tom wiener, p.e. mndot project controls engineer matt reid, p.e. hdr engineering, inc
TRANSCRIPT
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Tom Wiener, P.E. MnDOT Project Controls EngineerMatt Reid, P.E. HDR Engineering, Inc.
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Allows for Breakdown of L.S. Cost◦ Validate Costs of the L.S.
Better Quality Control
Better Progress Control and Monitoring◦ Earned Value / Revenue Techniques
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Schedule of Values
Contractor Consultant(Low Bid Contract)
Lump Sum Bid items are Cost Accounts in P6 that align with
Unit Rate bid items
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Schedule of Values
Contractor ConsultantChallenges Faced
We’ve Never Done This Before ($14.2M QBS) Office of Audit/Validation of Costs Creating Negotiated Work Packages from RFP Schedule Was a Learning Curve for Consultant
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• Provides Method for Equity Control
• Allows for Schedule Risk to be Reduced
• Reduces Fears of Lump Sum
• Lump Sum• Encourages Innovation• Scope Diligence • Streamlined Payment Administration
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Lump Sum Contract Requirement 1st Design Contract – Lump Sum CPM Use of MnDOT SWIFT Codes
◦ 1010 – Project Management◦ 1250 – Misc. Engineering & Support◦ 2824 – Special Studies◦ ABUT◦ DECK◦ PIER
Oracle Primavera P6
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Baseline Schedules – 1st plan for executing work and progress measured from
Update Schedules – record of progress on a monthly basis; actual dates, remaining durations, actual cost, earned value.
Revised Schedules – Re Baseline if necessary
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Schedule built locally
Coordination with Functional Leads and MnDOT
Baseline Acceptance
Baseline Uploaded to MnDOT Hosted P6 Environment
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Similar to MnDOT CPM Const Specs – 1803
Activity Durations 5-20 days
Activity must have Predecessor/Successor
No Lags/Leads
Constraints
Contract Time, Delays, Impacts, Failure to complete work on time
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Schedule Activities – 465 Logic Relationships – 750 Constraints – 14 Initially, 2 Afterward Critical Activities – 40, less than 10% of
Project, no more than 30% per spec
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SWIFT Codes Differentiate Subs – Multiple Entries Reporting
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Schedule Updated Monthly◦ Purposes of CPM◦ Coordination with Design
Functional Leads◦ Schedule Narrative
Highlights Anticipated/Final Milestones
Critical Coordination Activities
Change in Schedule Logic◦ Payment - Invoicing
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Organization ◦ Define deliverables in an organized format◦ Ensure all contracted deliverables are accounted for◦ Activities have agreed upon budget
Communication◦ Relationship between disciplines and other parties◦ Responsibility - activities are assigned to companies,
DOT◦ When deliverables are required logically
Analysis◦ On time – baseline comparison and float analysis◦ On budget – Internal earned value/percent complete
analysis◦ Risk or Impact mitigation – All parties can identify and
mitigate potential risks, allocate or shift resources
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Was it worth it?
Yes
• Validated Scope of Work• Consultant buy-in to the process• Truly managed schedules (Earned Revenue Mngt)• We needed this design done on time
• Streamlined Payment administration – Auditing History
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Project In Construction Phase
Contractor’s build schedule in our network 1/1/13
Piloting BIM and CTD schedules 3/1/13
Select Unit Rate project Resource and Cost Loaded 3/1/13
Role and Resource Loaded of CE&I staff 6/1/14
Projects in Scoping and Design Phase
Programmed Projects Role and Resource Loaded 6/30/13
All planned projects Role loaded by June 30, 2014
Taxpayer Transportation Accountability Act
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