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Developing Scope of Work, Developing Scope of Work, Budgets and Schedules for theBudgets and Schedules for theOTIA III State Bridge Delivery OTIA III State Bridge Delivery

ProgramProgram

Raymond Mabey, Deputy Program Manager, ODOT

Lynn Iaquinta, Engineering Manager, OBDP

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Summary of ProcessSummary of Process

• Developing Program Scope, Budget and Schedules

• Determining Project Level Details including Project Development Process

• Reporting Progress • Monitoring and Maintaining• Communications and Issue Resolution

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Purpose of the FundingPurpose of the Funding

• Program Goals and Objectives– Fulfill the Goals of the budget note

Stimulate the economy Employ efficient and cost-effective

delivery practices Maintain freight mobility / keep traffic

moving Build projects sensitive to their

communities and landscape Capitalize on funding opportunities

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How the Program Scope, Budget How the Program Scope, Budget and Schedule were developedand Schedule were developed

• EBOR developed list of affected bridges and strategy

• Took programmatic approach to environmental and data gathering with Baseline Reports

• Use of all available information to determine recommended scope

• Projects bundled to maximize participation of Oregon firms and contractors

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Bridge Background InformationBridge Background Information

• Environmental Baseline Reports– I.D. Natural / Cultural

Resources– Established API– Hazmat Survey– Local Permitting– Environmental Justice

• Engineering Baseline Reports– Cost Estimate– Drawings / Site Photos– Foundation Report– Inspection Report– Recommended Scope

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Current Scope for BridgesCurrent Scope for Bridges

• Data gathering for re-scoping of program– Region input and site visit– Engineering and Environmental baselines– Inspection reports– Load ratings– As-constructed drawings

• Revised cost estimates– For revised scopes– Refined other estimates

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Current Scope for BridgesCurrent Scope for Bridges• Resolve scope issues prior to DAP• Assessed special issues and agreements

– Widening for future traffic needs– Allowance for future widening of

facility crossed– Rail retrofits– Seismic retrofits– Mobility and temporary traffic control– Programmatic permitting– Vertical clearance issues

• No added scope without BOC approval

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Justification of ScopeJustification of Scope• Policy on addition of work or capacity

improvements to the OTIA III Bridge Program Bundles

• For future lane accommodation, traffic analysis and projections needed

• Interchange modifications must be in long-term plan for ODOT or MPO

• Schedule must be considered in decision to add work

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BudgetBudget• Original budget approximately $1 billion in

construction for 365 bridges• Bridge Oversight Committee (BOC)

responsible for budget decisions• Revised programming level estimates based

on rescoping and updated costs• Project specific estimates at DAP, Progress,

Advanced and Final PS&E• Change management process in place

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Development of Schedule Development of Schedule

• Roughly follows the program stages in the Economic and Bridge Options Report (EBOR)

• Developed to maximize mobility of the traveling public

• Laid out to graphically to spread out bidding to maximize bidders and receive favorable bid prices

• Aggressive project development and construction timelines

• Acceleration through the use of innovative techniques

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Current ScheduleCurrent Schedule• Available on website and in

OTIA III Monthly Report– www.obdp.org

• Master Schedule with 13 steps for each DBB project

• Revised to incorporate changes resulting from re-scoping and delivery methods of Stages 4 and 5

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Change….It Happens…….Change….It Happens…….• How do we handle change?• Change Management Process

through OBDP to the BOC• Operational Notices available on the

OBDP website– Sample letter– Timelines– Contact names– Submission information

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Operational Notice No. 1 Operational Notice No. 1

• Preparation of Change Management Letter for BOT– Prepared by your Project

Manager/Leader– Estimate budget in-line with cost

estimating processes (bridge level)

– Submit letter to OBDP prior to BOT meeting date

• Use standard template • If you have questions call:

Doug Kirkpatrick, OBDP

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Operational Notice No. Operational Notice No. 22• Green, yellow, red definitions for

OTIA III program• Definitions for monitoring of

project progress– Scope – Budget – Schedule

• Reported monthly in OTIA III Monthly Report

• Yellow or Red means corrective action is necessary

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Development of Process FlowDevelopment of Process Flow

• Reviewed ODOT scope and work flow

• Development of work flow specific to a bridge program

• Partnering sessions with Regions to review process

• Partnering with ODOT Technical Services to review process

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Design Bid Build Process Flow Design Bid Build Process Flow StepsSteps1. Bundle/project Development2. Scope Refinement with Region3. Assignment of design bundle4. Project kick-off meeting at project site5. Design Acceptance6. Progress Plans7. Advanced Plans8. Final Plans, Specifications, and Estimate (PS&E)9. Pre-let period10. Pre-construction meeting11. Construction start12. Construction progress13. Project closeout

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Bundling Projects for DeliveryBundling Projects for Delivery• Total of 67 project bundles• Coordinated with ODOT regions and

stakeholders• Multidisciplined approach• Five point bundling strategy

– Location & context– Type of work– Maintain mobility & minimize traffic impacts– Contract size appropriate for Oregon firms– Critical issues (potential impact on scope,

schedule, or budget)

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Bundling Projects for DeliveryBundling Projects for Delivery

• Data Gathering– Determine Repair vs. Replace – Approx. construction cost– STIP projects incorporated for efficiency– Other adjacent projects in STIP or Local

• Map all projects on worksheet• Use multi-disciplined team to graphically

assess with bundling strategy• Evaluate distribution of size and complexity• Adjustments throughout the execution

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Scope Refinement with RegionScope Refinement with Region

• OBDP creates Bridge Scoping Report• Review with Region to gather input

– Technical– Maintenance– Political– Operational– Other projects

• Issues log captures and responds to Region comments

• Scope is presented in Request for Services (RFS) to project team

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Assignment of Design Bundle Assignment of Design Bundle to Project Teamto Project Team

• Selection process• Development of project team• Development of scope of work• Negotiation of scope and fee• Development of contract documents• Negotiation with Bridge Delivery Unit (BDU)• Notice to Proceed (NTP)

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Scope TemplateScope Template• Standard Scope of Work

– Menu of services– Use only what is necessary– Provide detail to match anticipated

work effort– Use A&E Consultant’s Guide for

reference– Site visit prior to developing scope– Use professional judgment – Consider feasible structural

solutions– Incorporate CS3 objectives

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Level of Effort and Cost Level of Effort and Cost NegotiationNegotiation• Fee Estimating Spreadsheet Template

(FEST) consistent with the scope template– Provides consistency in estimating

project to project– Tool for improvement of data gathering

• Negotiation includes hours, rates, profit, direct costs, and technology charges

• Back up to cost development required

$

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Project Kick-off MeetingProject Kick-off Meeting

• Meet at the Region to assemble project team• Site visit with the stakeholders• Continue to gather background information

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Design Process FlowDesign Process Flow

• Activities– Data collection– Field reconnaissance– Kick-off meeting

• Submissions– Design Quality Plan (DQP) – Project Schedule– Technical Memoranda – CS3 plan– Monthly reports– Draft DAP submission

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DAP Activities & SubmissionsDAP Activities & Submissions

• Design Acceptance Package includes:– RR & utility coordination– Public open house mtg. minutes– ROW plan– CS3 Alternative Analysis Matrix– Level 1 Environmental Preconstruction Assessment (PCA)– Foundation Report & Hydraulics Report– Traffic Management Plan– Bridge TS&L reports & drawings– Construction phasing

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Design ExceptionsDesign Exceptions• Identify any Design Exceptions or Design

Concurrences early in the process• Minimize need for exceptions or

concurrences

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• Progress Plans– 60% design progress plans for review– Validation of scope, schedule and budget

• Advance Plans– Full plans, specifications and estimates for review by

the Agency– Validation of scope, schedule and budget

Final Design StepsFinal Design Steps

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• Submission– Complete OPL checklist– Incorporate comments from

Advanced Plan Submission Final PS&E biddable, buildable drawing set including environ. specs and plans

– Final calculation books– Construction specifications &

special provisions– Engineer’s estimate

Final PS&E SubmissionFinal PS&E Submission

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Monitoring and Maintaining Monitoring and Maintaining

• Scope: Critical to prevent scope creep during execution of project– Changes must be approved by BOC

• Budget: Must design a project that fits the budget for the location– Can add additional items that are funded

by region or local if schedule is maintained– Estimates at each submission to monitor

budget status

• Schedule: Monthly monitoring– Plan to recover if falling behind

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Quality ControlQuality Control

• Key to maintaining budget and schedule (prevent rework and delays)

• Important part of the execution of the design process

• Interdisciplinary plan and specification review is critical to reduce construction change orders

• QC includes resolution of comments or issues

• Quality control processes apply to work performed during construction

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Monthly Project UpdatesMonthly Project Updates• Region Operations Committee Meetings (ROC)• Monthly reporting of the status of the project

you are delivering– Standard format for sheet– Contact information– Status of expenditure– Progress completed on work– Description of major issues

• Information is published in the OTIA III State Bridge Delivery Program Monthly Report posted to the public.

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Monthly ReportingMonthly ReportingMonthly Reports• Consultants provide

OBDP with:– Project summary and

status– Activities and

accomplishments– Notes of interest– Issues being worked– Budget information– Percent complete– CS3 notes– Schedule information– Contact information

OTIA III Stage 1 Status: D/B Execution

Mt. Hood to Chemult (D/B) – Bundle 101

Project Information: Contract Number: 12990 Key Number: 13563 OTIA III Bridges: 07867 (19955), 01439A (19956),

00665B (19957), 00689B (19958), 02269 (19959), 07768 (19962), 01675B (19963), 08888, 07454 (19964), 07929 (19965)

Non-OTIA III Bridges: 06613 (19960), 06909 (19961) ODOT Region–County: 1 and 4 – Clackamas, Jefferson,

Deschutes, and Klamath ODOT Area Managers: J. Carlson and G. Farnsworth ODOT CPM: Steve Narkiewicz OBDP Coordinators: Design: Brian Baker Construction: Mo Dichari Design/Build Contacts: Design: DEA – John Kalvalege Contractor: Wildish – R. Gilliland

Project Bundle Scope Summary: This bundle replaces 11 bridges with new structures. Bridge

08888 has been filled with controlled density fill and left in place above the existing canal culverts. This bundle also includes constructing the Chemult passing lanes from milepost 199.82 to 201.18.

Project Bundle Status: Design is 100 percent complete. Construction is 70 percent complete. DMWESB Performance through May = 0.72 percent of total

contract. Contractor on schedule to meet interim and final completion

dates set forth in contract. Programmatic Permits: Started too early to implement process. Project Bundle Activities/Accomplishments: Weekly updates are distributed to the region public information

representatives and area managers for each of the bridges in this bundle. The design-build weekly meeting covers all scheduling/project issues.

Construction underway or complete at all sites. Construction complete at Ochoco #1/2, Pilot Butte, and North

Unit Irrigation District (NUID) canal in Bend. New structures are open to traffic. Contractor received award fee for early substantial completion.

Chemult passing lanes open to traffic. Project Bundle Notes of Interest: 183’ precast prestressed beams set at the Chemult site on July

25 and 27. Issues Being Worked:

Map of Project:

Removal of relic footings at Rock Creek. Change order in process.

Scheduled Milestone Summary Design Planned Forecast Actual

NTP 04/02/04 Pre-Construction/ Partnering

06/15/04

95% Plans RFC Plans

Construction Planned Forecast Actual Let NTP 07/2004 Complete 09/2006 09/2006

Financial Summary

($ 000’s) BOR Budget (OTIA III only) $26,986 BOC Budget (OTIA III only) $28,007 Cost Item Budget Forecast Expended

PE $3,046 $3,464 $3,372 CEI $3,046 $950

(ODOT) $1,199

Construction $33,776 $33,514 $22,168 ROW $400 Utility

Totals $28,007 $33,810 $18,886

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Communications and Issue Communications and Issue ResolutionResolution• Solve problems at lowest level in

organization possible• Track issues and document their

resolution to the whole team via Electronic Data Management System

• Defined escalation process to prevent schedule delays– OBDP Design Coordinator/Technical

Lead– BDU CPM/ OBDP Design Management– Region Area Manager/ BDU Area

Manager

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Communications and Issue Communications and Issue ResolutionResolution• Utilizing a team approach

throughout project development minimizes project rework

• We all need each other for the transportation program in Oregon to be successful

• HOW we do the work is important• Program success means

appreciative public and legislators leading to greater funding for future programs

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ONE TEAM with a Common ONE TEAM with a Common GoalGoal

ODOT ODOT OBDPOBDPA&EA&E