement 96
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Context Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Land acquisition Local economics Marketing Cultural impacts Local workforce Utility coordination Railroad coordination Resource availability Sustainability goals Environmental limitations A-25 97
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Context Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Procedural law Local acceptance Global/National economics Global/National incidents Unexpected weather Force majeure events Other issues 2.
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Context Factors Issues Was this more complex than normal? Public (expectations, acceptance)
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Context Factors Issues Was this more complex than normal? Public emergency services (routes, police, fire, medical)
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Context Factors Issues Was this more complex than normal? Resource availability Yes No Sustainability goals (environmentally friendly objectives)
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3. For each of the context factors that applied to this project, please indicate the tools used to satisfy them.
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Context Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Demographics Public emergency services Land use impact Growth inducement Land acquisition Local economics Marketing Cultural impacts Local workforce Utility coordination A-25 103
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Context Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Railroad coordination Resource availability Sustainability goals Environmental limitations Procedural law Local acceptance Global/National economics Global/National incidents Unexpected weather Force majeure events A-25 104
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Context Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Other issues Context Dimension Impact (Check all that apply)
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VII. Financing factors: Please answer the following questions from a general perspective based on your experience.
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Financing Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Advance construction Revenue generation Vehicle miles traveled fees Cordon/Congestion pricing Monetization of existing assets Franchising Carbon credit sales Public–private partnerships Use of commodity-based hedging Global participation 107
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Financing Factors (Check all that apply) Planning Phase Procurement Phase Design Phase Construction Phase Operations Phase Remarks Risk analysis Financial management software Other issues 2.
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Financing Factors Issues Was this more complex than normal? Project manager financial training Yes No Federal funding (ARRA, TIFIA, GARVEE)
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Financing Factors Issues Was this more complex than normal? Franchising Yes No Carbon credit sales Yes No Public–private partnerships Yes No Use of commodity-based hedging Yes No Global participation Yes No Risk analysis (formal, informal)
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Financing Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Legislative process Uniformity restrictions Transition toward alternate financing sources Project manager financial training Federal funding State funding Bond funding Borrowing against future funding Advance construction A-25 111
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Financing Factors (Check all that apply) Tools Relative Effectiveness 1-5 5=most effective Revenue generation Vehicle miles traveled fees Cordon/Congestion pricing Monetization of existing assets Franchising Public–private partnerships Use of commodity-based hedging Global participation Risk analysis Financial management software A-25 112
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Financing Dimension Impact (Check all that apply) Impacted Project Scope Impacted Project Design Details Impacted Project Cost Impacted Project Schedule Impacted Project Delivery Method Check the areas that were affected by the financing factors 4.
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VIII. Complexity ratings: 1.
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Dimension Scale Minimal Average High Technical 10 25 40 55 70 85 100 Dimension Scale Minimal Average High Context 10 25 40 55 70 85 100 Dimension Scale Minimal Average High Financing 10 25 40 55 70 85 100 Glossary Cost Dimension • Contingency usage: The reserve budget(s) (either allocated or unallocated)
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• Estimate formation: All of the different kinds of estimates required to be performed and the susceptibility to those costs varying from initial to final estimates. • Owner resource cost allocation: The distribution of costs by the owner internally in order to make sure each area of project management has adequate finances to perform its operations.
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• Milestones: Important deadlines during the project life cycle and their occurrence in a timely manner. • Schedule control: All of the tools and methods used to control and manage schedule throughout the project.
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• Disputes: Refers to disagreements between the parties and how they are to be handled. • Delivery methods: The type of contracting approach used and how it is set up.
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Context Dimension • Public: Directly affected by and has the potential to affect the project from initial conception all the way through completion and well after turnover. The transportation project is for the public and their interests.
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• Demographics: Outline the distribution of the population within an area. Alignment decisions may affect different demographics.
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• Sustainability goals: Materials or requirements to use environmentally friendly construction materials or desires by the owner to use alternative materials or methods. • Environmental limitations: The type of environmental study that is necessary for the project, or any site-specific factors affecting the design and construction of the venture.
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• Transition toward alternative financing sources: The financing of complex projects compared to traditional project financing and the shift in financial planning. • Project manager financial training: The education needed for project managers to understand financial methods.
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• Monetization of existing assets: After an existing road or bridge is brought up to some standard of quality, private entities are invited to take it over for a concession period, derive revenue from it, and then return it to the original standard before turning it over to the agency or another concessionaire. • Franchising: Private companies are offered the opportunity to build and operate incomeproducing facilities, such as rest areas or fuel stations on the public ROW in return for a portion of the profits.
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APPENDIX B Case Study Summaries Green Street Road Rehabilitation Introduction The sustainable "green street" road rehabilitation using recycled asphaltic concrete, portland cement concrete, and other waste rubble materials is a complex project because of limited resources, challenging soil conditions, and variable field conditions. In short, the project necessitated the use of design-supply-build principles that incorporate new innovative mechanistic design tools and a field validation system.
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Project Planning and Procurement Phase The planning and procurement phase started in April 2009 when the final design contract was awarded. The "go green" project was undertaken as a cooperative research and development effort between PSI Technologies, the Saskatchewan Ministry of Environment, the City of Saskatoon, and the University of Saskatchewan to develop innovative value added uses for recycled asphalt, portland cement concrete rubble, and other waste products.
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recycling, mechanistic materials characterization and structural design, field construction of carefully engineered test sites, and mechanistic structural assessment in the field to validate mechanistic designs. To further complicate matters, many of the sites contain undrainable soils that lead to very moist subgrades.
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Schedule Factors Schedules were prepared and included detailed timeline requirements, risk analysis for new unproven technology, and milestones to ensure the project would stay on time, within the cost, and that all the objectives would be met. A work breakdown structure was used for the integration of design-supply-build.
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Figure B.3. PSI Technologies' state-of-the-art impact crushing and recycling of asphaltic rubble material.
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Objective 4 This task was to show the results of using recycled materials in conventional road construction with conventional road construction equipment. In the summer of 2009, the City of Saskatoon constructed six recycled material test sections.
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Objective 6 The use of recycled aggregate materials was tested in this task and resulted in positive results. Cost-effectiveness is a key factor when examining recycled aggregate, and on the basis of the tests performed, it appears that the use of recycled aggregate enabled the City of Saskatoon to cost-effectively construct road structures with continuum drainage/structural subbase layers, as shown in Figure B.5.
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showed a cost savings of $1.37 million in 2008, $1.65 million in 2009, and a projected $1.81 million in 2010. The task focused on demonstrating the holistic benefits in terms of technical, economic, social, environmental, energy, and sustainability for the City of Saskatoon by using recycled rubble materials.
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• Improved risk management of the project through the design-supply-build format; • Significant cost savings; • Improved road structural systems; • More-sustainable infrastructure solutions for the City of Saskatoon; • On the basis of preliminary estimates, effective use of recycled aggregates enabling the City of Saskatoon to structurally repair up to 30% more road surface for the given fixed budget; • An improved life-cycle performance of the road structure; • Achieving significant capital savings from constructing urban roads with the use of recycled materials; • Improved structural integrity of the end product road system; • Reduction in construction time, energy requirements, construction-generated emissions, and climate risk during construction; and • Reducing the haul costs and road damage associated with aggregate haul by using recycled rubble aggregate that is already available and in-service within the city limits. Observations of the Researcher Greatest Challenges • Project complexity related to poor soil conditions, limited funding, limited experience with recycling, and limited experience with the design-supply-build format, and • Limited usage of in-field mechanistic evaluation techniques for design.
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Successful Accomplishments • Cost-effective solution, • On-time delivery of the program of work, • Successful design and construction under complex conditions, and • Successful risk management. Bibliography 1.
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investment in the T5 project was £4.3 billion and took approximately 37 million person-hours to complete. Elements of the Terminal 5 project include the main terminal, two satellite terminals, air-traffic control tower, and connections to public transport, road works, rails, and tunnels.
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transportation regulation requirements, end-user requirement variations, and unexpected events such as the emergence of terrorism. Those challenges have been highly stressed in the T5 design and guaranteed the delivery of the project as a landmark in engineering.
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12-m-high sections (the cone was raised by special jacks 12 m at a time)
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Automated people mover The new T5 also incorporates a track transit system. This is an automated transportation system that transfers passengers between the main terminal and its satellite buildings.
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tier suppliers. The work program involved four main activities -- buildings, rail and tunnels, infrastructure, and systems -- which were subdivided into 16 major projects and 147 subprojects.
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In general, BAA has successfully overcome decades of established practices, entrenched behaviors, and the industry's traditional resistance to adopt new ideas and practices originating from outside the world of construction. In the United Kingdom, the T5 project became a change program of industrywide scale.
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system during the tests from being delivered to the "live" systems elsewhere in Heathrow. But the filters were accidentally left in place after the terminal opened.
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and in most cases, different parties have conflicting interests. How to deal with this delicately is a challenge to all senior managers.
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• According to Perrow (1) , accidents are inevitable in complex tightly coupled systems.
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Bergen Light Rail, New Jersey Introduction The Hudson-Bergen Light Rail Transit System (HBLRTS) is a 20.3-mile-long light rail project that connects the densely populated New Jersey's Hudson River waterfront communities.
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Figure B.6. MOS2 system map (August 2004)
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MOS2 features a major tunnel (the Weehawken tunnel with a length of 4,100 ft) , which includes the new Bergenline station at a depth of 160 ft from the surface.
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Schedule The DBOM approach was used to deliver the project as quickly as possible. DBOM was successful in cutting the duration of MOS1 by more than 3 years.
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NJ Transit set up a separate division to implement the HBLRTS project with high priority. Use of DBOM allowed the contractor to integrate design and construction more effectively.
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effectively, the property acquisition software PAECE TRAK was used. This is a custom-built software developed for NJ Transit that allows the owner to upload parcel maps, appraisals, counter appraisals, track the history, and so on.
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Project Execution and Operation Phase Cost There was no retainage clause in the contract; the contractor gave back $250,000 in lieu of the owner retaining part of its payments. The lack of a retainage clause caused no problem in this project.
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DBOM contract requires the contractor to operate the system for 20 years. This, in effect, allowed the contractor to optimize the project cost with quality of work because that would affect the cost of maintenance.
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Financing Plans No specific issue was noted for this section. References 1.
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along 7.2 miles of I-95 between Exit 46 (Sargent Drive) in New Haven and Exit 54 (Cedar Street)
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Constructed in the late 1950s, this stretch of roadway is part of the heavily traveled northeast corridor between New York and Boston. It is situated in a densely developed urban area with a mixture of commercial, industrial, municipal, and residential development.
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Brinckerhoff is the program manager for the project, and the design of various contract packages is performed by section designers whose efforts are coordinated by the program manager. For design effort, the project has had 12 contracts with 5 different design firms.
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Schedule Schedule has been the main challenge in the I-95 NHHC program. In fact, the project team that was interviewed ranked the schedule dimension ahead of the other four dimensions (cost, technical, context, and financial)
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Early Start Early Finish Completed A October 16, 2000 June 6, 2002 C1 September 23, 2003 August 11, 2006 C2 September 26, 2005 October 6, 2008 D June 28, 2002 July 26, 2004 D1 February 1, 2008 November 3, 2008 E1 November 12 2004 January 8, 2007 GNHWPCA December 10, 2007 April 22, 2009 Current B November 27, 2009 June 30, 2015 B1 April 28, 2008 August 4, 2011 157
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E2 October 22, 2008 November 16, 2011 Adjacent Howard Avenue - - Future E March 12, 2011 March 11, 2014 Technical The Pearl Harbor Memorial Bridge is the first extradosed bridge in the nation and as such could add to the complexity of the project from a technical point of view. The extradosed system is a hybrid design that is a combination of a box girder bridge and a cable-stayed bridge so as to expand the span of the box girder.
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Another technical issue was the presence of contaminated soil and water on the program site. This increased project cost caused delays in obtaining the required permits for processing of contaminated material.
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Haven Mayor John DeStefano Jr. demanded that the expansion of I-95, which includes Long Wharf and the West Haven area, should be included in the plan as well.
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bridge foundations and flyover (Contracts B, B1, and E2) , and the I-95/I-91/Route 34 Interchange (Contract E, yet to be let)
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The NHHC consists of several contracts. These contracts are interdependent, and delay in one can cause delay in the start time of other contracts.
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Another major issue was the coordination of utility relocation. The total utility relocation in various contracts adds up to $85 million.
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Oklahoma City I-40 Crosstown Introduction The I-40 Crosstown project in Oklahoma City, Oklahoma, consists of building 4 1/2 miles of new Interstate in an existing railway corridor to replace the existing elevated Interstate just north of the project site (1)
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Cost The original cost for the project was $320 million in 1995 dollars (5)
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gained on the project during the execution phase (2)
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Noise and Vibration The issue related to noise and vibration contributed heavily to items included in the design for the new I-40 Crosstown. Because the new I-40 is located directly adjacent to the Riverside Neighborhood, future traffic noise levels were estimated to exceed that of FHWA noise abatement criteria (4)
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Figure B.8. Schematic pedestrian bridge design.
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as this (2)
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Project Execution The project is currently in the project execution phase. Of the 23 total work packages, 11 have been let to bid, 11 have started construction, eight have been completed, and three are still under construction (3)
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let to bid (2)
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Financing As discussed in the planning stage, financing is from the federal government and depends largely on what is approved per session in Congress (2)
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influence all of the different context, financing, technical, cost, and schedule issues of the project. Observations of the Researcher Greatest challenges • Size of project and issues with design and construction for local industry, • Funding, and • Railroad relations.
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4. ACCT Workshop Oklahoma I-40 Crosstown.
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Fort Lauderdale I-595 Corridor Roadway Improvements Introduction According to the Florida DOT (FDOT) Project Overview of July 7, 2010, the I-595 Corridor Roadway Improvements project consists of the reconstruction of the I-595 mainline and all associated improvements to frontage roads and ramps from the I-75/Sawgrass Expressway interchange to the I-595/I-95 interchange for a total project length along I-595 of approximately 10.5 miles and a design and construction cost of approximately $1.2 billion.
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Figure B.10. Project improvement map (1)
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I-95/I-595 Master Plan Study completed 2003 I -595 Project Development and Environmental Study complete June 29, 2006 Public workshops conducted April–November 2005 Reynolds, Smith, and Hills, Inc.
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Risk Analysis A formal risk analysis process was conducted to determine where the risk would be in the project as well as which party would be responsible for the risk: FDOT or the concessionaire (4)
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planning phase were timeline requirements, risk analysis, milestones, schedule control, optimization's impact on schedule, and resource availability (4)
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Jurisdictions The I-595 corridor passes through or lies immediately adjacent to six governmental jurisdictions: the City of Sunrise, Town of Davie, City of Plantation, City of Fort Lauderdale, and Town of Dania, as well as unincorporated areas of Broward County (2)
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Financing This is the first highway project in the United States to be delivered by the DBFOM method (4)
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Procurement Phase Action Taken Date FDOT issued Request for Qualifications October 1, 2007 Statements of Qualifications received November 5, 2007 Teams short-listed December 3, 2007 Request for Proposal distribution December 11, 2007 Technical and financial proposals received September 5, 2008 Notice of Intent to Award Contract October 24, 2008 Contract execution finalized March 3, 2009 Cost The cost factors that FDOT found to be more complex on this project in the procurement phase were contingency usage, risk analysis, estimate formation, owner resource allocation, cost control, incentive usage, and payment restrictions (4)
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Payment Restrictions The availability payments set up in the contract are to help make up the funding shortage by FDOT (4)
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Political FDOT continued to hold meetings and workshops to let elected officials and local politicians know what was going on (3, 4)
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selecting sound barrier wall construction, and relocating utilities (2)
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Figure B.13. I-595 work zones (2)
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Schedule The schedule factors that FDOT found to be more complex on this project in the execution phase were timeline requirements, risk analysis, milestones, schedule control, optimization's impact on schedule, and resource availability (4)
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Scope of the Project Reviews are conducted at intervals to make sure the concessionaire's plan meets FDOT specifications, and FDOT conducts audits of the concessionaire's personnel to ensure they are qualified (4)
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Work Zone Visualization FDOT used 3-D animation and video on the project website (www.I-595.com) to show lane closures per day and also used dynamic message signs to give alerts to travelers on the corridor (4)
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conferences at local hotels, and any other function appropriate for local business (4)
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Cost The cost factor that FDOT found to be more complex on this project in the operations phase was contingency usage; this was not elaborated on in the interview (4)
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Intermodal FDOT is purchasing buses for public transportation to be used on the new express lanes (4)
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Observations of the Researcher Greatest challenges • FDOT was challenged to find the right level of oversight for the project. • One lesson learned was that it is very important for the concessionaire to partner with local companies to learn the local culture and agencies.
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• Having a public information officer in-house for the concessionary has been extremely beneficial in going out and giving presentations to the community with FDOT. The concessionaire has held fundraisers and has helped with community perception of a foreign company.
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4. Borell, J., P
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the project was $24 million. When the bridge had full closure, the remaining funds were used for other services such as overnight ferry operations and medical emergency helicopter (medevac)
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very limited medical services and have commuting problems. Therefore, to reduce project impact on the public, a partial closure -- single-lane closure during the day and night closure -- was chosen for the project.
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public. Therefore, the project team had to manage the project schedule in depth to make sure to meet the bridge closure requirement, even though the contractors had schedule control responsibility.
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The project team developed a protocol plan to manage the preconstruction and construction strategy in regard to timing of action, responsible personnel to act, backup plan, and things to do first. This protocol plan clarified the authority and responsibility of the participants effectively.
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original structure also served as a home for birds, and the bird nests that were present were protected by law. The work shifts of the owner's traditional project team required restructuring because of the time constraints caused by night and weekend closure.
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services were prepared. Such services include medevac and supporting funds to an existing ferry service to operate overnight.
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technology to replace the deck, early identification of construction issues was key for cost control. Incentive provisions in the bid packages that were prepared during the planning and procurement phase helped to control cost and schedule during the construction phase.
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A postproblem meeting was another tool used whenever the project team faced milestone problems. Along with preconstruction strategy, postproblem meetings made the deck replacement procedures faster and better.
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Technical Same as design phase. Bibliography Ahn, J., Strong, K., and Shane, J
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redesign and expansion of capacity was critical. Severe traffic conditions (capacity, safety, and mobility)
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Record of Decision (ROD) June 2001 Final EIS reevaluated November 2008 Final design contract awarded March 2009 Main span (bridge)
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designs were developed. This allowed for reallocation between segments as contracts were let.
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team to identify potential problems early in the process and develop solutions before cost or schedule were affected. Use of this tool allowed the team to get started early with railroad and utility issues that could have affected design, increased costs, and delayed the schedule.
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and well-developed project plan added credibility to the project when funding sources and project schedule were integrated and communicated. The project team was successful in communicating to stakeholders that if the community waits or the project gets delayed by any stakeholder group, they run the risk of not having a project.
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The main span design had to allow channel clearance for two-way barge traffic in addition to barge ports. The primary geographical factors that affected design were the zero rise constraints in the channel and the low water table in some sections of the project.
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stays was a primary design and quality control concern. In addition, the levee needs to be protected during construction and contractor site operations.
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several groups wanted input into the process. In the original project, the tolling option was contentious.
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Emergency services are coordinated through frequent meetings with service providers. There are standpipes included on the bridge to help address vehicle fires.
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simply with soil caps. The project needed SEP-14 approval for use of alternative technical concepts in procurement and was required to follow all FHWA procedures for major projects.
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need to move quickly and keep the project scope within available funding limits. Also, breaking the original project into "fundable" phases helped move the project forward.
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North Carolina Turnpike Authority: Triangle Expressway Introduction In 2002, the North Carolina General Assembly created the North Carolina Turnpike Authority to respond to growth and congestion concerns in North Carolina. Two of the nine authorized projects include the Triangle Parkway and the Western Wake Parkway, which together compose the Triangle Expressway.
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Project Planning and Procurement Cost Having an accurate estimate of project costs for this project is important because bonds were used to finance the project. Several tools were used that included the FHWA project management plan and cost validation method and Crystal Ball software.
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Context This project is an extension of a loop around the city that would take NCDOT 25 years to have the resources to continue. The corridor for the project has been protected since the early 1990s.
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Project Execution Cost The design-builder is required to have a cost-loaded CPM schedule, which is updated every 2 weeks. The activities within this schedule cannot exceed 20 days or $500,000 (with a few exceptions, i.e., a bridge deck pour)
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Technical Currently, only three people work for the turnpike who focus on construction, so staffing is limited, which has led to several issues. The design-builder is required to meet both American Association of State Highway and Transportation Officials (AASHTO)
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Context The corridor for the project has been protected since the early 1990s.The NCDOT previously purchased ROW has helped to reduce the ROW funds required and has allowed for the designbuilder to begin working. However, some ROW still needs to be acquired, which is being completed by the turnpike authority.
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commitment to this project by all parties. The size of the staff at the authority is interesting.
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Figure B.18. Map of the Northern Gateway Toll Road.
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Figure B.19. Twin tunnels at Johnstones Hill.
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Planning and Procurement Phase Project investigation started in the early 1990s, got put on hold, and started again with obtaining consents (permits) and designations at the end of 2003.
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and building on environmentally protected land. Construction of the road through a protected area was challenged, and solutions were developed to minimize the environmental impact, such as a twin tunnel (see Figure B.22)
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Figure B.22. Tunneling operations.
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Figure B.23. Bridge construction.
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expertise across New Zealand, Asia Pacific, and in other parts of the world. Tonkin & Taylor is a New Zealand–owned, international environmental and engineering consultancy.
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Execution The alliance started in December 2004 and finished 5 months earlier than the project timeline of 55 months. The toll road has been in service for 1 and 1/2 years (since August 2010)
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people from outside the industry and providing them with the skills needed to join the project as skilled operators. NGA also provided training for people hired from within the construction sector to further improve their skills (see Figure B.25)
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Wayne McDonald, NZTA Regional Director for Auckland and Northland, said the higher-thanforecasted traffic volumes had contributed to greater than expected revenue collection, with paid toll revenue 4% ahead of budget. Key results for the six months from July through December 2009 include the following: • The overall compliance rate (percentage of trips that have been paid)
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Awards • Northern Gateway Toll Road Awarded Cement and Concrete Industry Sustainability Award. The award, which is part of the Concrete3 initiative launched in 2007 by the Cement and Concrete Association of New Zealand, acknowledges companies whose product, program, or initiative demonstrates excellence in environmental, economic, and social sustainability.
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Lessons Learned All projects have areas that can be improved upon. On reflection, key areas identified were the following: • Communication.
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Texas State Highway 161, President George Bush Turnpike Western Extension Introduction Texas State Highway SH-161 was proposed in 1957 when the Dallas outer loop was discussed by the Dallas Area Master Plan Committee (2)
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TxDOT determined the approach of the project, and it was divided into four phases for purposes of managing and expediting the design and construction process [the phases are displayed on the map shown in Figure B.26 (4)
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• Phase 3 includes slip ramps and portions of the main lanes between I-30 and SH-183. Figure B-26.
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TxDOT completed Phase 3h the exception of the toll gantries (see Figure B.26)
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was rushed, thereby leading to a design error. A change order was granted to change the Class III pipe to Class IV and V in various locations for the cost of $1.13 million.
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and many of the issues regarding design and construction efficiency will be more clearly observed at that time. Context The context issues of this project were the greatest contributors to its complexity.
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crosses through the project as well as several smaller water channels that include Bear Creek, Johnson Creek, Cottonwood Creek, and Kirby Creek. These water bodies and other environmental concerns provided an extensive need, and requirements, for National Environmental Policy Act (NEPA)
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a TIFIA loan of about $400 million and has sold about $600 million in toll revenue bonds for the financial plan (3)
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Cost Williams Brothers was able to self-perform a large amount of work of the Phase 2 construction and so were able to save substantial amounts of cost on items such as drill shafts. Williams Brothers was also a low bidder for the contract.
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completed by January 2011. Phase 3 roadway elements have been designed and are under construction by TxDOT.
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Financing The financing was a large contributor to the complexity of this project and was discussed in detail in the planning and procurement phase summary. The NTTA will finance the Phase 4 design and construction with the assistance of a TIGER TIFIA loan as well as toll revenue bonds.
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sources; multiple municipal jurisdictions; innovative financing; political, developmental, and social pressures; several important milestones with large incentives and disincentives; pavement, bridge, and interchange work involving two Interstate highways; hazardous material; landfill; flood plain issues; a railroad yard and contaminated water; tolled main lanes; and nontolled frontage roads. However, even with all of these issues, the milestones are being met, and the entire project is on schedule to be completed on time.
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Interviews Tracey Friggle, Director of Construction, TxDOT Dallas District. Interviewed May 20, 2010.
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Figure B.28. T-REX project map.
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Project Planning and Procurement Phase Action Taken Date Environmental Impact Statement (EIS) announced when the Colorado Department of Transportation (CDOT)
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• Siemens light rail vehicles: $100 million, and • ROW and administration: $100 million. This cost included 4% separate contingencies for highway and transit.
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Reduce Inconvenience to the Public CDOT and RTD established early during the planning phase that the Number 1 goal was to reduce inconvenience to the public. It was determined that for the project to be a success in the public's eyes, completing the project on time and on budget was not enough.
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companies and qualified contactors completed $2.5 million dollars of utility relocation work before the contractor received notice to proceed (2)
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Schedule The project was completed according to schedule. Some concrete shortages occurred during construction, but they did not really affect the project.
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Aesthetics RTD had a commissioned art program that allowed community members to participate in the selection of art for their light rail stations. In addition, there were three canopy styles to choose from (2)
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Financing As discussed in the planning stage, T-REX was a multimodal project financed by two federal sources (FTA and FHWA) , CDOT, RTD and local agencies.
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Observations of the Researcher Greatest Challenges • Challenging work environment due to need to keep highway open during the construction; • Tracking of funding (highway vs. traffic dollars)
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2. Colorado Department of Transportation & Regional Transportation District.
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Innovative financing (PPP) was the single most-significant reason for the delivery method decision along with acceleration of project delivery period, innovation encouragement, risk redistribution, and follow-on operations and maintenance.
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Effective Tools for Managing Cost Complexity Transferring risk to the developer by using PPP was used as a tool for managing cost risk, which cost the owner more money. Schedule Complexity One source of schedule complexity is that so many different parties were involved, such as a concessionaire, the federal government, the state, and the developer.
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The Capital Beltway project was delivered by PPP with DB. The VDOT megaproject team had previous experience with the DB approach, but still had some unfamiliarity with it.
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project control. VDOT had an integrated project delivery team to get involved early and determine resources.
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area. VDOT had to not only do the marketing but also provide education on the new concept of a toll-based lane.
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were further refined during the design and construction phase. Previous projects' specifications were imported for reference.
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Finance and Innovation Act (TIFIA)
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Effective Tools for Managing Cost Complexity No specific tools were used for contingency. After execution, the project team looked at weaknesses and anticipated scope changes, then developed a contingency plan.
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design packages in 18 months. VDOT could not ask for too much in the design process because of authority and cost matters.
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Ohio River Bridges Introduction The Ohio River Bridges project in Louisville, Kentucky, and southern Indiana is a complex project currently entering the final stages of the design phase. It consists of two long-span river crossings across the Ohio River (one in the downtown location, one on the east side of the metro)
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phase. Advisory Council on Historic Preservation (ACHP)
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cost and bonding issues, will limit the number of bidders on the project. Because of the size of the project, it is likely there will be some type of consortium to complete the project.
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added to the qualified local workforce, but project delays have caused problems in keeping trained people involved. The biggest problem is the total project cost.
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Schedule was a top priority until the project was put on hold in 2008. The specifications required a CPM schedule from all consultants and contractors.
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have a real economic and human impact. Kentucky is using GARVEE bonds to move forward with ROW purchase on the Kentucky side.
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for the project will depend on financing. Contractors will need to prequalify once the project moves to the construction procurement phase.
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performed by design teams on five of the six segments, but no constructability reviews were included. The industrial ports along the river posed a technical challenge because the project phasing must maintain access for trucks.
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scope and the complex 4(f) process affected the ability to design to a budget.
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Once under construction, traffic control will use message boards. Specifications are complete for these message boards.
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In general, the project has a positive rating in the community, with 76% of the public at large supporting the project. There is widespread understanding of the need for the project.
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only option because there is no budget for traditional tolling infrastructure (booths, stopping lanes, and so forth)
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team is attempting to model cash flow for the project, but financial modeling and capital expenditures will be somewhat determined by a bistate authority(BSA) report on how to fund the project.
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say that financing affected design, scope, cost, or delivery. Financing may have an effect on delivery method, but design, scope, and cost are driving financing, not the other way around.
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impact of 4(f) commitments were underestimated.
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tunnels, and a depressed roadway section. The first and foremost goal of this project is to move the traveling public from the current questionable structure to one that is seismically safer.
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eight contracts. Contract 3 was estimated to cost $120 million; however, the low bid was $60 million.
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Technical A number of historic buildings and other considerations are in the area. The Presidio was listed as a National Historic Landmark District in 1962, and in 1966, was listed on the National Register of Historic Places.
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Effective tools for managing context are • Extensive public outreach including meetings and walking tours. • Partnering.
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Progress Summary Schedule Budget/Expenditures PPP Update Risk Management o Construction Progress Report o Small Business Report o Public Outreach Report • Value engineering • Cost Reduction Incentive Proposals Schedule The number one goal is the safety of the traveling public, which means getting the public off the viaduct that is currently used to access the Golden Gate Bridge. The project was divided into multiple contracts to facilitate the desired goal.
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• Detailed monthly update reports that include information on all of the contracts. The update report details o Project Management Report Progress Summary Schedule Budget/Expenditures PPP Update Risk Management o Construction Progress Report o Small Business Report o Public Outreach Report • Separate contracts and multiple contract types • Overlap contracts • Having a consultant schedule all activities for all contracts • Tackling and resolving one issue at a time and resolving issues as they come up, not putting them off until later • Working with local stakeholders to get approval of two 10-hour shifts Technical The number of historical buildings and national park sites in the area creates the need for continued monitoring and assessment of construction impacts.
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fractured rock, and groundwater before piles can reach bedrock. The piles are needed for the high viaduct on the project and require 12-foot-diameter cast-in-drilled hole piles and rock sockets.
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Effective tools for managing context are • Noise monitoring; • Archeological monitoring • Tree protection and preservation plan • Project Arborist • Biological monitoring and training for all contractors • Extensive public outreach including meetings and walking tours • Detailed monthly update reports that include information on all of the contracts. The update report details o Project Management Report Progress Summary Schedule Budget/Expenditures PPP Update Risk Management, o Construction Progress Report o Small Business Report o Public Outreach Report • Working with local stakeholders to get approval of two 10-hour shifts • Demonstrating the need for night work 289
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Financing The funding for this project is coming from 21 sources. Each funding source has its own process, monitoring, and reporting.
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Project Operation Phase This project is not yet at this phase. Observations of the Researcher This is a project that is very much visible in the eyes of the country, or could be, if things do not go right.
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The purpose of the project for the foreseeable future (30 years) is to • Provide safe, efficient, and secure movement of people and goods across the U.S.– Canadian border in the Detroit River area to support the economics of the state of Michigan; Ontario, Canada; and the United States; and • Support the mobility needs of national and civil defense to protect the homeland.
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Figure B.29. Project area map.
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structure adopted for the project)
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of taxpayer dollars. The intent is for the bridge to be financially self-sustaining from a reasonable toll charged to its users.
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Cost The project's estimated baseline is between $1.809 billion for the cable-stayed bridge option and $1.814 billion for the suspension bridge option on the basis of year of expenditure. These costs are at an 80% confidence level that is based on FHWA's cost estimate review conducted for the project in November 2008.
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priorities, and conceptual aesthetic features and elements; the second phase will generate design requirements and alternative design concepts and refine a preferred set of design elements for integration into the plans, specifications, and estimates. • Separating design consultants by distinct project limits and scopes of services (freeway interchange design consultant, interchange bridge design consultant, ADG consultant, oversight consultant)
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Partnership Steering Committee. The committee consists of the governments of Ontario, Canada; the State of Michigan; and the U.S.
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• Protect the natural environment; • Improve regional mobility; • Maintain air quality; and • Constructability. Public Engagement and Outreach The project team consistently applied CSS principles to its project approach.
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sell revenue bonds, secured by future tolls from the bridge, to finance the construction of the bridge and all or portions of the plaza Project Execution This project is still in the preliminary design phase. Project Operation Phase This project is still in the preliminary design phase.
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improvements to widen Route 1, the Jefferson Davis Highway, enhance signalization, and install a high mast lighting system. Figure B.30 shows the alignment for this project.
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to the substructure, the precast yard, and the Route 1 improvements. After these were complete, the reconstruction of the northbound side of the bridge began in June 2000.
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Duration A Conventional construction: 1 lane open in each direction Lane closures every day Safest Familiar 3 lanes merge to 2, not 1 Access for emergency vehicles Affects everyone Commuter peak periods Tourists/business impact Longest time 24 to 36 months B
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Context The context issues that VDOT primarily focused on in this phase were public opinion and procurement constraints. Public Relations The context of public relations, including that of various state and city organizations, was very important to VDOT in the planning stage.
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I-95 Bridge Restoration Newsletter (7) contains an article with a warning to commuters: "If you use this stretch on I-95 to get home in the evening, you should look for an alternate route once construction begins in 2003." Variable message boards were deployed throughout the corridor to announce the upcoming lane closures a year in advance.
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Best meets traffic demands, • Is the most flexible option, • Causes the least inconvenience, • Has the shortest construction timetable, and • Can ensure a lane for emergency vehicle use (3)
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Financing As mentioned earlier, this is a public project financed by federal aid dollars and state matching funds. Financing did not play a significant part in adding complexity to the project.
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The north and southbound bridge replacements were Stage 2. The project proceeded in two major periods: 1.
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Figure B.32. Contractor-proposed change to bridge to use two sections (3)
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minimizing the need for lane closures, detours, and use of narrow lanes. Moving the construction from the roadway can also lessen impacts on the surrounding environment" (1)
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Figure B.33. Demolition–construction sequence (3)
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average hourly weekday traffic at 7 p.m. from 4,800 to 3,000 vehicles per hour (2)
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Figure B.34. "Zipper" movable barrier in action (3)
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• The milling which was anticipated was not performed and the ride is a little rough you can feel the P/S continuity joints as well as the normal joints." (8) Overall, VDOT is satisfied with the product and since then has used the same process on the other eight bridges on the I-95 corridor.
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Summary After meeting with Andrew Zickler, the PE manager of VDOT's structural design program, it was concluded that this complex project has been so successful because of five major factors: 1. VDOT invested a significant amount of time and management energy in the planning phase.
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These reasons have combined to work throughout all of the context, financing, technical, cost, and schedule issues of the project. Observations of the Researcher This project would have benefited from the use of construction-manager-at-risk project delivery.
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• Created an environment of rich and timely public information, • Provided for a project planning phase that was extremely in depth, • Committed necessary resources ahead of time, • Solved a lot of potential problems early, • Implemented a PI campaign at the earliest possible time and kept the public's "vision" on events that were up to 2 years in the future, • Created a special provision with graduated consequences that matched a penalty with amount of time traffic was disrupted, and • Built a team that was able to capture lessons learned from this project and could leverage those for use on a series of future projects on the same corridor. Bibliography 1.
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7. Project Timeline Extended.
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Figure B.36. ICC during construction.
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Figure B.37. Color-coded construction contracts.
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• Three interchanges: I-370/MD-355, I-370/Shady Grove and metro access roads, and ICC/MD-97. Figure B.38.
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Figure B.39. Contract B
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Figure B.40. Contract C
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Schedule In terms of scheduling, the ICC started procurement before planning was completed. Partial NTPs started design with pending environmental litigation.
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The above figures add up to a commitment for the project of $2.4627 billion. Anticipated funding for Contract D (outside the 6-year program)
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various databases, which added to complexity by incorporating different interfaces and different business model systems. Context In regard to public expectations, the public expected to see what they were going to get, and the project was not received well at the 30% design completion stage.
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• Limited NTP June 2007, full NTP November 2007, projected completion September 2010. Contract B 7.0 mainline miles, noise walls, utility, bridge designs, detours, bridges • $559.7 million; • 0.0% of base in COs thus far (actually a deduction)
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Contract E • Request for Proposal; work under way. • NTP scheduled for fall 2010; estimated completion date spring 2013.
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In terms of the scale of complexity, all dimensions were given a relatively high complexity rating (85%) except for technical (55%)
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Key Terms
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information on Chapter Skim is available.