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Protecting St. Bernard Parish

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Project Success Factors

• Contract Type – Early Contractor Involvement (ECI)

• Safety First Culture

• EVMS / Scheduling Policies, Procedures and Instructions

– Schedule levels; Integrated Master Schedule (IMS), High Level Schedule, and Detailed Project Schedule

– Schedule Development Phases and Guidelines

– Relationships, Critical Path, and Rolling Wave Scheduling

– Work Instructions

– EVMS Compliance – Guidelines 6, 7, 9, and 32

• Project Management and Execution

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Early Contractor Involvement

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Contract Highlights

Cajun constructed over 8.2 miles of floodwall in only 7 months. • Contract

– Contract Award – February 23, 2010 – Early Contractor Involvement (ECI) – Fixed Price Incentive Contract

• Scope – Construction of pile-supported, reinforced concrete floodwall – Installation of a highway gate & 5 maintenance gates – Construction of frontal protection at St. Mary’s Pump Station – Demolition of Creedmore Drainage Structure – Relocation of 11 high pressure gas lines

• Resources – Over 1,400 personnel – Over 400 pieces of heavy equipment including 119 crawler cranes – 15 H-pile splicing yards – 2 onsite concrete batch plants

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Comparison of Acquisition Methods

Phase Traditional Acquisition

ECI

Design Completed prior to advertisement of construction contract

Preconstruction Services – construction contractor provides input on design constructability, VE, means & methods, construction phasing, etc

Award Complete designs are used to advertise and award construction contract

Construction option - awarded when major design decisions are complete and price negotiated (designs may be <100%)

Construction NTP and construction begins after award of contract

Construction can begin prior to final designs being completed

Source: USACE Industry Day – October 21, 2008

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ECI Contract Overview

MIDWAY • Major Design Decisions

• Midway Target (Option)

• Profit Adjustment Formula

FIRM • Design Complete

• Negotiate Construction Reserve

• Firm (Final) Price

• Results in FPI Contract

INITIAL • Ceiling price set by Gov’t

• PCS (Base)

• Initial Target (Option)

1. INITIAL, MIDWAY and FIRM are prices which include cost and profit

2. Based on FAR Clauses 16.403-2 and 52.216-17, Fixed-price incentive (successive targets)

ECI Preconstruction Services (PCS)

ECI Construction Option

A-E Design

Award

PCS

Exercise

Option

Source: USACE Industry Day – October 21, 2008

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ECI Contract Schedule, example

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0001

BASE Preconstruction Services

FFP

1 Lump

Sum $____________

$____________

0002

OPTION

Construction Phase

FPI

Initial Target Cost

Initial Target Profit

1 Lump

Sum

$____________

$____________

NTE $____________

NTE $____________

An example of ECI Solicitation Line Items are shown below. This is remitted with the proposal.

Additional line items may be added for long lead items if required.

Source: USACE Industry Day – October 21, 2008

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ECI is…

Source: USACE Industry Workshop – January 29, 2009

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What ECI is Not…

Source: USACE Industry Workshop – January 29, 2009

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Relative Project Delivery Times

Source: USACE Industry Workshop – January 29, 2009

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Why Purse ECI (besides speed?)

“Cheaper” in Two Ways

Source: USACE Industry Workshop – January 29, 2009

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ECI Contract Vehicle

• Compressed Schedule by enabling Cajun to

– Concurrent Construction while Design was being Finalized

– Long lead-time Material Procurement

– Hire Resources for Night Shift

– Concrete Batch Plants

– 15 H-Pile Splice Yards

– 7000+ H-Pile Splices

– 100+ Crane Mobilization

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Safety First Culture

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What is Safety First Culture?

“Culture” as defined by Merriam-Webster:

is the set of shared;

• attitudes,

• values,

• goals, and

• practices

that characterizes an institution or organization

Culture guides us as we undertake our daily activities that determines the way we;

• think,

• interact with others,

• feel, and

• make decisions

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Safety First Management

• We believe that accidents can be prevented through an aggressive and comprehensive safety program, and we commit to a Zero Accident Goal on all projects.

• Cajun worked over 1,100,000 man-hours without a lost time accident.

• Cajun managed 18 work areas with over 1,400 personnel on site at peak.

• Onsite safety personnel for this project totaled 30 including two EMT dedicated to the project.

• Established Comprehensive Safety Incentive Plan. • Cajun established an onsite infirmary and an emergency

rescue plan with Acadian Ambulance. • We also established an NCCER instructor testing room and

performance evaluation course on site to train crane operators.

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Safety First Model

Management Vision

Commitment by

Management to stand

behind “Nothing we do is

worth getting someone

injured.” This fundamental

belief is the driver behind -

Safety First - and excellence

in execution

Alignment

The visible actions of all line

management serves to align

the workforce to the

Management Vision through

demonstrated and repeated

commitment to - Safety First

Ownership

Successful implementation

of Management’s Vision of

- Safety First - by

acceptance and buy-in from

all line managers

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Safety First Management Principles

• Principle 1 – “Nothing we do is worth getting someone injured.”

• Principle 2 - “Working safely is a condition of employment.”

• Principle 3 – “Our goal is zero injuries and zero accidents.”

• Principle 4 – “You must embrace the value that all accidents are preventable and that injury is not an acceptable by-product of our work.”

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Safety Practices Derived from Principles

• Visible Management Involvement

• Safety Organization

• Safety Specialists

• Hiring for Safety

• Drug and Alcohol Testing

• Safety Rules

• Safety Audits and Inspections

• Enforcement of Safety Rules

• Injury and Incident Investigation

• Modified Duty and Return-to-Work System

• Safety Awards & Recognition

• Jobsite Safety for Subcontractors/Vendors

• Safety of Facilities and Equipment

• Off-the-job Safety

• Stakeholder Safety Involvement (Customer, and

Community)

• Safety Improvement Objectives

• Measuring and Reporting Safety Performance

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Scheduling / EVMS

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Cajun shall develop and maintain an Integrated Master Schedule (IMS) for all projects that are considered to be “major” and “high-risk” as follows:

– Major Projects: Projects with planned cost/value greater than $10,000,000 and/or over one (1) year in duration.

– High-Risk Projects: Projects determined to be critical to the success of the client’s mission and/or the business success of Cajun and, as such, must be closely managed from a planning, cost, and schedule standpoint. These projects will typically also fall within the “Major Project” category as defined above.

Policy – Project Scheduling

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• The Cajun Project Management Office Director is accountable for the Project Scheduling Policy and Procedure, ensuring that this policy is applied consistently throughout Cajun, and ensuring that the policy as written supports all regulations related to the development, maintenance, and application of each Project’s Integrated Master Schedule (IMS).

• Each Project Manager is responsible for applying this Project Scheduling Policy and Procedure to the development, maintenance and application of each project’s IMS.

Policy Accountability – Project Scheduling

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Schedule Levels

• Lower level

schedules support

the next level up in

the schedule

hierarchy

• There must be a

common thread

from one level to

the next, i.e. WBS

Tier 0

AGENCY

Tier 1

Integ Mstr Schedule

Tier 2

Working Schedule

Tier 3

Subcontractor & IPT Schedules

Tier 4 and below

Top

Down

Development

BottomUp

Validation,

revisions, status

Horizontal Integration

Vertical In

tegratio

n

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• The IMS is an integrated, network schedule that supports critical path analysis

• Supports the deliverables identified in the WBS

• Supports the events, accomplishments, and criteria of the Integrated Master Plan (IMP)

• Should include all the elements associated with the development, production, and delivery of the total product and high level plan

• Contains all the detailed discrete work packages and planning packages

• Provides a framework for insight into the project’s schedule performance

• Communication tool for identifying what tasks will be performed, when they will be performed, and who will perform them

Integrated Master Schedule (IMS)

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• High level schedules are typically prepared and negotiated as part of the pre-contract award

• Scheduling involves the development of planned dates for performing project activities and meeting milestones

• Each schedule level constitutes top-down guidance for the development of the next lower level schedule

• High level schedule are critical steps in Project Planning:

– Organized by WBS

– Contains the major deliverables (by WBS), events, accomplishments and accomplishment criteria milestones

– Milestones are assigned a “target” date for planning purposes

High Level Schedule

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• Detail project schedules are developed using the WBS -Control Account - Work Package framework

• To satisfy the earned value management system (EVMS) criteria, the schedule(s) must:

– Include logical ties for all activities

– Include all key milestones and deliverables

– Reflect the agreed to project baseline

– Integrate with the cost baseline

Detail Project Schedules

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• Scheduling steps include:

1. Defining the project activities

2. Sequencing the project activities

3. Determining the relationships between activities (network diagram)

4. Estimating activity durations

5. Estimating resource requirements

6. Determining the project duration (start & completion dates)

Detail Project Schedules – Steps

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Schedule Development – Proposal Phase

Assign

Control

Account

Responsibility Develop

High-Level

Schedules

and IMS

Prepare

Control

Account

Plans

Pro

ject C

on

tro

ls

& S

ch

ed

ulin

g

Re

sp

on

sib

ilitie

s

Estimate

Resources

PM

/ C

AM

Re

sp

on

sib

ilitie

s

Pro

po

sa

l / P

roje

ct C

on

ce

pt P

ha

se

Identify

RisksRAM Prepare

Initial

Time-

Phased

Estimates

CAP

IMSWBS,

OBS,

IMP

Develop

Detailed

Schedules

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Schedule Development – Project Initiation P

roje

ct In

itia

tio

n P

ha

se

Update

Work

Segments

Allocate

Resources

Update Scope,

Key Events

and

Deliverables

Pro

ject C

on

tro

ls

& S

ch

ed

ulin

g

Re

sp

on

sib

ilitie

s

PM

/ C

AM

Re

sp

on

sib

ilitie

s

Update

Risk

Register

Update

Control

Account

Plans

Update

IMS

IMP

Contract Award

(external)

or Auth. To Proceed(internal)

WBSIMS

Update

Detailed

Schedules

CAP

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• Analyze the SOW for key project milestones

• Organize the IMS by WBS

• Ensure traceability to the SOW, IMP, WBS, and OBS

• Each detail task must identify the responsible organization or manager and the performing organization or individual

• Each detail level task must have at least one predecessor and successor

• Define and ensure integration with external dependencies

• Develop activity spans and logical relationships between tasks and milestones

Guidelines for IMS Development

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• Correlate the IMS to the Integrated Master Plan (IMP) criteria, accomplishment, and events

• Ensure vertical traceability between supplemental schedules

• Manage and integrate schedule change process with cost

• Detailed tasks need to define the work with enough clarity to permit effective management

• Shorter term tasks are preferred because they provide more accurate and reliable measures of work accomplished

Guidelines (cont.)

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IMS Relationship to Earned Value Management Process

Criteria

Integrated Master

Plan (IMP)

Work Packages

Control Accounts

Tasks

Integrated Master

Schedule (IMS)

WBS Earned Value

Management

EngineResponsibility

Assignment Matrix

(RAM)

Organization

Breakdown Structure

(OBS)

Statement of Work

(SOW)

Risk Mitigation

Action Plans

Supplemental

Schedules

Work Breakdown

Structure (WBS) Accounting System

Accomplishments

Events

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Project Schedule Activity Relationships

• Identify the way predecessor and successor tasks are logically linked

• Also called network logic

• Three common relationships:

– Finish-to-start relationship: A predecessor task that must finish before a succeeding task can start

– Start-to-start relationship: A predecessor task that must start before a succeeding task can start

– Finish-to-finish relationship: A predecessor task that must finish before a succeeding task can finish

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Project Schedule Activity Relationships – “Lags”

• Defined as an interval of time that must occur between a predecessor and successor task

• Lags impact task relationships. For example..

– A finish-to-start relationship with a three-day lag will start the successor task three days after the finish of the predecessor task

• Use of lags can have an adverse impact to critical path and risk analysis and negative lags should be corrected or eliminated

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Critical Path

• Network of tasks and their interdependencies (relationships) based upon the logical sequence of the work elements

• “Float” is the amount of duration (i.e., days) that an activity can move without impacting the project completion date

– A task with five days of total float can move five (5) days later in the schedule without impacting the completion of the project

– A six-day move would impact the schedule by one (1) day

• Essential part of schedule management

• Performed to identify problem areas and define impact

The path with the least total float is referred to as the “Critical Path.”

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Rolling Wave Planning

• Phased, iterative approach to project planning

• Used when there is a lack of detail for future work at the time of planning

• Uses discrete planning horizons aligned to project deliverables or phases

• Not applicable to all projects

• Typically used:

– when project lifecycles involve incremental development

– the project has strong elements of discovery where requirements tend to emerge or evolve

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• Does not affect the development of the WBS or the identification of Control Accounts

• Work Packages are developed and detail planned for the current rolling wave period

• Planning Packages are defined for work to be performed in subsequent rolling wave periods which presently lack specific scope

• Detail plans should be in place for at least six months then converted from planning packages to work packages quarterly

• Shorter windows may result in long-lead material or labor resources not being available

Rolling Wave Planning (cont.)

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Project Management &

Execution

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Project Location

• St. Bernard Parish, Louisiana – The levee system is an essential component of the New Orleans Hurricane Storm Damage Risk Reduction System (HSDRRS).

• The levee segment is located between LPV 147 (Highway 46) and LPV 149 (Verret to Caernarvon Floodwall and Structures), from station 1123+29.02 to 1556+98.97.

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Reimbursable Travel Costs Selected Public Law, DEAR, Audit Programs, State DOT, AASHTO, FAR, DCAA, Contract, & Inspector General Audit Reports/Policy and Procedures References

LPV 148.02

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Initial Start-up Challenge

• Site Work and Access Road

– Over 10 miles of 2-lane, heavy haul roads

– Over 8 miles of 60 feet wide crane pads

– Placement of over 250,000 tons of #610 limestone

– Degrading the existing levee approximately 3 feet

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Crane Pad Area

Two-lane Haul Road

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Pile Production Highlights

• Sheet Piles Driven – Sheet piles driven were PZ-23.6 and averaged 42’ in length. – Cajun drove a total of 1,685,479 SF of sheet piles.

• Sheet Pile Production – Best Day – 145 wall feet – Daily Average – 80 wall feet

• H-Piles Driven – H-piles ranged in length from 64’ to 166’. – Cajun drove 16,559 H-piles (2,174,948 LF) – Over 7,089 sheet piles required splicing – Cajun established 11 onsite and 4 off site splice yards.

• H-Pile Production – Best Day – 33,748LF – Best Week – 180,800 LF – Best Month – 663,116 LF

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Early Stages of Degrading and Pile Installation

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Concrete Production Highlights

• Concrete Placed – Floodwall consisted of stabilization slabs, base slabs and walls

– Cajun placed over 173,000 CY of reinforced concrete (4,000 psi)

– Cajun also placed a bentonite slurry mixture in the H-pile voids.

• Production – Best Day – 2,700 CY

– Best Week – 12,400 CY

– Best Month – 46,000 CY

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Production Challenges Highlights

• Construction of Fronting Protection at St. Mary’s Pump Station

• Demolition of Creedmore Drainage Structure

• Installation of a Highway Gate at Bayou Road and 5 Maintenance Gates

• Relocation of 11 high pressure gas lines

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Near Complete Floodwall

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Substantial Completion before June 1

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Before and After

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“I recently hosted the visit of several high-level Army officials, and we flew over many of the perimeter projects. Secretary of the Army John McHugh, Army Chief of Staff Gen. Martin Dempsey, and Assistant Secretary of the Army Jo Ellen Darcy were all extremely impressed with what they saw. I felt a deep sense of pride in all of your incredible achievements.” Task Force Hope Status Report Newsletter,

July 7, 2011 excerpt from Major General Michael Walsh, Commander Mississippi Valley Division.

Better, Faster, Cheaper

At peak, Cajun had over 100 cranes

mobilized at the LPV 148.02 job site.

The Corps memorialized our once in a

lifetime jobsite picture into a coin for ever

lasting posterity.