Tom Wiener, P.E. MnDOT Project Controls EngineerMatt Reid, P.E. HDR Engineering, Inc.

Allows for Breakdown of L.S. Cost◦ Validate Costs of the L.S.

Better Quality Control

Better Progress Control and Monitoring◦ Earned Value / Revenue Techniques

Schedule of Values

Contractor Consultant(Low Bid Contract)

Lump Sum Bid items are Cost Accounts in P6 that align with

Unit Rate bid items

Schedule of Values

Contractor ConsultantChallenges Faced

We’ve Never Done This Before ($14.2M QBS) Office of Audit/Validation of Costs Creating Negotiated Work Packages from RFP Schedule Was a Learning Curve for Consultant

• Provides Method for Equity Control

• Allows for Schedule Risk to be Reduced

• Reduces Fears of Lump Sum

• Lump Sum• Encourages Innovation• Scope Diligence • Streamlined Payment Administration

Lump Sum Contract Requirement 1st Design Contract – Lump Sum CPM Use of MnDOT SWIFT Codes

◦ 1010 – Project Management◦ 1250 – Misc. Engineering & Support◦ 2824 – Special Studies◦ ABUT◦ DECK◦ PIER

Oracle Primavera P6

Baseline Schedules – 1st plan for executing work and progress measured from

Update Schedules – record of progress on a monthly basis; actual dates, remaining durations, actual cost, earned value.

Revised Schedules – Re Baseline if necessary

Schedule built locally

Coordination with Functional Leads and MnDOT

Baseline Acceptance

Baseline Uploaded to MnDOT Hosted P6 Environment

Similar to MnDOT CPM Const Specs – 1803

Activity Durations 5-20 days

Activity must have Predecessor/Successor

No Lags/Leads

Constraints

Contract Time, Delays, Impacts, Failure to complete work on time

Schedule Activities – 465 Logic Relationships – 750 Constraints – 14 Initially, 2 Afterward Critical Activities – 40, less than 10% of

Project, no more than 30% per spec

SWIFT Codes Differentiate Subs – Multiple Entries Reporting

Schedule Updated Monthly◦ Purposes of CPM◦ Coordination with Design

Functional Leads◦ Schedule Narrative

Highlights Anticipated/Final Milestones

Critical Coordination Activities

Change in Schedule Logic◦ Payment - Invoicing

Organization ◦ Define deliverables in an organized format◦ Ensure all contracted deliverables are accounted for◦ Activities have agreed upon budget

Communication◦ Relationship between disciplines and other parties◦ Responsibility - activities are assigned to companies,

DOT◦ When deliverables are required logically

Analysis◦ On time – baseline comparison and float analysis◦ On budget – Internal earned value/percent complete

analysis◦ Risk or Impact mitigation – All parties can identify and

mitigate potential risks, allocate or shift resources

Was it worth it?

Yes

• Validated Scope of Work• Consultant buy-in to the process• Truly managed schedules (Earned Revenue Mngt)• We needed this design done on time

• Streamlined Payment administration – Auditing History

Project In Construction Phase

Contractor’s build schedule in our network 1/1/13

Piloting BIM and CTD schedules 3/1/13

Select Unit Rate project Resource and Cost Loaded 3/1/13

Role and Resource Loaded of CE&I staff 6/1/14

Projects in Scoping and Design Phase

Programmed Projects Role and Resource Loaded 6/30/13

All planned projects Role loaded by June 30, 2014

Taxpayer Transportation Accountability Act