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“Successful Implementation of Mega-Projects in New York City”
Mysore L Nagaraja P EMysore L. Nagaraja, P.E.Chairman & Co-founder
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Mysore Nagaraja, P.E.Chairman and Co-founder of Spartan Solutions LLC
President, MTA Capital Construction Company, New York, NY (2003 – 2008)• Responsible for initiating and executing 5 separate expansion mega‐projects and a system‐Responsible for initiating and executing 5 separate expansion mega projects and a systemwide Security Program for the New York City MTA totaling approximately $26.7 billion
• Recognized by the federal EPA for being the first government agency to incorporate environmental performance commitments in construction contracts
Sr. Vice President/Chief Engineer, MTA New York City Transit, New York, NY (1996‐2003)• Responsible for MTA NYCT’s Department of Capital Program Management and its 1,600 person staff
• Responsible for the planning, budgeting, design, and construction of the capital program with annual capital commitments valued at $2 to $2.5 billion, representing 75 to 150 major multi discipline projectsmulti‐discipline projects
• After 9/11, led the reconstruction of the #1 subway line to completion in nine months• Formerly Deputy Vice President/Chief Engineer (1989 ‐ 1996); Assistant Vice President (1986 – 1989); and Project Manager (1985 to 1986)
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
(1986 1989); and Project Manager (1985 to 1986)
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Large Capital Construction Projects
Total dollar value: $18 Billion‐started planning phase in 2000 andstarted planning phase in 2000 and all projects in construction phase by 2007.2007.
• Second Avenue Subway7 W t E t i• 7 West Extension
• Fulton Street Transit Center • South Ferry Terminal Station
• LIRR East Side Access
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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Second Avenue Subway
• Two‐track line (8 ½ miles)
• Sixteen new stations
• Connection to the 63rd
Street line
• Phased construction and operation
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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7 Line West Extension
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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7 Line West Extension
Station Concept – 34th Street/11th Avenue
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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LIRR East Side Access
Overview of the
East Side Access
Project
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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LIRR East Side Access
8 600ft5,500ft
4 400ft
8,600ft
4,400ft
1,600ft
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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LIRR East Side Access
Why Is East Side Access Needed and What Are Its Benefits?
Bring LIRR Riders Where They Want to Go
• Over 53% of LIRR’s current riders into Penn Station are bo nd for the East SideStation are bound for the East Side – Requires transfer to crowded subways, taxi or
15‐20 minute walk
• Penn Station is busiest in the country– NJ Transit and Amtrak both have expanded
service, reached maximum in peak periodd k l d i i– Increased Amtrak Acela and NJ Transit service
planned for future
ESA will save 30 minutes/day for LIRR East Side customers
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
ESA will save 30 minutes/day for LIRR East Side customers
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LIRR East Side AccessEast River Tunnel AM Capacity - Current
64 Inbound, 73 Outbound in Peak HourPlanned:A t kA t k
p y
MNR (future)MNR (future)Harold
AmtrakAmtrak2 5Grand
CentralTerminal
63WB
63EB
24 trains
24 trains
MNRMNR MNR (future)MNR (future)Interlocking
andSunnyside
YardPenn4
3
21 trains
24 trains
Amtrak Amtrak
LIRR (42) 33YardPenn
Station3
2
1
24 trains
25 trains
21 trains 1111 NJ TransitNJ TransitNJ TransitNJ Transit7 18
PA NY/NJ Airtrain(future)
PA NY/NJ Airtrain(future)
Amtrak Amtrak
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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Elements for Successful Implementation
I. Governance
II. Program Organization
III. Project Management Plans
IV. Strong Program Controls
V Effective Reporting &V. Effective Reporting & Integration of Risk Assessment and Risk Management from beginning to end
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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I. Governance
• Strong reporting structure and clear delegation of h iauthority
• Clear definition of objectives ‐ board and management relationship
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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II. Program Organization
• Create the right organizational model for the program and the projectsand the projects
• For the Projects, Four Basic PM Organizational Choices:• Project management by agency staff
• General Engineering Consultant as PM
• Independent Project Manager as extension of agency staff
• Integrated agency and consultant PM staff
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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Why Change to Agency PM Organization?
• New agency created with focused mission to manage mega projectsmega projects
• New agency brings together in‐house expertise and experience utilize consultants to provide additionalexperience, utilize consultants to provide additional support where required
• Provide most efficient use of agency and consultant• Provide most efficient use of agency and consultant resources and expertise
• Streamline decision‐making process with direct accessStreamline decision‐making process with direct access between users and designers
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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III. Project Management Plan
• Develop a comprehensive Project Management Plan for each project
• Organizational Concept• Roles and Responsibilities
• System Safety• System Integration
p j
p• Project Controls
• Work Breakdown Structure• Cost Control• Schedule Control
y g• Community Relations• Construction Program• Quality Assurance
• Document Control
• Contract Management• Change Control• Procurement
• Interagency Coordination• Conflict Resolution• TestingP j t H lth d S f t• Design Management
• Real Estate Acquisition
• Project Health and Safety
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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IV. Strong Program Controls
Program Controls: What is it?
l i f i i f iA Tool Kit for Communicating Information…
in a Timely Manner to Make Sound Decisions
CommunicationCommunicationCommunicationCommunication CommunicationCommunicationCommunicationCommunication
CommunicationCommunication
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Elements of Program Control Process
Work PlanWork Plan
Monitoring The Plan
Monitoring The Plan
Program Control
Program Control
Reporting Reporting CorrectiveCorrective
ControlControlReporting DeviationsReporting Deviations
CorrectiveAction
CorrectiveAction
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Control the Scope to Control the Project
OutsideAgencies Community
U GOther Projects
Agencies yUser Groups
Funding
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Configuration Control to Manage Change
• Working with an established baseline scope for the project and tracking changes to that baseline.
• Configuration control is maintained by the Change Request process and the Configuration Control Board (CCB).
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Cost Control Effectiveness
Conceptual/Preliminary Design ConstructionFinal Design
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
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V. Effective Reporting and Integration of Risk Assessment and Risk Managementg
• Manage the Project’s Risk
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Mitigating Tunneling Risks
• Assembly of extensive geotechnical data
• Identification of underground conditions
• Establish baseline conditions ‐ GBR
• Development of cost‐effective design
• Assess appropriate construction methodologypp p gy
• Equitably assign risk for changed conditions
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Cost Risk Mitigation
• Define estimate basis and assumptions
• Scope and quantity reviews and validation
• Procurement/construction execution strategy
• Independent estimate development and reconciliations
• Industry expert reviews & buyoff
• Contingency developmentg y p
• Internal reviews and acceptance
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Develop Contingency Based on Risk
• Assess risk of each contract packageRi k A l i i M C l Si l i & R l• Risk Analysis using Monte Carlo Simulation & Resultant Contingency Vs Overrun Probability Curve– VariablesVariables
• Risk Elements (Scope/Quantity/Price/Construction Changes)• Risk assignment at various under‐run probabilities (e.g., GCT excavation and concrete)excavation and concrete)
• Review of results• Re analysis of Input• Re‐analysis of Input• Reruns• Selection of Risk and Associated contingency
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
• Selection of Risk and Associated contingency
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Keys to Successful Project Management
• Governance ‐ Clear Definition of Objectives and Proper DirectionDirection
• The Right Organization– Structure suited to the project and the Agency– Appropriately staffed
• Sound Project Management PlanFramework for management and administration– Framework for management and administration
– Defined roles and responsibilities of team
• User‐friendly Management Systems– Tools to control schedule and manage budget– Timely reporting
• Management of the Project’s Risks
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Management of the Project s Risks
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THANK YOUTHANK YOU
Mysore L Nagaraja P EMysore L. Nagaraja, P.E.Chairman & Co-founder