Developing a Systematic Approach for Determining Construction Contract Time (2022) / Chapter Skim
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7 Chapter 3. Synthesis of Literature A review of DOTs' CTD manuals showed that most manuals devoted a significant portion to discussing scheduling methods (e.g., critical path method or bar charts)
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8 Table 3-1. Project development phases and activities (Anderson et al.
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9 With this approach, schedulers do not need to calculate production rates of controlling activities or develop activity logic.
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10 completion will result in a delay in the completion of the contract" whereas a non-controlling item does "not normally alter the course of construction" (Arizona Department of Transportation [ADOT]
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11 o Determine different scenarios or groups for each factor. Some examples are as follows: Maintenance of traffic: light, moderate, and heavy traffic.
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12 Figure 3-3. Input screen of the PR estimation tool.
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13 PRs from the linear-fitted line and the power law-fitted line are 2,179 CY/day and 4,304 CY/day, respectively. Figure 3-5.
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14 Table 3-3. An example of DelDOT's PR tables.
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15 3.1.1.3. Calculate Duration for Each Activity For a work item with quantity, the duration of the item is calculated by dividing the given quantity by the production rate estimated in the previous step.
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16 Figure 3-6. Activity logic diagram for box bridge construction (Jeong et al.
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17 3.1.1.5. Estimate Project Duration Using Bar Charts or CPM Schedules Depending on DOTs, this step can be conducted using supporting tools developed by DOTs or commercial CPM software programs, such as Microsoft Project and Primavera P6.
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18 the system estimates the range of project duration for the applicable project, as shown in Figure 3-8. The season estimator provides the estimated number of seasons for the project.
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19 Figure 3-9. Calculation sheet for limited access projects (Zhai et al.
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20 Examples of Tier 1, Tier 2, and Tier 3 are provided as follows: • Tier 1: o "It is recognized that the arrival of cooler weather in the fall is not a simultaneous occurrence across the state. For the establishment of contract periods, the following table can be used as a general guideline for completion dates" (Iowa DOT 2017)
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21 o Use completion date contract "when all project work must be completed by a specific date (e.g., State Fair, special events, farming operations, school start or end dates) or when coordination with other contracts requires work to be completed prior to start of next contract" (IDOT 2017)
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22 Figure 3-10. DBB method.
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23 Figure 3-11. CMGC method.
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24 3.3.3. Design-Build (DB)
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25 Another complication to DB CTD is found in the way actual DB projects are phased. Some projects do not begin construction until the final design is approved by the DOT, whereas others release design work packages for construction as soon as they are complete.
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26 term obligations on the part of the concessionaire are a relatively dramatic departure for public agencies from the traditional public contracting models. In procurement, using alternative technical concepts in conjunction with long-term performance requirements and performance penalty systems are key elements of the P3 process and very different from other public owner procurement approaches.
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27 Figure 3-14. APDM timelines.
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28 • Each state has different legislative, regulatory, and policy constraints governing the letting of APDM projects, making it tenuous to try to directly compare similarly scoped APDM projects across states. One key example is found in those states that require the National Environmental Policy Act (NEPA)
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29 These concerns have caused some public agencies to employ appropriate risk management techniques that explicitly consider the uncertainty in cost and scheduling of project components (major activities, contract units)
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30 industry is approaching retirement age (Caldas et al. 2015; Caldas et al.
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31 factors critical to success of the production process, comparing them with the success factors of other companies, analyzing the results, and implementing an action plan to achieve better performance." As Bordass et al.
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32 value when it detects a temperature change without questioning its underlying program. Dodgson (1993)
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33 Research reveals that LLs should aim to capture both the positive and negative aspects of projects to ensure that costly mistakes potentially detrimental to an organization's reputation are avoided and good/innovative practices are retained and reused on future projects to further improve efficiency of the project delivery process (Carrillo 2005)
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34 In fact, the knowledge area in the company intranet is also thought to be part of this black hole. No one knew where the LLs cards were or the activity sheets or the best practice sheets were" (Carrillo et al.
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35 managers to search for LLs on relevant past projects before developing new plans or solutions for new projects (Carrillo 2005)
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36 The time lag between a lesson being learned and recorded is possibly very long (see Error! Reference source not found.)
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37 knowledge to those involved in the project, they are not considered effective in the transfer of knowledge to non-project participants" (Fong 2005)
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