Parsons - 2010 Construction Management for AWV.pdf - SCATnow

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Bored Tunnel Alternative Design-Build ProjectDesign-Build Construction Management Services SR 99E.2 management approachThe Parsons team understands what is required to successfully support WSDOT in managing this project. A prime objectiveof managing the delivery of the scope of services defined by WSDOT is to provide qualified personnel and technicalexpertise to perform specific CM services.Our team has considerable experience providing CM services on design-build tunnel projects. We understand the discretedifferences in managing a design-build tunnel contract, as compared to the design-bid-build delivery method. In designbuild,the CM verifies that the design-builder is conforming to the approved design, the accepted QC/QA plan, and allcontract requirements, and that proper documentation of this conformance is maintained. To fulfill our role as part of theCM team, we will complement the interests and actions of WSDOT, all project stakeholders, and the design-builder. Wewill assist WSDOT in developing the Construction Management Plan, to conform to WSDOT procedures, and to identifyclear roles and responsibilities of the integrated team to effectively manage and monitor the cost, schedule, safety, andquality objectives of the SR 99 Design-Build project. Our tunnel CM experience, our detailed knowledge of the SR 99Design-Build project, and our experience working in an integrated team environment co-located with WSDOT for the past10 years providing similar and relevant services to WSDOT on the I-405 Corridor Program as part of the generalengineering consultant provides our team with a distinct running start to meeting project requirements.Our approach to performing CM and administration services is based on our knowledge and experience of WSDOT and thepolicies, practices, and procedures necessary for successful management of design-build projects. This base of knowledgeapproach is further refined and tailored to our specific role on WSDOT’s Integrated Consultant Team. We have structuredour approach to address particular elements of the pre-construction and construction phases of the project, as outlinedin WSDOT’s RFQ.Phase I – Pre-Construction ServicesGeneral Construction Management ServicesThe activities performed during the pre-construction phase fall into three distinct categories.• Establish and implement a tunnel-specific Construction Management Plan• Provide technical personnel and expertise for participation in task force and other project meetings• Prepare specific plans to manage, inspect, assess, and report on the construction activitiesOur unique, long-term experience working in an integrated WSDOT environment allows us to ‘Quick Start’ these activitiesso our beneficial interaction with the project team can start ‘Day 1’ following Notice to Proceed.Construction Management PlanWe will leverage our experience as CM on tunnel design-build projects and our knowledge of WSDOT procedures to assistin preparing the CM plan, to clearly define roles and responsibilities of all parties, and to ensure it is fully integrated withthe program-level CM plan. The goal is to achieve the cost, schedule, safety, and quality objectives for the project. The planshould demonstrate how our staff integrates into and supports WSDOT’s CM team. We can adapt our existing tunnel CMexperience and WSDOT management experience for design oversight and task force participation to guide our activitiesstarting Day 1, until the final SR 99 CM Plan is adopted. This assures that accepted and proven procedures will be followedimmediately for ‘over the shoulder’ reviews and task force participation without delay, a clear benefit to WSDOT.The CM plan will emphasize “develop and plan” activities during the pre-construction phase and transition to a “deliveryand execute” focus during construction. We have developed comprehensive CM plans for large, complex tunnel programsincluding the ARC project in New Jersey and the Al Salam Street Tunnel projects in Abu Dhabi. The plan will be basedon incorporating the protocol and procedures already established by WSDOT and the design-builder to ensure theircompatibility and efficiency to produce the desired results. The CM Plan will contain subset plans for specific activities tobe integrated with WSDOT and the design-builder including:44
Bored Tunnel Alternative Design-Build ProjectDesign-Build Construction Management Services SR 99• Communication Plan• Submittal Management Plan• Administration Plan• Safety Plan• Document Control Plan• Staffing PlanTeam Management/StrategiesThe Parsons team provides continuity across phases by maintaining essential personnel throughout the project, whichhas proven essential during our tenure on the I-405 Corridor Program integrated team with WSDOT. We are committedto participating in team management meetings with WSDOT, the Integrated Consultant Team, and the design-builder toprovide the maximum opportunities to guide the management strategies on the project. The SR 99 Design-Build project ishighly complex and establishes a new milestone within the industry. We have identified executives who can participate inexecutive-level project reviews together with WSDOT, to provide management level oversight.Staffing PlanThe success of WSDOT’s CM efforts depend in part on the strategic planning of future staffing needs, the assignment ofthe necessary staff commensurate with the level and complexity of the design-builder’s activities, and access to a depthof resources to adequately respond to changing conditions. Our Staffing Plan will combine the integration of the designbuilder’saggressive 24/7 schedule; the resources, capabilities, and availability of WSDOT staff and their other consultants;and our knowledge of the design-builder’s risks to identify the staffing levels andexpertise required. We have identified our key personnel who will provide the expertiserequested by WSDOT, along with additional personnel who provide the depth ofresources necessary to successfully staff this project. Our Staffing Plan will identify‘knowledge transfer opportunities’ to train WSDOT personnel to augment the staffingrequirements on the project. For example, Greg Colzani trained city inspection staffto provide QC/QA oversight of one-pass concrete lining production for the PortlandCSO Program and the SBTO projects. Both projects delivered segments with less thana 0.5 percent repair/rejection rate.Risk Management PlanOur team thoroughly understands the risks associated with every aspect of this SR 99 Design-Build project, the time/costimpact of each risk occurrence, and potential mitigation measures. Our Risk Management plan will focus first on theNo other CM team knows the riskson this project better than Parsons.evaluation of the designbuilder’srisk register tounderstand their identifiedrisks, their action plans toeliminate selected risks, mitigation measures planned to manage riskimpacts, their monitoring and instrumentation program, and their emergencyaction and intervention plans to respond to risk events. Our plan will identifyhow we will monitor the design-builder’s compliance with their establishedrisk protocols, assess and report on their performance and reporting, provideindependent verification where requested by WSDOT, and comment on riskconcerns of our technical experts that may be assigned on the project.SR 99 Risk Register ExampleWe have extensive risk management experience for tunnel projects, design-build projects, and complex constructionprograms. Our risk management activities will be led by John Donatelli and Greg Colzani. John has provided riskmanagement services for WSDOT and the Straits of Messina crossing in Italy – a complex rail and highway project thatincludes over 75 kilometers of large tunnels.Design-Build Task Force MeetingsWe routinely participate in all task force meetings held on our design-build projects, and have done so representing allthree perspectives of designer, contractor, and owner. This provides us with a thorough understanding of how each group45
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