Parsons - 2010 Construction Management for AWV.pdf - SCATnow

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Bored Tunnel Alternative Design-Build ProjectDesign-Build Construction Management Services SR 99prepared during the pre-construction phase. The continuity of retaining staff as authorized by WSDOT will facilitate aseamless transition between phases and ensure proper management of the SR 99 Design-Build contract.Successful Staffing DeliveryThe Staffing Plan for performing CM services transitions during the construction phase to more of a ‘living’ document, outof necessity. The initial staffing plan will rely on forecast demands, anticipated technical needs, and planned sequences,reflecting both the design-builder’s project schedule, as well as our expertise and knowledge of the requirements toperform the needed CM services. During construction, needs and events become more concrete, so our staffing plan willadjust to the design-builder’s performance to provide WSDOT with advanced notification of the actual staffing demandsfor the CM services. We will continue to identify ‘knowledge transfer’ opportunities to optimize WSDOT’s staff utilizationduring construction. Depending on CM staffing assignments authorized by WSDOT, knowledge transfer opportunitiesare anticipated in the areas of project documentation, submittal management, prefabrication, and documentation ofinstrumentation and monitoring.Tracking RisksThe impact of anticipated risk conditions that ultimately materialize on the project is based on a combination of the accuracyof the forecasted risk, the effectiveness of the mitigation measures implemented, and the timing of when appropriatemeasures are put to task to control that risk. We will continually monitor and timely report on project performanceassociated with these risks to ensure risk conditions can be accurately and thoroughly evaluated by WSDOT and theIntegrated Consultant Team. Additional unidentified risks are likely to be encountered and will be treated in the samemanner to reduce adverse impacts to the project.CM Plan DeliveryWe are prepared to provide an on-site, multi-disciplined field office engineering staff and project controls staff to workwith WSDOT and the Integrated Consultant Team. A successful project requires the maintenance of accurate and completerecords. The team has exceptional experience in using and maintaining the Primavera Contract Manager system forelectronic archival and retrieval of project documentation. All project communications such as correspondence, RFIs,submittal logs, construction daily reports, shop drawings, meeting minutes, and invoices are entered into the systemelectronically so that all parties can review and respond appropriately. Electronic communication reduces the processingtime and provides an accurate historical record of the project.Design-Build Task Force MeetingsWe will continue to participate in all task force meetings held on the project, and initiate participation on those specific tothe construction phase, which will include building monitoring and instrumentation, TBM operations, quality performance,and safety, to name a few. We will continue to participate in all project meetings including monthly progress meetings, dailyand weekly coordination and task force meetings, issue resolution meetings, and those established specifically for punchlist,final inspection, and final closeout of the contract. As may be directed by WSDOT, we will prepare meeting agendas, conductmeetings, and prepare meeting minutes for distribution to all appropriate parties.Project Schedule and Expenditure Review and AnalysisOur CM team will participate in task force meetings related to the project schedule updates prepared and submitted by theDesign-Builder on a monthly basis. We will use several sources to support our verification of the Design-Builder’s progress,including the reported progress on the weekly look ahead schedules, observed progress on site, the disposition of qualityissues yet to be resolved, and specific productive work that may have been progressed outside of the planned sequence ofwork. We will support WSDOT in reconciliation meetings with the design-builder on a monthly basis, and follow-up on thefinal monthly progress payments submitted to ensure all agreed-to adjustments are accurately reflected.Technical reviews of the design-builder’s monthly schedule updates will be performed in accordance with directions fromWSDOT to ensure the logistics are consistent with the approved baseline schedule for the project. We will prepare ananalysis report documenting our findings and coordinate with the design-builder as authorized to maintain the credibility48
Bored Tunnel Alternative Design-Build ProjectDesign-Build Construction Management Services SR 99of the schedule updates in accurately reflecting the progress on the project. Monthly schedule updates will be used toupdate the planned performance of CM services to keep WSDOT current on the staffing plan and resources needed as theproject progresses.Construction Contract ManagementBy its very nature, tunnel construction is an imperfect process with many inherent risks involved. The variable nature ofsoil conditions and linear nature of tunnel projects often result in contract changes. Recognizing this is important to thesuccessful management of a tunnel construction project. We understand the importance of prompt resolution of changeson the project. Unresolved changes become claims, which result in increased costs for all parties. Our team will work withWSDOT to avoid claims by monitoring the work schedules and expediting information from project participants. Our goalis to resolve all issues at the lowest possible level without escalating the issue to claim status or to the dispute resolutionboard. To facilitate this concept, Parsons supports WSDOT’s choice to incorporate formal partnering into the project. Onthe WMATA Franconia Tunnel segment, formal partnering enhanced project communication, enabling the project to besuccessfully completed without a single change order.Change and claims analysis relies on the contract and project documents to answer the following key questions:• Did a change to the contract documents occur?• What are the time and cost impacts of the change?• Who is responsible for the change?• Based on the impacts, what costs can be quantified?Parsons’ team members have managed, evaluated, and resolved disputes and claims on many large and complex tunnelconstruction projects, including more than a dozen using the design-build delivery method. Parsons has a full-timededicated construction claims group that will be over seen by Ralph Trapani, available to assist WSDOT with claims issuesshould WSDOT authorize the subtask for this support effort.Partnering and Team BuildingParsons will maintain our partnering commitment throughout the constructionphase. We have repeatedly participated in, and reaped the benefits of successfulpartnering on our past projects, and we understand the importance of follow-upwith all work groups periodically throughout the course of the project. Thisongoing partnering focus aids in reinforcing the partnering philosophyestablished at the beginning of the project, and provides the means to capturework practices that are proving successful and adopting them to improve onall operations. We have successfully used a ‘partnering score card’ that capturesthe impressions and experiences of the entire project team, so successes can beshared and difficulties can be corrected in a timely fashion.Parsons has won the very prestigious Marvin M.Black award on numerous projects including T-REXField InspectionThe focus of our inspection activities will be geared towards independent verification of the design-builder’s performanceand compliance with contract requirements. This verification will be carried out using a structured observation and auditedperformance program, in combination with a periodic detailed assessment of specific work elements. These activities willbe carried out with WSDOT’s staff whenever possible, to maximize the training opportunities on the project in accordancewith our knowledge transfer objectives. We will update our staffing forecasts with actual deployment data to maintainaccurate staffing forecasts and ensure adequacy of resources to meet WSDOT’s obligations on the project. The Parsonsteam will provide the levels and expertise of inspection personnel as authorized by WSDOT throughout the project. At theconclusion of construction, we will emphasize the importance of providing timely close-out and punchlist inspections tomaximize the opportunities to deliver a functioning project to WSDOT and the public.49
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