Project Delivery Manual Overvie Delivery Manual...Project Delivery Manual Introduction •Where do...

Project Delivery Manual

Overview

Introduction

2007

Project Delivery ManualIntroduction

• Where do projects come from?

• How do they get in the Highway Program?

• Once they are in the Program, what do we

do with them?

Highway Needs Study

“It [the department] shall undertake a continuing study of needs of the various highways…..”

RS 8:228

Highway Needs Study

TOTAL = $11.709 BILLION

DISTRIBUTION OF 2006 NEEDS BY CATEGORY

PRESERVATION

$2.914 BILLION

20.8%

CAPACITY

$7.837 BILLION

56.0%

SAFETY

(GEOMETRICS)

$3.249 BILLION

23.2%

Total = 14.000 BILLION

Highway NeedsTrend

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Mil

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of

Do

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rs

Preserv Safety Capacity

Highway Needs vs. Available Funding

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Mil

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f D

oll

ars

Needs Resources

Resources = 3%

of Needs

$14,000 M

$400 M

Qualitative-Based Needs

• Needs identified through customer input– Public - State and Local Elected Officials

– Metropolitan Planning Organizations

– Regional/Local Planning Officials

– Business/Civic Organizations

– State Agencies -Federal Agencies

• Often based on qualitative considerations– Economic growth -Connectivity

– Quality of Life -Evacuation

Demand for Resources

• Preservation, Safety, and Capacity Needs

• Operations Needs (assessment techniques

under development)

• Qualitative-Based Needs (connectivity,

economic growth, quality of life)

• Mega Projects (I-49 North, I-49 South, LA 1, LA

28, etc.)

Budget Partition

“In fixing priorities, the department shall consider primarily the condition of roads, streets, and structures making up the state highway system…..”

RS 8:229

TOTALCONSTRUCTIONBUDGET

SYSTEMPRESERVATION

OPERATIONS/MOTORISTSERVICES

TRAFFICSAFETY

ADDITIONALCAPACITY/NEWINFRASTRUCTURE

Budget Partition

FY 2006 - 2007

• Sys Preservation $ 273 M

• Ops/Motor. Serv $ 26 M

• Safety $ 29 M

• Add. Capacity - Discretionary $ 62 M

- Corridors $ 10 M

Total $ 400 M

• Enhancements $ 8 M

• TIMED $ 830 M

• Urban Areas $ 36 M

• High Priority / Bond / Misc. $ 130 M

Grand Total $1,404 M

Budget Sub-Partition

System Preservation

• Pavement Pres. (non-Interstate) $112 M

• Pavement Pres. (non-Interstate NFA) $ 28 M

• Pavement Pres. (Interstate) $ 45 M

• Bridge Pres. (on-system) $ 73 M

• Bridge Pres. (off-system) $ 15 M

Total $273 M

Budget Sub-Partition

Operations/Motorist Services

• ITS $ 9.9 M

• Traffic Control Devices $ 7.5 M

• Roadway Flooding $ 3.0 M

• Weigh Stations $ 1.5 M

• Rest Areas $ 0.0 M

• Ferries Operating Budget

• Movable Bridge Preventive Maintenance $ 0.5 M

• Interstate Lighting $ 1.0 M

• TSM $ 2.5 M

Total $25.9 M

Overview of the DOTD

Highway Project Selection Process

How are projects prioritized and selected?

• DOTD District and MPO officials rank projects based on:

– Technical analyses -Customer input

• Project Selection Teams make the final selections based

on:

– District Recommendations -Technical analyses

– Customer input -Available funding



Who are on these “Project Selection Teams”?

• People with expertise in certain fields:

- DOTD Headquarters Officials

- Representatives from other state agencies

- DOTD District Officials (in a few cases)

- Representatives from Federal, local, &

private-sector associations (in a few cases)



Then What Happens?



Recommended (selected) projects assembled into proposed Highway Program

Proposed Highway Program submitted to House & Senate Transportation Committees

Joint Transportation Committee holds public hearings throughout state

Final decision on Highway Program rests with House & Senate Trans. Committees and ultimately full Legislature

Project Delivery System

• Highway Program approved by Legislature

• Must have orderly process to move each project through preconstruction, construction, and into post-construction

• PD System is intended to overcome historic problems maintaining scope, schedule, and budget

• Relies heavily on strong Project Manager (s) taking charge on individual projects

• Program Managers oversee the various project categories (safety, capacity, etc.)

• At a glance, people know where any given project is in the overall process

DOTD Project Delivery Process

REJECT

Elected OfficialsMPOLong Range PlanDistrictsPublic

Stage 0: Feasibility

One Year

Feasibility Analysis of the Proposed Project


One Year


One to Two YearsDetailed Planning & Environmental Analysis

Stage 1: Planning/Environmental Process


Stage 2: Funding

Indefinite Period

Funding Allocation for Design & Construction

Stage 2: Funding &Project Prioritization

Indefinite Period


One to Three Years

Development of Final Plans & Specifications

Stage 3: Final Design Process

One to Three Years


Stage 4: Letting

One YearBid Letting Process

Stage 4: Letting


Construction of ProjectStage 5: Construction

One to Three Years Construction of Project

Stage 6: Operation

Indefinite Period

On-going Monitoring of Operation & Maintenance

Stage 6: Operation

Indefinite Period



Comments

• Stage 0 occurs prior to project selection

• Some projects will go through Stage 1 and then will be held in Stage 2 indefinitely

• We are working on an estimating procedure for each Stage

• Project Delivery Steering Committee in place to deal with problems that arise on projects and in programs

• “Project Manager” curriculum under development

• Project Management Unit is being staffed to oversee Mega projects and “high risk” projects


Overview of the Project Delivery Manual

• 10 chapters – posted on the DOTD website

• Begins with philosophy, principles & quick overview

• Elaboration on each stage

• Ends with appendices on project plan, estimating, Project Delivery Steering Committee, & team building

• Important that you have an understanding of overall process and where you fit in

• More detailed training on individual stages is coming

QUESTIONS?


Overview

Stage 0

Feasibility


REJECT



One Year



One Year





Stage 2: Funding

Indefinite Period



Indefinite Period


One to Three Years



One to Three Years


Stage 4: Letting


Stage 4: Letting




Stage 6: Operation

Indefinite Period


Stage 6: Operation

Indefinite Period


Stage 0 Purpose

• Determine project feasibility

- Technical (will it work and can we build it)

- Environmental

- Financial

• “GO / NO-GO”

Stage 0 Process Overview

• Addresses different project types- Typical (regular program and “mega’)

- Federal/State Earmark

- Special Category (urban sys/CMAQ, RR crossing,

CM, Enhance)

• Complexity of project will determine extent of

documentation

• Integrated with the Project Selection Process

Stage 0 Process Steps

1. Determine purpose and need

2. Identify the initial project concept

3. Screen for major environmental impacts

4. Develop preliminary scope and estimate

5. Identify expected funding source (s)

Stage 0 Checklist

Stage 0

Environmental Checklist

Stage 0 Checklists

• Stage 0 Study Checklist- Completed checklist is Stage 0 study for minor or

routine projects

- Checklist is outline of Stage 0 study for complex

projects

• Stage 0 Environmental Checklist- Aids in preliminary review of potential impacts to

natural and human environment

- Includes a list of environmental database websites

- Explanation of relevance of each item in checklist

Responsibility

• Responsibility Matrix

• Program Manager

– Check Completeness / Approve Stage 0

– Advance to Stage 1

Stage 0 Benefits

• Will allow more informed decisions before any

promises are made

• Will make it easier to determine type of

environmental document needed (CE, EA, EIS)

in Stage 1

• Can reduce time required for Stage 1

• Will allow better financial planning and a better

public image

Stage 0 (Feasibility)

• Manual

• Training

QUESTIONS?


Overview

Stage 1

Planning and Environment


REJECT



One Year



One Year





Stage 2: Funding

Indefinite Period



Indefinite Period


One to Three Years



One to Three Years


Stage 4: Letting


Stage 4: Letting




Stage 6: Operation

Indefinite Period


Stage 6: Operation

Indefinite Period



• Provides a “Go/No Go” Decision

– Preliminary Purpose and Need

– Initial Project Concept

– Preliminary Environmental Review

– Preliminary Project Estimate and Budget

– Expected Funding Sources

• Stage 0 Environmental Checklist completed and

provided for Stage 1 Processing

National Environmental Policy Act

NEPA says all agencies of the Federal Government shall –

• utilize a systematic, interdisciplinary approach which will insure the integrated use of the natural and social sciences and the environmental design arts in planning and in decision making which may have an impact on man's environment;

• identify and develop methods and procedures…which will insure that presently unquantified environmental amenities and values may be given appropriate consideration in decision making…

National Environmental Policy Act

• Include in every recommendation or report on proposals for…major Federal actions significantly affecting the quality of the human environment, a detailed statementon:

– the environmental impact of the proposed action,

– any adverse environmental effects which cannot be avoided should the proposal be implemented,

– alternatives to the proposed action,…

NEPA

• NEPA acts as an

“umbrella’ under

which all

environmental laws,

regulations, and

Executive Orders are

administered

• Results in the Best

Overall Public

Interest Decision

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Stage 1: NEPA Process

• Federal-aid or Federal Action

– Lead Federal Agency Determination

– Cooperating Agency Determination

– Participating Agency Designation (SAFETEA-LU)

• Categorical Exclusion (CE)

• Environmental Assessment/Finding of No

Significant Impact (EA/FONSI)

• Environmental Impact Statement/ Record of

Decision (EIS/ROD)

Stage 1: “NEPA-like” Process

• State-Funded Only

– Environmental Engineer Administrator acts as

surrogate for Lead Agency

• Environmental Exclusion (EE)

• Environmental Assessment/ Environmental

Finding (EA/EF)

• Environmental Impact Statement/ Environmental

Record (EIS/ER)

Stage 1: Project Management

• Project Managers

– Overall from Project Management Unit

– Dual Managers from Environmental Section and

appropriate Design Section

• Project Team staffed by representatives of other

Sections (Design, Geometrics, Hydraulics,

Traffic, Real Estate, Utilities, District, Planners,

Consultants)

Stage 1: CE/EE

• Project/Program Manager prepares budget from

Stage 0

• Environmental Coordinator coordinates analysis

and prepares documentation in accordance with

NEPA

• Completes CE/EE determination

Stage1:EA/FONSI/EF Or EIS/ROD/ER

• Project Manager (s) appointed

• Team Building

• Project Manager initiates environmental process

• FONSI/EF or ROD/ER issued

• Scope and Budget Memo prepared and

approved

Stage 1: Team Building

• Overall or Environmental Project Manager assumes lead role

• Preliminary Project Plan established

• Project Team established

• Scope of Work finalized

• Consultant selected, if appropriate

• Development of project activity schedule (PPMS)

• Project Management Plan finalized

• Project initiation meeting held

Stage 1: EA or EIS

• Documentation of social, economic and

environmental impacts

• List of Permits

• Location and Major Design Features

• Updated Cost Estimate (PE and FE, Cons,

ROW, Utilities, Mitigation)

• Mitigation and Environmental Commitments

Stage1: Authority – CE/EE

• Programmatic – Environmental Engineer

Administrator (EEA) has authority from FHWA to

make CE determination, EEA has authority to

make EE determination

• Documented – FHWA has authority to make CE

determination, EEA has authority to make EE

determination

Stage 1: Authority: EA/FONSI/EF

• Lead Federal Agency determines need to

prepare EA, issues FONSI for NEPA projects or

requires preparation of EIS

• EEA determines need to prepare EA, issues EF

for non-NEPA projects or requires preparation of

EIS

Stage 1: Authority – EIS/ROD/ER

• Lead Federal Agency determines need to

prepare EIS, issues ROD for NEPA projects

• EEA determines need to prepare EIS, issues ER

for non-NEPA projects

Stage 1: Deliverables

• Environmental Closure Documentation– CE/EE

– EA/FONSI/EF

– EIS/ROD/ER

• Scope and Budget Memorandum– Description of Project

– Estimates and Full-Implementation Funding

– Commitments, Agreements, and Permits

– Recommended by Project Manager (s)

– Signed by Chief Engineer

Stage 1 Manual of Standard Practice

…ENVIRONMENTALLY

Louisiana Department ofTransportation and DevelopmentandFederal Highway AdministrationLouisiana Division

State Project No. 736-99-1025F.A.P. No. SPR-0010(025)

Stage 1 – Planning/EnvironmentalManual of Standard Practice

…ENVIRONMENTALLY

Louisiana Department ofTransportation and DevelopmentandFederal Highway AdministrationLouisiana Division

State Project No. 736-99-1025F.A.P. No. SPR-0010(025)

Stage 1 – Planning/EnvironmentalManual of Standard Practice

QUESTIONS?


Overview

Stage 2

Funding and Project Prioritization


REJECT



One Year



One Year





Stage 2: Funding

Indefinite Period



Indefinite Period


One to Three Years



One to Three Years


Stage 4: Letting


Stage 4: Letting




Stage 6: Operation

Indefinite Period


Stage 6: Operation

Indefinite Period


Stage 2: Funding and

Project PrioritizationPurpose: To provide for a realistic

project time line.

Stage 2: Funding and Project

Prioritization

Objectives:

• Update the Cost Estimate and Insure

Funding Is Available to Proceed

• Develop the Project Plan and Project

Delivery Date (PDD)

• Establish the Program Fiscal Year (for the

Construction Letting)

• Determine the Funding Source

• Insure the Project Is Included in the STIP

and Highway Program

Process

Identify Origin of Project

• Priority program

• Earmark project

Priority Program

Task & Responsibility

• Check estimate & update Project Manager

if necessary

• Establish project plan Project & Program Manager

• Establish tentative Highway Program Engr.

source

• Enter milestones in Highway Program Engr.

LETS system

• Enter project info. in Project Manager

PPMS

• Changes in Project Section Head of Project

Delivery date Manager

Demo, Bond, or Other Earmark

Funds

Task & Responsibility

• Check estimate & update Project Manager

if necessary

• Review funding Program Manager

status

• Identify activities which Project Manager

can be accomplished

• Enter milestones for activities Highway Program Engr.

that are funded in LETS system

• Enter project information in Project Manager

PPMS system

• Inform Project sponsors & Program Manager

legislators of funding needs

Deliverables:

· Updated Cost Estimate

· Project Plan

· Project Delivery Date (PDD)

· Program Fiscal Year for Engineering,

ROW, Utilities, & Construction

· Funding Source Identified

Gatekeeper For Stage 2:

Highway Program Engineer

QUESTIONS?


Overview

Stage 3

Final Design Process


REJECT



One Year



One Year





Stage 2: Funding

Indefinite Period



Indefinite Period


One to Three Years



One to Three Years


Stage 4: Letting


Stage 4: Letting




Stage 6: Operation

Indefinite Period


Stage 6: Operation

Indefinite Period


Needed Input From Stage 2

Well-defined scope

Preliminary schedule (PDD)

Up to date budget

Purpose: Is to execute the final plans &

specifications within scope,

on-schedule and within budget.

Major Tasks for Stage 3

Develop Topographical survey

Prepare Preliminary Plans, Cost Estimate &

Conduct Plan-in-Hand (Road and Bridge)

Value engineering

Prepare Right-of-Way Maps

Determine Utility Conflicts

Appraise and Acquire Right-of-Way

Prepare Final Road & Bridge Plans (ACP’s)

Determine Permits or Agreements Needed

Develop Construction Proposal (PS&E)

Output Of Stage 3

Signed final plans

Specifications – 95% construction proposal

Signed cost estimate

Right-of-way acquired

All agreements secured (utility, RR, cooperative

endeavor-city/parish, etc.)

Environmental (scenic stream, COE-wetlands, coastal

use) and

Non-environmental permits (coast guard)

Completion Of Stage 3

Project delivery date (PDD)

Goal: To have the “PDD” efforts

complete prior to fiscal year

(July 1 – June 30).

Will allow the department to be

flexible with the letting dates.

Effectively Managing Project

Delivery

Endorsed scope, schedule and budget

Project Manager assigned – key contact

Build team – task managers assigned

Frequently communicate to all team members to get status on all progress

Manage any change

Use PPMS System, update frequently

Regular schedule & budget monitoring/evaluation with revisions to reflect actual progress

Value Engineering (EDSM No: I.1.1.18) - mandated for projects with total cost of $25 million or more ($20 million or more for bridge projects)

Application of resources to meet schedule.

Plan The Work & Work The Plan

Tools:

Project Scheduling Software = PPMS + Primavera

(CPM Software)

DOTD Construction Program (PPMS Templates)

PPMS Standard And Summary Templates

Current templates:

Standard DOTD – approx. 125 activities or tasks

Stage “1+3” CE Summary

Stage “3” EA-EIS Summary

Urban Projects Standard

Pavement Preservation Standard

Pavement Preservation Summary

Templates to be developed:

Stage “1” EA summary (Environmental)

Stage “1” EIS Summary (Environmental)

Stage “1+3” CE Standard

Stage “3” EA-EIS Standard

STAGE “3” CE SUMMARY TEMPLATE

STAGE “1+3” CE SUMMARY TEMPLATE ADDS PRELIMINARY TASKS.

SFD410

Final Plans

Notice to

Proceed

SFD420

DUS Coordinate

Required Utility

Agreements

SFD460

Obtain Required

Permits/

Agreements

SFD470

Obtain Scenic

Stream Permit

SFD420

Develop 95%

Final Road

Design

SFD430

Develop 95%

Final Bridge

Design

SFD440

Appraise and

Acquire Right of

Way

SFD455

Approval of Utility

Agreements

SFD480

Develop 100% Final

Design Plans and

Estimates

SFD499

Project Delivery

Date

SFD469

Develop

Construction

Proposals to 95%

STAGE “3” EA OR EIS SUMMARY TEMPLATE

SPD200

Stage 3

Project Startup

SPD210I

Topographical

Surveying

(In-house)

SPD210C

Topographical

Surveying

(Consultant)

SPD260

Perform

Property

Survey Work

SPD270

Develop

Preliminary

ROW Maps

SPD250

District/Utilities

Preliminary

Design

Coordination

SPD220

Develop 100%

Preliminary

Road Design

SPD230

Develop 100%

Preliminary

Bridge Design

SPD280

Setup for Final

Plan Work

SFD210

Final Plans

Notice to

Proceed

SPD290

Schedule and

Conduct Joint

Review Meeting

SFD260

Obtain Required

Permits/

Agreements

SFD270

Obtain Scenic

Stream Permit

SFD250

DUS Coordinate

Required Utility

Agreements

SPD292

Prepare, Review,

and Transmit

Final ROW Maps

SPD296

Prepare HQ

Utility Cost

Estimate

SPD294

Prepare ROW

Cost Estimate

SFD255

Approval of Utility

Agreements

SFD230

Develop 95%

Final Bridge

Design

SFD220

Develop 95%

Final Road

Design

SFD240

Appraise and

Acquire Right of

Way

SFD280

Develop 100%

Final Design

Plans and

Estimates

SFD289

Develop

Construction

Proposal to 95%

SFD299

Project

Delivery Date

PRELIMINARY

PLANS

(COMPLETE)

Environ

CLR.(CE)

R/W Map

(COMPLETE)12 MONTHS – 3 SITES OR LESS

18 MONTHS – 3 SITES, 2 RELOCATIONS

24 MONTHS – COMPLEX URBAN

UTILITY

CLR.

R/W CLR.

PDD

TRANSMIT

95% ACP

For

Review

ACP

COMPLETE

3 MONTHS

(MIN.)12 – 24 MONTHS

2 MONTHS (MIN.)

3 MONTHS

(MIN.) 3 MONTHS (MIN.)

TYPICAL STAGE “3” MAJOR

MILESTONE TIMELINES

A Project Task Is An Assignable

Item Of Work That Has:

A definable beginning and end

A time planned duration

A state of completion that can be estimated at any time

A reviewable internal and external deliverable at task

completion

Significant Milestones in Stage “3”

Completion of topographic survey

60% preliminary design geometric review

60% preliminary design hydraulic review

Develop preliminary pavement design

Plan-in-hand meeting (major milestone)

Joint plan review R/W (major milestone)

Advance check prints (major milestone)

Release letter (utilities)

Certify R/W complete

Finalize permit

Develop construction proposal – 95%

Plans signed by Chief Engineer

Any Change In Scope, Schedule Or Budget

Requires The Following Documentation:

Project overview narrative

Original project scope

Change project scope

Reasons for change

Environmental requirement changes

Project schedule changes

Budget and funding changes

Send change scope and budget memorandum approved by Chief

engineer to program manager and project delivery steering

committee.

Current And Future Project

Management Stage 3Current:

All projects to be placed in PPMS System.

Stage “3” PM’s are located in major design units.

Both Project Management and Design (Engr. & Plans).

Future:

New Project Management section being formed.

PM’s in new section responsible for management of high

risk projects (DOTD Risk Matrix.)

New section responsible for PPMS System management.

Project not high-risk to be managed & designed by Major

Design sections.

QUESTIONS?


Overview

Stage 4

Assignment of Optimized Letting

Dates

Purpose and Scope

Purpose:

Provide an orderly, predictable mix and flow

of projects.

Scope:

All headquarters let projects except contract

maintenance projects.

Stage 4 Goals

• Reflective of DOTD’s Budget Partitions.

• Optimized geographical mix of projects.

• Reflective of local and statewide priorities.

• Reducing socio-economic impacts.

• Level monthly letting schedule.

• Baseline for annual Dashboard measure.

• Re-level monthly schedule as necessary.

Stage 4 Benefits

• Greater confidence in letting schedule.

• Reduced adverse effects of construction.

• Improved planning horizon for contractors.

• Fewer last minutes changes.

• Increased public awareness.

• Reasonable adjustment of schedule.

Preliminary Work

• Starting in Mid-February.

• Determination of potential project list.

– Projects that will not be let this SFY

– Projects in the next SFY’s capital outlay

program

Baseline Letting Schedule

The process contains eight steps starting in

March of each year to prepare a letting

schedule for a SFY that starts July 1st of the

same calendar year.

Step1 - 1st week

• Sort all potential projects by program.

• Based on PDDs, determine the earliest possible letting dates.

Step 2 - 2nd and 3rd weeks

• Preliminary review by program managers:

– Preliminary letting order

– Budgeting issues

– Determination of potential conflicts

– District priorities

Step 3 - 4th week

• Create the preliminary letting list.

• Applying level dollar value per letting.

• Mix of projects based on defined goals.

Step 4 - 5th week

• Section 39 ( Project Finance) review

• Verification of Federal Funding availability:

–Projects scheduled from July thru

October

–Determining alternative options if federal

funding not available

Step 5 - 6th week

• Review by District Administrators for:

– Conflicts

– Special Needs

– Specific requirements

• Adjustments will be made accordingly.

Step 6 - 7th week

• Evaluation of all information received.

• Non-critical projects are moved to re-

balance the monthly letting list.

Step 7 - 7th and 8th week

• Draft final project letting list.

• Project Delivery Steering Committee (PDSC)

review:

– Specific project adjustment

– Legislative input

– Any special requirements or criteria

– Re-adjustment of the list

Step 8 - end of April

• Chief Engineer's approval of the final list.

• Must be completed by 1st of May.

• Annual baseline is established upon Chief Engineer’s approval.

Letting Schedule Maintenance

• PDD changes

• No bids or all bids rejected

• Project postponement

• Project withdrawal

• Letting changes due to executive decision

• Changes to adjust for other projects

Processes Remaining the

Same….

• Project authorization

• DBE issues

• Award process

• Contract administration

Concluding Remarks

• Stage 4 process is still evolving.

• Impact on business/civic interests must be

determined by project managers and

Districts.

• Project Control will work with all

responsible parties to minimize conflict in

the letting schedule.

QUESTIONS?


Overview

Stage 5

Construction

Purpose

• To administer a construction contract between the Department and a Contractor.

• To have the project completed–On time

–In budget

–In scope

Additional Goals

• To minimize disruption to the traveling

public

• To keep the public accurately informed

about the project.

Duration

• Stage 5 begins with receipt of the Notice

of Contract Execution (NOCE) from

Project Control in Stage 4 and continues

through the final acceptance at which time

the project is delivered to the operations

staff in Stage 6

• Projects vary immensely. From turn lanes

to major Interstate interchanges.

• Some things are common to all projects.

ProcessProject Schedule

Contractor Responsibility

Project Inspection

Sampling and Testing

Partial Estimates

Creating and Processing Change

Order

Environmental Mitigation

Notice to Proceed

Preconstruction Conference

Contract Administration

Final Inspection

Final Acceptance

Final Audit Deliver to Stage 6 (System Operations and Performance)

Construction Public Information Plan

Construction Impact Mitigation

Notice of Contract Execution from Stage 4

Contract Administration

• Project Schedule

• Contractor Responsibility

• Project Inspection

• Sampling & Testing

• Partial Estimates

• Creating & Processing Change Orders

• Environmental Mitigation

• Construction Impact Mitigation

• Final Inspection

• Final Acceptance

• Final Audit

Contract Administration Manuel

• Provides guidelines for Project Engineers

and Inspectors.

• Found on the DOTD Intranet

Construction Impact Mitigation

• Public Information

• Construction Time

• Milestones

• Traffic Delay Mitigation

• Construction Funding

Construction Public

Information Plan

• Effective communication is essential to the overall success of any major construction project

• Our goal is to provide timely and accurate information to motorists, emergency services personnel, business owners, public officials, commercial truck operators, the media and all others that may be impacted by the construction

• Complaints usually drop if the stakeholders are informed

Construction Public

Information Plan

• A written public information plan will be developed

for each project

• The plan will be developed by the assigned public

affairs officer, local district representative, the

contractor & other DOTD personnel as needed

• Detail of the plan proportional to the project’s

impact

• Act 103 of the 2003 Legislature requires project

notifications to sheriffs, parish presidents, fire

chiefs & state legislators

Key Elements of the Plan

• Development of project fact sheet for all DOTD personnel to use in providing consistent message

• Development of media contact list

• Development & distribution of initial project notification to media, affected businesses & residents, emergency services, schools & school transportation, etc.

• Regular updates to media

• Possible periodic appearances by DOTD on local morning TV shows, radio interviews, etc.

Construction Time

• Projects are let with several different types of

contract times: working day, calendar day & A+B

calendar day

• A+B bidding with calendar day will be used

whenever practical

• Exceptions are non-interstate pavement

preservation projects, typical contract

maintenance projects and enhancement projects

which will be let as working day projects. Clearing

& grubbing projects which will be let as calendar

day projects

Construction Time (continued)

• As of the December 2003 letting, calendar day

projects have a special provision allowing

contract time extensions for adverse weather

conditions. The contractor is required to include

these adverse weather days in their “B” bid. At

the conclusion of the contract, the contractor can

request additional time if the actual adverse

weather days exceed the anticipated days in the

contract. In no case will the original “B” contract

days be reduced

Milestones

• All calendar day projects will require a milestone

schedule

• Schedule will include starting date, completion

date, lane closure & re-openings & other

pertinent events determined during the project

development process

• These milestones will determine the status of a

project

Traffic Delay Mitigation

• The lion’s share of traffic mitigation will be addressed during Stage 3, Final Design Process

• Goal is to use real time traffic data (permanent and construction ITS) to notify the motoring public of unexpected delays

• Traffic mitigation will require a review of the traffic flow during the different phases of the project

• Adjustments will be made to the traffic control plan if warranted

Construction Funding

• Change orders are coded based on the reason for the change order

• 7 categories: plan error or omission, different site conditions, DOTD convenience, Third party accommodation, contractor convenience, untimely ROW/Utility Relocation & Design Error

• These codes will help us identify problem areas

Construction Funding (continued)

• Change orders that are caused by plan errors, different site conditions & untimely ROW/Utility Relocation will be noted to the Project Delivery Steering Committee (PDSC) since they normally increase the cost of the project

• Change orders that are caused by DOTD convenience, Third party accommodation and contractor convenience may not always be approved. The Project Delivery Steering Committee will be notified when the approved funding has been exceeded

Project Development Steering

Committee Duties in Stage 5

• The PDSC authorizes, monitors and tracks

expenditures vs budget for Stage 5 work.

• The PDSC receives, from the Construction

Division, and reviews large change order

requests that exceed contingency limits and

assesses impact to the budget

• The PDSC receives and reviews project close-

out report from Construction Audit and Project

Control and accounts for funds being restored to

the program

Performance Indicators

• Percentage of projects completed within contract

time

• Percentage of partial estimates processed on

time

• Percentage of final estimates processed on time

(30 calendar days for projects<$2 million & 60

calendar days for projects >$2 million

• Time to process plan changes

QUESTIONS?


Overview

Stage 6

After The Project Is Complete


REJECT



One Year



One Year





Stage 2: Funding

Indefinite Period



Indefinite Period


One to Three Years



One to Three Years


Stage 4: Letting


Stage 4: Letting




Stage 6: Operation

Indefinite Period


Stage 6: Operation

Indefinite Period


• Disposal of excess right-of-way

• Documentation of additional Utilities permitted

on the right-of-way

• Compliance with post-construction

environmental commitments

• Materials durability and performance

• Identification of design features that complicate

maintenance activities

• Identification of design features that impede

efficient traffic operations

Stage 6 Activities

Disposal of excess right-of-way

• District Maintenance Engineer, District Design

Engineer, and Real Estate Section

• Reduce Maintenance and Liability, and put

property back into the tax base

• Un-economic remainder, temporary need for

construction, change order, anticipation of future

need, realignment…


• May be identified during the project

• Usually identified when someone makes an

inquiry (such as a joint use) or when a problem

develops (such as additional maintenance or a

law suit).


• Identify potential excess property

• Check against standards

• Check for future needs

• District Administrator agrees that the parcel should be disposed of

• Real Estate Section grants servitude to each utility

• Real Estate handles disposal through sale or transfer; may lease if no buyer is available (only excess property may be leased; required property is covered by joint use)

Documentation of additional Utilities

permitted on the right-of-way

• District Utility Relocation

Unit with assistance of

District Right-of-way Permit

Unit

• Right-of-way Permit

Database

• Two Thirds of facilities are

installed without permit

Compliance With Post-Construction

Environmental Commitments

• District Maintenance Engineer, District Traffic Engineer, Environmental Section

• Erosion control, water quality monitoring, vegetation maintenance…

• Notify the Environmental Section upon completion

Materials Durability and

Performance

• District Maintenance Engineer, District Traffic Engineer

• Early failure of surface, shoulder, drainage, etc…

• Project number and completion date, description of failure, corrective action and date of action

• Submit report to Chief Engineer, Assistant Secretary of Operations, District Administrator, Design Division, Maintenance Management, and any other effected parties

Identification of Design Features That

Complicate Maintenance Activities

• District Maintenance Engineer

• List feature that make maintenance more difficult, reason, and correction

• Submit report to Chief Engineer, Assistant Secretary of Operations, District Administrator, Design Division, Maintenance Management, and any other effected parties

Identification of Design Features that

Impede Efficient Traffic Operations

• District Traffic Engineer

• List feature that impedes traffic

flow, reason, and correction

• Submit report to Chief

Engineer, Assistant Secretary

of Operations, District

Administrator, Design Division,

Traffic Division, and any other

effected parties

QUESTIONS?

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