Project Management – AHBManuel J. Silva, NYSDOT R-11 Construction Supervisor

• Oracle Primavera Project Management Tools:• Contract Manager – Document Control• P6 – Schedule Control (CPM)

Contract Manager – Document Control

Manages submission & tracking of:• Contractor Submittals

• Shop Drawings• Erection Drawings• Design Calculations• Design Drawings• FCS Drawings• Demolition Drawings• Catalog Cuts

• Requests For information (RFI)• Progress Meeting Minutes• Contract Plan Sheet revisions• Issues• Correspondence

Contract Manager – Document Control• Project Team Collaboration

• Prime Contractor, Subcontractors, and Fabricators• NYSDOT

• Field Office and Construction Support Services Consultant• Regional Office• Office of Construction• Office of Structures - Structural Engineering Services

Bureau• Office of Technical Services

• Ball-In-Court (BIC) Feature• Contractor has direct input• Field Office has direct access and control• Region management has access• Albany support groups have direct access and input

Benefits

• Reduces RFI turnaround times• Shortens submittal (Shop Drawing) approval times• Improves Field Office tracking of document

submittals• Reduces costs - No mailing costs, reduced printing

costs• Increases productivity - Data is easily accessed• Improves team collaboration • Reduces disputes due to improved communication• Easy access to contract records and documents

long after contract completion

Important• Contractor should submit Priority Lists for RFI’s and Submittals at the Update Schedule Meetings (weekly on AHB).

• The Departments efforts responding to RFI’s and reviewing Contract Submittals are prioritized to make sure critical schedule activities are not delayed, then for near critical activities, Contractor’s priorities to increase project efficiencies, and submission time, in that order.

Primavera P6 CPM Scheduling Specification

• P6 enterprise web based system• No import and export issues

• Weekly schedule updates (on AHB)• Maintain schedule

• Weekly schedule meetings (on AHB)• Constantly talk about schedule

• Monthly schedule submissions• Record all weekly data• Report on issues and impacts

Schedule Analysis• Goal – Maintain Integrity of the

Schedule• Keeping schedule relevant• Able to use schedule• Tracking schedule impacts• Modeling mitigation • Modeling acceleration

Weekly Update Process (on AHB)•Contractor physically updates schedule

with progress and prepares PDF prints for schedule meeting:•Weekly Update Critical Path•Weekly Update Look Ahead (3-4 months)• PDF of any proposed changes

•Also discuss additional changes that need to be made to schedule for monthly update

Weekly Update Schedule Meeting

• Status of schedule for the week• Why did milestone dates move?• Who is responsible?• Key issues• Important submittals and how they are or

can affect schedule• Construction Issues and how they are or

can affect schedule

Weekly Update Schedule Meeting• Driving Critical Path activities• Do they make sense?• Are we working on them every day?

• Look ahead• Review low float or negative float activities

• Why?• Can the schedule be adjusted to fix float?

• Review upcoming changes• Direct Contractor to adjust schedule based on approved

changes• Allow Contractor to input changes – subject to review with

monthly submission

Weekly Update Schedule Meeting• Who attends?• Contractor’s Scheduler• NYSDOT Scheduler• Engineer in Charge• Resident Engineer• Area Supervisor*• Submittal Coordinator*• On-site Design Coordinator*• Contractor’s Engineering Management*

* Available on an as-need basis

Issue- Floorbeam Deterioration

• Split up Stage 2 – start Stage 3 early

• Speedy review of critical submittals• Early opening of Temporary Bridge 7• Eliminate Stage 3 Phase 2• Acceleration program• Used schedule to show how acceleration could mitigate

impacts and move bridge decks for remaining stages into preferred construction season

• Original Logic• Stage 2 Phase 1• Stage 2 Phase 2• Stage 2 Phase 3• Stage 3

• New Logic • Stage 2 Phase 1• Stage 3 Early West & Stage 2 Phase 2

• Stage 2 Phase 3 Split – eliminated• Stage 3 East

Mitigation Efforts

Lessons Learned• Buy-in by Project Team and Management is key• Provide Design Schedule/Template to Contractor in

enterprise system• Schedule Specification• Minimum bid price for scheduling• If you maintain the integrity of the schedule you can

actually use it to manage the project • Use Schedule to plan and accelerate only activities

that are on the critical path so money is not wasted.

My perspective as a Construction Supervisor•We did it on AHB Project!•Schedule discussed twice weekly

• Get everyone involved• Contractor Mgmt.• Contractor Supers.• NYSDOT Mgmt.• NYSDOT Inspectors• NYSDOT Office Staff• Other key personnel

My perspective as a Construction Supervisor

In the Past•Schedule not relevant

• Typically outdated – old information

• Schedule discussed monthly

• Lengthy Baseline acceptance process

• Could not use schedule to manage project

My perspective as a Construction Supervisor

Goal•Timely submissions of schedules•Use schedule to manage project•Use schedule to communicate•Proactive, not Reactive•Accurate schedule data

•Get everyone to think about schedule

My perspective as a Construction Supervisor•Timely data•Meeting the Goal•Verified data (accurate data)•Communication•Use the information to support informed decisions

If we want people to use the schedule we need timely accurate dataAnd it needs to be communicated to everyoneThen we can use schedule as a tool to help support and backup the decision making process

Supports everyone’s goal – On-time, on-budget