Developing a Systematic Approach for Determining Construction Contract Time (2022) / Chapter Skim
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Pages 40-65
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40 Chapter 5. Data Analysis and Results 5.1.
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41 • The PDE/CTD is used to: o "Improve the accuracy of bid price projections. o Adequately plan for the interactions of third-party utilities (that have often caused claims/delays in the past)
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42 Table 5-1. Changes in the current and desired accuracy in different project phases.
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43 Table 5-2. Influential factors -- project phases and global/local factors.
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44 Table 5-3. Likert scale used to measure the level of influence and level of frequency.
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45 Table 5-4. Importance indexes and rankings of influential factors.
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46 39 Surveying time 23.7 39 40 Equipment availability 22.1 40 41 Budget and contract payment concerns 22.0 41 42 Requirements for irrigation 18.5 42 Table 5-4 provides DOTs with a reference for the relative importance comparison among the influential factors. Depending on project complexity and the required accuracy of contract time, just the most influential factors, or top factors, need be considered for establishing contract time.
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47 Table 5-5. Current use of scheduling methods by highway agencies.
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48 Most of the experts from conducted interviews with DOTs indicated that their agency does not determine contract time before the final design phase. However, they have a rough estimate of project duration in months or seasons by using the experience and judgment of the project participants (e.g., project managers and designers)
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49 the contractors are required to speed up their operations to complete the projects as needed. A similar response has been received from an interview with the Alaska Department of Transportation & Public Facilities (Alaska DOT&PF)
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50 • Use of trade-off analysis and tools. • Use of alternative contracting techniques (ACTs)
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51 very few agencies have adopted a systematic approach to determine realistic contract times for urban incentive projects. When interviewees were asked to list influential factors for urban incentive projects, responses closely overlapped those for conventional projects.
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52 on the results of the TAT to maximize mobility, safety, and citywide satisfaction. This system provides the District DOT with better control of scheduling that minimizes congestion, enhances motorist and worker safety, maintains access for businesses and residents, budgets projects in a cost-effective manner, and ensures timely roadwork completion (Dickerson III et al.
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53 city is quite costly and disruptive, thus requiring more time and effort in securing ROW for projects (MDOT 2019)
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54 The large number of collocated urban infrastructure systems require a more holistic asset management decision-making approach. Proper coordination of the renewal activities of these systems can minimize community disruption from construction activities, maximize level of services, and minimize life-cycle cost of infrastructure (Osman 2016)
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55 production. Accurate estimation of production rates is crucial to CTE/CTD methods based on the estimation of activity durations.
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56 Several DOTs rely on third-party consultants to develop contract time estimates. Oregon DOT and MDOT hire consultants to manage APDM projects.
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57 for DB projects, due to lack of design information, only major work items and their rough quantities could be obtained. The goal of this process, according to the interviewees, is to find a duration that VDOT "feels comfortable to put in the contract." VDOT relies on both engineering judgment and historical data to estimate the duration needed for the preconstruction period.
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58 In an attempt to improve the contract time accuracy of DB projects, for a few projects, UDOT has released PS&E plans and allowed contractors to comment. According to the interviewee, this practice has produced some limited success, but no significant changes were observed in the schedule performance.
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59 The interviewee also noted that third-party review time is something unique to the DB delivery method. Under the DBB method, the project design is owned by the owner (i.e., agency)
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60 and professional experience. GDOT will also look at previous similar projects to come up with the rough estimate.
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61 5.2.5. Schedule Risk Management in Various DOTs The project team reviewed all the available construction management guidelines published by state highway agencies in the United States to collect information about methods used by various DOTs for determining the contract time.
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62 time. ITD's CTD manual identifies influential factors for construction time and provides a worksheet for listing activities affected by influential factors and the expected delay.
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63 NYSDOT mentioned that in DB proposals/bids, the contractor is required to list risk factors as part of the bid, along with the probability of occurrence and the impact level for each risk factor. As can be observed from the review of state DOT practices described above, while all the guides acknowledge the importance of factors influencing contract time, and while many of these states have developed extensive risk management manuals for project budgets and schedules, these resources are not well integrated.
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64 The research team also noticed that although the majority of DOTs that conduct PCRs acknowledged that one of the functions of a PCR is to capture LLs, limited information exists regarding project feedback or dissemination of LLs. Four state DOTs (Utah, Michigan, Minnesota, and Texas)
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65 Implementation barriers for an effective PCR identified by interviewees are generally in agreement with what has been cited in the literature. Both VDOT and Ohio DOT acknowledged that having limited departmental resources inhibits them from developing a full-fledged postconstruction contract time evaluation and feedback system.
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